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defining jobs and training people to fill them; the knowledge and personal qualities needed to give commands; means of achieving coordination; and the timeliness of control with related sanctions.

Fayol’s findings can be traced through to nowadays, although his ideas have frequently been reinvented and relabelled. The functions and principles provide an important framework for the study of modern management. Fayol’s contributions to the field were so significant that today he is known as the “Father of Modern Management Theory”.

Text 1.9. Read the text and explain why the human relations approach was significant and remains so today.

Human Relations Approach

Hawthorne Studies

We have seen how the emphasis in the classical approach was on principles, science and structure. The human aspects of work and organisation were not ignored but treated as a secondary issue in increasing the efficiency of enterprises. It was during the 1920s that scholars and innovators turned their attention more towards the behaviour of employees within organisations. They became concerned with human relations.

Three factors brought about this change:

•the rising influence of trade unions in many countries;

•industrial humanism as a philosophy; and

•studies that challenged the assumptions of scientific management.

The famous Hawthorne Studies were carried out in the 1920s and 1930s. They were held at the Hawthorne plant of the Western Electric Company in Chicago, USA, with advice from staff at the Massachusetts Institute of Technology and were directed by Professor Elton Mayo, a Harvard Business psychologist. Their aim, initially, was to evaluate the factors influencing productivity. However, the researchers soon directed their attention towards studying people, especially their social relationships at work.

Professor Elton Mayor and his colleagues held a series of experiments on how working conditions affected output. Their subjects were a group of girls who assembled telephone equipment. Such things as lighting, lunch times, rest periods, wall colours, pay and temperature were varied to see how they influenced productivity. It was found out that there was an increase in productivity and the workers who were studied increased their output whether conditions were improved or not.

The researchers began looking for other factors which would explain the increased productivity. This led them to look for the human factor influencing efficiency. They realised that their study was also about workers’ attitudes and values. It was clear that the girls developed a high morale during the experiment and were motivated to work hard. This high morale was put down to several factors.

•The girls enjoyed feeling they were especially selected for the study and were receiving a lot of attention from management.

•They developed good relationships with each other and with their superior during the experiment.

•The good relationships and social contacts made their work more enjoyable.

Taken as a whole, the Hawthorne Studies generated new ideas. This experiment was followed by many others. The researchers came to the conclusion that social relations among workers and their bosses affected output, quality of work and motivation. Another important finding was that a worker needed more than money and good working conditions to be productive. The feeling of belonging to a group and the status within that group strongly affected the behaviour.

Human Relations Movement

It is said that Elton Mayo founded the Human Relations School. The human relations movement gathered momentum from the Hawthorne Studies. Deeper insights came from Maslow and McGregor. An American psychologist Abraham Maslow looked at human behaviour from psychology practice, proposing that human motivation is driven by a hierarchy of needs. We shall discuss this in Unit 4. Douglas McGregor (1906–1964) introduced the concept that the attitudes managers hold about the nature of people greatly influence their behavior.

His Theory X and Theory Y were ideal types describing typical management attitudes presented in terms of assumptions. McGregor distinguished between what he called Theory X and Theory Y managers. The Theory X managers behaved according to the following assumptions.

• The average person inherently dislikes work and will avoid it if possible.

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•The average employee has little ambition, prefers direction and desires job security above all other outcomes.

•Most employees avoid taking on responsibilities.

•Therefore, most people must be coerced, directed and closely supervised or threatened to get them to put in adequate effort to achieve organisational objectives.

The Theory X managers view subordinates as being lazy, uncooperative, and possessing poor work habits and treat them accordingly; they use an authoritarian and directive style of management. Under Theory X, the employee having difficulty meeting standard output levels is seen as lazy and needs to be closely supervised.

The Theory Y managers behaved according to the different set of assumptions.

•The expenditure of effort, both physical and mental, is as natural as play or rest.

•Control and direction are not the only means of stimulating effort; a person will exercise self-control and self-direction when committed to the task.

•The average person learns, when encouraged, and is prepared to both accept and seek responsibility.

•People are interested in demonstrating imagination, ingenuity and creativity to solve organisational problems.

•In most industrial jobs, employees’ intellectual potential is only partially tapped.

The Theory Y managers who see their employees as hardworking, cooperative and possessing positive work habits treat them in this manner and use a less authoritarian managerial style. The Theory Y managers view an employee as needing training, more support, or more autonomy to do the job.

