Mary had been with the company three years when she was promoted to manager of the tax department which was part of the controller division. Roberts started with the company when she was graduated from college as an accounting major. She entered the organization as a management trainee, and during the one year program she demonstrated considerable leadership ability with her sense of responsibility and her willingness to work hard. Her superior believed her to be the most qualified individual to fill the position even though others in the department had more experience in tax accounting. None, however, demonstrated leadership ability or the commitment to work that Mary possessed.

The tax department manager was promoted to fill a vacancy in the financial planning department eight months later, and he recommended to the controller than Mary be promoted to fill the position he was leaving.

1. What can Mary do about the resentful senior employees? (10)
2. Can higher management do anything to help Roberts make the transitions to greater responsibility? (10)
3. Will her lack of tectical knowledge hinder Mary's managerial effectiveness? (5)
4. Should Mary's superior have discussed the promotion with the senior employees before announcing it? (10)
5. Could some of the resentment be based on the fact that Mary Roberts was a young woman? (3)
6. Should she have turned down the promotion to gain more tectical experience? (5)
7. Can a person turn down such promotion without hindering her career in the company? (7)