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The manager of a medical laboratory must determine the best way to handle necessary layoffs. She has designed a new supervisory structure that will better facilitate the company's objectives toward empowerment and will provide profitable operations despite funding cutbacks. In order to implement the revised structure, she must eliminate five supervisory positions, necessitating the layoffs of five long-term employees. The remaining supervisors' responsibilities will greatly increase. She must determine the logistics for communicating these decisions to the supervisors and their staff without hindering morale and productivity. (A related case, Medictest Laboratories (B), case 9A94J031, outlines how Jean proceeded.)

The manager of a medical laboratory must determine the best way to communicate a cutback decision. She has designed a new supervisory structure that will better facilitate the company's objectives toward empowerment and will provide profitable operations despite funding cutbacks. This is a detailed description of Jean Kelly's action plan proceeding from Medictest Laboratories (A), case 9A94J030.

A young recent graduate has just been hired as a consultant by the tired owner of a small syndicate. His task is to solve the many problems existing within the various businesses, including restaurants, real estate, and a retirement home. The financial situation is severe and there are several personnel conflicts. He must resolve these problems while effectively managing the owner.

A project manager in the Operational Research Department of an automobile assembly plant must decide how he can most effectively redirect his team to meet management's deadline and design expectations. For five months he had been supervising the work of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistants to work together with very little intervention from him. As a result, he is facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with Antar Automobile Company - Part II: Team and Individual Objectives and Antar Automobile Company - Part III: Conflicting Objectives.)

An introduction to a series of cases with a small, international high technology company. The subsequent cases deal with marketing S-S Technologies Inc. (B) - Marketing, measurement issues S-S Technologies Inc. (C) - Measurement Issues(C), and organizational design S-S Technologies Inc. (D) - Organizational Design.

A consultant wasn't convinced that all relevant items, for example, leading and lagging indicators, were either currently being identified and measured, or would continue to be in the future. That is, he questioned whether the company was adequately following a strategic approach to measurement. At the same time, he wondered what changes were necessary to effectively implement such an approach.

The company's CEO, president, and a consultant took on the task of designing an organization to support the company's growth. They were to develop a structure and set of administrative systems (policies, performance appraisal, compensation and partnering program) that would ensure the achievement of the company's key success factors (see S-S Technologies (A) - Introduction, case 9A94C005), the maintenance of the existing culture and the attraction of the kind of people they wanted working for them.

A managing partner of a leading management consulting firm did not receive an anticipated promotion and is considering leaving the firm. The seven partners of the firm had recently held a Partners' meeting to discuss professional staff performance and to finalize salaries and promotions. The managing partner had been with the firm for six months and had joined the firm after working for five years in the telecommunications sector. His direct superior thought highly of him and his performance and agreed to support him at the partners' year-end meeting. However, most of the other partners did not feel that he met all of the expectations of a senior consultant. They specifically felt that he did not satisfy the total firm and RDMC participation category on the firm's performance matrix which listed the criteria for promotions within the firm.

A manager at the Bell Institute for Professional Development, has just finished developing the Profit Orientation Seminar and is about to train individuals to deliver it to over 50,000 Bell employees. She must consider the issuers of training and development, managing change and evaluating the success of the training program.

The vice-president of manufacturing for a company that produces pumps and electrical controls, must consider potential opportunities in the pumps market. The pump division is not living up to its potential and a reorganization of the division is being considered. Management opinion varies, and many conflicts and misconceptions must be dealt with.

A recently appointed store manager at a wholesale food company must make some decisions regarding management and leadership. The store is losing $10,000 per week, sales are spiraling downward, the key people in the company do not want him there and the employee morale is terrible. The supplemental (B) case outlines the change the store manager made.

The manager outlines what he did to change things at his wholesale company. The Food Terminal (A) case 9A92J008, describes the situation. His comments include an outline of his action plan, plus some data to support the improvements.

The managing partner of an international public accounting firm must determine where his plan to restructure the office failed. The reorganization was motivated by a need to make the office more market driven. He thought he had managed the change process well; however, recent events raised considerable doubt about its success.

The manager incentive compensation, human resources division is wondering what effect, if any, non-payment of the management incentive program (MIP) award would have on employees. She is also wondering whether the MIP is achieving the desired results, and what changes are needed to increase employee acceptance of the program. A supplement to this case bearing the same name, case 9A92C004, addresses the employee's acceptance of the MIP.

Several months after a management incentive program (MIP) is introduced, various divisions are asked to provide feedback on staff reaction, award determination, communication and delivery. Building on (A) case, case 9A92C003, this case provides details on the results of the implementation. Changes made are presented, as well as detailed feedback from award recipients and non-recipients.

A two-year bank employee is at a decision point in her career. She must assess whether or not the actions and recommendations of the Task Force on the Advancement of Women in the bank will be successful in managing change. Specifically, she is concerned with the glass ceiling - the barriers to the advancement of women - and the process used by the bank to eliminate the barriers. (A sequel to this case, The Bank of Montreal - The Task Force on the Advancement of Women in the Bank (B) is available.

A project team manager faces the issues of managing employee's expectations and minimizing the resistance to change while implementing an automated Job Vacancy Notification System (JVNS) at the bank. The JVNS was proposed by the Task Force on the Advancement of Women to promote equal access to job information to all employees. This is a continuation of The Bank of Montreal - The Task Force on the Advancement of Women in the Bank (A).

The managing partner of the a new enterprise group faces a sensitive meeting with the Hong Kong native senior accountant who has indicated that he is likely to resign. A serious misunderstanding, partially involving cultural differences, has evolved over his temporary assignment to an audit, when he wants to specialize in tax. The views of a number of other partners and managers involved in the situation are included. Confusion arises over conflicting signals from the senior accountant about his willingness to take on the audit assignment. A companion case, Bob Chen, describes the situation from the senior accountant's point of view. The pair of cases are designed for use in a role play.

A senior accountant in a large accounting firm, is on the verge of resigning. He faces a sensitive meeting with the managing partner of the new venture practice. A native of Hong Kong, the senior accountant has been given a temporary assignment to audit when he wants to specialize in tax. A serious misunderstanding, partially involving cultural differences, has evolved over this assignment. A companion case, David Shorter, describes the situation from the managing partner's point of view. The pair of cases are designed for use in a role play.

A female expatriate manager working for a large multinational financial institution must contend with gender discrimination. She had been offered a promotion and the choice of two positions. When she made her decision and informed her boss, he told her that she could not have the job she chose because it would mean periodic travel into Saudi Arabia, which, he believed, would not be possible for a woman.