What a manager expects of his/her subordinates and the way he/she treats them largely determine their performance and career progress. A unique characteristic of superior managers is their ability to create high performance expectations that subordinates fulfill.

The offspring of the Human Relations School is the Quality of Working Life (QWL) movement. Followers of the Quality of Working Life movement say that the way to increase workers’ efficiency is to improve their job satisfaction and motivation. The basic idea of QWL is that a worker should have an interesting, even challenging job. QWL encourages managers to be sensitive to the needs of employees. The proponents of this movement have been trying out various methods of making work more interesting. These include job enlargement, job enrichment and new forms of group work.

Text 1.10. Read the text and define the management science approach.

Management Science/Quantitative Approach

Management science draws on the natural sciences. Management science is a quantitatively oriented discipline, studying such topics as time-and-motion experiments, inventory control, work flow, computers and systems theory. Scholars in fields such as physics and mathematics began to see that management problems had many features related to their own. Applications were therefore stimulated by the development of new techniques as well as new problem situations. During World War II, groups of scientists, especially mathematicians, were assembled by governments to solve military problems. These frequently included, for example, logistics. Warfare demands the rapid movement of large quantities of personnel, weapons, equipment and stores. It is not surprising that successful solutions readily found application to large-scale business. The approach, named operations research (OR), requires the expression of a problem in mathematical terms, the manipulation of the data to produce a result and the translation of the result back into management practice.

W o r t h y o f N o t e

Management science or operations research is (1) an application of scientific methods to (2) problems arising in the operations of a system which may be represented by means of a mathematical model and (3) the solving of these problems by resolving the equations representing the system.

This approach builds mathematical models and uses a wide range of mathematical techniques that have been developed to help organisations solve complex problems and optimise the supply of goods and services. They range from forecasting to stock control and from queue management to scheduling. The tools used in OR are probability theory, queuing and game theory, linear programming, PERT (Programme Evaluation and Review Technique), decision trees. While many mathematical techniques have been known for a long time, OR had to await the development of computers for its major impact.

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Text 1.11. Read the text and explain the reason for integrating approaches to appear.

Integrating Approaches

The perspectives we have considered grew out of problems and attitudes of their time. A large body of knowledge dealing with management and organisation has been built up. Research in the field is continually expanding. Contemporary management is based on the search for organisational effectiveness beyond the boundaries of a one-best-way approach, results in a new way of thinking about managing organisations and treats organisations like open systems. As a result of the research, two important integrative trends have developed:

•the systems approach; and

•the contingency approach.

Systems Approach

The systems debate began when scholars in different fields recognised common patterns that could be investigated with similar techniques. It led to search for a general systems theory. This would be applied in many spheres, from economics to ecology or from biochemistry to business. The approach is built around the idea of system. When we observe something we call a system, we tend to speak of it as a whole. In the whole system we notice attributes that cannot be attached to any particular element. Therefore, we talk about the whole. Examples are the band, the crowd at the match, the United Nations and so on. The idea that the whole is greater than the sum of the parts is called synergy. This gives the study of systems its importance.

W o r t h y o f N o t e

A system is a set of connected parts that behave together in significant ways.

Central to the idea of system, captured by this definition, are the significant connections or relationships among the components. Within every organisation there are many systems, from the company at large to the various departments and units within it. Each influences others and, in turn, is influenced by them. Organisations and organisational units continually interact with the external environment. The organisation and the external environment are interdependent, and the larger or more powerful the organisation, the greater their reciprocal influence. Units within the organisation are interdependent, too. Divisions, departments and individuals all influence each other.

The systems concept is useful to managers because it helps them understand how their organisations function. The manager’s job by its very nature is system-oriented. To carry out all their responsibilities efficiently and effectively, they must understand how the organisation interacts with the external environment and how the different parts of the organisation work together.

What are the key features of systems thinking?

• Holism

The system, such as an organisation, behaves in a way which is greater than the sum of its parts. It has to be viewed as a whole.

• Open system

When the system receives information, energy, or material from the outside environment in order to function more efficiently, it is open. Organisational systems are open systems since they are continually being influenced by the outside environment and adjusting to new conditions. The system interacts with other systems in order to survive and succeed. In the above example, we cannot understand the band without knowing about the audience. Similarly, the match crowd interacts with the teams.

