enough to precipitate his dismissal. His customers were devoted to him, but tsucceeded. Only his unique blend of technical knowledge and high-powered salesseverance deal with Terry Winston. The Midwest regional sales manager for Cyn-on his work as the salesman and installer of Cyn-Com's respiratory diagnosticmanagement was reluctant to continue gambling on his reliability. Lives dependedCom Systems. Winston's problems with drugs and alcohol had become severeAs director of human resources, Tess Danville was asked to negotiate aA Conflict of ResponsibilitiesCase Sitoptechnology. Winston had been warned twice to clean up his act, but had cability had saved him before.But now the vice-president of sales asked Danville to offer Winston the ontieof resigning rather than be fired if he would sign a noncompete agreement andagree to go into rehabilitation. Cyn-Com would also extend a guarantee fconfidentiality on the abuse issue and a good work reference as thanks for themillions of dollars of business that Winston had brought to Cyn-Com. Winston agreedto take the deal. After his departure, a series of near disasters was uncovered asa result of Winston's mismanagement. Some of his maneuvers to cover up hismistakes bordered on fraud.Today Danville received a message to call the human resources director at acardiopulmonary technology company to give a personal reference on TerryWinston. From the area code, Danville could see that he was not in violation ofthe noncompete agreement. She had also heard that Winston had completed a 30-day treatment programme as promised. Danville knew she was expected to honourthe confidentiality agreement, but she also knew that if his shady dealings hadbeen discovered before his departure, he would have been fired without anyagreement. Now she was being asked to give Winston a reference for anothermedical sales position.What Do You Do?1. Honour the agreement, trusting Winston's rehabilitation is complete on alllevels and that he is now ready for a responsible position.recommendation.13/212. Contact the vice-president of sales and ask him to release you 1v1i uivagreement or to give the reference himself. After all, he made theagreement. You don't want to lie.3. Without mentioning specifics, give Winston such an unenthusiastic referencethat you hope the other human resources director can read between thelines and believe that Winston will be a poorchoice.

The decision to give a favorable or unfavorable reference to a former employee is the crux of the…

What Do You Do? 1. Honour the agreement, trusting Winston's rehabilitation is complete on all levels and that he is now ready for a responsible position. recommendation. 13/21 2. Contact the vice-president of sales and ask him to release you Hoii uiv agreement or to give the reference himself. After all, he made the agreement. You don't want to lie. 3. Without mentioning specifics, give Winston such an unenthusiastic reference that you hope the other human resources director can read between the lines and believe that Winston will be a poor choice.

What Do You Do? 1. Honour the agreement, trusting Winston's rehabilitation is complete on all levels and that he is now ready for a responsible position. recommendation. 13/21 2. Contact the vice-president of sales and ask him to release you Hoii uiv agreement or to give the reference himself. After all, he made the agreement. You don't want to lie. 3. Without mentioning specifics, give Winston such an unenthusiastic reference that you hope the other human resources director can read between the lines and believe that Winston will be a poor choice.

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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