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Carl Jones (B)

Elizabeth M.A. Grasby; Lisa Luinenburg

Product #:9A94J028
Supplier:Ivey
Discipline:Organizational Behaviour/Leadership
Setting:Canada, 1994
Details:Supplemental Case (PDF) • 4 pages • 1995-06-12 (Rev: 2016-01-04)

Subjects:

LeadershipLeadership and managing peopleOrganizational cultureOrganizational behavior

Industries:

Fabrication and manufacturing

Geography:

CanadaNorth America
Your Price:$4.62

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A newly appointed maintenance supervisor for the day shift at a pharmaceutical company must make a decision regarding whether to discipline an employee for inappropriate behaviour on the job. The situation became more complicated as the employee, who was a steward for the local union, had a history of filing grievances within the plant and was himself in line for the maintenance supervisory position. This is a sequel to Carl Jones (A) and describes an incident with Jones which leads to a grievance. (A sequel to this case Carl Jones (C), describes further events.)

Learning Objectives

This case introduces the concept of industrial relations, an opportunity for students to discuss fundamental concepts from the grievance and arbitration process, and a chance to practise decision-making in an environment where there are company rules regulating behavior. This case also provides a comprehensive instrument for the application of micro- and macro-organizational issues, such as leadership where there is a difficult employee attitude involved, interpersonal conflict and the adequacy of structures for systems and reporting.
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Supplemental Case Study: Carl Jones (B) (English version) | Ivey Publishing