• Hierarchy

Every system is also a subsystem. An organisation is a subsystem of the entire industry. Meanwhile, each system consists of parts that are themselves systems and within the organisation there are such subsystems as divisions, departments, units, groups and individuals.

W o r t h y o f N o t e

In a system, every part is important; if one fails to function effectively, negative system effects occur in others. Every part of an organisation – task, structure, policies, people and information – is an integral subsystem of the larger system, and must be considered if an organisation is to be effective.

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Contingency Approach

The focal point of the contingency approach is the situation, the specific set of circumstances that influences the organisation most at a particular time. Because of this focus, the contingency approach stresses the importance of “situational thinking”. By this approach, managers can better understand exactly which techniques will best contribute to the achievement of organisational objectives in a particular situation.

The contingency approach, developed in the late 1960s, does not imply that the concepts of traditional management theory, the behavioural school and the management science school are wrong. But like the systems approach, it attempts to integrate the various segmented approaches and the contingency view is not a set of prescriptive guidelines but a way of thinking about the organisational problems and their solutions. The contingency approach recognises that although the general process is the same, the specific techniques managers must use to attain organisational objectives may vary widely.

For example, all organisations must create a structure in order to attain their objectives. However, there are many possible ways to structure an organisation. There can be many levels of management or just a few. Middle managers and supervisors can be given a great deal of latitude in decision making, or top management can reserve the right to make most important decisions. If a particular activity can logically fit in two or more subdivisions, management must decide which. For example, research and development can report to the firm’s marketing manager or to its production management or it can be treated as a major activity reporting directly to the company’s president. Management has to decide which structural and other techniques are most appropriate to its situation. Moreover, since the situation may change, management may have to change the organisation’s structure accordingly to remain effective.

W o r t h y o f N o t e

•A change in one part of the organisation will affect other parts. A change in the organisation’s environment will affect the organisation. Therefore, circumstances are numerous and a manager should diagnose the situation before taking action.

•The contingency approach tries to match specific techniques and concepts of managing to the specific situation at hand in order to attain organisational objectives most effectively and focuses on situational differences between and within organisations. It tries to determine what the significant variables of the situation are and how they influence organisational effectiveness.

The methodology of the contingency approach can be expressed as a four-step process.

1)The manager must become familiar with the tools of the management profession that have proven effective. These include understanding the management process, individual and group behaviour, systems analysis, techniques for planning and control, and quantitative decision-making techniques.

2)Every management concept and technique has both advantages and disadvantages, or trade-offs, when applied to a specific situation. The manager must be able to predict the probable consequences, both good and bad, of applying a given concept.

3)The manager needs to be able to interpret the situation properly. It must be determined correctly which factors are most important in a given situation and what effect the change of one or more of these variables would probably have.

4)The manager must be able to match the specific techniques with the fewest potential drawbacks to the specific situation, thereby attaining organisational objectives in the most effective way under the existing circumstances.

Concept check

1.Is management an old science? What were the three groups of individuals to study, write about and contribute to the knowledge of management and what did they describe?

2.Why is it helpful to study the history of management?

3.What are main approaches to management? Complete the chart and describe it.

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4.Is it wise to apply some of medieval thoughts and views to the current situation in management?

Why?

5.What are the roots of the classical approach to management?

6.What is the essence of Taylor’s approach? Be sure to include in your answer a description of the steps in the scientific method.

7.What experiment did Taylor carry out and what were its results at Bethlehem Steel?

8.What are the key points of Taylorism?

9.What are the advantages of making the production workers do the job in the prescribed manner? Are there any shortcomings? Complete the following table.

Scientific management: strong and weak points

10.Speak on Weber’s ideal organisation – the bureaucracy.

11.What are the three themes that form a framework for running organisations according to Henry Fayol? Dwell on each of them. Complete the chart.

12.Which of Fayol’s principles and functions of management do you believe are still applicable

today?

13.Complete the following sentences in your own words using the information given in the text.

1)The first individuals who studied management described … .

2)Large amount of modern knowledge about management comes from … .

3)Other individuals who were interested in and contributed to the study of management were … .

4)F. Taylor’s pattern for industrial work is still … .

5)Taylor’s method of management was revolutionary because … .

6)Companies which adopted this new approach to management would benefit because … .

7)Scientific management would also be a good thing for workers as … .

