oper set-up of the machine. There are many possible reasons for this: contracts that the company has with labor unions may require different set-up men; Bert's own contract may preclude his learning set-up; or Bert may work on other machines while set-up is being done on a specific machine. Regardless, since Bert has demonstrated a willingness to learn set-up, and since he is already versed in the machine, additional training could have given him enough background to handle the situation that arose without difficulty.
The issues in this case cut across a broad spectrum of management issues. For example, the actions of the foreman offer examples of both strong and weak supervisory control. The foreman has confidence in Bert's ability to where he is willing to leave Bert wide discretion in completing an important job with little direction. The foreman was comfortable in leaving the site to attend a meeting while Bert handled the special order, and was even under the impression that Bert would speak to the set-up man i
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