BACKGROUND:

Ten years ago, I started working as a clerk for DMD Medical Supplies. Six months ago, Liz Jakowski, the human resources director, promoted me to office manager. I manage two employees: Jack Snyder and Ruth Disselkoen. My office provides secretatial support for the four members of the executive team. Two years ago, Liz had assigned Jack to support Ralph Alane and Jessica Hilo. Ruth was assigned to Samuel Daley and Frank Daley. The work flow was equally balanced. I've noteced that in thelast three months Ruth has cut her breaks short to complete her work, complains of being tires, and at least twice a month requires overtime hours costing the company an additional $200 a month. In the last three weeks, Frank Daley has complained to me a few times about the poor quality of Ruth's work. On the other hand, over the last three months, Jack frequently seems to have little to do. He has begun coming in late a couple times a week and taking more than the allotted break times. What work he does have, however, is always professionally completed.
I must investigate to determine what is causing this change and how to improve the situation. Since notheing has changed in the personal lives of either Jack or Ruth, I conclude I must focus on the in-office work situation. I learn the following facts:
Samuel and Frank Daley share a part-time administrative assistant who works only 15 hours a week.
Ralph Alane and Jessica Hilo share a full-time administrative assistant.
Jessica Hilo has been on medical leave for the last four months, and Liz Jakowski in't sure whether Jessica will be able to return to work.
Jessica's duties have been temporarily reassigned to Ralph and Frank.

I don't have the authority to change the work assignments of the two administrative assistants or the executive team, I clearly need to change my office assignments so that Jack and Ruth work regularly without requiring overtime.

SOME QUESTIONS I ASK MYSELF:
1. How long has this situation been going on?

2. Why did the problems begin when they did?

3. Am I able to solve the problem at its root cause or am I only able to manage the impact of the problem?

4. Is this a temporary or permanent problem?

5. How has the company been affected?

6.How have the employees been affected?

7. What's in my power to change? What must stay the same?

8. What are tow or three ways to improve the efficiency of my office?

9. How much work, time, and money would be required to implement each solution?

10. Does each solution stop all the negative effects?

11. Are there any benefits to the change beyond stopping what is occurring?

12. How exactly would each change affect Jack, Ruth, and the executive team?

13. What would I have to do to make sure each change goes through as planned and to monitor the situation once the solution is in place?

SECTION 1
Facts and figures that define the problem (the cause)

Details that show the impact of the problem (effects) on Jack, Ruth and the company.

SECTION 2
The steps needed to change the situation

Reason to implement each step, including the benefits to my employees, my supervisor, and the company.

Information about my role in the change.

We do not do your homework for you. After you have done some thinking and writing, please repost. We will be happy to make further suggestions or corrections.

As you write, follow these directions VERY CAREFULLY:

SECTION 1
Facts and figures that define the problem (the cause)

Details that show the impact of the problem (effects) on Jack, Ruth and the company.

SECTION 2
The steps needed to change the situation

Reason to implement each step, including the benefits to my employees, my supervisor, and the company.

Information about my role in the change.


Basically, in Section I, you'll be stating what is; in Section II, you'll be stating what will/should be.

This is a Penn Foster exam - she needs to do her own work!!!

SECTION 1:

The problem: Jack and Ruth's work situation has changed, with Ruth working longer hours and cutting breaks short, while Jack appears to have little work to do and is coming in late and taking longer breaks. This change has been happening for the last three months.

Effects on Jack: Jack has less work to do and has started coming in late and taking longer breaks. His work, however, is still completed professionally.

Effects on Ruth: Ruth is working longer hours, cutting breaks short, and showing signs of tiredness. She also requires overtime at least twice a month, costing the company an additional $200 a month. Additionally, Frank Daley has complained about the poor quality of Ruth's work in the last three weeks.

Effects on the company: The company is incurring additional costs due to Ruth's overtime hours. There have been complaints about the quality of Ruth's work, which could potentially affect the productivity and efficiency of the executive team.

SECTION 2:
Steps needed to change the situation:

1. Assess workload distribution: Evaluate the workload of each administrative assistant and determine if it is evenly distributed. This step will help identify if there are any imbalances causing the issues with Jack and Ruth's workload.

Reason to implement: By assessing the workload distribution, we can identify if there is a specific reason why Jack has little work and Ruth has excessive work, helping to pinpoint the root cause of the problem.

Benefits: This step can lead to a better understanding of the workload dynamics and any necessary adjustments that need to be made to ensure a balanced workload for both Jack and Ruth.

2. Communicate with the executive team: Discuss the issue with the executive team and gather their input on the workload and work quality concerns. Understand if any changes in their priorities or responsibilities have contributed to the imbalance in workload.

Reason to implement: By involving the executive team in the discussion, we can gain insights into any specific changes that may have caused the problems, ensuring a more accurate understanding of the situation.

Benefits: Engaging with the executive team promotes open communication and collaboration, increasing the chances of finding effective solutions to the workload issues. It also helps build rapport and trust between the office manager and the executive team.

3. Restructure job assignments: Based on the assessment of workload distribution and input from the executive team, make necessary changes to the job assignments of Jack and Ruth. Aim for a more balanced workload and ensure that the administrative assistants are supporting the appropriate executives effectively.

Reason to implement: Restructuring job assignments can help address the root cause of the workload imbalance, ensuring that Jack and Ruth have enough work to do without overburdening them.

Benefits: A balanced workload will lead to increased productivity, job satisfaction, and efficiency for both Jack and Ruth. It will also result in better-quality work, reducing complaints from the executives and enhancing overall team performance.

My role in the change: As the office manager, it is my responsibility to assess, communicate, and restructure job assignments to address the workload issues. I need to facilitate discussions, gather information, and make informed decisions to bring about a positive change in the office dynamics.

Monitoring the situation: Once the changes are implemented, I will need to monitor the workload distribution and the impact on Jack, Ruth, and the executive team. Regular check-ins, feedback sessions, and performance evaluations will help ensure that the changes are effective and sustainable in the long term.