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Appellate Court of Illinois,Third District.EVEREN SECURITIES, INC., Plaintiff-Appellee,v.A.G. EDWARDS AND SONS, INC., Sidney V. Carlson and Loren D. Wright, Defendants-Appellants.No. 3-98-0874.Oct. 5, 1999. **314*270***453 Nicholas P. Iavarone [->0](argued), Marc S. Leventhal[->1], Bellows and Bellows, Chicago, for A.G. Edwards and Sons, Inc., Sidney V. Carlson, Loren D. Wright. *271 Christopher J. Barber[->2]; Nancy L. Hendrickson and Kenneth L. Schmetterer[->3] (argued), Chicago, for Everen Securities, Inc. Barry M. Barash[->4], Barash & Stoerzbach, Galesburg, for Appellee. Justice BRESLIN[->5] delivered the opinion of the court: Everen Securities, Inc., (Everen) filed suit against defendants A.G. Edwards & Sons, Inc. (A.G.Edwards), Sidney Carlson and Loren Wright, alleging damages for breach of contract and misappropriation of trade secrets when Carlson and Wright resigned from Everen and began employment with A.G. Edwards. Everen's claims were subsequently arbitrated. The defendants appeal from the trial court's decision to confirm the arbitration award of $1,131,000 plus fees in favor of Everen. We hold that: (1) the arbitration panel did not exceed its authority in considering the issue of trade secret; (2) the evidence does not show that a member of the panel was prejudiced against A.G. Edwards; and (3) the panel did not commit gross errors of law or fact in awarding damages. Accordingly, we find no grounds for vacating the arbitrators' award. Carlson and Wright worked for Everen in its Galesburg office. Carlson was a senior vice-president for Everen and the Galesburg office manager. At early stages in their employment, both Carlson and Wright signed a training agreement through which they agreed not to solicit Everen customers for 30 days after leaving **315 ***454 Everen employment. Sometime in 1996, Carlson and Wright decided to resign from Everen and work for A.G. Edwards. In November of 1996, Carlson and Wright made photocopies of documents containing customer account information. The defendants planned to use the information to create a database from which A.G. Edwards could generate letters notifying Carlson's and Wright's customers of their change in employment. While still employed by Everen, Carlson extended offers of employment on behalf of A.G. Edwards to Everen employees. On December 3, 1996, Carlson, Wright and two other office employees resigned and began working for A.G. Edwards. Upon their resignation, the defendants immediately began soliciting the business of their former Everen customers. That same day, an Everen officer searched the Galesburg office and recovered only 100 of Everen's 2,800 client files. On December 4, 1996, Everen filed a complaint in state court alleging (1) breach of fiduciary duty by Carlson and Wright; (2) breach of contract by Carlson and Wright; (3) aiding and abetting breach of fiduciary duty by A.G. Edwards; (4) conspiracy by all three defendants; (5) misappropriation of trade secrets by the three defendants; and (6) unfair competition. The complaint requested compensatory damages and injunctive relief relating to the solicitation of customers and the alleged misappropriation of trade secrets. *272 A hearing for a temporary restraining order (TRO) was held on December 5, 1996, through which Everen sought to bar Carlson and Wright from soliciting Everen customers for 30 days in accordance with the training agreement. Carlson and Wright, however, had entered into the agreement with a predecessor of Everen (Blunt, Ellis & Loewi). Because the agreement made no mention of the rights of successors and assignees of the original company, the court denied the TRO as to customer solicitation. Through the TRO, Everen also sought the return of the customer information documents which Everen argued was a "trade secret." Although the court found that the information did not amount to a trade secret, the court partially granted the TRO, ordering the defendants to return all customer account information taken by Carlson and Wright until or unless the defendants received written authorization from the customers allowing the defendants to retain such information. Preliminary injunction hearings were held. Because Carlson had not returned the customer account information, Everen renewed the arguments and requests for relief it made at the TRO hearing. Several witnesses testified. In particular, Carlson testified that upon receiving the complaint in this case he burned most of the 26 boxes of documents containing the customer account information that he copied. With regard to the customer solicitation issue, the court found that the training agreement was valid and enforceable but refused to enjoin the defendants since the 30 day period had already passed. The court again held that the customer account information was not a trade secret, finding that the information had no real economic value standing alone and that Everen had not manifested a clear intent to keep such information secret. The court then renewed the conditions of the TRO requiring Carlson to return the customer information files. Since the case involved registered securities brokers, the court ordered that all other claims and counter-claims be submitted for binding arbitration before the New York Stock Exchange (NYSE) pursuant to section 2 of the Uniform Arbitration Act[->6] (710 ILCS 5/2[->7] (West 1996)). The trial court specifically reserved the issue of damages as a result of the defendants' breach of the non-solicitation agreement for the arbitration panel. The court stated that the order was entered without prejudice to the merits or claims that have been or may be asserted or to any counterclaims that may be raised in arbitration. **316 ***455 Everen renewed its state court complaint for purposes of the arbitration and the defendants counterclaimed, alleging malicious prosecution, abuse of process, slander and intentional infliction of emotional distress. During the hearings, Everen presented the expert *273 testimony of Michael Graham on the issue of damages. Graham opined that Everen incurred $1.23 million in damages by the defendants' conduct. The defendants' presented no damages testimony. Everen also argued that the customer account information taken by the defendants was a trade secret. The arbitration panel allowed such argument over the defendants' objection. At the close of evidence, the arbitration panel entered a unanimous decision: (1) dismissing all claims against Wright; (2) directing A.G. Edwards and Carlson to pay Everen $1,131,000 and forum fees in the amount of $33,000; and (3) dismissing the defendants' counterclaims. The arbitration panel made no specific findings of fact or conclusions of law on the face of its award. The defendants moved to vacate the award, and Everen moved to confirm the arbitration award in the circuit court. The court granted Everen's motion to confirm and denied the defendants' motion to vacate. In particular, the court found that the arbitration panel's award was within its discretion and supported by the record of the preliminary injunction hearings despite the fact that the award lacked specific findings. Other pertinent facts will be presented as they become relevant to the analysis. On appeal, the defendants claim that the trial court erred in denying their motion to vacate the arbitration award and granting Everen's motion to confirm the award. [1][2] It is well settled that judicial review of an arbitrator's award is extremely limited (American Federation of State, County & Municipal Employees v. Department of Central Management Services,[->8] 173 Ill.2d 299, 219 Ill.Dec. 501, 671 N.E.2d 668 (1996)[->9]), in fact more limited than appellate review of a trial court's decision. Cook County v. American Federation of State, County and Municipal Employees, District Counsel 31, Local 3315,[->10] 294 Ill.App.3d 985, 229 Ill.Dec. 304, 691 N.E.2d 777 (1998)[->11]. Because the parties have agreed to have their disputes settled by an arbitrator, it is the arbitrator's view that the parties have agreed to accept, and the court will not overrule an award simply because its interpretation differs from that of the arbitrator. Heatherly v. Rodman & Renshaw, Inc.,[->12] 287 Ill.App.3d 372, 222 Ill.Dec. 652, 678 N.E.2d 59 (1997)[->13]. To do otherwise would substitute the judgment of the court for that of the decision-maker chosen by the parties and would make an award the commencement, not the end, of