Four women managers talk about some of their experiences at NexTech, focusing on their working relationships, past and present, with various male managers. This is a supplement to NexTech Inc. (A), product 9B04C041.

A manager must decide among seven candidates to recommend for a management promotion. The company has developed a new focus on equal opportunity for its female employees, so the manager is struggling with the decision of which to choose from five male and two female candidates, particularly in light of some company statistics that indicated women were not proportionally represented in management.

Teaching note for product 9A90C004.

Inspired by their experiences at an outside conference, a few women managers at City Hall join together to form an informal support and information-sharing group (the Synergy Group). They attempt to broaden their base of activities to include a consciousness-raising workshop for senior managers (mostly male), with unforeseen and unsettling results. The follow-up (B) case (9A90C005) outlines the development of a new purpose for the group.

Following their unsuccessful attempt to organize a consciousness-raising workshop to address gender-related and equity issues at City Hall (described in the (A) case of the same name, 9A90C004), the "Synergy Group" members develop a new purpose and additional goals to address issues of women in management at city hall.

The senior vice-president of human resources of a large hotel must implement a transition to new management. The hotel has purchased another establishment, but having just completed the opening of four new hotels in the past eight months, the company's organizational complement of qualified and experienced senior managers is already stretched to the limit. In order to imprint their standards of excellence on the property and its operations, 25 .....more

The senior vice-president human resources of a large hotel operation wonders if his people are sufficiently prepared for the transition of the newly purchased establishment.

The vice-president of human resources of a large hotel operation recognizes that the management is having difficulty changing the newly acquired property to meet their current standards. The takeover of the resort hotel, eight months previously, was new for the hotel chain. As yet, no area of hotel operations was even close to achieving their current standards of excellence.

The vice-president of human resources wonders what information he should be collecting on managers and potential managers, as well as what additional steps he could take towards more effective manpower planning. The corporate management group at the head office of the hotel chain was concerned about the situation at the newly acquired resort hotel after its first eight months of operations.

The senior vice-president human resources at a large hotel chain is concerned that capable women with management potential were being overlooked for promotions in his organization. Aside from his personal convictions about promotional practices, he knew that externally imposed penalties would eventually result from non-compliance with current legislation. With the passage of Bill C-62, the need for a more pro-active approach to career development .....more