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This supplement to Lincoln Diner (A), product 9B03C032, covers Rachel Turner's decision to grieve her suspension and eventual dismissal by the Lincoln Diner restaurant chain, and the complete failure of both the company and the employees' staff association to address her formal grievances about her treatment. As this process is unfolding, Rachel's boyfriend continues to work as computer operations manager in the Lincoln Diner head office, but finds he is treated differently by his fellow managers. The case culminates with Rachel's deliberations about whether or not to file a complaint with the labor board. The supplement (C) and (D) cases, product numbers 9B03C034 and 9B03C035 follow the matter through another decision point to its resolution.

This supplement to Lincoln Diner (A) and (B), product number 9B03C032 and 9B03C033, covers Rachel Turner's decision to file a labor board complaint against the employee association of which she is a member for its failure to represent her properly in grievances related to her suspension and eventual dismissal by the Lincoln Diner restaurant chain. The labour board rules in her favor which sends her grievances to arbitration. However, prior to the arbitrarion hearing, the company makes her a series of financial offers to settle and Rachel must decide whether or not to do so. The supplement (D) case, product number 9B03C035, presents her decision and rationale.

This supplement to Lincoln Diner (A), (B) and (C), products 9B03C032, 9B03C033 and 9B03C034, presents Rachel Turner's rationale for settling a grievance just prior to going to arbitration. It also provides some insights she gained after the fact about the incident precipitating her suspension and eventual dismissal by the Lincoln Diner restaurant chain, and her reflections on how the experience affected her.

The director of occupational health & safety services at St. Joseph's Health Care London reviewed a report which stated that roughly half of the staff working at the veterans care facility at the Parkwood Hospital were vaccinated against the influenza virus. With the flu season quickly approaching, the director knew that she had to motivate a larger number of staff in the veterans care facility (as well as other staff at St. Joseph's) to be vaccinated against the influenza virus in order to reduce the risk of life-threatening flu outbreaks among the patients. She wondered what specific actions she could take improve the vaccination rate at Parkwood Hospital and other St. Joseph's facilities.

In March 2002, the general manager of Mathura Refinery had to respond to new national legislation that mandated the production of new cleaner-burning fuels. While these fuels would reduce vehicular emissions in the country, there was the possibility of increased local emissions from the refinery from the new processes used to produce these fuels. Effluent and oily sludge emissions also demanded management attention. The general manager recognized that Mathura Refinery had unique constraints because of it close proximity to the Taj Mahal. Any future expansion of the refinery's capacity would be contingent on its ability to reduce sulfur dioxide emissions and address public expectations.

The Education Store reviewed and provided sales of educational software for children in kindergarten to grade 12. The store took its direction from the local board of education and functioned with the administrative system of the school board but operated independently and was relatively free to make day-to-day decisions. The manager of the Education Store felt the existing database no longer kept up with the store's needs. A database designer had two weeks to analyze the store's requirements and develop a prototype. From the information he had, he wondered whether this task was an upgrade or a complete redesign. He must also look at a number of design issues, and who would ultimately maintain the database.

Leo Burnett Company Ltd. is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, once a brand has been launched, it is customary for the global brand centre to turn over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and the team dynamics have broken down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency/client relationship. The global account director must decide whether she should proceed with the expected decision to modify the global team structure to give one of the teams more autonomy, or whether she should maintain greater centralized control over the team. She must recommend how to move forward with the brand and determine what changes in team structure or management are necessary.

Based in Saskatoon, Canada, Cameco was the world's largest uranium mining company. It had developed its policy for corporate social responsibility in northern Saskatchewan where it had its major mining operations and where there was a large Cree and Dene Indigenous population. The issue centres on whether the same corporate social responsibility policy can be applied to the company's joint venture with the Kyrgyzstan government to operate a gold mine in eastern Kyrgyzstan. Complicating the decision was a chemical spill that had occurred several months before, and relations with citizens in nearby communities were at an all-time low. The joint venture's vice-president of human resources and corporate relations must decide which of the programs might be successfully implemented in Kyrgyzstan, what new programs might need to be developed, and how best to communicate company policy to the local community.

Dominion Telecom Inc. is wireless, Internet and broadband provider. The director of strategic initiatives for the company must decide between two investment proposals; the first one would save resources in their call centre, the second would allow the company to use its Web site as a key marketing tool in a cost-effective manner.

Powerpoint supplement to teaching note 8A95B04.

Powerpoint supplement for teaching note 8A95B41.

Powerpoint supplement to teaching note for 8A96B41.

Excel spreadsheet with solutions for teaching note 8B02N19.

Excel spreadsheet with solutions for teaching note 8B03N01.

Excel spreadsheets containing data and solver for case 9B03E010.

Excel solution solver for case 9B01E013.

Excel spreadsheet for case 9B02A022.

Excel spreadsheet for case 9B03E013.

3 1/2 disk available at IP.

Excel spreadsheet for case 9A96B039.