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3. Where would you draw the line between personal dignity and serving the interests of your company? 4. Was Sarah right to comment on the female emplo- yee's uniforms? Case study by Thomas Dunfee and Diana Robertson, "Foreign Assignment," the Wharton School of Business, The University HONESTWO 374 CASE 10.2 Foreign Assignment Thomas Dunfee and Diana Robertson replied, "Of course that isn't really practical." Van clients and by referring to her as "my cute assist and "our lady banker." Vitam never did this when they Americans were present, and in fact treated her profe sionally and with respect in internal situations Sara finally complained to Vitam that he was us. dermining her authority and effectiveness, she asket him in as positive a manner as possible to help het Vitam listened carefully to Sara's complaints, the counts. You just have to act like it's my responsibil ity." Sara replied that she would try to cooperateur As time went on, Sara found that the patronal ing actions in front of clients bothered her more and more. She spoke to Vitam again, but he was firmi his position, and urged her to try to be a little mort Sara Strong graduated with an MBA from UCLA four years ago. She immediately took a job in the correspon- dent bank section of the Security Bank of the American Continent. Sara was assigned to work on issues pertain ing to relationships with correspondent banks in Latin America. She rose rapidly in the section and received three good promotions in three years. She consistently got high ratings from her superiors, and she received particularly high marks for her professional demeanor. In her initial position with the bank, Sara was re- replied: "I'm glad that you brought this up, because quired to travel to Mexico on several occasions. She I've been meaning to sit down and talk to you abou was always accompanied by a male colleague even though she generally handled similar business by my little game-playing in front of the clients. Let me herself on trips within the United States. During her be frank with you. Our clients think you're great, but trips to Mexico she observed that Mexican bankers they just don't understand a woman in authority, and seemed more aware of her being a woman and were you and I aren't going to be able to change their ani personally solicitous to her, but she didn't discern tudes overnight. As long as the clients see you as my any major problems. The final decisions on the work assistant and deferring to me, they can do business that she did were handled by male representatives of with you. I'm willing to give you as much respon- the bank stationed in Mexico. sibility as they can handle your having. I know you A successful foreign assignment was an important can handle it. But we just have to tread carefully. You step for those on the "fast track" at the bank. Sara ap and I know that my remarks in front of clients don't plied for a position in Central or South America and mean anything. They're just a way of playing the was delighted when she was assigned to the bank's office in Mexico City. The office had about twenty game Latin style. I know it's frustrating for you, but bank employees and was headed by William Vitam. I really need you to support me on this. It's not going The Mexico City office was seen as a preferred as- to affect your promotions, and for the most part you signment by young executives at the bank. really will have responsibility for these clients After a month, Sara began to encounter problems. She found it difficult to be effective in dealing with Mexican bankers--the clients. They appeared reluc- that basically she found her role demeaning. tant to accept her authority and they would often bypass her in important matters. The problem was exacerbated by Vitam's compliance in her being bypassed. When she asked that the clients be referred back to her, Vitam flexible, even a little more "feminine." of Pennsylvania. Reprinted by permission of the authors. THINK LOCAL, ACT GLOBAL bank, was coming to Mexico City; she arranged a private conference with him. She described her effective in this environment and that she worried that it would have a negative effect on her chance of promotion within the bank. Fried was very careful Sara also had a problem with Vitam over policy. The Mexico City office had five younger women who worked as receptionists and secretaries. They were all situated at work stations at the entrance to the office. They were required to wear standard uniforms that were colorful and slightly sexy. Sara protested the requirement that uniforms be worn be- cause (1) they were inconsistent to the image of the banking business and (2) they were demeaning to the women who had to wear them. Vitam just curtly replied that he had received a lot of favorable com- ments about the uniforms from clients of the bank. Several months later, Sara had what she thought would be a good opportunity to deal with the prob- lem. Tom Fried, an executive vice president who had been a mentor for her since she arrived at the problems and explained that she was not able to be a 375 in his response. He spoke of certain "realities that the bank had to respect and he urged her to "see it through even though he could understand how she would feel that things weren't fair. Sara found herself becoming more aggressive and defensive in her meetings with Vitam and her clients. Several clients asked that other bank person- nel handle their transactions. Sara has just received an Average rating, which noted the beginnings of a negative attitude about the bank and its policies