THE MANAGER'S MEMO

FROM: F. Cunningham, Manager, Cookie Sales Force
TO: P. Rodriguez, Vice President, Cookie Division
RE: Problems with Engineering

I think we have a problem with the division's chief manufacturing engineer, Bill Lee. It seems to have started in the meeting where we launched our new novelty shaped graham crackers, Tele Grahams.

At the meeting, Angela Boskins, who is in charge of sales for this product, was excited about our expectation that we can exceed our initial sales projections by 200%. This would involve opening a second production facility in the Southeast within 3 months.

As Angela was explaining the favorable results of our test marketing, Bill said, "When are we going to talk about the bugs in the production process that are causing us to burn 2 5 % of the product?" Well, as Angela explained, consumers in the test markets have been satisfied with the product as it is, so we can go ahead with launching the product and work out the bugs later. But Bill just stormed out of the room, shouting something about how we always expect production to work miracles.

I don't know what his problem is; you'd think he'd be excited about doubling production. I guess he's just a typical engineer-more concerned about his machinery than about the big picture.

I tried to call Bill today to smooth things over, but he was out sick. Maybe you can talk to him. Or maybe if we just ignore him, he'll get over his attitude problem. What, if anything, do you think I should do?

CASE DISCUSSION QUESTIONS
Assume that you are the vice president, and respond to the manager's memo. Try to infer the real nature of this conflict, and determine your goals for intervention. Use those goals as the basis for choosing an intervention style and phrasing your response.

If you think it will help you achieve your goals for resolving this conflict, also write a memo to Bill Lee, the chief manufacturing engineer.