Case 3.2 Hanover-Bates Chemical Corporation

The CEO, Helen Gasbarian who took over the company after her father’s death confused about why good people keep leaving Sambian despite how well people are being treated there. She is wondering whether it is a trend or just a coincidence. Tom Forsythe, who is about to leave Sambian to enter a partnership with their competitor company J&N, refuses to explain the exact details to the head of human resources, Mary Donillo, why he was unhappy at Sambian. The situation get worse as rumor of Adrienne Perle may follow Tom’s footsteps start spreading around the company. In a desperate attempt to keep Adrienne stay with the company, Helen decided to give her promotion which Mary think it is unfair and irrational. In addition, the annual employee survey does not provide much useful information on the departure. So what is wrong with

The concurring opinions in the M&G Polymers USA LLC v. Tackett case was written by Justice Ginsburg that was joined by Justice Breyer, Justice Sotomayor, and Justice Kagan. The basis for them concurring in the courts must apply ordinary contract principles to determine whether retiree healthcare benefits survive the expiration of a collective-bargaining agreement. To determine what the contracting parties intended, a court must examine the entire agreement in light of the relevant industry-specific customs, practices, usages, and terminology. If not, then courts may turn to extrinsic

(Cheeseman 2013) In the Securities and Exchange Commission v. Texas Gulf Sulphur Company case Facts. Texas Gulf Sulphur Co. for several years had conducted aerial geophysical surveys in eastern Canada. They dilled an exploratory hole—Kidd 55—near Timmins, Ontario. The Assay reports would show that the core from this drilling proved to be remarkably high in copper, zinc, and silver. Texas Gulf Sulphur although they did not own the mineral rights to the properties surrounding site. They would go on to keep the discovery a secret; they disguised the drill site, and diverted all drilling efforts to alternative sites. This allowed them to engage in extensive land procurement around Kidd 55. (Cheeseman 2013). Subsequently the, rumors of a rich mineral strike began circulating. The New York Times and the New York Herald Tribune published unauthorized reports of Texas Gulf Sulphur Company drilling efforts in Canada and its rich mineral strike. They then met with a public relations advisor and drafted a press release for the public.

Auditors should insist that engagement letters identify third parties, so that if there is an issue of fraud they know who they are liable for. It is important that they are familiar with the third party companies, because they are essentially representing them and supporting their investments with their audit report.

Do they have an active culture of continuous improvement (Where leaders empower frontline staff to improve and drive out waste)? - Yes

The Pueblo Chemical Depot is a chemical munitions storage site that houses approximately 780,000 rounds of chemical material stockpile. The current proposal is to destroy munitions in a series of phases to include reconfiguration of specifically identified rounds. This first step was identification of approximately 30,000 rounds needing reconfiguration in order to begin the second phase, which is the transportation of these to Pueblo Chemical Agent-Destruction Pilot Plant (PCAPP) facility for neutralization. The project requires multiple sub-phases that include preparing the munitions for shipment, transportation to the reconfiguration site and then back to the storage facility. The second phase is then preparing the reconfigured rounds for

Amy has to choose between two alternatives. Once is to recall for the improvement of the products. Another option is to do nothing. Amy¡¦s first reaction is doing nothing. She could rationalize that none of her competitors were improving their products. Halsey¡¦s line of product met the CDC and OSHA guidelines. She could engage in damage control by providing excuses to the sales force and to the consumers. She also could pretend nothing happened by finishing the year with a profit plan, get her promotion and leave the mess behind. Amy could maintain the working relationship with Phil. She can use the Rights Approach to argue for her action. The right approach is focused on the individual¡¦s right to choose, her company will gain the profit but only for a short term.

I think Porter should inform the president and work together to resolve the issues within the Slade Plating Department. They need to ensure equity among the employees, good morale and ethics, employee satisfaction, and the unification of the company. I would advise Porter to have the supervisor, Otto Schell stay later to make sure that dishonesty is not present. Not only would he help establish equity within the company, in which everyone is paid for the hours worked, but he would also be able to watch his brother Herman, and make sure he is not slacking off. However, if Otto is too busy, then I would suggest Porter to assign Sarto the job to stay and punch everyone’s cards. Because Sarto is known for his leadership skills and is highly respected,

The president and chief executive officer of Sealed Air Corporation, T. J. Dermot Dunphy, explained the firm’s 25% average annual growth in net sales and net earnings from 1971 to 1980: The company’s history has been characterized by technical accomplishment and market leadership. During the last 10 years we built on our development of the first closed-cell, lightweight cushioning material, introduced the first foam-in-place packaging system, and engineered the first complete solar heating system for swimming pools. We intend to follow the same management guidelines in the 1980s. We intend to seek market leadership

Mr. Worthy led the division from an office at the top of the building far from the factory floor. He called up secretary two or three times a day to send memos and never went down and spoke to his employees himself. Mr. Worthy has an autocratic style of leadership where he made all the decisions from his office. He had only one-way communication.

An emission allowance is an authorization by a permitting authority or the Environmental Protection Agency Administrator to emit a specified amount of pollutant during a specified period of time. This equates that if a company reduces its amount of pollution to lower levels than the allowance, then the company could sell emission credits to companies that fail to reduce their pollution or buy additional emission allowances if needed [Emission Credit]. An emission allowance is also referred as a permit, typically a marketable commodity that may be sold, traded, or bought for usage by entities covered by the emission allowance (EA) programs [Cap and Trade].

Use the process detailed in the Ivy Case System to answer this question. You have opened a consulting firm. A potential client meets with you about their products. First, they have developed a chemical that causes phone books and things like them to decompose at twice the normal rate. They want to know what the potential market for this product is and what they should charge for it. They have a patent and the chemical costs about $2 a gallon. They are still testing the chemical but it seems to break down in a few weeks and is not dangerous to the environment.

Employees can even try to boycott Perillo if he cannot establish a good communication with everybody, so finishing up the tasks left from Michael in a time manner, prioritizing the job, and build trust will help Chris Perillo to excel Mr. Grant’s previous performance.

Polyethylene is the world’s most widely used plastic. Polyethylene plastic’s principal application was in packaging, from trash bags to milk jugs. It was widely used in the manufacture of everything from trash bags, picnic cutlery and garbage pails, to plastic toys. Polyethylene also replaced glass, wood, and metal in certain applications.

This case study examines the experience of a freshly promoted sales person to be a Sales Manager at an international high-tech flower supply company called Color-Tech Green House International. The company grew to become one of the biggest companies in the Western hemisphere. It has various main branches in U.S. cities such as Phoenix, Arizona; San Diego, California; and Columbia, South Carolina. Furthermore, it had agreements to distribute its region-specific and seasonal plants in northern cities to expand its sales to a wider customer base (Booth & Cates, 2012).