8)At Bethlehem Steel Taylor decided to give workers smaller shovels so that … .

9)As a result of the new working procedures introduced at Bethlehem Steel, within a few years the company … .

10)H. Fayol’s framework for the study of modern management includes … .

15.What factors made scholars turn to human relations problems?

16.Examine and explain Mayo’s experiments and research. What conclusion did they lead to?

1)In what way did the Hawthorne experiments change the direction of research?

2)In Mayo’s experiments how did changes in working conditions influence the workers?

3)Why did the group of girls become more efficient?

4)According to the researchers, what other factors, besides money, affect a worker’s productivity?

5)Why have Mayo’s experiments been so influential?

17.E. Mayo is said to be the “Father of Human Relations School”. Who are other famous representatives of the movement? Dwell on McGregor’s X and Y Theories in more detail.

18.Are you an X or Y person? If you faced a crisis, which approach would you use? Are you the kind of leader that industry needs in the 21st century?

19.What is the dissimilarity of management science from scientific management?

20.How is the systems concept of value to the modern manager? Include in your answer a discussion of the key concepts of systems theory and then relate the use of systems thinking to the use of effective management.

21.Discuss the methodology of the contingency approach.

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22.Compare the systems school of thought and the contingency school.

23.What do the approaches to management presented in this section have in common?

READING IV

MANAGEMENT: ART OR SCIENCE

Think ahead

1)What is management? Is it an art or a science? Is it an instinct or a set of skills and techniques that can be taught?

2)If you were an owner of a business, who would you prefer to hire: a good practitioner or a theorist of management? Why?

Key concepts and terms

Match up the words on the left with the definitions on the right.

Text 1.12. Read the following text and answer the question: In what way is management an art? A science?

Management: Art or Science?

It is often asked whether managing can be made a science. Can everyone follow the same rules and get precisely the same results? Or is managing an art? This is putting the question the wrong way. Science and art go hand in hand. Science is organised knowledge. Art is the application of knowledge to achieve a desired result in practice. The best engineering designers – those who can devise workable new products

– are well grounded in such underlying sciences as physics, electronics, or chemistry. The best business leaders and managers are also likely to know the sciences pertaining to their jobs. When we are in surgery, we want a surgeon with great knowledge as well as great skill. Few people think of their bosses in this way. But an unqualified manager may create problems and disgruntled subordinates and produce poor results.

Knowledge alone does not assure that someone will be a good practitioner. A person may know everything there is to know about music composition. But he or she may be unable to compose a good piece of music. A genius in physics may not be able to design a piece of equipment. In the same way, a manager may know all there is to know about management. Yet he or she may be unable to manage effectively. The good practitioner needs not only knowledge but the ability to apply it to real-life problems. Thus, management is both an art and a science.

As an art, management requires the use of behavioural and judgemental skills that cannot be quantified or categorised the way scientific information in the fields of chemistry, biology and physics can be. For example, management involves communicating, motivating people, leading, and using qualitative judgement, intuition, gut feeling and other non-quantifiable abilities. In this respect, management is similar to another art, acting. Who can say precisely why one actor is a great Richard II and another is merely good? Although theatre critics attempt to describe differences in style, interpretation, and movement, their evaluations are subjective and open to dispute. Critics cannot quantify the qualities of a performance.

A manager can be described as an actor in an organisational setting. Just as the actor tries to sway the audience, the manager tries to influence those with whom he or she comes into contact in the enterprise. Both have objectives, both strive to plan and execute their strategies, and both are judged by a group of critics. A major difference, however, is that the actor can go home after a poor performance with the

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resolve of doing better the next day. The manager often finds that yesterday’s mistakes remain and have to be dealt with today and tomorrow.

Management is a science, as well as an art, in that it requires the use of logic and analysis. The manager arrives at a solution by systematically observing, classifying and studying facts in relation to the problem at hand. The scientific aspects of management have been greatly advanced by the development of computers and applicable mathematical formulas. Today there are quantitative techniques that can be used for dealing with a variety of management-related problems, ranging from the control of inventory to the reduction of customer waiting time. These techniques can also answer such questions as when to repair or replace machine parts and what combination of product lines to manufacture for maximum profits.

