Should executive blow the whistle or stay silent and hope for the best?

Article Abstract:

A hypothetical situation is described in which the personnel manager of an industrial manufacturing facility in Brazil learns that one of the engineers working on the development of a new transaxle that is the key to the company's future success has been transferred to a facility hundreds of miles away at double his salary. A conversation with the engineer indicates that he was transferred because he had learned that the new product was defective and that it could not be re-engineered in time to meet contract and production deadlines, but the manager is sworn to secrecy on the matter. In deciding whether to publicize the defect and destroy the company or staying silent, it is recommended that the manager convince the CEO to act on the defect at all costs.

Tests, problems and exercises, Product quality, Ethical aspects, Product development, Business ethics

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How can an over-confident chief executive be reined in?

Article Abstract:

A hypothetical case is developed in which an over-confident chief executive creates havoc in the company's public relations department by making off-the-cuff comments to the press about problems facing the firm that end up as banner headlines. The company's public relations director must deal with the chief executive and the employees and middle managers who he has offended, which demands a creative solution to keep everyone's emotions in check. Robert Leaf, president of Burson-Marsteller International of London, presents potential strategies for such a situation, one of which is to deal with the chief executive on paper rather than face-to-face as often as possible to avoid win-or-lose situations in the CEO's view.

Social aspects, Executives, Public relations, Problem solving, Industrial management, Organizational communication

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