Donna Jamison, a recent UNC graduate with four years of for-profit health management experience, was

recently brought in as assistant to the chairman of the board of Computron Diagnostics, a manufacturer of

clinical diagnostic equipment. The company had doubled its plant capacity, opened new sales offices outside its

home territory, and launched an expensive advertising campaign. Computron's results were not satisfactory,

to put it mildly. Its board of directors, which consisted of its president and vice president plus its major

stockholders (who were all local business people), was most upset when directors learned how the expansion

was going. Suppliers were being paid late and were unhappy, and the bank was complaining about the cut off

credit. As a result, Al Watkins, Computrons president, was informed that changes would have to be made, and

quickly, or he would be fired. Also, at the board's insistence, Donna Jamison was brought in and given the job of

assistant to Fred Campo, a retired banker who was Computron's chairman and largest stockholder. Campo

agreed to give up a few of his golfing days and help nurse the company back to health, with Jamison's assistance.