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Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Case Notes For
Essentials of Organizational Behavior,
Third Edition Scandura
Chapter 1-
Chapter 1: What Is Organizational Behavior?
Case 1.1: Evidence-Based Management: People Analytics at Google
Case Description
The obsession with data at Google resulted in the formation of a new team called People
Analytics. This team’s responsibility was to ensure that no people-oriented decisions, such as
promotions, demotions, hires, fires, etc. were not informed by intense and precise analytics. The
role of this team expanded dramatically as Google faced a new question surrounding the
importance of managerial hierarchies and thesis that managers were irrelevant. The People
Analytics team utilized a variety of evidence-based management methods to guide the process of
exploring these ideas. In doing so, they learned that good managers were not only unharmful to
their employees, but that they also added tremendous value in things like productivity and
employee satisfaction.
Learning Objectives:
1.1: Define the concept of organizational behavior (OB).
1.2: List and give examples of the four sources of information used in evidence-based
management (EBM).
1.3: Define critical thinking and explain the critical thinking skills leaders need.
1.4: Discuss five types of outcome variables studied in OB.
1.5: Compare the levels of analysis in OB research.
1.6: Develop plans for using OB research to improve employee job performance.
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Question & Answers
1. How does Google use EBM? Describe the type(s) of evidence Google used in their
research for Project Oxygen.
Ans: Google used EBM in a multitude of different ways. The most evident was its use of
Organizational values and stakeholders’ concerns. It facilitated the research into the importance
of managers due to the feedback from Googlers who hypothesized that managers were
unimportant. In conducting the research, the People Analytics team’s use of surveys highlighted
its use of the best available organizational evidence.
2. Develop a plan for a people analytics approach to addressing the problem of how to
improve the coaching behavior of managers. Be sure to describe the type of data you would
collect, note how you would analyze it, and how you would tell the story.
Ans: I don’t think there is a way to use scientific evidence or experimental evidence in
addressing the problem of how to improve the coaching behavior of managers. Hence, I believe
that we must continue to utilize surveys (organizational values and stakeholders concerns) while
also introducing a qualitative scorecard that is build according the results of the surveys. I would
collect the short answer responses of employees to see which kinds of coaching behaviors they
desired to see then convert those into a Boolean style format and observe managers in meetings
and mark which behaviors they exhibited most often and least often.
3. Recently, Google had encountered issues with employees not trusting the transparency of
upper management, and many Googlers have left
(https://www.cnbc.com/2019/12/31/google-veterans-the-company-has-become-
unrecognizable.html). Explain how the people analytics team might address this issue.
Ans: The People Analytics team might address this issue by running a survey to first understand
the differences between the current state and what longer tenured Googlers became used to in the
past. Organizational Values and Stakeholder Concerns seem to have shifted, so first uncovering
what caused the shift is key. This can be done through a variety of surveys, in addition to
attrition analytics to compare against the responses of those surveys
Note:
In this guide, some suggested answers are provided. Most of these questions are there to make
students think and interrelate concepts from the current and previous chapters and, hopefully, to
generate a more integrated understanding of organizational behavior. However, some responses
will be a matter of opinion or are used to assess critical and creative thinking, and one's ability to
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Song : Low-to-Moderate Openness to Experience, High Conscientiousness, Moderate Extraversion, Low Agreeableness, and Low Neuroticism
Simmonnee : High Openness to Experience, Moderate Conscientiousness, Low-to-Moderate Extraversion, High Agreeableness, and Low Neuroticism
Although the Myers–Briggs type indicator (MBTI) has not been validated for personnel selection, the profiles for the two candidates would most likely be:
Song : ISTJ (Introversion, Sensing, Thinking, and Judging)
Simmonnee : IIFP (Introversion, Intuitive, Feeling, and Perceiving)
Note : Since we did not actually use the assessment instruments to obtain the personality dimensions in the case above, it would be important to engage the students in their thinking as to how they arrived at the dimensions selected for each of the candidates.
