CASE: BENDING THE BREAK Assume you are supervisor of a hospital admitting department and also responsible for the reception area and information center (switchboard and main lobby desk). Like other employees, your people are entitled to 15-minute breaks in both morning and afternoon. Most of your employees have some flexibility as to when they can take breaks, but the person who works the switchboard and the one who works the main lobby desk have breaks scheduled for specific times because you have to provide relief for them. You often have no one to spare, so much of the time you provide their relief yourself. This was a horrible week. Two key people were absent most of the week, admitting activity was up, and a few other problems popped up. You personally had to relieve Alice, the switchboard operator, for morning breaks the entire week. One Monday and Tuesday Alice stayed on break about 20 minutes. Wednesday she was gone 25 minutes, and both Thursday and Friday she stretched her morning breaks to a half hour. With all the work you had to do, you felt you couldn't tolerate such lengthy breaks, so on Friday you spoke with Alice about her