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The general manager of a janitorial wholesaling firm, Champion Products, is faced with a resignation letter from the company's network administrator and systems programmer. The general manager would not be disappointed to see the network administrator and his poor attitude leave the firm, but he wondered how easy it would be to replace him, particularly in the wake of the company's recent acquisition ISG Products. The general manager must decide whether to negotiate better terms with the network administrator or let him go.

Compassion Canada is a non-profit ministry focusing on the holistic development of poor children in developing countries. Over the past 10 years, the Ontario-based organization has only doubled its sponsorships. The chief executive officer must analyze the organization's performance and develop a strategic plan that will enable Compassion Canada to reach its goal of five fold growth over the next 10 years.

Cemex, a cement multinational from Mexico, has become one of the three largest cement companies in the world, through internal growth and a series of global acquisitions over the 1999 to 2000 period. It is a relatively small player in the United States with insignificant market share. It has had conflicts with the U.S. cement industry over its cement exports to the United States, being the object of a successful anti-dumping suit brought by the U.S. cement industry before the International Trade Commission. One of its key opponents is Southdown which has testified before the USITC against Cemex. Southdown's chief executive officer is unhappy with his firm's stock price and frustrated by the lack of market recognition despite profitable operations and growth. He is considering selling his company and has talked with Cemex about being acquired. The case allows students to analyze the strategic rationale for an acquisition of Southdown by Cemex, and has information to allow students to probe questions of strategic fit and value.

A major U.S.-based fast food company with extensive operations around the world was contemplating whether or not they should enter the Korean market. The Korean fast food market was hit badly by the Asian economic crisis in the late 1990s, but the economy was turning around. Thus, fast food demand in Korea was expected to increase. For the industry analysis, this case provides information on various competitors, substitute foods, new entrants, consumers and suppliers. In addition, social issues are included as potential forces.

Fashion Hut is a chain of designer clothing stores. Fashion Hut's owner has received an offer for the sale of her enterprise. She must decide whether to accept the offer or continue to develop the business for possible future sale. An Excel spreadsheet is available for students to perform sensitivity analysis, product number 7B03N001, and an Excel spreadsheet that assists the instructor, product number 5B03N01.

There's a lot more to Six Sigma than its usefulness as a cost-cutting tool. Properly developed and implemented, it can be a powerful and motivating tool for managing an organization. Which is why managers must ensure that Six Sigma is seen as a strategy for achieving business objectives, rather than simply a cost-saving initiative. This noted expert describes what Six Sigma is and is not, how it should be used.

Transparency and trust may be the ideal attributes of the well-governed corporation, but they also play a critical role in organizational behaviour, specifically in determining whether or not an organization's culture will facilitate - or impede - innovation. Just how do some managers and organizations prevent the formation of a culture that supports innovation? And, what can they do to change their behaviour? These authors have some key suggestions.

Behind most downsizing announcements is a viewpoint that sees employees as costs to be cut. Another viewpoint, one that is rarely expressed, sees employees as assets to be developed. These viewpoints are important, not just because they may influence an executive's decision to downsize, but because they usually influence how employees see themselves - and perform. As this author points out, it's almost a difference between assets and liabilities.

In the uncivil workplace, us and them or we and they are distinctions that divide and alienate. In the civil workplace, there are no such elites nor is there a perception that some, executives, for example, have special privileges. Rather, there are programs and policies that promote inclusion and that offer everyone an equal opportunity for personal and professional growth. In the end, civility reigns.

To become flexible, a decided asset in today's global environment of business, a company's infrastructure needs to be like Velcro, cohesive and workable when in place, but capable of being easily re-arranged when circumstances and strategy call for it. But developing a Velcro-like infrastructure requires formidable mastery of the basics. This noted management expert has some helpful advice for executives.

Most of the talk about better corporate governance has focused on the independence of directors and the separation of the CEO and chair. Not so, argue these authors, who point out that the most important factor is board process - how boards work and reach the decisions they do. Improving process will not only improve board governance but will prove that there really is a link between a board of directors and a firm's financial performance.

An effective advisory board, properly composed and structured, can provide non-binding but informed guidance and serve as a tremendous ally in the quest for superior corporate governance. This author, a lawyer with significant experience on boards of directors, offers a helpful blueprint for establishing an effective advisory board.

A board is often a snapshot of the organization: There are a lot of talented individuals, but the real challenge is getting them to work together, for the common good. These professors have developed five principles to enhance the process. The first principle? It starts at the top, with the chairman.

Ford of Canada is a division of the Ford Motor Company - one of the Big Three automobile manufacturers in North America. The brand manager of the Windstar was concerned that its only brand in the minivan category would not meet its annual sales target. Since the Windstar's launch in the early 1990s, it had become one of the largest selling auto brands in Canada and was synonymous with safety and family travel. During the past few years, the popularity of purchasing a Windstar had declined with the minivan market becoming very competitive, the recession, quality problems and several product recalls. The brand manager must create a promotional strategy that will maintain Windstar sales and profitability and attempt to maintain the brand image. (Also available is the video, Ford Windstar product # 7B03A005.)

A consultant at a large consulting firm has found out that she will not be promoted even though her performance review was above average. She must determine what caused this situation and what her options are.

A black Canadian woman is hired as vice-president of marketing and brand positioning for an Amsterdam-based computer software company. Shortly after joining the firm she encounters a number of cross-cultural and equality issues. She must decide whether or not to renew her contract with the company. The supplement case, Julie Dempster (B), product 9B03C012 outlines her decision.

This is a supplement to Julie Dempster (A), product 9B03C011. A newly hired vice-president of brand positioning must decide whether to renew her contract after experiencing cross-cultural and equality issues.

Bombardier Aerospace is a division of Bombardier Inc., the world's third largest airframe manufacturer. The manager of ground based training operations at the flight training school discovers an inconsistency in the relocation policy. Investigating the policy further, he feels the definition of the policy is not clear and therefore not fair to all employees. He must decide whether he should try to change the policy, and consider the consequences.

A junior broker at a securities firm has mixed emotions. He enjoys the success his sales have brought him, however, he is concerned about misleading clients to obtain those sales. He has been offered a promotion to senior broker and must decide whether to accept the promotion, continue in his current position or leave the firm. The supplement Westwood Securities (B), product 9B03C018 discusses his decision.

In this supplement to Westwood Securities (A), product 9B03C017, a junior broker has accepted a promotion to senior broker. Since the promotion, his sales have declined and he is wondering if made the right choice.