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On the one hand, electronic monitoring may replace supervisors, thereby reducing indirect labor costs and improving organizational ef ciency On the other hand, intense electronic monitoring causes emotional exhaustion and burnout (Carayon, 1993; Holman, Chissick & Totterdell, in press), which may negatively affect productivity In addition, supervisors may be a complement to electronic monitoring, as in research by Holman et al (in press), who found that supervisor support moderated the negative effects of electronic monitoring Similarly, the research on supervisors is theoretically and empirically undeveloped Often researchers include a measure of supervisor support (positive feedback, fair treatment of workers) when they study management practices, but what supervisors actually do is unexamined These studies typically show that supervisors in uence employee attitudes but not necessarily performance, eg.

Under Section 102(a), an invention is novel unless the invention was known or used by others in this country or patented or described in a printed publication in this or a foreign country before the date of invention by the applicant9 Fourth, the invention must not be obvious10 An invention is obvious if the prior art would have suggested11 to one of ordinary skill in the art that this process should be carried out and would have a reasonable likelihood of success12 Once the PTO issues the application as a patent, the inventor or the inventor s assignee has the right to exclude others from practicing the invention for twenty years from the filing date of the application13 Patent claims, which are comprised of elements (or limitations), determine the scope of the patent.

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Cunningham & MacGregor (2000) found that supervisor support was a signi cant predictor of employee satisfaction, intention to quit, and absenteeism in a study of 750 telephone and service station workers However, in an international survey of 400 call center workers, supervisor support and team member support had a significant relationship with job satisfaction but not employees commitment or reported capacity to satisfy customers (Sergeant & Frenkel, 2000) Singh (2000) found that task control was more important than supervisor support as a resource for call center workers in nancial services, and King & Garey (1997) found that positive supervision and leadership in hotels had little correlation to guest ratings of responsiveness and slight negative correlations to welcoming and helpfulness.

Case Study 2 Facts (a) Magnificent Inc. engaged a consulting firm to advise it on many projects that it had been planning to undertake in order to diversify its operations and enhance its public image and ratings. With this mandate, the consulting firm set out to prepare a feasibility study for the construction of a shopping mall that would house anchor tenants such as world-class international designers and well-known global retail chains. The consulting firm advised Magnificent Inc. that this kind of a project would do wonders to its corporate image. This shopping mall had certain distinguishing features that were unique in many respects, and it could easily win the coveted title of

Infringement of a claim takes place when there is literal infringement or infringement under the doctrine of equivalents Literal infringement occurs when every element in a claim is literally found in the accused device14 Under the doctrine of equivalents, infringement takes place when an element in a claim is not literally found in the accused device, but its equivalent is pres-.

A second set of issues concerns the ratio of supervisors to workers: are new forms of work organization a complement to or substitute for supervision One group of studies has shown that self-managed teams are a substitute for supervisors A meta-analysis of research on selfmanaged teams, for example, found that teams without supervisors performed better than those with supervisors (Beekun, 1989) In a recent study of call center workers, Fernie & Metcalf (1999) found that team-based pay systems and low supervisor:worker ratios were associated with higher self-reported productivity and nancial performance Batt (2001) found that eld technicians in self-managed teams absorbed the monitoring and coordination tasks of supervisors in one-third of the time required by supervisors, thereby reducing indirect labor costs without adversely affecting objective quality and productivity In theory, teams that develop the capacity to be self-regulating and to do without supervisors will perform better Cohen et al.

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(1997) tested this idea using data from 900 employees in self-managed and traditionally supervised work groups in a telecommunications rm They found that self-managed teams scored higher on these dimensions and that these dimensions predicted employee satisfaction and self-rated effectiveness They also found that these leadership behaviors were applicable to traditionally supervised groups..

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