Matthew Goldspan was faced with a series of coincidental personnel issues that tested both his fairness and integrity. He had been a branch manager of a financial services operation for three years, where he oversaw thirty five employees. In one instance, a clerical employee protested salary differences she discovered; in another, his affirmative action record, as well as his right to make hiring decisions, was in question; and thirdly, he had to decide how to respond to theft by a temporary (...) employee who happened to be the son of a prized member of his staff. In each case, employees were looking for Matt to demonstrate appropriate leadership and sound judgment. (shrink)

The case recounts an incident of theft at a CEOs home during a company party. The rogue may well be an employee, and the CEO considers his options: should he let the matter pass and preserve the good will generated by the party, or should he stand on principle and engage the issue frontally? Three commentators provide perspective on an optimal response. They consider whether the CEOs true intent is to show appreciation or showcase opulence. In addition, the aberrant behavior (...) at this celebratory event suggests some measures that management might take in the workplace. (shrink)