Dilemma and decision: should a manager advance money to a government official ?

Article Abstract:

A hypothetical case is given of a geologist - engineer who was sent by his U.S. company to a foreign country as advisor for the development of mineral processing plants. At the same time he was supposed to promote his company's involvement if any additional minerals found in that country. When such a possibility appeared, the host country's official in charge of mineral resource development asked him for money with which to send his grandmother on a trip. At the same time, the U.S. firm, informed of the mineral find, told the engineer to win the mineral concession at all costs. The dilemma presented is whether to view the request for money as a favor with which to cement a personal friendship or as a request for a bribe. According to Gary Edwards, executive director of the Ethics Resource Center Inc., the engineer should not offer the government official any money for the following reasons: to avoid compromising his conscience, to avoid facing charges by the Foreign Corrupt Practices Act, to avoid breaking the host country's laws against bribery, to avoid setting bad precedents, and to avoid his company's loss of competitive edge.

United States, Usage, Foreign investments, Economic policy, Ethical aspects, Corporations, Bribery, Corporate corruption

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Should a chairman let his chief operating officer go?

Article Abstract:

A hypothetical case is described in which the chairman and co-founder of an electronics firm discovers that employees have become disenchanted with the firm's management and the process of decision making in place, with it claimed that in the early days the managers looked for and encouraged input from all sources. Now, according to some in the organization, decisions were made long before most people heard anything about them, a trend that was traced to its chief operating officer, an executive brought in (against the chairman's wishes) to run the company's day-to-day operations. When confronted with this closed-management system and told to open up, the chief operating officer refuses and threatens to move to a competitor, which would be disastrous for the firm. It is suggested that the chairman regain control of his company before it is too late.

Decision-making, Decision making, Tests, problems and exercises, Organizational effectiveness, Organizational behavior, Corporate officers

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How should a company chairman handle two prima donna scientists?

Article Abstract:

A hypothetical situation is developed in which the chief scientific researcher for an Italian micro-electronics firm has a violent disagreement with the director of research and development, leading the company's chairman to find a way for the two disparate executives to co-exist in the organization since both are considered indispensible. J. Michael Younger, managing director of Arthur D. Little Ltd.'s London office, and Philip Middleton, another consultant for the company, discuss possible resolutions for this problem. Younger argues that the scientist, despite his ability to develop marketable products, would soon counterman all the firm's available resources if there were no manager to keep him in check, and Middleton points out that the disarray of the research department requires the manager resign.

Social aspects, Research, Methods, Industrial research, Executives, Management research, Industrial management

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