Harvard Business School
9-394-111
February 10, 1994
Kathryn McNeil (A)
Charles Foley, vice president of output control at Sayer MicroWorld, hung up his coat and
sat pour down behind the desk he had left only eight hours earlier. Glancing at the clock, which read 7:15
a.m., he noticed a hand-written dismantle atop the mound of unfinished paper lock that covered his desk.
The note was from Lisa Walters, unrivalled of the department directors who reported to him. It was a
complaint about Kathryn McNeil, one of Walterss employeesthe third such complaint Walters had
sent Foley in the agone two weeks.
A 37-year-old single mother of a six-year-old boy, McNeil had been running(a) at the social club
for four months as the product manager obligated for all IBM product lines. Claiming that
McNeils family responsibilities were preventing her from putting in the hours undeniable for the job,
Walters had repeatedly urged Foley to fire McNeil and replace her with someone able to work longer
hours.
Heaving a deep sigh, Foley shut his office door, asked his secretarial assistant to hold his calls, and
leaned back in his swivel chair to think. He felt that the troubles between Walters and McNeil had
reached a head, and was determined to resolve the coming back before the end of the day.
Sayer MicroWorld
It was May 26, 1992, and Sayer MicroWorld was a brand-new condescension entity. A large
personal computer reseller (or retailer) based in Framingham, Massachusetts, the company had been
known previously as Sayer Information Technologies. It purchased computers directly from
manufacturers and hence resold them to customers, customizing individual orders by integrating
various computer components. The company was a wholly owned subsidiary of Sayer Marks
Systems, Inc. (SMS), a diversified, New Jersey-based mountain with $3.8 billion in annual revenues.
On May 18, SMS had spotless the acquisition of MicroWorld, the third-largest computer reseller
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