Just after 8:00 p.m. on a Monday evening, Catherine Russell, senior vice president and director of business development at Western Banking Group, arrived at one of the branches she oversaw to catch up on some work. She saw movement inside the locked building and was taken aback-it was Rachel Dwyer, the branch manager; her son; and her boyfriend. "Why is she...why are they all in the branch after hours?" Russell wondered. This was yet another item on a list of curious situations Russell had encountered at that particular branch in the past several weeks. Maybe it was nothing, she thought, but that little voice inside was not so sure.
The day after Catherine Russell, senior vice president of Harbor Community Bank (HCB), discovered one of the bank's branch managers in the bank after hours, cleaning, she continued to second guess how she should manage the situation. The manager, Rachel Dwyer, had an explanation that made sense, yet Russell was still uneasy about this and other instances of strange behavior from Dwyer. After consulting with her boss, Russell decided to ask Dwyer about the situation at a previously arranged meeting. This case is preceded by the A case.
Catherine Russell, senior vice president of Harbor Community Bank (HCB), had lunch with one of her branch managers, Rachel Dwyer, to confront her about violating bank opening and closing procedures. When Russell had asked about the situation earlier, Dwyer had boldly lied, as had the two HCB branch employees who worked under Dwyer. What would be the most appropriate resolution? This case is preceded by the A and B cases.
A large Ontario ski resort faces a decision about whether to invest in facilities for night skiing. Demand is very uncertain, so the management undertakes a market research study. Day skiers at the facility are surveyed about their potential interest during the month of February and March. The resort's management is suspicious about the validity of the results of the research, but has no time to collect further data.
A large Ontario ski resort faces a decision about whether to invest in facilities for night skiing. Demand is very uncertain, so the management undertakes a market research study. Day skiers at the facility are surveyed about their potential interest during the months of February and March. The resort's management is suspicious about the validity of the results of the research, but has no time to collect further data.