The Recalcitrant Director at Byte, Inc.:

5. What, if anything, could the foremen have done differently to help the group's conflict management and decision-making process?

Clarkson Lumber Company’s biggest problem by far is the fact that Mr. Clarkson had agreed to buy out Mr. Holtz for $200,000 with semi-annual installments of $50,000. It wasn’t necessarily a bad idea for Mr. Clarkson to buy out Mr. Holtz altogether, but the $100,000/year of payments is an unrealistic amount for Clarkson Lumber at this point in time. Between 1993 and 1995, there hasn’t been a year where they have realized more than $77,000 in net income, so the payment of $100,000/year is clearly unrealistic and a sure problem for the company. Another problem, which isn’t nearly as important as the former, is that net income is growing

1. Do you feel that the Bearington plant has the right equipment and technology to do the job? Why?

#10. Using the concept of the multiplier, explain why mass layoffs by large companies such as Boeing or General Motors are a concern to the citizens and leaders where those firms are located.

3. Evaluate Gordon Biersch's efforts to raise outside capital. What would you have done differently?

1. Do you feel that the Bearington plant has the right equipment and technology to do the job? Why?

1. From a strategic management standpoint, why do you think that corporate management at Alcoa delayed taking action for five years as the plant continued to lose money and deteriorate in other operational measures?

b. It’s useful when students want to do a compare and contrast to the theory they are studying. It gives students various perspectives to view an issue.

Due to this realization, the next thing he did was to talk to the plant’s accountants to determine how the company can make money. The company will have money if the net profit increased along with the return on

1. The Sales Rep. A sales representative for a struggling computer supply firm has a chance to close a multimillion-dollar deal for an office system to be installed over a two-year period. The machines for the first delivery are in the company’s warehouse, but the remainder would have to be ordered from the manufacturer. Because the manufacturer is having difficulty meeting the heavy demand for the popular model, the sales representative is not sure that the subsequent deliveries can be made on time. Any delay in converting to the new system would be costly to the customer; however, the blame could be placed on the manufacturer. Should the sales representative close the deal without advising the customer

This case can be used in several ways. In the introductory course, the case can be used as the basic structure for a lecture or as a written assignment in conjunction with lecture and text material. In our more advanced courses, which usually have smaller enrollments,

The only thing I would have done a bit differently was spend a considerable amount of time with the plant manager to try and get a grasp on how his authoritative demeanor affects his staff. I would have also viewed the company records to find out what the turnover rate is like as well as absenteeism and the lack of or presences of an incentive program. The reason why I would look for these measurements is because it can make or bring down a company. With that being said, in my opinion Jack Lawler did an outstanding job with the manner in which he gathered the information he needed to access the situation at the plant. It started with the proposal phone call from Mr. Bowman. During the conversation Lawler took the time to inquire if the plant manager was supportive of the course idea. He then suggested that he should meet with Bowman and Richardson at the plant. While there he got a rundown of the situation at the plant and he was also able to get a tour. Lawler followed up his visit with a letter outlining his thoughts going forward. There was another visit six

3. What would you have done if you had been the controller and had made recommendations to disclose the reversal of the reserves?

4. Why did the assistant plant manager offer his suggested change? Does it have any merit?

1. The Sales Rep. A sales representative for a struggling computer supply firm has a chance to close a multimillion-dollar deal for an office system to be installed over a two-year period. The machines for the first delivery are in the company’s warehouse, but the remainder would have to be ordered from the manufacturer. Because the manufacturer is having difficulty meeting the heavy demand for the popular model, the sales representative is not sure that the subsequent deliveries can be made on time. Any delay in converting to the new system would be costly to the customer; however, the blame could be placed on the manufacturer. Should the sales representative close the deal without advising the customer