Supposedly a case about fluctuation in a small component company, wooden structures, Inc. is actually a snapshot of the entire company. Particularly concerned with issues of leadership, morale and teamwork (or lack thereof) in a company dependent on a strong seasonal and cyclical industry. Operating in the “final battle” mode owner / founder Bill Alcorn has trouble setting a long-term course. He also feels ambivalent about delegating authority to a management group, which he fears ma … Read more »

Supposedly a case about fluctuation in a small component company, wooden structures, Inc. is actually a snapshot of the entire company. Particularly concerned with issues of leadership, morale and teamwork (or lack thereof) in a company dependent on a strong seasonal and cyclical industry. Operating in the “final battle” mode owner / founder Bill Alcorn has trouble setting a long-term course. He also feels ambivalent about delegating authority to a management group, which he fears may not have the same commitment to the company that he has. The case can serve as a good vehicle for diagnosis and planning of measures to several sets of tensions: plant to plant and move to shift rivalries; management jobs, management against union rank and file and management in a difficult industry

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from
Louis B. Barnes,
Colleen Kaftan
Source: Harvard Business School
25 pages.
Publication Date: Feb 15, 1990. Prod #: 490061-PDF-ENG
Wood Structures, Inc. HBR case solution

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