litigation. Rauh v. Rockford Products Corp.,[->14] 143 Ill.2d 377, 158 Ill.Dec. 523, 574 N.E.2d 636 (1991)[->15]. Thus, a court must construe an award so as to uphold its validity whenever possible. Cerajewski v. Kunkle,[->16] 285 Ill.App.3d 222, 220 Ill.Dec. 786, 674 N.E.2d 57 (1996)[->17].. . . The defendants also argue that the trial court erred in denying their motion to reverse the arbitration award because the panel committed more than one gross error of law in awarding damages. The defendants maintain that the arbitration panel's award is the result of multiple errors of law because: (1) it is based on a finding that Carlson breached his fiduciary duty to Everen; and (2) the actual amount **318 ***457 of damages awarded was not supported by the evidence presented to the arbitrators. [10] Initially, we acknowledge that an arbitration award generally will only be overturned for gross errors of law or fact if those errors appear on the face of the award. But because the panel in the instant case failed to provide any rationale for its award in the award document, we are compelled to review the arbitration hearing transcripts provided in the record to determine the propriety of the award. See generally Peregrine Financial Group, Inc. v. Martinez,[->18] 305 Ill.App.3d 571, 238 Ill.Dec. 757, 712 N.E.2d 861 (1999)[->19]. Turning to the defendants' fiduciary duty argument, they maintain that under Illinois law only corporate officers and directors have a fiduciary duty that prohibits them from competing against their employer while still under its employment. Here, the defendants argue that Carlson was not an officer of Everen; thus, he could not be found liable for breach of fiduciary duty. [11][12] *276 Corporate officers owe a fiduciary duty of loyalty to their corporate employer not to actively exploit their positions within the corporation for their own personal benefit or hinder the ability of a corporation to continue the business for which it was developed. Dowd &[->20] Dowd, Ltd. v. Gleason,[->21] 284 Ill.App.3d 915, 220 Ill.Dec. 37, 672 N.E.2d 854 (1996)[->22]. But former general employees may compete with their former employers absent a contractual restrictive covenant, provided there was no demonstrable business activity before termination of employment. Dowell v. Bitner,[->23] 273 Ill.App.3d 681, 210 Ill.Dec. 396, 652 N.E.2d 1372 (1995)[->24]. [13] Here, the evidence as to whether Carlson was a vice-president of A.G. Edwards is conflicting. Although he was adorned with the title of senior vice-president, Carlson claims that the title was given to him because he was branch manager and did not confer upon him corporate officer status. The evidence shows, however, that Carlson was a branch office manager with significant managerial and supervisory responsibilities for the operation of the Galesburg office. Accordingly, the inference that he was a corporate officer owing certain fiduciary duties to Everen not to hinder the business was not in error. See H & H Press, Inc. v. Axelrod,[->25] 265 Ill.App.3d 670, 202 Ill.Dec. 687, 638 N.E.2d 333 (1994)[->26](assuming managerial operations and duties was sufficient evidence to find "vice-president" was officer of corporation). [14] Alternatively, even if Carlson's claims are accurate, his efforts of creating a customer data base for A.G. Edwards, extending offers of employment to Everen employees for A.G. Edwards, and actively soliciting customers from Everen to A.G. Edwards all while still under Everen's employment demonstrates significant business activities prior to his resignation. Therefore, any finding that Carlson breached his fiduciary duty was not a gross error of law or fact. See ABC Trans National Transport, Inc. v. Aeronautics Forwarders, Inc.,[->27] 90 Ill.App.3d 817, 46 Ill.Dec. 186, 413 N.E.2d 1299 (1980)[->28](employees breached fiduciary duty by activity promoting interests of rival business and diverting personnel and customers to employer's competitor). [15] The defendants claim that the arbitrators committed a gross error of law in determining the amount of compensatory damages to be awarded by relying on the testimony of Everen's opinion witness. [16][17] The trial court's decision affirming an arbitration panel's award of damages will not be reversed absent an abuse of discretion. Morales v. Mongolis,[->29] 293 Ill.App.3d 660, 228 Ill.Dec. 219, 688 N.E.2d 1196 (1997)[->30]. Judicial review of the arbitrators' award is more limited than appellate review of a trial court's award. Rauh v. Rockford Products Corp.,[->31] 143 Ill.2d 377, 158 Ill.Dec. 523, 574 N.E.2d 636 (1991)[->32]. If an award is within the submission of the arbitration record and contains **319 ***458 the honest decision of the panel after a full and fair hearing on the matter, it will not be set aside. Rauh,[->33] 143 Ill.2d at 394-95, 158 Ill.Dec. 523, 574 N.E.2d at 644-45[->34]. *277 Determining the extent of compensable losses in a case of this nature is difficult. To aid the arbitration panel, Everen presented an opinion witness, Michael Graham, who was educated and experienced in the valuation of securities and marketing businesses. Graham estimated that Everen lost $1,230,000 in profits due to Carlson's and Wright's departure--a departure orchestrated by Carlson while still under Everen's employment. The compensable damage figure for this breach of loyalty was based on a detailed accounting technique that Graham explained to the arbitration panel. The projection assumed a reasonable growth rate and calculated the lost profits for three years after the defendants resigned as follows: $242,000 for 1997; $238,000 for 1998; and $234,000 for 1999. The technique added a terminable year calculation for the years 2000 and beyond of $519,000. The defendants maintain that the damage award was a gross error, in part, because it presumed Carlson and Wright would have remained with Everen forever. Graham testified that he calculated the terminable year figure by applying a conservative present rate of discount to future monetary losses (35%) and assigning a low probability percentage to any future revenues, arriving at approximately $500,000 in lost profits for the years 2000 and beyond. This figure does not project Everen's lost profits to infinity. The defendants also contend that the damage award should have been based only on lost profits for the 30 days during which Carlson and Wright were allegedly bound by the noncompetition agreement. From a careful reading of the arbitration hearings it appears that the panel considered the 30 day noncompetition contract unenforceable. This is supported not only by the parties arguments before the panel but also by its decision to assess damages only against Carlson and A.G. Edwards, sparing Wright. Instead, it seems the arbitrators based the compensatory award on a finding that Carlson breached his fiduciary duty of loyalty to Everen. He breached that duty by soliciting customers away from Everen while still under its employment, copying confidential Everen client files without authorization and then burning those files after he was notified of pending litigation against him. His actions left Everen's Galesburg office without the majority of its client files and void of any reasonable ability to quickly recreate the confidential client information and regain its client base. As such it was not error for the panel to consider Graham's entire calculation of lost profit over the next five or six years in determining an appropriate award of damages. The defendants offer no compelling reason why this court should substitute its judgment for that of the panel that fully heard and considered the matter. The defendants did not contradict Graham's *278 testimony with their own opinion witness on the issue of damages or provide the arbitration panel with an alternative method for calculating damage. Moreover, the trial court confirmed the award based solely on the cursory evidence it had previously considered in the preliminary injunction hearings. Therefore, we cannot say that the arbitrators committed any gross errors of law by choosing to follow Graham's testimony in awarding compensatory damages. We have carefully considered the defendants' remaining contentions and find further discussion unnecessary. For the foregoing reasons, the judgment of the circuit court of Knox County is affirmed. Affirmed. LYTTON[->35] and KOEHLER[->36], JJ., concur. 308 Ill.App.3d 268, 719 N.E.2d 312, 241 Ill.Dec. 451, 15 IER Cases 1390END OF DOCUMENT