2. Based on personality, is there a candidate that you think would fit the position better?
Ans: From looking at personality, defined as those enduring characteristics of a person that affects action, thinking, and feeling, Aarya Song would fit the position of compliance manager better. In reviewing the Big Five factors, Aarya’s (a) low-to-moderate score on openness to experience, (b) high score on conscientiousness, and (c) low score on agreeableness contrast greatly with Francis Simmonne’s (a) high score on openness to experience, (b) moderate score on conscientiousness, and (c) high score on agreeableness. Aarya would be less likely to be open to difference ways of doing things and new ideas (openness to experience), more likely to follow through on a set course of action (conscientiousness), and less likely to be swayed by others (agreeableness). These are important personality traits for a person who is the compliance manager. Francis tends to be the opposite on the above-noted factors. Francis’ high scores on both openness to experience and agreeableness may lead to actions in the role of compliance manager to accept solutions harmful to the organization such as in the case of using “defeat device” software by Volkswagen to meet EPA standards for diesel engine emissions.
From looking at the two candidates MBTI profiles, Aarya’s ISTJ profile is consistent with the Big Five factors, and similarly, Francis’s IIFP profile is consistent with his Big Five factors as well. Aarya would be more practical (sensing), logical (thinking), and quick to act (judging), whereas Francis would be more an “idea” person (intuitive), emotional (feeling), and flexible to new ideas (perceiving). Aarya’s MBTI profile would be helpful in developing future training and support for Aarya in the position of Compliance Manager in case there were issues about Aarya being too rigid for the organizational culture, although Aarya’s idea for building inter-organizational teams to ensure companywide compliance shows a degree of self-monitoring and flexibility important for this position to ensure a good person–job fit.
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
3. Why is it important to consider personality in hiring? What other individual differences should you consider in hiring?
Ans: Since personality and other individual differences are relatively stable over the life span, it is important to consider these characteristics in hiring. As an example, since research in transformation leadership showed that heredity factors contribute as much as 40 percent to this kind of leadership as an inborn trait, hiring decisions need to know which aspects of the person–job fit and person– organization fit are characteristics important from a selection perspective and other aspects of the person who may be added from a training perspective. Other important individual differences to be considered in hiring would include some of the following: motivation, self-monitoring, risk-taking, and psychological capital (efficacy, optimism, hope, and resiliency).
Note: In this guide, some suggested answers are provided. Most of these questions are there to make students think and interrelate concepts from the current and previous chapters and, hopefully, to generate a more integrated understanding of organizational behavior. However, some responses will be a matter of opinion or are used to assess critical and creative thinking and one's ability to justify one's decision. Thus, the answers for the case questions are not the only right answer and so at times we don't provide an in-depth sample answer.
Case Notes
Chapter 3: Emotions and Moods
Case 3.1: Managing Your Boss’s Moods and Emotions
Case Description
Ted is a forensic accountant at a law firm and has worked there for 10 years. Recently, his boss for 8 years suffered a heart attack, and Ted has been reassigned to Richard as his new boss. Ted finds his new boss to be difficult to work with because of his displays of negative moods and emotions in the workplace. Moreover, Richard seems to let her emotions guide her decision-making and choices. His emotionally charged behaviors are very disruptive to Ted and others at work. Ted also cannot get information he needs from him when he is in a rage or fit of despair, as he does not dare go near him. He has, however, tried several strategies to deal with his boss and his volatile moods such as (1) avoidance, (2) gray rocking, (3) gifting and complimenting, and (4) over delivering. The questions get
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Ans: As this is a place of business and one has to get their work done in a professional manner, especially when dealing with clients and other professionals (financial managers, etc.), the accountants have to engage in a lot of emotional labor and emotional regulation. Tying in the previous chapter, it may be suggested that most accountants don’t have a personality that would cope with having to engage in a lot of emotional labor for work. Please caution that such generalizations are inaccurate, but do point out that personality/personal differences can play a role in how well one handles the need to emotionally regulate and portray different, and how draining it is.
4. Think about the legal and ethical ramifications of the behavior of bosses like Richard. Organizations in the United States have the legal obligation to provide safe workplaces, including ones that are safe from harassment. What would you do if you were Richard’s boss or another leader in the organization, and why do you think he was even hired for this position?
