Mark Fontaine, the new manager for a global manufacturing company, is on the fast track to senior management positions. One morning, in the closet, he finds, decorative artifacts made with the same materials used for official production. He suspects that the workers were doing these things with the company materials. At that point, the employee enters the room to bring the tool. Fontaine asks what happens to these things, but the employee claims ignorance and quickly leaves. Fontaine meets his boss and the director of the plant in the second half of the day. What should he do? Say something? Imagine that nothing happened? The case concerns the dynamics of the group, informal conduct and ethics in the work. "Hide
by Michelle Anteby, Mikell Hyman Source: Harvard Business School 14 pages. Publication Date: August 19, 2008. Prod. #: 409034-PDF-ENG
Related Case Solutions & Analyses:
Managing in the Information Age Module Note for Students: Network IT
Partners In Health: The PACT Project
Boards of Directors
Managing Risk Across Borders: Russia–Background Information
Supplier Management at Sun Microsystems (B): Managing Risk in the Supplier Relationship
Managing for Creativity
Oakland As: Baseballs Great Transformation
Speed and Strategic Choice: How Managers Accelerate Decision Making
Hindustan Unilever Ltd.: Meeting Employee Expectations
AmCham of Nicaragua: Sponsorship Program
