THE MANAGER'S MEMO

FROM: W. Johnson, Office Manager
TO: D. Washington, Internet Billing Supervisor
RE: Performance of Internet Billing Representatives

I have given serious thought to our conversation about the increase in performance errors, absenteeism, and low morale among our Internet billing representatives. The problem may well lie, at least in part, in the design of their jobs. In reviewing the procedures you sent me, I see that their tasks are quite specialized, routine, and mostly automated-processing bills for Internet orders.

In addition, due to the design of their jobs, most of the Internet billers rarely if ever have any direct contact with other departments, such as sales, customer service, or technical support. Redesigning their jobs could do worlds for their morale and motivation, and it could mean see fewer errors and a reduction in the number of sick days taken. My suggestion is that you consider ways to expand and enrich the work of the Internet billing staff. If you will outline some general ideas, we can meet to discuss them and how they fit in with the overall needs of the firm.

CASE DISCUSSION QUESTIONS
Assume that you are D. Washington, supervisor of the Internet billing staff, and respond to the office manager's memorandum. Select from the job design programs discussed in this chapter those that you think will be most effective, and outline an overall redesign of your staff's jobs. Be as specific as you can.