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Briefly summarizes the events that transpired after the investment bank Salomon Brothers revealed that it had repeatedly violated the rules governing the auction of new U.S. Government securities. Includes a description of the violations, the management shake-up that occurred after the firm's August 8, 1991 announcements, the regulatory response to the violations, and the recovery of the firm under the direction of interim chairman, Warren Buffett.

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.

Describes the outcome of the deliberations at Summit Distributors. To be distributed in class following discussion of the (A) case.

Provides a thorough overview of the company's 1990 and 1991 reorganizations and the resulting demand for information technology in lower levels of the organization. Closes with a discussion of Frito-Lay's most recent information technology projects, Explorer and Navigator.

Designed to be handed out after discussion of Germany in the 1990s: Managing Reunification and its Supplement.

In addition to the issues of expected cost minimization elucidated in Acid Rain: The Southern Co. (A), problems involving regulatory uncertainty are critical to the firm's Clean Air Act compliance strategy. The regulatory uncertainty affects, and is affected by, the uncertainties about the price of allowances to emit sulfur dioxide. Provides additional information on the regulatory risks and uncertainties confronting the Southern Co.; permits exploration of the relations between federal environmental regulation and state-level regulation of rates of return.

Second case in a series of six cases. This case describes the company as it adjusts to a stock market correction.

Third case in a series of six cases. This case describes the company as it adjusts to a credit market contraction.

Fourth case in a series of six cases. This case describes the company as it reaches financial crisis and manages constituencies.

Fifth case in a series of six cases. This case describes the company during voluntary restructuring.

Last case in a series of six cases. This case describes the company as it reflects back to lessons learned.

Provides a short update, describing what happened.

Supplements the (A) case.

Fairmont Limited is a company involved in real estate development in western Canada. Fairmont (B) deals with complex stock transactions and follows the Fairmont (A) case 9A84K022.

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.

Presents the dilemma of Don Waters, vice president of Franchise Operations at Belmont Beverages. Waters must must decide what to do about the conflict between two partners in one of Belmont's franchises.

Describes Otis's effort to build a regional organization linking its previously autonomous opportunities across the Pacific Asia region. Describes changes being made in several key functions, including manufacturing, marketing, engineering, and finance. Presents major challenges being faced as the company tries to move toward a coordinated regional organization. Designed to examine issues associated with building an integrated organization in a highly competitive environment.

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).