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After almost 30 years with an electric supplies company, an international manager feels that it was time to look for new opportunities outside the company. This case is a supplement to the (A) case, 9A99C030.

The co-directors of a student initiative to teach management fundamentals in several states of the former Soviet Union and in Russia, were having a rather heated argument in one of the partner's school office. The co-directors must decide how best to resolve the conflict.

The co-directors of a student initiative to teach management fundamentals in several states of the former Soviet Union and in Russia were having a rather heated argument in one of the partner's school office regarding planned activities. The co-directors must decide how best to resolve the conflict. The Leader Project - Canada (A) case, (9B00C002), presents one director's views, and this supplement presents the other director's sentiments. These cases lend themselves naturally to role plays.

The manager of customer service and operations at a branch of financial services institution is considering his options following the third cash shortage, totalling almost $5,000, within a two-month period. His career and anticipated promotion depended on effectively handling this situation.

The president must determine how to increase business development at the feedmill. The challenge facing him is to have the feedmill's managers adopt attitudes and behaviours that are consistent with a market driven enterprise. This is no easy task considering that the feedmill is a former state-owned enterprise which did not strive to achieve independent profitability.

A summer intern must decide how he will manage the launch of a sampling despite product shortages, a too-tight time frame, and potentially explosive legal implications. In particular, the intern must determine who in the organization is best able to help him and how he needs to approach those potential sources of help.

An assistant manager of a branch has been asked by his superior to hide documents relating to a lawsuit outside of the office until the trial is over. He does not have the best of the relationships with this superior, and so he must decide what to do.

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.

Arriving in greater numbers to poverty-ridden cities throughout Latin America, international executives, by their increased visibility, become targets. Newspapers have been filled with stories of kidnappings, abduction and robbery of foreign business people. However, in many respects, Latin America posed no greater danger than the United States, and with proper preparation, risks can be managed. This note briefly presents the current security risks, and actions that can be taken by international firms and individuals to reduce these risks. Comparative statistics are also provided.

The head of a bank's Mexico Team must consider her options when confronted with the task of aiding in the arrest of one of her clients. She had just returned from Switzerland, where Swiss narcotics agents were encouraging her to lay a trap for the wife of one of her clients, the brother of a former Mexican president, who had been arrested in Mexico a few months earlier on charges of murder, illegal enrichment, and laundering money for the Mexican drug cartel. As she pondered her options, the fate of one of her former employees, who had recently been sentenced to 10 years imprisonment for managing the account of a convicted money launderer, provided food for thought. She must consider extraterritoriality, bank secrecy laws, and professional ethics in international private banking.

Executives of a telecommunications corporation are wondering what they can learn from an experience to develop managers to run expanding Latin American operations. The corporation signed a letter of intent to purchase control of a leading telecommunications provider in Mexico with 2,300 employees. Senior executives knew that one of their most pressing issues would be finding the right people to manage their Latin American operations. The 14 managers sent to Mexico to manage the corporation were double the number then being prepared for that type of assignment. The executives must consider the issues encountered by this team of expatriates and their families as they try to adapt to life in Mexico.

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 affected by their experience and culture.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Regional Asia-Pacific Case Writing Competition</strong></p><br>The regional HR manager of a multinational conglomerate that operates in over 100 countries had to make decisions regarding the evacuation of its senior management from a politically unstable country. In particular, the firm's expatriate and ethnic Chinese managers and their families faced considerable risk. The HR manager is charged with executing corporate policies and plans. Some of the challenges to consider relate to the development and initial execution of the evacuation plan. These challenges are heightened by a decentralized decision-making process entrenched in the firm's structure and culture, as well inconsistent information from numerous sources in the field operations. Moreover, the issue of which employees to evacuate poses a moral dilemma for the decision-maker. Specifically, he must decide what criteria - rank, ethnicity, tenure - should dictate whether an employee and/or his or her family is offered assistance, and of what sort.

The regional HR manager of a multinational conglomerate faces increasing pressure to evacuate management as the crisis intensifies in the politically unstable country. Concurrently, it becomes increasingly clear that individual managers are making evacuation plans independent of central control, making implementation of a prearranged plan very difficult. The decision to evacuate ethnic Chinese managers and family members is made, and the offer of assistance is extended to all employees. Further logistical challenges in the evacuation plan become more problematic by increased pressure felt by the decision-maker due to the deteriorating situation in the country, as well as an increased sense of desperation among managers both in the country and those abroad with families present. Making matters even more difficult for the decision-maker is the loss of communication with his evacuation team, insufficient cash available to the evacuees, mounting costs to the firm, and an inability to clarify exit documentation requirements of evacuation employees and their families. This is a supplement to the A case, 9A99C001.

The decision-maker responsible for evacuating company managers and their families from a crisis situation now faces a political hot-potato due to second-guessing from superiors, peers and subordinates as a result of decisions he made during the evacuation. The employees who were scheduled for evacuation had dispersed and had unilaterally planned their exit itineraries, resulting in the company incurring a $75,000 bill to facilitate the evacuation of a group of employees from another company. Despite the organizational and logistical challenges, all expatriates and their families were safely evacuated. The teaching objectives of this supplement to the A (9A99C001) and B (9A99C002) cases are to expose students to the politics during the post-crisis review of decisions made during those stressful and ambiguous times.

A former consultant explains the reasons for his decision to leave a successful position in a prominent consulting company. As a result of stress on his family and personal life, and a growing dissatisfaction with certain aspects of his job (see James Reed, case number 9A95C025), he describes how he came to a decision to make a significant career transition. The role of self-assessment and the analysis of fit with potential opportunities is described as it pertains to this decision.

The senior vice president of one of the world's leading producers of premium wine and head of a joint venture, faces a series of quality problems with the brand. At the same time, he has the unprecedented task of building a state of the art winery in less than 10 months or he risks losing the entire harvest. This case is intended to be used in conjunction with the Robert Mondavi Corporation: Caliterra (B) case, number 9A99C005, and the (C) case, number 9A99C006.

A new independent management staff was hired and most, including the new general manager, came from outside the wine industry. The new managers are having a difficult time trying to convince their parent to accept their judgement. Marketing is an area where significant differences in opinion began to arise. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.

Differences of opinion continue between Caliterra and Mondavi's marketing team. Caliterra's managers believed that Americans simply did not understand the difference between images of Chile and other Latin American countries. From their perspective, communications developed in California did not conform to the Caliterra vision, to be the quality and image leader in the super premium Chilean wine category. This case is a supplement to Robert Mondavi Corporation: Caliterra (A), case number 9A99C004.

The managing director of a health services company wonders how she should deal with an underperforming subsidiary. Even with a new president and intense effort, the results were exactly the same as the previous year, substantially below average.