create a case analysis on the following problem: Although specialization does cut costs significantly, Reynaldo is worried about customer dissatisfaction. According to her survey, about $25$ percent of customer contacts ended in no service call because customers were confused by the diagnostic questions the order processors asked and because the order processors did not have sufficient knowledge or skill to explain the situation. The remaining $75$ percent of calls that did end in a customer service encounter resulted in other problems. The most frequent complaints Reynaldo found in the customer surveys were about response time and cost, especially when the wrong person was sent to a job. A plumber$$s assistant cannot complete a more technically complicated job. The appointment has to be rescheduled, and the customer$$s time and the staff$$s time have been wasted. The resulting delay often caused customers in these situations to decline further contact with DrainFlow$$many of them decided to go with Lightning Plumber. $$When I arrive at a job I can$$t take care of$,$ says plumber$$s assistant Jim Larson, $$the customer gets ticked off. They thought they were getting a licensed plumber, since they were calling for a plumber. Telling them they have to have someone else come out doesn$$t go over well.$$ On the other hand, when a plumber responds to a job easily handled by a plumber$$s assistant, the customer is still charged at the plumber$$s higher pay rate. Licensed plumber Luis Berger also does not like being in the position of giving customers bad news. $$If I get called out to do something like snake a drain, the customer isn$$t expecting a hefty bill. I$$m caught between a rock and a hard place$$I don$$t set the rates or make the appointments, but I$$m the one who gets it from the customer.$$ Plumbers also resent being sent to do such simple work. Susie McCarty is one of DrainFlow$$s order processors. She$$s frustrated too when the wrong person is sent to a job but feels she and the other order processors are doing the best they can. $$We have a survey we$$re supposed to follow with the calls to find out what the problem is and who needs to take the job,$$ she explains. $$The customers don$$t know that we have a standard form, so they think we can answer all their questions. Most of us don$$t know any more about plumbing than the caller. If they don$$t use the terms on the survey, we don$$t understand what they$$re talking about. A plumber would, but we$$re not plumbers; we just take the calls.$$ Customer service issues also involve the billing representatives. They are the ones who have to keep contacting customers about payment. $$It$$s not my fault the wrong guy was sent,$$ says Elizabeth Monty. $$If two guys went out, that$$s two trips. If a plumber did the work, you pay plumber rates. Some of these customers don$$t get that I didn$$t take their first call, and so I get yelled at$.$ The billing representatives also complain that they see only the tail end of the process, so they don$$t know what the original call entailed. The job is fairly impersonal, and much of the work is recording customer complaints. Remember$40$ percent of customers aren$$t satisfied, and it$$s the billing representatives who take the brunt of their negative reactions on the phone. As you can probably tell, all employees have to engage in emotional labor, as described in your textbook, and many lack the skills or personality traits to complete the customer interaction component of their jobs. They aren$$t trained to provide customer service, and they see their work mostly in technical, or mechanical, terms. Quite a few are actually anxious about speaking directly with customers. The office staff $($order processors and billing representatives$)$ realize customer service is part of their job, but they also find dealing with negative feedback from customers and coworkers taxing. A couple of years ago a management consulting company was hired to survey DrainFlow worker attitudes. The results showed they were less satisfied than workers in other comparable jobs. The following table provides a breakdown of respondent satisfaction levels across a number of categories: The information about average plumbers and average office workers is taken from the management consulting company$$s records of other companies. They aren$$t exactly surprising, given some of the complaints DrainFlow employees have made. Top management is worried about these results, but they haven$$t been able to formulate a solution. The traditional DrainFlow culture has been focused on cost containment, and the $$soft stuff$$ like employee satisfaction hasn$$t been a major issue. The Proposed Solution The company is in trouble, and as revenues shrink and the cost savings that were supposed to be achieved by dividing up work fail to materialize, a change seems to be in order. Reyn