When dealing with people, managers approach management as an art; when dealing with material things, they approach it as a science. The approach used most often varies at different levels of the organisational hierarchy. At the lower levels of an organisation, managers most often face problems that can be resolved using scientific techniques, for example, problems in work flow, machine replacement and overall efficiency. At the upper levels, managers most often solve problems using judgement, reflection, thought and intuition. Successful managers at all levels of the hierarchy, however, need to employ both the art and science of management.

Concept check

1.In what way is management an art? A science? Is it also a profession? Give your arguments?

2.Decide whether the following statements are true or false.

1)Art is the ability to apply knowledge.

2)It’s not necessary for business managers to have knowledge in any field of science.

3)Many people want their bosses to have great knowledge and great skill.

4)An unqualified manager usually creates unsatisfied subordinates.

5)If you are a good scientist, you will be a good practitioner.

6)The scientific techniques used today in management deal with production problems.

7)The executive’s approach to management depends on his/her level in the organisational hierarchy.

QUICK CHECK

Can you …

•Define a manager.

•Give the definition of management.

•Name the most vital ingredients for business success.

•State Fayol’s definition of management.

•Present P. Drucker’s view on managers.

•Identify three groups of managerial skills.

•Name five well-known schools of management thought.

•List key ideas of Taylorism.

•Identify six elements of bureaucracy.

•Name the trends that led to the rise of the human relations movement.

•Define Theory X and Theory Y.

•Outline the operations research process.

•List the key features of systems thinking.

•State the four steps of the process under the contingency theory.

•Differentiate between an open and a closed system.

OVER TO YOU

Read the text and explain in English the ingredients of managerial success.

Добиться результатов, подчинить себе обстоятельства, заставить их работать на себя – в этом как раз и состоит суть управления. Можно сказать, что существует три разновидности руководителей: те, кто заставляют обстоятельства работать на себя; те, кто наблюдают за происходящим, и те, кто вообще не знают, что именно происходит. Прежде чем узнать, как добиться того, чтобы попасть в первую категорию, ответьте на следующие три вопроса:

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•Является ли умение заставить обстоятельства работать на себя таким же изначально присущим человеку свойством характера, как, например, напористость, решительность, стремление руководить, честолюбие, которое у кого-то есть, а у кого-то нет?

•Если у Вас нет природной напористости, решительности и т.д., можно ли с этим что-нибудь поделать?

•До какой степени умение заставить обстоятельства работать должным образом обусловливается использованием технических приемов, которым можно обучиться и которые можно развивать?

Личные данные имеют большое значение. До тех пор, пока Вы не найдете в самом себе силы воли и решительности, Вы не сможете сделать ничего. Но помните, что Ваши личные качества – это сочетание природных данных и воспитания. Вы рождаетесь с определенными задатками. Воспитание в раннем возрасте, затем образование, развитие приобретенных навыков и умений и, самое главное, опыт превращают Вас в ту личность, которой Вы в конце концов становитесь.

Наверное, мы не можем изменить свои личные качества. Фрейд утверждает, что они формируются в первые годы жизни. Но с помощью сознательного изучения собственного опыта, наблюдения за поведением других людей и анализа этого поведения мы можем усовершенствовать их и приспособить к своим потребностям.

Техническим приемам получения нужных результатов – таким, как планирование, организация, умение давать поручения, общаться, мотивировать работу подчиненных, контролировать ее выполнение – можно обучиться. Но эффективность этих приемов зависит от личности того, кто ими пользуется. Их нужно применять должным образом и в соответствующих условиях. И Вам по-прежнему придется опираться на собственный опыт, чтобы правильно избрать надлежащие приемы, и собственные личные качества, чтобы заставить их работать.

Следовательно, чтобы стать человеком, заставляющим события происходить согласно его воле, Вам придется совершенствовать свои навыки и способности путем наблюдения, анализа, осмысления и изучения. Вот четыре, действия, которые Вам нужно выполнить:

•Понять, что придает силы тем, кто умеет добиваться своего (назовем их победителями) – какие личные качества они используют, чтобы заставить события развиваться так, как они считают нужным.

•Пронаблюдать за тем, что делают победители – как они действуют, какие приемы используют.

•Проанализировать свое собственное поведение (поведение, а не личные качества), сравнить его с поведением победителей высокого класса и подумать над тем, как увеличить собственную эффективность.

•Узнать как можно больше о доступных Вам приемах руководства.

