Candace always tried to do the right thing, but did not know what to do in this dilemma. She lmew someone would get hurt. All because of an overzealous supervisor, she thought sadly. Two years ago Candace took ajob at ABCD Corporation in its public relations division. Although new to the corporate world, Candace quickly learned the ropes of the highly bureaucratic organization and excelled at many of her projects. As a result, her bosses assigned her more lucrative responsibilities. The only downside to the job Candace could see was many people appeared to be promoted based more upon their relationships with their superiors than their merit. 'Nhile Candace lmew her work was excellent, she could not help but wonder whether her friendly repertoire with her immediate supervisors had anything to do with her success so far. Afew months ago, Candace learned her division would be getting a new supervisor. Britney transferred to her division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations there. A nononsense type of manager, Britney was experienced and determined to be successful :in this assignment as well. Candace knew from Britney's reputation that her success had everything to do with hard work and a commitment to make sure everyone else was working just as hard. On the day Britney assumed her responsibilities as the new division manager, the company held a reception for her to meet the employees. At the reception, Britney circulated throughout the room, introducing herself to people and asking each of them if they had any suggestions that would make the section a better place to work. When she approached Candace, Candace decided to let her know what was bothering her. \"I don't want to make waves or anything, but one thing I've noticed happening recently is some people seem to gain promotions and are given opportunities to work overdme based on who likes them and not on the quality of their work,\" Candace told her