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...Case Study: Trip Seven Screen Printing Carolina Barvo Vilaro, Professor Terrell Jones Purchasing Management TRA3132 Florida State College at Jacksonville ABSTRACT This paper has the purpose to analyze the case study of Trip Seven Screen Printing. Through this paper I will discusses viable solutions for the problem that arise with the current supplier of Trip Seven Screen Printing. INTRODUCTION Being in constantly communication with suppliers, meet with the payments and be transparent in what both parties need at the time of generating an order, it will allow supplier to deliver a quality product or service, and achieve the expectations of the customer. It is important to build a good relationships with suppliers. It is a characteristic that e companies should take in consideration to succeed in the market. This will allow them to get good results for their business, improve the quality of the inputs and achieve future agreements which are beneficial for the company. Proper coordination with vendors allows companies to produce a better final product or service, which will generate greater customer satisfaction and, therefore, higher sales for the business. The good relationship becomes more crucial in the case of companies that rely on a provider in specific. This can be related to the case study in which Trip Seven Screen Printing has as a unique supplier, American Apparel, even though their relation has been satisfactory for the past years, recently, issues...

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...Case Study: Considerations on group development Case Study: Considerations on group development In the current business world, several organizations have adopted the idea of creating a team to address an emergency situation, to improve something that is idling or to create a new thing from scratch, all in order to work in a more effective and efficient way. Every group faces challenges and victories, even if small ones. According to Robbins and Judge, “Teams are more flexible and responsive to changing events than traditional departments or other forms of permanent groupings. They can quickly assemble, deploy, refocus, and disband”. (Robbins 308) It is with this in mind that this paper will analyze the case study number 3, “ Building a Coalition”, and develop thoughts and considerations about the issues in the study, connecting them to the theory on building teams. Group Development The story begins with the creation of a new agency by the Woodson Foundation, a nonprofit social service agency, and the public school system in Washington D.C., with the participation of the National Coalition for Parental Involvement in Education (NCPIE), which is an organization of parents that is involved in the school through the Parent Teacher Association (PTA). They share a common interest in building this new agency in order to create an after school program to help students learn. The three separate groups opted to develop a cross-organizational development team, responsible for...

