"What's happened to Bob?" was the question asked Jack Otto, production supervisor, by one of his manufacturing workers, Clyde Fisher. Jack had been wondering the same thing for several weeks about Bob Hill, another of his welders.

Jack Otto is a 54-year-old production supervisor who has been with Store Fixture Manufacturing Co. SFM) for 20 years. He is well liked and respected by his peers and subordinates and is very competent at the technical aspects of his supervisory job.

Bob Hill, 40 years old, has been a generally competent and productive welder at SFM for ten years. Bob has been popular with his co-workers. Although he periodically "blows up" at them, he always apologizes afterwards. His absenteeism rate has been higher than average for the last several years, with most absenteeism on Mondays. Also, it is not uncommon for Bob to be 10-15 minutes late at least once a week. But, because of a shortage of experienced welders and because Bob often cuts his lunch hour short to make up his tardiness time, Jack and other managers at SFM have decided to live with Bob's attendance problems as long as they don't become extensive.

It is not uncommon for many company employees to stop for a beer after work. Clyde told Jack that Bob has been staying at the neighborhood bar for several hours after work most nights. Clyde also said he had hjeard rumors that Bob Hill was having personal problems at home.

Jack doesn't like to pry into the lives of his workers, but he knows that he can't ignore the situation much longer, especially with the others beginning to talk about Bob's problem.

Question:

1. What actions. If any, should Jack Otto take?

2. Identify some ways that the company and Jack have contributed to the  existing problem with Bob.