abox Martin ed bundling mandated change was If so, what is wrong and why we or why not ? direct a department or team or other specific work group? Why be potentially the most upsetting change that can 11. Are there any times when job redesign might not be especially approgrundy in codered 12. How would you go about ensuring that the right person is matched with the right job as early in employment as possible? vines You 13. Describe two characteristics you would look for if you were considering employees who might fit well into a telecommuting situation. quiet and receded 14. What would you consider to be at least three advantages of successful job he said redesign? Why? haven't 15. Explain what is meant in the chapter by macro and micro models of job dresing Instr in eith const emple D Case: 'Round and 'Round Again The position of business office manager at Central Hospital has been a "hot seat" frequent changing incumbents. When the position was vacated last June, the four most senior employees in the department were interviewed. All were told that because they were at the top of grade and the salary structure for new supervisors "had not yet caught up with that of other jobs," the position would involve only a miniscule increase in pay. All four declined to interview for the position, but in the process all four were given the impression that they were not really considered qualified anyway. They might, however, be considered at a later date. That same month a new manager was hired from outside, and the four senior employees were instructed to "show the new boss everything she needs to know" Over the next few months the finance director, to whom the business office reported, told the four senior employees that they had "come along very nicely" and that they would be considered candidates if the position should open up again. Barely 8 months after being hired, the manager resigned. However, none of the four senior employees got the job; the process described previously was repeated, and againa new manager was hired from outside. Questions 1 . How are the four senior employees going to feel, having been through this frustrating process twice? 2. What are likely to be the attitudes of the business office staff toward the organization!Special Considerations 411 3. How are the four senior employees likely to regard their boss's boss, the finance ation process director? 4. What would be your recommendation for attempting to correct (over a period of time) at you have the damage done in the business office? be done, ange is Case: Who Needs a Boss? important Mrs. Martin is assigned to the reception desk in the lobby of Community Hospital, a small rural facility. Her job also includes sorting incoming mail for distribution and metering and bundling all outgoing mail. She has been the only person doing this job since the hospital opened its doors 16 years earlier. She always worked independently and was never is it assigned to any particular supervisor. She never appeared on any organization chart, and she considered the hospital's administrator, whom she rarely saw, to be her only "boss." During a period of growth it was considered necessary to establish the position of business manager. You were hired from the outside to fill this new position. One of the Why activities placed under your direct supervision is Mrs. Martin's mail and reception area. You are unable to tell from your initial visit with Mrs. Martin whether her seemingly quiet and stern manner is natural to her or perhaps indicates resentment. Your visit was not preceded by any announcement concerning your arrival and the position you were to fill. All the said when you introduced yourself and told her why you were there was, "Sixteen years I haven't needed a boss, and I certainly don't need one now." Instructions in either outline or essay form, develop an approach that will help you get started constructively with Mrs. Martin, recognizing that this significant change affecting her employment was sprung o