Ans: Richard may not have been like this when he was promoted to manager, or he may have had some minor quirks that have become worse with greater pressure from this role. The person that is Richard’s boss or another manager/boss in the organization will need to do something about Richard, as it is all managers' and employees' responsibility to report and stop harassment (and his behavior is creating a hostile work environment with her yelling and calling people stupid). Richard needs to be reprimanded for his behavior and sent through training on how to treat subordinates and how to be a manager. There needs to be clear consequences outlined to him about what happens if she continues these behaviors (demotion, not making partner, etc.).
Additional Teaching Suggestions
If you have access to Netflix, Amazon, or Hulu (or happen to own the collection) of the U.S. version of the show The Office , it could be used to show an emotional boss (Michael Scott) and how the employees around him act/react. Boston Legal may also be fitting (as it is a law firm); however, it is more profane and risqué.
Note: In this guide, some suggested answers are provided. Most of these questions are there to make students think and interrelate concepts from the current and previous chapters and, hopefully, to generate a more integrated understanding of organizational behavior. However, some responses will be a matter of opinion or are used to assess critical and creative thinking and one's ability to justify one's decision. Thus, the answers for the case questions are not the only right answer and so at times we don't provide an in-depth sample answer.
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Case Notes
Chapter 4: Attitudes and Job Satisfaction
Case 4.1: Job Satisfaction in a Family-Owned Company
Case Description
This case follows the impressive McNeff family and the best practices driving job satisfaction across its network of companies. Employee survey responses help highlight the leadership styles of the McNeff family leadership. They cover how the family values people, develops people, builds community, displays authenticity, provides leadership, and shares leadership. Responses indicate that the McNeff family excels at doing each of these.
Learning Objectives:
4.1: Define the concept of an attitude and know its three components.
4.2: Define job satisfaction and know the consequences of dissatisfaction.
4.3: Explain the role of job attitudes in the job search process.
4.4: Discuss the concept of organizational commitment and its three components.
4.5: Define perceived organizational support (POS), and explain its relationship to fairness in the workplace.
4.6: Explain psychological empowerment and its relationship to job performance.
Question & Answers
1. Based on the company’s products and vision, explain how employees may feel a sense of meaning in their work.
Ans: Employees can be made to feel a sense of meaning in this company due to leadership’s deep concerns about how the products are made and by whom. They take great care in ensuring that the products are of supreme quality and that the people creating the products are taken care of. Employees, because they are taken care of, can much easily buy into the vision of the company to deliver the best products, which is exactly what the people themselves would want if they were in the customer’s shoes.
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Chapter 5: Perception, Decision-Making, and Problem Solving
Case 5.1: Making Decisions Using Machine Learning at Lufthansa
Case Description This case focuses on the adoption of machine learning to drive decision making at Lufthansa. The company is at the forefront of utilizing big data to analyze customer interactions and drive faster decision making. This case allows students to connect these cutting-edge practices to the seemingly soft-science of decision making and see the immediate impact on employees and customers alike. A variety of interactions are tracked in real time and artificial intelligence can compare past interactions with what is happening in the current moment. For example, this enables quick response time for customer facing Lufthansa employees, ultimately driving customer satisfaction and employee confidence.
Learning Objectives:
5.1: Illustrate common perceptual biases with examples.
5.2: Explain how self-fulfilling prophecies affect job performance.
5.3: Provide two examples of how decision-making affects organizational performance.
5.4: Explain the rational decision-making model and bounded rationality.
5.5: Demonstrate understanding of prospect theory and the impact of framing on decisions with an example.
5.6: Describe the role of intuition in decision-making.
5.7: List and explain three major decision traps and how to avoid them: hindsight, hubris, and escalation of commitment.
5.8: Discuss the elements in Amabile’s three-component model of creativity.
Question & Answers
1. This case describes Lufthansa’s use of AI to improve customer service and predict flight demand. Conduct some research and discuss another way that Lufthansa uses big data for decision-making.
