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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.

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.

Grandview Excavators Ltd. is a privately owned company that prepares and excavates land for construction development. A recently promoted project estimator has prepared a quote for a project. He receives a phone call from the customer stating that the quote was too low and to resubmit a new quote for a suggested higher amount. He makes the adjustment and submits the second quote. A few days later the company is awarded the project and work begins immediately. After the project is completed, the project estimator receives payment and discovers the payment is less than the original quote amount. It is not clear why the payment has been reduced and he must decide whether to contact the client directly for an explanation or advise his boss.

Document Reproductions is a leading provider of outsourced content management and customer communication solutions. A scanner operator with the company has found out about a dispute between two co-workers while at work. One of the co-workers involved is her husband and she is concerned that this may cause him to lose his job. She must decide whether to tell the manager of operations what happened or persuade another co-worker who witnessed the incident to come forward.

This supplement to Harrison-Lockington (A), product 9B03C019 follows the partner of a law firm and how he responds to crisis in the office - he has found out that an employee has been stealing from the firm.

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.

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.

Track Concealers Company Ltd. produced valances to cover the tracks above bifold doors. When the company received a large order from a U.S. building retailer, the owner needed to quickly secure capital to fund the production commitment. Although he was able to acquire the needed financial backing through his family, the owner was uncomfortable with this arrangement. He was determined to acquire independent short-term and long-term capital for his company within six months.

A manufacturer of construction parts spends $150,000 annually on courier services. When the courier threatens to stop shipments because the required $10,000 deposit has not been maintained, one of the company's owners decided to switch couriers. The new courier is late in delivering a vital component, nearly causing a production shutdown. The materials manager wants to recommend that the company return to the previous courier service. He needs to consider that the owner is a principled person, who favored the new courier. As well, the company has had layoffs and pay cuts. Although he had been a long-term employee and is satisfied with his work, the manager needs to determine whether he should approach the issue at the next management meeting or simply allow the situation to be the sole responsibility of the owner.

As a general manager and partner in a chain of restaurants, Graham Stewart is faced with a serious problem. His restaurants have been struggling to stay afloat for some time, and he has been concerned as to the reasons for cash flow problems. An innocuous question from the company bookkeeper set off an alarm bell in Stewart's head, and investigation reveals several problems in his partner's financial activities, both personally and professionally. At the time of this discovery, Stewart's partner is on vacation. The general manager must concern himself with the ethical and legal implications of his discovery, trying to assess what he might do and how and when he should do it. The A case outlines the history of the restaurant chain and the details of its current issues. Supplements Graham Stewart - General Manger (B), product 9B02C029 and Graham Stewart - General Manager (C), product 9B02C030 discuss Stewart's investigation of the problems and the meeting between the partners.

After making some disturbing discoveries about the financial activities of his partner, a restaurant general manager makes some decisions during his partner's vacation. The partner would soon be returning and the general manager wonders how to proceed. Supplement to Graham Stewart - General Manager (A), product 9B02C028.

A restaurant general manager meets with his partner to present his findings about some questionable business activities. The partner accuses the general manager of meddling in his affairs and angrily departs. The general manager wonders what to do now. This is a supplement to Graham Stewart - General Manager (A), product 9B02C028 and Graham Stewart - General Manager (B), product 9B02C029.

N.K. Builders and Contractors was a construction company newly formed by an experienced contractor and a young project manager. The project manager was very knowledgeable of the construction industry but not familiar with the bidding process for contracts; for this he relied heavily on the experience of his partner. The company's first project was a government contract that required the partners to go to the divisional office to apply for the tender, where they found out they were one of 15 interested in the highway project. The bidding process was similar to an auction, the highest bid won. Money generated from the highest bid was shared equally among the remaining contractors, and the higher the bid the more commission government officials received. Winning the contract is only the beginning. Once a company receives the project, they are expected to begin work within a month; however, many things can happen between winning and the completing of the contract and he would discover there would be a number of times when it would be necessary to pay various officials to proceed with the project. The project manager was disappointed in the way the company was awarded the project and now must decide if he should quit and lose the money he invested in the company or remain with the business.

A recently hired co-ordinator of a cross-docking facility has been assigned the task of designing an efficient layout for the facility, assessing the equipment requirements and workflows, and training and supervising the floor staff. Since this is his first managerial position, he is eager to prove himself. He wants to show senior management that they were correct in their decision to hire him, despite his young age. A long-term employee seems determined to thwart the co-ordinator's efforts at every turn. The much-older man never misses a chance to point out that the old company's system was superior to the one the co-ordinator is trying to implement. When a costly shipping error occurs twice in two days, the co-ordinator and the employee have a heated exchange the forces the co-ordinator to do some serious thinking about what his next move should be. Should he fire the employee? Should he rethink his system? Or should he simply try a more diplomatic approach to managing the employee?

A university student has taken a summer job as the manager of a house painting franchise. He is determined to offer customers quality work and to hire painters who can work long hours to help him achieve his high production goals. Six employees were hired and trained by the end of May. By mid-June, however, he is faced with a crisis situation: three of the employees have resigned and another has had a job-related accident. The manager must deal with the injured employee and the owner of the home where the accident occurred. He also needs to hire new employees and to consider whether his management played a role in the number of resignations.

Dynamic Engine Inc. is one of 12 divisions of the automotive parts maker North American Auto Parts. With guidance from the parent company, Dynamic Engine has well-established human resources policies, training programs and employee assistance programs that are available to all employees. The materials and purchasing manager must deal with the poor attendance of an employee whose performance until recently was considered above average. He discusses the issue with the employee and believes the problem has been resolved. Shortly after this conversation, he discovers that the absenteeism problem with this employee is still occurring, and now must determine what his next step is to resolve this issue.

The assistant product manager at a large packaged goods firm does not receive the promotion she was expecting following her first year of employment. Simultaneously, she receives a call from an executive search firm offering her the potential to move to a competing company. She must decide whether to investigate moving or to stay with her current employer. The importance of managing upwards and the pros and cons of executive search firms are highlighted.

Budget pressures were forcing Talbot University's supply department to reduce its costs. While the workload remained high, the department head wondered how to reorganize the department and the work processes so that the work could be done within a reduced budget. Working towards a solution, he needed to apply principles of organization design to improve the efficiency of the department and then develop an action plan for the required organizational changes.

Two entrepreneurial students want to launch their new business called College Home Safety Inc. College Home Safety consists of high school and university students selling carbon dioxide detectors door-to-door. The two entrepreneurs felt strongly about this new business as it would provide jobs for students and address a safety concern that had been increasing in the past few years. The advice they received from a professional accountant was not what they expected. Told they would lose their shirts and to reconsider their concept and start-up plan, they only had a few months left before the launch date to decide whether or not to proceed with the venture.

The technology deployment specialist of the Adelaide District School Board needed to make immediate changes to the purchasing system to respond to service demands. The current system was not widely accessible or user-friendly and was creating heavy workloads and the need for overtime. Senior management recognized the advantages of implementing a system that would integrate the data processing of all functions, including human resources, inventory, finance, purchasing, etc., and gave her the mandate to find an integrated system and develop a proposal for its implementation. In addition to finding a system that would meet these criteria, she had to consider the conflicting interests of different users, a new system that had been implemented in the finance department, and the ongoing changes in the organization.