Ethical Dilemma

Brandt Bechard

Professor Molly Burke

Case Study Analysis 3

“Kathryn McNeil”

        The corporate dynamic of computer technology firms in the 1990s was extremely vigorous. The 1980s saw the introduction of computer technology while the 90s saw the standardization of computers and great change to the competitive landscape of computer firms. With fierce competition amongst companies, Sayer Marks Systems, Inc. (SMS) needed a way to become a driving force in the market segment. SMS acquired MicroWorld, “the third-largest computer reseller chain in the United States,” (1) and thus, became Sayer MicroWorld (SMW). The purchase of MicroWorld called for major change in the entire structure of the company. The managers, instead of only having a workload from SMS, would have the MicroWorld information to process as well. This task called for the combination of product inventories, and the streamlining of distribution networks.

The employees of the Sayer office in Framingham, Massachusetts, did not receive the education that was needed in order to properly implement the new practices, they were not given much knowledge of the structural changes taking place over the course of the few month adjustment period that Sayer president John Edmonds had allotted to make the larger company profitable. Added workload was expected, and, as Lisa Walters told all six product managers, “everyone should be prepared to stay until 9 or 10 every night, plus part of the day Saturday with no extra pay” (8), which, unfortunately for IBM’s new product manager, of three months, Kathryn McNeil, meant she would be unable to pick up her son at 6:30pm, during the weekdays.

        When Charles Foley and Lisa Walters were looking for candidates to fill the IBM product manager position, which Walters had recently vacated after holding the position for two years, they only interviewed two candidates before getting to Kathryn McNeil. “McNeil had worked in marketing at IBM for eight years,” (3) and thus, would be well acquainted with IBM’s inner workings, giving her the comparative advantage. McNeil was a very well qualified candidate for the position and did well in her interviews with both Walters and Foley. Despite Walters repeating that the company was, “not strictly a 9 to 5:30 operation” (4) McNeil was not deterred from the position. Foley was impressed by McNeil’s drive and commitment to furthering her education despite financial and marital setbacks, as well as her commitment to her young child, Scott, as well. Walters approved of Foley hiring McNeil, and McNeil started on February 3, 1992.

        Though McNeil’s workload was heavier than she expected, she was able to perform very well. In the months before the acquisition of MicroWorld, Foley and Walters’ hire of McNeil was appropriate. She was executing her job well and neither Foley nor Walters had any issues with her work. Though McNeil had slightly underestimated the workload that accompanied her new position. During McNeil ‘s interview with Charles Foley, Foley failed to inform McNeil of the issues that he had with his family and work conflicting and the fact that he, “had long since come to accept the demands of the workplace as nonnegotiable,” as this may have made McNeil repudiate the position. A realistic job preview is a key deciding factor. And though McNeil did very well in both interviews, Foley’s oversight of McNeil’s commitment to her son, and inability to foresee problems stemming from her being a single mother, lead McNeil to become overwhelmed and Walters to become annoyed.