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  • Don’t Shoot the Messenger: Communicating during Project Crises

    In September 2019, the project manager of Washington, DC, technology company Zinthro found a serious calculation error in her company’s bid for a major government project. When she discovered the mistake, the bid had already been accepted and the project was well under way. The issue threatened her working relationship with several key individuals related to the project, including the executive overseeing the project, the client representative, the team that put together the original bid for the project, fellow project managers, and team leaders. Although she was not the one who made the mistake, she was the one who had discovered it and had to decide what to do next. Who should she talk to about the error? Who should be told first? How should she deliver the bad news?
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  • Warner-Lambert Canada Inc.

    • 商品編號：9A85B026
    • 商品分類：Case
    • 頁數：12
    • 出版日期：1985-01-01
    • 再版日期：2003-05-11
    • 學門：
    The case describes the problem facing the president and credit manager of Warner-Lambert with respect to financial position of a major distributor. The distributor's financial statements have just been received by the company and the situation is much worse than anticipated. The survival of the distributor is clearly threatened and Warner-Lambert must consider a new distribution network for the territory.
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  • Ranpro Inc.

    • 商品編號：9A85B027
    • 商品分類：Exercise
    • 頁數：5
    • 出版日期：1985-01-01
    • 再版日期：2003-11-04
    • 學門：
    A manufacturer is considering mechanizing a highly labour-intensive system. He has received proposals with the related cost savings from two different manufacturers for different parts of the process. The president must analyze the information and determine whether the various proposals are financially feasible.
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