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...Case Study 1: Prelude To A Medical Error 1. Background Statement My case study is over chapters 4 and 7. The title is Prelude to a Medical Error. In this case study, Mrs. Bee is an elderly woman who was hospitalized after a bad fall. After her morning physical therapy, Mrs. Bee felt she could not breathe. Mrs. Bee had experienced terrible spasms in her left calf the previous evening and notified Nurse Karing. Nurse Karing proceeded to order a STAT venous Doppler X-ray to rule out thrombosis. She paged Dr. Cural to notify him that Mrs. Bee was having symptoms of thrombosis. Dr. Cural was upset that he was being bothered after a long day of work and shouted at the nurse, telling her he had evaluated Mrs. Bee that morning and to cancel the test. When Nurse Karing returned to the hospital the next day, Mrs. Bee’s symptoms were worse. She ordered the test. After complications, Dr. Krisis from the ER, came immediately to help stabilize Mrs. Bee. Unaware of Nurse Karing’s call to Dr. Cural, Dr. Krisis assumed the nursing staff was at fault for neglecting to notify Dr. Cural of Mrs. Bee’s status change the previous evening. Denying responsibility, Dr. Cural also blames the nursing staff for not contacting him. Not being informed of Mrs. Bee’s status change, her social worker, Mr. Friendly, arrives with the news that her insurance will cover physical therapy for one week at a rehabilitation facility and they will be there in one hour to pick her up. An angry Nurse Karing decides...