ROUND-TABLE DISCUSSION

1. Think, find out and share

Work in groups. Read the following questions, statements and tasks, analyse and discuss them. Choose a spokesperson in the group to make a presentation to the whole class, summarising the opinions in the group. Hold a Questions & Answers (Q&A) session.

1)Why is so much attention paid to the importance of managers in making a business successful?

2)Some people believe that managers are an important social resource in our nation. Do you agree? Why? Why not?

3)Some writer has stated, “People who don’t manage are either too young, too old, or found in institutions for the incompetence.” What is this writer trying to say? Do you agree? Why?

4)Do you think the organisation to which you belong is managed effectively? Prove your point of

view.

5)Why is it important to learn about and understand the development of different management functions?

6)Those who ignore the past are condemned to repeat it. Those who understand the past can avoid its mistakes. Do you agree with what the history of management study suggests:

•Be wary of those who sell the particular approach or technique as the one best way to manage.

•Be open to new approaches or techniques that may work in a particular situation. At the same time, learn to recognise similarities and differences in those situations where new techniques have worked.

7) Do you think Fayol would describe organisations now as he did when his book was first published (in 1916)?

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8)Explain how the myth of Taylor’s work at Bethlehem Steel came to be so widely believed.

9)Would it be possible to use the ideas of scientific management, the bureaucratic model and human relations management simultaneously in an organisation? Why or why not?

10)Choose an organisation with which you are familiar and draw a sketch of it as an open system. Labour the major parts or subsystems and use arrows to show the most important interdependencies among the parts. You may sketch the college or university, for example.

11)Companies sometimes appoint their best sales person as the sales manager. Is this a good practice?

12)Managers spend a majority of each day communicating with others, therefore more effective communicating skills can significantly increase their productivity. Do you agree with such a conclusion?

13)The abilities that make a manager successful at General Motors will not ensure success at Xerox or IBM. Is it really so?

14)Some people say that managing can only be learned on the job by doing. They say that colleges and books cannot make a person a good manager. What do you think?

2. For your career

Now you have an initial impression of what it means to be a manager. Those of you who find this image appealing will be curious about what makes a successful manager. There are some guidelines to help you formulate ideas about successful managing. Which of them do you consider to be the most valuable? Why? In small groups discuss these tips and share your findings with others.

•If you are looking for a peaceful and quiet life, do not plan to be a manager.

•If you like challenge, variety, hard work and opportunities for achievement, then think seriously about a managerial career.

•Most students are shocked by their first several jobs after college. They expect organisations to be neat, orderly, disciplined and rational. Organisations are really messy and disorderly.

•If you want to succeed, hard work is not the only ingredient, but it helps.

•Look at problems as opportunities, not as headaches.

•Be diligent in building good informational contacts throughout the organisation in which you work. They will be invaluable to you. Maintain good relationships with secretaries. They have far more power than you think.

•Be positive toward authority. Managers need the support of their superiors.

•Compete and win. The competition for scarce resources is strong, and is not for the faint-hearted.

•Be assertive and active. Managers occupy very active roles which require a great deal of energy.

•Exercise power. Managers must exert influence over superiors, peers and outsiders, as well as subordinates, to get things done.

•Be willing to perform routine aspects of the job. Managers are administrators as well as leaders, and they have a certain amount of routine tasks which must be done.

•Books on management can provide you with guidelines of good management. Of course, you will have to select the ones to use and apply them carefully.

CASE

Study and discuss the case paying special attention to the questions below it.

A Great Worker but . . .

In the insurance company where she works, Rosemarie Carillo is considered very efficient. In fact, three months ago she was chosen from 11 others for a promotion to the supervisory level. Rosemarie’s performance had been exceptional and, since this is the primary criterion used by management for promotion to the supervisory level, she was the overwhelming choice of the management committee that made the final decision.

Rosemarie initially was overjoyed with the news. However, this is no longer the case. During the last three weeks she has indicated to some of her fellow supervisors that she does not care very much for her job. One of the primary reasons appears to be her inability to get along well with the members of her unit. Rosemarie supervises seven workers, and while she appeared to be establishing a rapport with them soon after her promotion, that is no longer so. Two of the seven have asked for transfers to other units and another has submitted his resignation effective next Friday.

In an effort to understand the problem, Rosemarie’s boss has invited her for a talk. He has also talked to three of the people in the unit. Here are their viewpoints.

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