Ans: Lufthansa is using big data and AI to analyze, track, and predict the condition of parts in over 2, of its planes. They have created a maintenance platform internally called Aviator, which gathers over 600,000 data points about parts of airplanes in the air, on the ground, or currently in service. These insights can help them better predict when a part needs replacing, which can lead to massive advances in flight safety. (See link to source below)
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
2. What are the privacy issues related to the use of big data to personalize marketing? Discuss the pros and cons of using data without customer knowledge.
Ans: One of the main concerns is that consumers didn’t opt in to allowing the use of their data to personalize marketing.
Pros: Regardless of whether a consumer consented, the consumer might find a great amount of convenience in personalized marketing. It might save them the time that would have previously been spent scrolling through an e-commerce website or walking around in a store.
Cons: Non-consensual use of browsing data, even though it is primarily anonymous, highlights how close companies are to understanding an individual’s tastes, preferences, buying patterns, buying power, and other factors that can drive how the market views a consumer as a whole, which may not be ideal for the consumer. For example, if the data surrounding a specific consumer paints a picture of a penny pincher who doesn’t spend much, consumer marketing might only be putting cheaper products in front of the consumer, which could legitimately impact the consumer’s quality of life. Furthermore, the use of personalized marketing could be used for political campaigns in questionable ways. For example, if a voter is identified as a potential swing voter based on browsing history, ads spreading news of questionable validity about one party’s candidate might alter the perception of the voter.
3. Explain whether you believe that AI will someday eliminate certain jobs such as call center employees. What are the pros and cons of AI for employees?
I do not believe AI will someday eliminate certain jobs such as call center employees. For example, in the insurance industry there are numerous cases where a customer files a claim that sits in the grey area of a certain policy. A computer would simply decide whether the claim is approved based on past decisions, but there are certain intangible factors that make or break a customer’s experience with an insurance company. The customer might need to explain more deeply the circumstances around what may have happened, providing the decision maker more clarity to make a better decision. This highlights the fact that oftentimes, customers don’t know what to say. There may be instances where a claim is filed incorrectly and the computer would reject coverage, when in reality the customer may have had a claim that was appropriate for their policy. A call center employee could be trained to catch this better than an AI program.
#1 Source
https://www.cio.com/article/3521850/lufthansa-cdo-christian-langer-harnesses-ai-to-compete-with- startups.html
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
others first, helping others grow and succeed, emotional healing, empowering others, and conceptual skills.
Ans: Melissa demonstrates most of these behaviors, but one sticks out most.
1.1: Helping Others Grow and Succeed: this behavior is the primary driver behind why The Container Store maintains such a low attrition rate. Employees feel invested in, they feel that their leadership wants to push them to grow. When there is room to grow, employees will stick around because they don’t see their job as a dead end. Not only in terms of pay, but also in terms of their own professional development and growth as individuals. It takes a special type of leader to dedicate their time and energy to this, a humble leader.
Additionally, Reiff exhibits this behavior in the way she looks to extend the progress made for customers to the people internally at the Container Store. As new products are innovated and evolved, the customers shouldn’t be the only ones who benefit. Everyone at the company should progress, from sales people to the folks on the manufacturing floor. They should advance in knowledge and happiness as the company’s offerings advance.
2. Do you see any risks related to the seven foundational principles? For example, what are the potential issues with employees knowing everything? What are the potential issues with “man in the desert” selling by offering customers items they did not come to the store to buy?
Ans: I do not see any risks with behaving ethically and transparently. There can be risks associated with the other principles. For example, there are laws in place to prevent confidential employee information from being shared publicly, like salary. This information is considered confidential for a reason. Furthermore, especially in public companies, information about company performance is highly confidential as it can cause the stock price to fluctuate prematurely, creating unequal opportunity for people who know something good or bad is going to happen in the future. The stock market needs to be fair, and with all employees knowing every detail of a company, the risk of an information leak could drive unfairness in the stock market.
3. Do some additional research on “conscious capitalism.” What are the core principles of this philosophy? Do you believe that more businesses should adopt this approach? Explain your position.
Ans: Conscious capitalism is an extension of the Triple Bottom Line concept where the core purpose of a business should be to increase value in the name of People, Profits, and the Planet. Placing a more focus on environmental and social impacts of a business should be second nature, and most companies in the 21st century have begun doing so. I think conscious capitalism risks becoming a fad where the intrinsic values are no longer actually cared for. Companies simply engage in the activities for marketing and publicity purposes, to fit in.
