Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and...
Fantastic news! We've Found the answer you've been seeking!
Question:
Transcribed Image Text:
Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed, Fram took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then, early on Wednesday morning, Fran's secretary, Judy Martin, knocked on Fran's door and asked to see her. Fran liked Judy and considered the secre- tary to be one of her "stars." Indeed, in an effort to develop Judy's talents and abilities, Fran had gone out of her way to give Judy special assignments, includ- ing her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assis- tance and evaluation follow-through. By now, Judy functioned more as an ad- ministrative aide than as a secretary. It was clear that Judy was upset about something as she seated herself in the chair next to Fran's desk. Slowly, Judy placed a job-posting application form in front of Fran. She would not look her supervisor in the eyes. Fran was surprised, to say the least. As far as Fran knew, Judy liked both her job and working in the Training Department. In turn, everyone else in the de- partment liked and respected Judy. Fran looked over the form and said casually, "So you want to post for the executive secretary job in the Branch Management Division." She paused. "Could I ask you for some additional information, Judy? I'm kind of surprised." Judy looked at her clasped hands, thinking. Fran waited. Finally, Judy looked up and said: "I noticed in last week's job posting that the executive secretary position is graded as a 14. Now that's two grades higher than my job!" She caught her breath. "You know my friend Mary Johnson works over there. She told me that half the time the secretary sits around doing nothing." Judy continued, gathering some anger in her look and resentment in her voice. "Look, Fran, you know how hard I work, how hard we all work, around here. I mean, I'm always busy. I don't see why I should work in a job graded at a 12 and work twice as hard and yet not be paid the same as that secretary. The job requirements for the job are just a littler higher than mine, and the merit raise you gave me last month hardly helped at all." Fran listened; then she replied: "It sounds to me, Judy, that you're feeling angry because you think you should be paid more for the work you do and that you want to switch jobs rather than put up with things as they are. Am I right?" Judy nodded her head in agreement. Fran knew, though, that the Metro job evaluation system was up to date and that the executive secretary position to which Judy referred did require addi- tional background experience, skills, and responsibilities beyond what was needed in Judy's current job. Because her secretary was such a good employee and a nice person, Fran was quite concerned. She felt strongly that moving to the executive secretary job would not be what Judy really wanted, and she hated to lose Judy, especially if her decision was based on faulty reasoning and the Imove would not be good for her. Fran tried to figure out what to do. QUESTIONS 1. What are the reasons given by Judy Martin for want- ing to post for a position in another department? What points are accurate and which are debatable? 2. How should Fran respond to Judy's request to trans- fer? 3. How should Fran respond to Judy's salary com- plaints? Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed, Fram took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then, early on Wednesday morning, Fran's secretary, Judy Martin, knocked on Fran's door and asked to see her. Fran liked Judy and considered the secre- tary to be one of her "stars." Indeed, in an effort to develop Judy's talents and abilities, Fran had gone out of her way to give Judy special assignments, includ- ing her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assis- tance and evaluation follow-through. By now, Judy functioned more as an ad- ministrative aide than as a secretary. It was clear that Judy was upset about something as she seated herself in the chair next to Fran's desk. Slowly, Judy placed a job-posting application form in front of Fran. She would not look her supervisor in the eyes. Fran was surprised, to say the least. As far as Fran knew, Judy liked both her job and working in the Training Department. In turn, everyone else in the de- partment liked and respected Judy. Fran looked over the form and said casually, "So you want to post for the executive secretary job in the Branch Management Division." She paused. "Could I ask you for some additional information, Judy? I'm kind of surprised." Judy looked at her clasped hands, thinking. Fran waited. Finally, Judy looked up and said: "I noticed in last week's job posting that the executive secretary position is graded as a 14. Now that's two grades higher than my job!" She caught her breath. "You know my friend Mary Johnson works over there. She told me that half the time the secretary sits around doing nothing." Judy continued, gathering some anger in her look and resentment in her voice. "Look, Fran, you know how hard I work, how hard we all work, around here. I mean, I'm always busy. I don't see why I should work in a job graded at a 12 and work twice as hard and yet not be paid the same as that secretary. The job requirements for the job are just a littler higher than mine, and the merit raise you gave me last month hardly helped at all." Fran listened; then she replied: "It sounds to me, Judy, that you're feeling angry because you think you should be paid more for the work you do and that you want to switch jobs rather than put up with things as they are. Am I right?" Judy nodded her head in agreement. Fran knew, though, that the Metro job evaluation system was up to date and that the executive secretary position to which Judy referred did require addi- tional background experience, skills, and responsibilities beyond what was needed in Judy's current job. Because her secretary was such a good employee and a nice person, Fran was quite concerned. She felt strongly that moving to the executive secretary job would not be what Judy really wanted, and she hated to lose Judy, especially if her decision was based on faulty reasoning and the Imove would not be good for her. Fran tried to figure out what to do. QUESTIONS 1. What are the reasons given by Judy Martin for want- ing to post for a position in another department? What points are accurate and which are debatable? 2. How should Fran respond to Judy's request to trans- fer? 3. How should Fran respond to Judy's salary com- plaints?
