After working eight years as a staff RRT, you are appointed Director of Cardiopulmonary Services for Community Memorial Hospital, a 290 bed facilty in Indiana. Following a staff meeting at which your promotion was announced, you find yourself surrounded by three longtime coworkers offering their congratulations and making other observations and comments. “I’m really happy for you,” said David Johnson. “This sounds like a terrific career step. But I suppose this means our carpool is affected, since your hours are bound to be a lot less predictable from now on.” Elaine Rowe said, “And I guess that shoots the lunch bunch, too. Management commitments, you know.” The emphasis on "management" was subtle though undeniable, and you are not at all sure that you are pleased. Bob Davidson offered, “Well, maybe now we can get some action on a few age-old problems now that you are in charge. Remember pal, ou used to gripe about these things as much as the rest of us.” “We’ve all complained a lot,” Elaine agreed. “That’s been sort of a way of life around here.” The tone of her voice shaded toward a suggestion of coolness and her customary smile was absent when she added, “Now we have someone in a position who can do something, so let’s hope you forget who your friends are.” Instructions 1. Identify the potential advantages which you might enjoy in becoming manager of a group of which she has long been a member, and contrast these with the possible disadvantages that might present themselves because she has long been a member of this group. 2. Describe how you will proceed in establishing herself as the legitimate possessor of supervisory authority for the department, and describe the sources and forms of your power. 3. List some of the specific steps which you will take during your first 90 days as Cardiopulmonary Director.