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Marriott Corp.'s chairman and CEO must decide whether to recommend a restructuring of the company to the board of directors. The proposal he is considering would split the Marriott Corp., a premier hotel developer, owner, and manager, into two separate companies by a stock dividend to shareholders. One of the new companies would contain most of Marriott Corp.'s profitable management operations, while the other would retain ownership of its hotel properties as well as most of its long-term debt.

Supplements the (A) case.

Manville Corp.'s senior managers must decide how to respond to a new scientific study suggesting that fiberglass, the source of 75% of the company's profits, may be another asbestos and must act under conditions of great uncertainty. In particular, when should a manager inform employees and customers about potential product risks, and how should hazard communications be handled to inform without inflaming?

Describes how Manville's managers responded when their main product, fiberglass, was classified by an international research agency as a possible human carcinogen.

Describes Beech-Nut's resolution of the apple juice matter.

Officials of the U.S. Food and Drug Administration (FDA) must decide whether to refer the Beech-Nut apple juice case to the Justice Department for criminal prosecution, and if so, whether to recommend prosecution of individual executives or of the company only.

Describes the results of the charges related to the sale of the apple juice products.

Describes the 1988 amendments to the Foreign Corrupt Practices Act of 1977.

The CEO of Sears must decide how to respond to allegations that the company's auto repair division has been misleading consumers and charging them for unnecessary repairs.

Sears's CEO responds to the allegations.

Supplements the (A) case.

Three situations are described. A branch manager for a retail brokerage firm must decide whether to change the branch's cash management techniques to increase interest earnings. An auto mechanic must decide whether to oversell parts and repairs to meet sales and service quotas set by management. A research director must decide what to do about suspicions of product adulteration. The vignettes illustrate the impact of organizational context on individual decision-making and the importance of management of management systems and behavior for organizational integrity.

Top executives of Prodigy Services Co. must decide how to respond when publicly accused of allowing anti-Semitic messages to be posted on the electronic bulletin boards of the company's interactive computer service. Can they defend free expression while at the same time opposing expressions of hatred and bigotry?

Describes the actions taken by Prodigy executives.

Describes the organizational aftermath.

Describes the federal guidelines used by judges for sentencing organizations convicted of criminal wrong-doing under U.S. law as of November 1, 1991. Describes the guidelines' approach to calculating criminal fines for organizations, determining an organization's culpability, and assessing the organization's legal compliance program. Outlines some of the common criticisms of the guidelines. Intended to permit discussion of the concept of "organizational culpability" and to inform students about the bases for assigning criminal punishment to corporations under current law.

The division human resources officer must decide whether an older employee should be disciplined for misusing company time and for improperly filling out time cards for his work on government contracts. Intended to focus on the various factors relevant to disciplining employees for violating company policy as expressed in the Code of Ethics.

A jury must decide whether an employee, discharged for misusing company time and filling out false time cards for work on U.S. government contracts, has been wrongfully terminated. Designed to show how the human resource manager's perspective on employee discipline compares with the perspective of U.S. legal doctrine and a group of disinterested jurors. Also permits students to consider the legal status of a company's policy documents, including the Code of Conduct.

The president of one of Martin Marietta's four main operating companies has learned of procurement irregularities in the company he manages. The problems involve U.S. government contracts the company is working on. After getting legal advice from the company's general counsel, the president must decide whether to disclose the irregularities to the U.S. government. Permits students to consider how managers should react if they learn about potential wrong-doing in their companies. Asks students to consider whether a policy of openness and disclosure should be generally favored and how such a policy should be applied.

Senior managers at Martin Marietta are considering two questions: how to assess the company's seven-year-old ethics program; and how to deal with employees' fear of retribution--real or imagined--for alerting the corporate ethics office to potential problems. The case describes the company's ethics program, the process of integrating it into the organization, and the reactions and views of key managers. Intended to provide in-depth knowledge of one company's approach to managing corporate ethics and to permit students to evaluate the impact of the program. Exposes students to a range of issues involved in managing programs like the one in place at Martin Marietta.