[This case based on a PMI case!]. Recently, PPC hired Bruce, who is a young and ambitious junior project manager in your department. This is his second job since he graduated from Auckland University a few years back. Some colleagues soon like Bruce, others not so. You have the role of Sourav. Sourav is uncomfortable with what Bruce listed as accomplishments on his rsum and had questioned Bruces level of experience. After a few months, it became evident that Bruce was significantly less mature than his peers. He talked over people and shouted them down, turning every meeting into a battleground. He soon alienated part of the team. Sourav comes from a different cultural background, and found Bruces behaviour highly disturbing. On the other hand, Bruce seemed to do his job adequately, if not very well, and seemed to have the full support of the Operations Director. After a particularly difficult meeting with representative from one of the e- tailers, Sourav overheard Bruce disparaging another project manager who had challenged him. Soon, rumours about that project manager were flying around and Sourav had the impression these rumours all began with Bruce. The atmosphere in the office was changing and Sourav perceived a higher level of competition and conflict among peers, but Bruce had his supporters. Although Sourav was not directly involved in his projects, he started taking a closer look at Bruces job. He noticed that when Bruce met with PPC directors, he regularly took credit for his teams work. He did work late and put in some hours on weekends, but Sourav was convinced that he was grossly exaggerating his effort and, moreover, there was no evidence that his projects benefited from all the extra hours. We see an Ethical Dilemma? What is Souravs position as Bruces peer? And, as a more senior project manager in the company? Should Sourav look more closely into Bruces projects? What could happen if he approaches the Operations Director about the problem? What will happen if he does not say anything? We will do role plays during a tutorial related to similar dilemmas. Assume Sourav decides to inform the Ops Director. For this Sourav prepares answers to the following questions.

1. Present this assignment as a brief and confidential report to the Operations Director. Use max 750 1200 words main text. Add clear conclusions and recommendations for the Ops Director. Additionally, provide a well-written management summary of 75 - 150 words on the second page of your report. Put other stuff (background information) in Appendices.

(3 Marks). 2. Introduce your report; Motivate whether this is an ethical dilemma.

(3 Marks) 3. Explain the Trevino & Nelson model.

(2 Marks) 4. Use each of the eight steps of the Trevino & Nelson model.

(8 Marks) 5. Again, provide motivations. Clearly state your assumptions and any other comments you feel are necessary for the marker to understand your reasoning behind your response.