Week Three Discussion A new manager (on the job a month) of a call center with 110 employees including 8 supervisors (all with 2 years or more service) decides that changes need to be made to 3 main processes and employee scheduling to achieve greater efficiencies and lower costs. The center operates 15 hours per day to serve multiple time zones. Process changes include how calls are tracked (there will be more paperwork/computer tracking); how employees are measured and rated on call quality; and some additional training methods that will be new for the group as new technology comes into play within the next month for call routing. Employees will be moved to 10 hour 4-day work weeks unless there is a documented extreme hardship (with approval from HR). Describe how you believe the manager will use different types of 'power' and how the supervisors will also use different types of power to introduce and place into operation the changes in processes and scheduling. When might some types be better than others here? Where might biggest resistance to change be? Why? What would the manager's main role be here? References Lussier, R. N. & Achua, C. F. (2013). Leadership: theory, application, & skill development. 5th edition. Mason, OH: Erin Joyner