Case 1: Marshall & Gordon Company; Designing an Effective Compensation System In April 2010, KK BB, CEO of Marshall & Gordon, a leading public relations firm, met with the firm's management committee off-site in Miami. This offsite meeting brought together Marshall & Gordon's executive committee, practice and regional leaders, and senior human resources officials to discuss redesigning the firm's compensation system. A global consulting task force, under the direction of an external consulting firm, spent three months collecting and analyzing the data. Marshall & Gordon hired outside specialists to design the new performance management program. The specialists proposed that senior executives and human resources form a global consulting unit together with partner Marshall & Gordon to represent the company's five regions and guide the design process. The consultancy unit interviewed all consultants in February to understand their thinking about fairness, value and the effect of the current performance management system. Most respondents responded to company surveys by indicating that the topic was of particular interest to them. The interviews provided insights into current and future business plans and direction. The survey also demonstrated that particular attention needs to be paid to certain employee populations. Six current hires from key competitors were also interviewed to understand competitors' compensation practices and compensation program structures. Further focus group discussions and interviews on key information allowed the task force to understand the needs of certain groups within Marshall & Gordon's worker population. The investigation culminated with the task force conducting interviews together with 20 partners and principals... middle of the paper... king to advance their interests while ignoring values. The model describes that dominance can be inherent in how we organize human behavior. The fact that domination is class-based implies that ruling elites have a tendency to centralize and direct their own personal interests, and that government administration and policies maintain and serve the interests of socially dominant elites. Morgan's metaphor that organizations are transformative and able to adapt to change is most applicable to the opening of a new luxury hotel and apartments by the Ritz-Carlton corporation. The company was to set up a new operation in Washington DC. Managers had to think about the market, the environment and other relevant issues. This is important because the new hotel and apartments had to be adapted and transformed to meet customer needs.