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Note: In this guide, some suggested answers are provided. Most of these questions are there to make students think and interrelate concepts from the current and previous chapters and, hopefully, to generate a more integrated understanding of organizational behavior. However, some responses will be a matter of opinion or are used to assess critical and creative thinking and one's ability to justify one's decision. Thus, the answers for the case questions are not the only right answer and so at times we don't provide an in-depth sample answer.
Case Notes
Chapter 7: Power and Politics
Case 7.1: Can You Succeed Without Power?
Case Description
Scoria is a company that helps provide colleges and universities the tools needed to offer degree programs online with services such as the learning management system, tech support for the systems, and online application management. Scoria recently entered a partnership with Daily University, a fairly well known private university. Daily decides to use the learning management and online teaching tools, course building services, student recruitment and admission services, and textbook and materials management services. The contract was drawn up such that Scoria will receive 50 percent of the revenues generated from the students in the online program. Several issues have risen that is causing Daily University and its faculty problems. Daily faculty develops the course content and sends it to the team at Scoria that builds the course in the LMS. Once the courses are built, Scoria does not allow changes to be made for causes such as poor student feedback or changing book editions. So the faculty has the authority to develop their courses but lack the ability to make interesting changes to the courses based upon what they think is happening.
Scoria is also providing recruitment and admission services for Daily by ensuring students have a completed application including any test scores before sending an application to Daily’s admission office. To the employees at Scoria, the process of application review by Daily is too long and frustrating for students and Scoria staff. Scoria’s employees feel that Daily should be able to make a decision within 48 hours, not weeks. Additionally, Scoria and Daily use different systems that don’t interface with each other. Thus, this partnership is off to a rocky start, but it is early in the relationship and there is hope that the relationship can be saved. The questions get students thinking about the sources of power to influence and manage relationships to reach commitment.
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Collaboration would involve an offer by Daily to provide assistances or resources to Scoria in helping to modify the curriculum or to expedite the admission backlog.
Consultation would involve Scoria to proposed ideas to streamline Daily’s admission reviews and might be used vice versa for curricula issues of Daily as well. Exchange is based on the quid pro quo in organizational life.
Rational persuasion by leaders of Scoria and Daily, and it is very effective--particularly since the leaders of both organizations are viewed as experts in their different domains.
Apprising involves persuading the leaders of each organization that complying will advance the goals, mission, and success of each of the respective organizations.
Inspirational appeals try to arouse the emotions of individuals within each organization to provide better services to the students and communities served.
Note: In this guide, some suggested answers are provided. Most of these questions are there to make students think and interrelate concepts from the current and previous chapters and, hopefully, to generate a more integrated understanding of organizational behavior. However, some responses will be a matter of opinion or are used to assess critical and creative thinking and one's ability to justify one's decision. Thus, the answers for the case questions are not the only right answer and so at times we don't provide an in-depth sample answer.
Case Notes
Chapter 8: Motivation: Core Concepts
Case 8.1: Vision Boards at Lululemon
Case Description
Vision boards are Lululemon’s means of empowering employees to understand their SMART
personal and professional goals. This case details the effects these workshops have had on
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
employee satisfaction and forces students to think about what they would put in a vision board
they created themselves. Even a concept as appealing as vision boards will run into speed bumps
as it is implemented within a company. This case forces readers to think about how to best
implement the concepts they are learning about in this book, as Lululemon faced pushback by
forcing employees to partake in these workshops. Whether it be a great concept, workshop,
practice, or software, the implementation of it is not an exact science and leaders ought to
consider creative ways of driving adoption, because forcing participation could have the opposite
desired effect.
Learning Objectives:
8.1: Identify and discuss the three parts of the motivation process.
8.2: Compare and contrast Maslow’s hierarchy with McClelland’s needs theory.
8.3: Produce an example of a SMART goal.
8.4: Describe the job characteristics theory (JCT) and why growth needs matter.
