Mr. Stuart Foreman, assistant manager of the London, Ontario branch of the Central Canadian Bank, was reviewing information he had received from Maple Leaf Hardware Limited. Mr. Robert Patrick, president and manager of Maple Leaf Hardware Limited had requested an increase in his line of credit with the bank to cover seasonal working capital needs. Mr. Foreman, who had just received a transfer and promotion to the London branch, realized he would have to evaluate the request carefully.
Noranda is preparing to develop a $400 million copper mine in Chile. The Task Force of Canadian Churches opposes the investment because of the lack of human rights in Chile and has made its presence felt at Noranda's last five annual meetings. Enough data is in the case to analyze the investment on financial and moral grounds. Is Noranda morally right to go ahead? To what extent should the answer to this question govern their decision? What is the role of business ethics in this decision?
Two-party negotiation between lawyers for an auto mechanic and a customer over a disputed auto repair bill. Susan Garfield has a billing dispute with John Eazer, owner of a local garage, over some work done on Garfield's car. Finding the bill significantly higher than the original informal estimate, Garfield angrily confronted Eazer. Eazer prepared a second bill at an even higher figure. Frustrated, Garfield returned to the garage after closing time with a spare key and drove her car home, without paying anything. Eazer turned to his child-in-law, an attorney, wishing to file a criminal complaint. When phoned, Garfield referred the attorney to her father, a senior partner in a local law firm. Garfield's father is letting one of his young associates handle the case.
Two-party negotiation between lawyers for an auto mechanic and a customer over a disputed auto repair bill. Susan Garfield has a billing dispute with John Eazer, owner of a local garage, over some work done on Garfield's car. Finding the bill significantly higher than the original informal estimate, Garfield angrily confronted Eazer. Eazer prepared a second bill at an even higher figure. Frustrated, Garfield returned to the garage after closing time with a spare key and drove her car home, without paying anything. Eazer turned to his child-in-law, an attorney, wishing to file a criminal complaint. When phoned, Garfield referred the attorney to her father, a senior partner in a local law firm. Garfield's father is letting one of his young associates handle the case.
A two-party conversation between an employee and his supervisor regarding the employee's recent poor job performance and potential termination. Jerry has been a steady worker for the company for four years. During the last three months, Jerry's work and attitude have taken a dramatic turn for the worse. Jerry's supervisor does not know the reasons behind Jerry's decline, but the situation has come to the point where the supervisor is prepared to fire Jerry, and is under considerable pressure from management to do so. At the supervisor's instigation, the two are about to meet to discuss this situation.
A two-party conversation between an employee and his supervisor regarding the employee's recent poor job performance and potential termination. Jerry has been a steady worker for the company for four years. During the last three months, Jerry's work and attitude have taken a dramatic turn for the worse. Jerry's supervisor does not know the reasons behind Jerry's decline, but the situation has come to the point where the supervisor is prepared to fire Jerry, and is under considerable pressure from management to do so. At the supervisor's instigation, the two are about to meet to discuss this situation.
Two-party, two-issue scoreable negotiation between an office building owner and commercial tenant over the terms of a lease for parking spaces. Super Computer Corp. just signed its second three-year lease for office space at 100 Blue Chip Street. This office building, managed by Prime Properties, houses the regional offices of several global corporations. Tenga Tenier (Super Computer's office manager) and Rom Rosok (Prime Properties' property manager for 100 Blue Chip Street) are about to enter their annual negotiation over parking spaces. There is an executive parking lot underneath the office building, but this lot is not large enough to accommodate all of the building's tenants. Prime Properties offers a limited number of "executive" parking spaces in the underground lot, and a larger number of "satellite" parking spaces in a lot that is about ten minutes' walking distance from the building. Because Prime Properties charges the same lease price for executive and satellite parking spaces, tenants want to lease as few satellite and as many executive spaces as possible, while Prime Properties wants to lease as many satellite and as few executive spaces as possible. Tenga and Ron must negotiate an agreement on two issues: how many parking spaces will Super Computer lease, and how many of those spaces will be in the executive parking lot underneath the office building? Their scores will depend on the final agreement on each of these issues.
Two-party, two-issue scoreable negotiation between an office building owner and commercial tenant over the terms of a lease for parking spaces. Super Computer Corp. just signed its second three-year lease for office space at 100 Blue Chip Street. This office building, managed by Prime Properties, houses the regional offices of several global corporations. Tenga Tenier (Super Computer's office manager) and Rom Rosok (Prime Properties' property manager for 100 Blue Chip Street) are about to enter their annual negotiation over parking spaces. There is an executive parking lot underneath the office building, but this lot is not large enough to accommodate all of the building's tenants. Prime Properties offers a limited number of "executive" parking spaces in the underground lot, and a larger number of "satellite" parking spaces in a lot that is about ten minutes' walking distance from the building. Because Prime Properties charges the same lease price for executive and satellite parking spaces, tenants want to lease as few satellite and as many executive spaces as possible, while Prime Properties wants to lease as many satellite and as few executive spaces as possible. Tenga and Ron must negotiate an agreement on two issues: how many parking spaces will Super Computer lease, and how many of those spaces will be in the executive parking lot underneath the office building? Their scores will depend on the final agreement on each of these issues.
