MGT300 Case Study 4 - SEM172 You work for a large consulting firm and were assigned to the Gold Star LAN project. Work on the project is nearly completed and your clients at Gold Star appear to be pleased with your performance. During the course of the project, changes in the original scope had to be made to accommodate specific needs of managers at Gold Star. The costs of these changes were documented as well as overhead and submitted to the centralized accounting department. They processed the information and submitted a change order bill for your signature. You are surprised to see the bill is 10 percent higher than what you submitted. You contact Jim Messina in the accounting office and ask if a mistake has been made. He curtly replies that no mistake was made and that management adjusted the bill. He recommends that you sign the document. You talk to another project manager about this and he tells you off the record that overcharging clients on change orders is common practice in your firm. Would you sign the document? Why? Why not? You are the project manager for the Seaburst construction project. So far the project is progressing ahead of schedule and below budget. You attribute this in part to the good working relationship you have with the carpenters, plumbers, electricians, and machine operators who work for your organization. More than once you have asked them to give 110 percent, and they have responded. One Sunday afternoon you decide to drive by the site and show it to your son. As you point out various parts of the project to your son, you discover that several pieces of valuable equipment are missing from the storage shed. When you start work again on Monday you are about to discuss this matter with a supervisor when you realize that all the missing equipment is back in the shed. What should you do? Why