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In this role play supplement to A Minor Assignment, product 9B05C006, Professor Lydia Katz catches a student plagiarizing and must decide what to do about it. She calls a meeting with the student.

Rob Thatcher is a student in an honours business administration program. He copies and pastes some text from a web site into an essay. He is under time pressure and does not consider this assignment important and most likely will not be read. This is a role play supplement to A Minor Assignment, product 9B05C006.

A graduate of a business school must consider two options available to him with similar salary packages. The first is to accept an offer to start as an assistant marketing manager with a consumer packaged goods firm, the other is a consulting assignment with a small tool & die firm. The case provides students the opportunity to value different benefits based on their risk tolerance and career aspirations.

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. The medical officer of health for Grey-Bruce was told that a number of people in the Walkerton area had developed serious illness. E.coli was confirmed and the medical officer suspected contaminated water as a source of the problem. However, the public utilities commission had assured him that the water was fine. Still he had a bad feeling that Walkerton was the verge of a very serious outbreak. He wondered what his next step should be in the complex situation he faced; he did not have much data to act on. Supplements We Have a Terrible Tragedy Here (B), (C), (D), (E) and (F), products 9B05C023, 9B05C024, 9B05C025, 9B05C026 and 9B05C027, follow the events as they take place.

The Walker tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. A couple of days after the medical officer of Grey-Bruce was notified of a case of E.coli in the Walkerton area, he was still concerned about the source and of the outbreak and issues a boil water advisory. This is a supplement to We Have a Terrible Tragedy Here (A), product 9B05C022.

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. With 100 cases of E.coli having been reported, the medical officer for Grey-Bruce was reasonably certain that the cause of the outbreak was the water supply, and stresses the urgency for the Ministry of the Environment to become involved. This is a supplement to We Have a Terrible Tragedy Here (A) and (B), products 9B05C022, 9B05C023.

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. To prepare for a meeting with the utilities commission, the health unit gathers data about the outbreak and narrows down the likely date of transmission of E.coli. Meanwhile, the Ministry of the Environment received the results of tests on collected samples of water from the area, and the results clearly show that the water is contaminated. This is a supplement to We Have a Terrible Tragedy Here (A), (B) and (C), products 9B05C022, 9B05C023 and 9B05C024.

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. With the water test sample results confirming that the water supply was the source of the outbreak and an increasing number of Walkerton area residents becoming ill, the medical officer of health holds a press conference to communicate the seriousness of the situation. This is a supplement to We Have a Terrible Tragedy Here (A), (B), (C), and (D), products 9B05C022, 9B05C023, 9B05C024 and 9B05C025.

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. The aftermath of the initial Walkerton E.coli outbreak is discussed: how the outbreak occurred, what could have been done to prevent it and the formal government inquiry. This is a supplement to We Have a Terrible Tragedy Here (A), (B), (C), (D) and (E), product 9B05C022, 9B05C023, 9B05C024, 9B05C025 and 9B05C026.

The net result of changes in the work-family politics is that there is, at one level, a merging of work-family pressures for women and men. As women and men move in opposite directions - women increasingly into the workplace, and men increasingly into the activities of the home - both are beginning to embrace greater responsibility in areas where prior generations practiced clear gender segregation. However, in spite of the growing popular rhetoric that families are egalitarian and parents are interchangeable when they do their carework, an imbalance still exists between the primary responsibilities that attributed to women and men. Men and work-family conflict is an emerging workplace issue. This article discusses the importance of father involvement and the positive impact such involvement has on both the parent and the children. Leaders in the area have to plan, manage and develop opportunities for supporting fathers and men as carers. As families are stretched to capacity even with fathers' participation, it is reasonable to assume that demands for change will now shift more strongly for workplace change. The authors call for a more comprehensive discussion that includes men in work-family issues, as well as a more complex discussion that recognizes the role they are already quietly assuming. The article also provides suggestions for what the workplace should do for fathers. Managers should ask dads what would be helpful for them, develop Father programs/groups at lunch and learns, ensure that parental leave is also advertised and planned for fathers within the workplace, communicate a general commitment/attitude shift so that fathers feel they can take advantage of what is already offered, incorporate community relations by including some focus on father/child events organized by a male champion, reduce employee stress by giving extra time off or assisting fathers and their families that work for them and reviewing and adapting policies to reflect a wide variety of family formations

It may be lonely at the top but the person in the C suite - and managers below - should not be alone. Adjusting to change is less trying when there's a network of mentors, advisors and others to support.