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...1. In the case of Retrotonics, Masters’ management style has several features ,such as disrespecting and improper decision-making. Firstly, Masters ignored his subordinates’ feeling which make them embarrassed. For example, the production manager, Lee, who suffered Masters’ criticism in front of other employees(Drew 1998, para 4). Although employees need the evaluation from the manager, they tend to accept the criticism privately. Another factor of Masters’ management style is making decisions in improper ways. According to Drew(1998, para 3), Master set difficult and stressful deadlines for the staff. This is the main reason why employees in engineering apartment are stressed. Therefore, those decisions that Masters made have negative effects on both staff and productivity. 2. There are three management styles are suit for Masters’ situation, in terms of delegating, democratic style and autocratic style. Firstly, delegating which is an important competence for managers. Delegating can avoid to interferes in management. In Masters’ case, Imakito and Lee are experienced and professional in their work. Hence, delegating assignments to them is a method to achieve the business goals effectively. Furthermore, democratic style which encourage employees to share their own opinions and advice is suit for manage the engineering department, because most staff in this department are experts in their work(Hickey et al 2005, pp.27-31). Having more discussions and communication with those...

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...Case Studies  Engineering Subject Centre Case Studies:  Four Mini Case Studies in  Entrepreneurship  February 2006 Authorship  These case studies were commissioned by the Engineering Subject Centre and were written  by: · Liz Read, Development Manager for Enterprise and Entrepreneurship (Students) at  Coventry University  Edited by Engineering Subject Centre staff.  Published by The Higher Education Academy ­ Engineering Subject Centre  ISBN 978­1­904804­43­7  © 2006 The Higher Education Academy ­ Engineering Subject Centre Contents  Foreword...................................................................................................5  1  Bowzo: a Case Study in Engineering Entrepreneurship ...............6  2  Daniel Platt Limited: A Case Study in Engineering  Entrepreneurship .....................................................................................9  3  Hidden Nation: A Case Study in Engineering Entrepreneurship11  4  The Narrow Car Company...............................................................14 Engineering Subject Centre  Four Mini Case Studies in Entrepreneurship  3  Foreword  The four case studies that follow each have a number of common features.  They each  illustrate the birth of an idea and show how that idea can be realised into a marketable  product.  Each case study deals with engineering design and development issues and each  highlights the importance of developing sound marketing strategies including market ...

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...Case Study 3 Randa Ring 01/25/2012 HRM/240 1. How did the problems at Deloitte & Touche occur in the first place? I feel that the problem began in the work environment. It looks as if there was limited opportunity for advancement. As well that the company was not able to handle issues that a raised from work and family. I think that it was a wonderful idea to have the company made up of women. I feel that it was a very positive thing because a lot of their issues where not geared towards men. 2. Did their changes fix the underlying problems? Explain. Yes I feel that the changes that they made did fix some of their underlying problems. With them keeping their women employees no matter what position that they were in at the time went up. For the first time the turnover rates for senior managers where lower for women than men. 3. What other advice would you give their managers? They really need to watch showing favoritism towards the women. They did to treat everyone as an equal. I also feel that they should make the changes geared towards the men and women’s issues that have to deal with family and work. 4. Elaborate on your responses to these questions by distinguishing between the role of human resources managers and line managers in implementing the changes described in this case study When it comes to Human resource managers, they will work with the managers in implementing changes. As well they will make a plan to show new and current...

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...Case Study Southwestern University Southwestern University (SWU), a large stage college in Stephenville, Texas, 20 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member for the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2001, SWU hired the legendary BoPitterno as its head coach. One of Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. The job now was to get construction going immediately after the 2007 season...

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...Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational failures...

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