1. Was Linderman Industries’ adoption of project organization an appropriate one for getting the Mexican subsidiary started?
2. In consideration of Robert Linderman’s letting the division managers know that the project manager would be asking for some of their key people, why would Conway have any difficulty in getting the ones he wanted?
3. Would you expect that many people would turn down a chance to join a project organization, as Bert Mill did?
4. Why would Conway take his problem with the engineering vice president to Linderman and have it resolved in his favor, yet back down in two disputes with the manufacturing vice president?
5. What could Linderman Industries have done to assure good jobs for the people coming off Project Mexicano, including Carl Conway, the project manager?

“The mission of the project which you will head is to get our new Mexi-can subsidiary ready for take-over by Mexican managers. My hope is that you will be able to do this in about two years,” explained Robert Linderman, president of Linderman Industries, Inc., to Carl Conway, newly appointed manager for “Operation Mexicano.” Conway had been hired specifically for this assignment because of his experience in man-aging large defense projects in the aerospace industry. “The first thing that I will have to do is put a project team together,” said Conway. “I imagine that you have in mind my drawing people from the functional divisions.”