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SP$24-$MGT$-381-$E$02$ Principles of Management

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lanaging or Spying?

Vell, it's the last Friday of the month, and that can only mean one thing$-$time to process the invoic $\text{'}$om the freelance workers you hired. A few months ago, your company was overloaded by the amc ata processing that needed to be done. There were a few days when the entire staff, even the janit tayed past $11$ pm to read through, sort, and organize all of your clients' account data. The work wa ecessarily difficult. But it was time$-$consuming, and you hated it when your employees and manag o take time off of other important things to get the processing done. You thought you found a perf olution when you decided to hire some freelancers$-$part$-$time outsiders that you could contract $t$ f the processing, freeing up your staff to focus on other things.

What seemed to be a great solution, however, produced a few troubles of its own. It wasn't as if the vasn't getting done$-$the freelancers actually did a pretty good job with their assignments. The prc vas, though, how much time they seemed to be spending on the work. When you used to do the rocessing in$-$house, it usually took one person about $4-5$ hours to go through the data for one clie iven employees who didn't have any specialized training could usually get through one client's acc ess than $7$ hours. Your freelancers, however, have been charging for more hours$-$a lot more. Sixn Igo, their time sheet showed that they spent an average of $16$ hours per account. Three months as ime sheet showed that they spent an average of $19$ hours per account. And as you open this mont nvoices, you see that they are reporting having spent an average of $21$ hours per account.

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