Expert Answer:
Answer rating: 100% (QA)
1 Judy Martins reasons for wanting to post for a position in another department are primarily related to salary and job grading The reasons she gives ... View the full answer
Related Book For
Project Management The Managerial Process
ISBN: 9781260570434
8th Edition
Authors: Eric W Larson, Clifford F. Gray
Posted Date:
Students also viewed these finance questions
-
Company: Red Robin Gourmet Burgers Reference: https://www.sec.gov/cgi-bin/viewer?action=view&cik=1171759&accession_number=0001171759-23-000015&xbrl_type=v Read the reference of Red Robin Gourmet...
-
Planning is one of the most important management functions in any business. A front office managers first step in planning should involve determine the departments goals. Planning also includes...
-
The Crazy Eddie fraud may appear smaller and gentler than the massive billion-dollar frauds exposed in recent times, such as Bernie Madoffs Ponzi scheme, frauds in the subprime mortgage market, the...
-
1. Suppose that a stoichiometric mixture of isooctane (C8H18) and air is burned in an engine and then the fuel is changed to 10% (by liquid volume) ethanol and 90% by liquid volume isooctane. If the...
-
Briefly describe the three factors that can enhance a follower's influence.
-
The Dukes leased land from Lillian Whatley. Toward the end of their lease, they sent Ms. Whatley a new contract, renewing the lease for three years and giving themselves the option to buy the land at...
-
Explain what pastoralism is, and give an example.
-
Stromski Company is considering a capital investment of $150,000 in additional productive facilities. The new machinery is expected to have a useful life of 5 years with no salvage value ....
-
Megamart provides the following information on its two investment centers. Investment Center Sales Income Average Assets Electronics $ 45,000,000 $ 3,420,000 $ 18,000,000 Sporting goods 25,200,000...
-
Pritano Company acquired all the net assets of Succo Company on December 31, 2018, for $2,160,000 cash. The balance sheet of Succo Company immediately prior to the acquisition showed: As part of the...
-
Badger Digging Company's year-end is August 31. Based on an analysis of the unadjusted trial balance at August 31, 2022, the following information was available for the preparation of adjusting...
-
Under the shop, _________________ no one is forced to join the union.
-
What are the major factors that an organization needs to analyze before it can consider entering a foreign market?
-
How do you think a learning organization would act in this dynamic environment? What survival chances do the stagnant organizations have?
-
What is the role of codetermination? In your opinion, is the incorporation of lower-level employees on the board appropriate?
-
Discuss the importance of the common-size financial statements in strategic evaluation and control process.
-
The sales of Sherwin-Williams paint in different regional markets depends on several input variables. One variable that partially drives selling price, which in turn affects sales, is the cost to get...
-
When the concentration of a strong acid is not substantially higher than 1.0 10-7 M, the ionization of water must be taken into account in the calculation of the solution's pH. (a) Derive an...
-
How did Singer establish effective patterns of communication?
-
Describe the four phases of the traditional project life cycle. Which phase do you think would be the most difficult one to complete?
-
Why do organizations use the percent complete instead of the cheaper, easier pseudo-earned value percent approach?
-
Show that for two arbitrary random events \(A\) and \(B\) the following inequalities are true: \(P(A \cap B) \leq P(A) \leq P(A \cup B) \leq P(A)+P(B)\).
-
A publishing house offers a new book as standard or luxury edition and with or without a CD. The publisher analyzes the first 1000 orders: Let \(A(B)\) the random event that a book, randomly choosen...
-
Two dice are simultaneously thrown. The result is \(\left(\omega_{1}, \omega_{2} ight)\). What is the probability \(p\) of the event ' \(\omega_{2}=6\) ' on condition that '...
Study smarter with the SolutionInn App