 |
 |
 |
 |
 |
 |
|
|
|
|
|
|
 |
|||||
Roger knew that the late plane would make hundreds of passengers late. Some of them might even miss their connecting flights because of the delay. And so, even though his job was simply to fix the plane, he knew he had one more important thing to do while he waited for the part to arrive. He had to communicate what he had learned to the rest of the people who worked for United. That way, they could decide what to do about all the passengers who would be late. Roger quickly called the people at United’s planning center at Sea-Tac. He told them that the earliest he could fix the DC-10 would be by 9:30 that morning. They decided to add an extra half hour, just to be on the safe side, and rescheduled the plane to leave at 10:00. They then called all of United’s customer service agents — the people who check in passengers when they arrive at the airport — and told them about the new schedule. Now that the customer service agents knew what was going on, they could help passengers decide what to do. Some passengers would just wait at the airport for an extra hour until the plane was repaired. But others had to be moved to different flights to get where they were going. Roger knew that good communication was especially important when there was a problem. Even if he did a great job repairing the plane, the rest of the people at United couldn’t do their jobs unless they knew what he was doing. With that in mind, he called the San Francisco office one more time just to make sure the part he needed was on the way. They assured him that it was. Well, Roger thought, at least everything’s under control. He poured a cup of coffee and then helped his crew get everything ready to make the repair. Click to continue previewing the student version on screen. |
|
|
|
|
|
|
|