Canada Chemicals Ltd. is a large wholesaler of industrial chemicals in Ontario. It handles swimming pool supplies, industrial solvents, fertilizers, and special lubricants. The sales and clerical operations caused few safety worries, but the warehouse facilities caused Sam Peterson sleepless nights. Sam's title was manager of safety and security. He had worked in the human resource department since his job was created in 1992. His biggest problem was the warehouse manager, Garfield McKenney. Gar simply did not appreciate safety. Nearly every action Sam took to improve safety resulted in objections from Gar especially if it meant warehouse workers were to be slowed or delayed in their jobs. Most of the workers liked Sam, but they paid more attention to Gar. The only time employees wore their safety goggles, shoes, and acid-resistant gloves was when Sam was around. They knew Gar did not care and would not discipline good workers for safety violations unless company property was damaged. One day a case of sulphuric acid was dropped, badly burning a new employee. The employee recovered after four weeks and two plastic surgery operations. Immediately after the accident, Sam requested a meeting with Gar, the human resource manager, and the general manager. 1. If you were the general manager, what would you do to gain greater co-operation on safety from (a) Gar and (b) the workers under him? 2. Should Sam be given authority to discipline those who violate safety rules?