1. How does the organization achieve “compliance” from its members? Since our organization is unionized, it is more difficult for managers to obtain positive compliance from their employees as reward power is minimized. Because of unionization, decisions about promotions and raises cannot be made by supervisors and managers. This limits the amount of control managers have over their employees' compliance. However, I believe my organization still leverages some power over the interests of my team members. One attempt by my supervisor to maintain compliance within our "team" is to reward hard work with a "half party" once a month. This included half an hour on one shift each month dedicated to 'gorging' on party food, including lollipops, crisps, cakes and cokes etc. We didn't get the "party halfa" if we didn't meet the packaging standards. Everyone knew that every individual had to perform according to standards and not let any team member disappoint others, thus increasing productivity and establishing compliance. As shown above, our colleagues are defined by our supervisors and managers not as employees or staff, but a "team" symbolizing this reality that we should operate not only for our own individual benefit, but also for the gain of the individuals of that squad. Another act of compliance can be implemented through coercive power. This example is a more subtle version of coercive power; the supervisor's threat to stay behind and finish our work if it isn't completed by the end of our shift. The end of my shift is usually around 10.30pm, my colleagues are young and my shifts include Wednesday evening and Friday evening and the young members of my team usually plan to go out on the town after work, so from half hour to an hour later poses a threat to their social life. This usually creates urgency to get the work done on time and thus compliance is established by the team and an increase in productivity occurs.2. What are the characteristics of “communications” in this organization? The communication structure is a hierarchical framework with communication moving downwards. The regional manager usually communicates inventory, budget, and profit/loss issues to the store manager. This is then filtered through the ranks, from management to supervisors and finally to us workers.