8.5: Explain why fairness is a necessary condition for leadership using equity theory and the four types of organizational justice.
8.6: Discuss how the expectancy theory of motivation predicts effort.
8.7: Summarize how self-fulfilling prophecies affect motivation.
Question & Answers
1. Do you think that the vision boards are important to Lululemon’s business success? Explain why or why not. What are some of the benefits of Lululemon’s focus on personal development of its associates?
Ans: I do think that the vision boards are more important to Lululemon’s business success, but not for the reason someone might expect. I think about it in terms of employee retention. At many companies there are scores of people who do not enjoy their job. They come in, clock out, and are not happy. At Lululemon, this reality doesn’t exist. Employees must be so well versed in their personal and professional goals that if working at Lululemon no longer aligns with their goals, they simply leave. SMART goals like the ones generated in these workshops are actionable, so if an employee needs to move on her/she can. Lululemon has an army of employees that love working there because it aligns with their personal and professional goals.
2. Do some research and locate photos of vision boards. Do you find them inspiring?
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
Chapter 9: Motivation
Case 9.1: Increasing motivation at Delta One Chennai
Case Description
One of the main drivers of productivity within an organization is motivation. If employees are motivated, the organization will feel the positive effects from it throughout. If employees are unmotivated, an organization will have not only a productivity problem, but they will also have an employee retention problem. This case examines the strategies Delta One intends to implement as a means to increase motivation amongst their 400+ employees at their Chennai R&D office. The methods they are investigating range in types of motivation. Intrinsic levers like challenging work, extrinsic levers like pay increases, and quality of life levers like counseling services are all on the table. This case will force students to think about 1) what they personally are motivated by and, 2) how to understand what other people are motivated by.
Learning Objectives:
9.1: Demonstrate understanding of organizational behavior modification (OB mod) by providing an example.
9.2: Describe the four steps in the modeling process articulated in social learning theory.
9.3: Compare and contrast intrinsic and extrinsic rewards.
9.4: Illustrate the methods of performance management with examples.
9.5: Critique the performance review process.
9.6: Explain how feedback seeking by employees relates to more accurate perceptions of performance.
Question & Answers
1. Explain the importance of motivation for software engineers. List two other jobs that would have similar challenges.
Ans: The importance of motivation for software engineers is seen in the survey results. It is essential in their job as it is one that traditionally has high turnover. The study results highlighted the importance of intrinsic and extrinsic motivation for software engineers, but it also illuminated other roles that might be motivated similarly. If we think about the day to day of a software developer, it consists of a lot of heads-down, increasingly technical work. Burnout is always around the corner if employees are not taken care of. Similarly, financial analysts at large banking corporations work very long weeks (upwards of 100 hours/week). They work long hours, but their base pay potential bonus compensation reflects the
Scandura, Essentials of Organizational Behavior, 3e
SAGE Publishing, 2022
work they put in. Motivation through compensation can also be seen in industries that pose high physical risks to employees. While a software developer might not need to worry about the risks of an oil rig exploding or a mine collapsing, workers in this field are compensated enough to be willing to face the risks in the same way software developers are compensated for the long hours and intellectually exhausting work they do.
2. Which of the programs being considered are extrinsic motivation? Intrinsic motivation? Quality-of- life motivation?
Ans: Extrinsic Motivation: Pay increases, Opportunities for promotion, Appreciating good performance
Intrinsic Motivation: Challenging work, Good work environment, Team building.
Quality of Life Motivation: Counseling sessions, Work life balance.
3. From the list of recommendations, rank them in terms of their importance. If you were the management team, which ones would you implement, and why?
Ans:
Pay Increases
Challenging Work
Work Life Balance
Opportunities for Promotion
Good Work Environment
Counseling Sessions
Appreciating Good Performance
If I was on the management team, I would instantly implement Pay Increases. This gives my management team a tangible way to reward and express appreciation for good performance. I would then ensure that the work is challenging. There are a couple different levers we could pull to make work more challenging – the content itself and the quantity. If employees want to take on more responsibility and face more challenging work, but the work of the company isn’t necessarily that complex, I would simply collaborate with employees to see where they can take on additional work.
