He reviewed the current situation in his department. There were five people in the Training Department: in addition to Bill and Brenda, there was the second CSA trainer Chris, a management trainee program coordinator and the departmental secretary$.$ All reported directly to Bill, who was now swamped with other projects.

Bill thought about what he wanted: fewer people reporting to him directly, a reinvigorated Brenda with new, more challenging assignments, and the entire CSA training effort coordinated and managed at a lower level.

As he sat staring out the window, absently toying with the pages of the report on which he was working, Bill made a list of some additional pieces to this puzzle:

Brenda had supervisory experience and the potential to supervise others. She already was serving in a senior, lead$-$worker capacity with Chris, the other CSA trainer.

Both he and Brenda were aware of the need for other CSA training programs. Some already existed, but could not be given because of time limitations$,$ whereas others needed to be developed. For example, programs in customer relations, product knowledge, and sales skills had been "simmering on the back$-$burner" for six months and were waiting for someone to put them together and deliver them.

The rate of CSA turnover was subsiding, and Bill knew that soon there would be a need for only one three$-$week CSA training class. This would cut out the need for running two classes at a time, as was done now.

There was a need for a new program for training CSA supervisors in branch service and supervisory tasks. This program would have to be developed.

Bill handled virtually all administrative and political issues in order to avoid burdening the staff. For example, the budgets for Brenda's CSA Training Center came directly to him each month, and Brenda never saw them. He did all the budget planning for her, too.

Likewise, Bill fielded all the problems and questions that the Branch Operations people had about CSA training. He had instituted the Advisory Committee of Branch personnel to meet with the Training Department in order to act as conduit for branch office complaints and to serve as a sounding board for departmental ideas. He knew this was a good approach. Brenda, while interested, said she'd never seen anything like that done before, and claimed not to have time to get too involved.

Chris, the second CSA trainer, had been doing an acceptable job, but he needed help and coaching. Bill had neither the time nor the background to do that. Given these factors, Bill wondered what he could do to restructure Brenda's job in order to make it more challenging and satisfying while also improving the productivity and effectiveness of the department.