The Case of Mark Whiting

Mark Whiting's crisis began when word came to him that he had been passed over

in favor of an outsider for the corporation presidency. It was a day on which he expected to

achieve the high point of his career. The Board of Director s was meeting, and he felt

certain that before they were through he would be named president of the Universal

Chemical Corporation. The years he had spent as manager in marketing and sales, the last

four years as vice-president seemed to be co ming to a logical conc lusion. He went over in

his mind the achievements, the careful planning, the long hours of work that had brought

him to this point. Who else knew the corpor ation well enough to energize its sprawling

resources. Few men knew marketing and sales as well he.

He was, in fact, credited with many "firsts" in the chemical industry. He had be

appointed, in recognition, to numerous im portant committees in various industry

associations. He had been elected to th e Presidency of the American Chemical

Manufacturers Association. He travelled extensively, giving lectures and speeches befor

university audiences. He was a familiar figure in Washington, testifyi ng before the Fede

Trade Commission, the Pure Food and Drug Administration, and various other agencies

concerned with chemical manufacturing. His home life, religious practices, and commun

associations were exactly as they should be for an executive who conscientiously

attempted to be the man on top.