CASE STUDY # 3HOW COME THEY MAKE MORE THAN ME?Fran Jefferson began her job as the supervisor of the Training Department ofMetro Bank and Trust Company almost four years ago. She was generallypleased with the four trainers and one secretary in her unit. Indeed, Fram tookpride in her ability to create a high morale and high performance unit. This wasparticularly pleasing to Fran because they were constantly busy and barely ableto keep up with the volume of training expected from them.Then, early on Wednesday morning, Fran's secretary, Judy Martin, knockedon 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 andabilities, 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 herwith 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 thechair next to Fran's desk. Slowly, Judy placed a job-posting application form infront 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 herjob 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 theexecutive 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 thatthe executive secretary position is graded as a 14. Now that's two grades higherthan my job!"She caught her breath. "You know my friend Mary Johnson works overthere. She told me that half the time the secretary sits around doing nothing."Judy continued, gathering some anger in her look and resentment in hervoice. "Look, Fran, you know how hard I work, how hard we all work, aroundhere. I mean, I'm always busy. I don't see why I should work in a job graded ata 12 and work twice as hard and yet not be paid the same as that secretary. Thejob requirements for the job are just a littler higher than mine, and the meritraise 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 thatyou 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 andthat the executive secretary position to which Judy referred did require addi-tional background experience, skills, and responsibilities beyond what wasneeded in Judy's current job. Because her secretary was such a good employeeand a nice person, Fran was quite concerned. She felt strongly that moving tothe executive secretary job would not be what Judy really wanted, and she hatedto lose Judy, especially if her decision was based on faulty reasoning and themove would not be good for her.Fran tried to figure out what to do.QUESTIONS1. 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?

In an organization, there are different roles and responsibilities based on the degree of skills and…

Answered: QUESTIONS 1. What are the reasons given…

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

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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?