Two-party, two-issue scoreable negotiation between an office building owner and commercial tenant over the terms of a lease for parking spaces. Super Computer Corp. just signed its second three-year lease for office space at 100 Blue Chip Street. This office building, managed by Prime Properties, houses the regional offices of several global corporations. Tenga Tenier (Super Computer's office manager) and Rom Rosok (Prime Properties' property manager for 100 Blue Chip Street) are about to enter their annual negotiation over parking spaces. There is an executive parking lot underneath the office building, but this lot is not large enough to accommodate all of the building's tenants. Prime Properties offers a limited number of "executive" parking spaces in the underground lot, and a larger number of "satellite" parking spaces in a lot that is about ten minutes' walking distance from the building. Because Prime Properties charges the same lease price for executive and satellite parking spaces, tenants want to lease as few satellite and as many executive spaces as possible, while Prime Properties wants to lease as many satellite and as few executive spaces as possible. Tenga and Ron must negotiate an agreement on two issues: how many parking spaces will Super Computer lease, and how many of those spaces will be in the executive parking lot underneath the office building? Their scores will depend on the final agreement on each of these issues.
Two-party, two-issue scoreable negotiation between an office building owner and commercial tenant over the terms of a lease for parking spaces. Super Computer Corp. just signed its second three-year lease for office space at 100 Blue Chip Street. This office building, managed by Prime Properties, houses the regional offices of several global corporations. Tenga Tenier (Super Computer's office manager) and Rom Rosok (Prime Properties' property manager for 100 Blue Chip Street) are about to enter their annual negotiation over parking spaces. There is an executive parking lot underneath the office building, but this lot is not large enough to accommodate all of the building's tenants. Prime Properties offers a limited number of "executive" parking spaces in the underground lot, and a larger number of "satellite" parking spaces in a lot that is about ten minutes' walking distance from the building. Because Prime Properties charges the same lease price for executive and satellite parking spaces, tenants want to lease as few satellite and as many executive spaces as possible, while Prime Properties wants to lease as many satellite and as few executive spaces as possible. Tenga and Ron must negotiate an agreement on two issues: how many parking spaces will Super Computer lease, and how many of those spaces will be in the executive parking lot underneath the office building? Their scores will depend on the final agreement on each of these issues.
Two-party negotiation between agents for an opera singer and an opera house regarding a possible contract for an upcoming production. Sally Soprano is a distinguished soprano who is now somewhat past her prime. She has not had a lead role in two years, but would like to revive her career. The Lyric Opera has a production scheduled to open in three weeks, but its lead soprano has become unavailable. Lyric's representative has requested a meeting with Sally's agent to discuss the possibility of hiring Sally for the production. Neither knows much about the other's interests or alternatives. There is a wide range of possible outcomes.
Two-party negotiation between agents for an opera singer and an opera house regarding a possible contract for an upcoming production. Sally Soprano is a distinguished soprano who is now somewhat past her prime. She has not had a lead role in two years, but would like to revive her career. The Lyric Opera has a production scheduled to open in three weeks, but its lead soprano has become unavailable. Lyric's representative has requested a meeting with Sally's agent to discuss the possibility of hiring Sally for the production. Neither knows much about the other's interests or alternatives. There is a wide range of possible outcomes.
Burns & Burns, a law firm, is splitting into two new firms, the smaller of which wants to sell 300 volumes from its library that form a set on a specialized topic. So far they have not received any particularly attractive offer. The small law firm of Jones and Solomon is now interested. Purchasing these books as a used set could save Jones & Solomon money over assembling a new library. Two young lawyers are meeting to discuss whether a deal is possible. Confidential Instructions for the Buyer in the Law Library.
Burns & Burns, a law firm, is splitting into two new firms, the smaller of which wants to sell 300 volumes from its library that form a set on a specialized topic. So far they have not received any particularly attractive offer. The small law firm of Jones and Solomon is now interested. Purchasing these books as a used set could save Jones & Solomon money over assembling a new library. Two young lawyers are meeting to discuss whether a deal is possible. Confidential Instructions for the Seller in the Law Library.
Mike Miller, Harvard MBA '78, resigned his first job out of HBS within six months because he believed his personal values and learning objectives could not be accommodated. Students may discuss the problems of anticipating corporate culture, learning the ropes, surviving entry into the organization, and getting things done.
Marriott is considering the repurchase of ten million shares. This is apparently at odds with the financial policies that the Board of Directors passed two years earlier. Students must discuss why the policies were passed and why changes are now necessary. Includes a discussion of debt policy, financing policy and dividend policy. Students also discover stock is currently undervalued.