A work-life conflict exists when participation in a work oriented life role is made more difficult by participation in a non-work life role or vice versa. This article summarizes key findings of research on work-life conflict spanning over two decades. The results suggest that work to family interference increased for 25% (in 1990) to 30% (in 2000) of respondents. Family to work interference increased more than five times, from 2% to 11% during the same time period. Research results also identified five root causes of the inability to balance work and family demands. Organizational downsizing, organizational culture, changing demographics, non-supportive managers and technology are the factors that are further described in the article. The article also examines coping mechanisms that employees use to help them balance work and family demands. 78 percent of the sample responded that they just work harder-which of course sets conflict levels spiraling out of control. Closely related to just working harder, 60 percent of our respondents indicated they cut down on outside activities, while 55 percent got less sleep. On a more positive note, 47 percent of the sample stated they planned their time more carefully, while 45 percent bought more goods and services (e.g., lawn care, daycare). The most disturbing finding relates to individuals in managerial and professional roles: 26 percent of women in these roles noted they have had fewer children because of work demands; 15 percent of men noted this was also true for them. The results also suggested that many women managers and professionals find that motherhood and career advancement are not compatible goals. The article also posits a solution to the work-life conflict. The authors suggest that employees just say no to work that regularly requires attention outside work hours. They should plan downtime and actively try to maintain a balance between their work and home lives.

Some people choose not to balance the work-life equation. They raise their family first, and then enter the workforce. Organizations would be wise to accommodate these talented individuals.

Engagement, enthusiasm and excellence are the hallmarks of a performance culture. Following these authors' advice will put managers on the road to creating that culture. Creating a performance culture requires a systematic approach to managing the performance of organizations, teams and individuals. While leadership and discipline are the defining elements of that approach, they are not the only elements. These authors outline a road map for changing organizational behaviour and, ultimately, for implementing, promoting and sustaining a high-performance culture.

The general manager of a division of an international cosmetic company must decide hoe to deal with a lack of response to a memo. The general manager wrote to the vice-president of operations to elicit some response from Operations that would lead to better communication between marketing and operations. It is now only three days until the next meeting between operations and marketing and the vice-president has made no response to the general manager's memo.

The president and the general manager have to make some quick decisions about how to deal with the media after an advertisement has offended the black community and caused angry complaints of racism. The company also wants to develop plans to avoid similar problems in the future.

The vice-president, corporate and public affairs, at an insurance company has to prepare the next year's internal communications program at a time when the company is undergoing a revolution - an effort to improve service and profits through a radical organizational and cultural change. The small communications department has played a key role and tried new methods in the company's move toward empowerment and increased accountability. At this point, creating a communications strategy on a limited budget means choosing among priorities, but a recent survey of employee attitudes has provided some input into needs.

A small team of Canadian managers from a large financial institution is faced with the challenges of managing a recently acquired Mexican operation. Managers must cope with a language barrier and cultural differences as they try to restructure the over-staffed Mexican financial institution. A second teaching note (5A97L01) discusses how to use this case from a cross-cultural orientation perspective.

The newly appointed division head must examine organizational or communication problems within a division of a billion dollar semiconductor manufacturer. The manager made a decision, which an employee emotionally responded to, creating the potential for conflict within the department. Cross-cultural issues come into play given that the manager, although originally from China, was educated and gathered extensive experience in the West and was thus considered an expatriate by his employees. The manager must also examine the effect of organizational culture on an employee's behavior.

Alpha Gearing Systems Shanghai Co., Ltd. (Alpha Shanghai), a joint-venture between Alpha Gearing Systems of Illinois, USA (a large producer of gearing products), and Kai Li Machine Systems (one of China's largest manufacturers of gearing systems for mopeds and motorcycles), had invested several millions of dollars in tooling in the hope of winning a major contract. The general manager of Alpha Shanghai had made the decision that the next round of negotiations would either significantly advance, or sever, the relationship between Alpha Shanghai and San Yu Mopeds, a large Chinese moped producer, and a customer which Alpha Shanghai had hoped would become one of its largest. The case decision revolves around Alpha Shanghai's senior management perspectives, strategy and assumptions which affected the negotiating process, and specifically how their communication patterns were effected by their experience and culture.