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John Wolford (A)
Weber, R. Jack; Cross, Tom Case OB-0167 / Published April 3, 1981 / 8 pages.
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Product Overview

When a former middle manager of a technology manufacturing company becomes a general manager, he finds his new role more stressful. There are complaints from sales reps about delayed shipments to customers, and workers are protesting the new climate survey he initiated in an attempt to learn more about how employees feel. Also EEOC regulations have forced him to study how well his employees are treated. His attempts to delegate have backfired, and his organization is $400,000 off plan. This case can be used to teach students about individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life styles, organizational behavior, and leadership.

  • Overview

    When a former middle manager of a technology manufacturing company becomes a general manager, he finds his new role more stressful. There are complaints from sales reps about delayed shipments to customers, and workers are protesting the new climate survey he initiated in an attempt to learn more about how employees feel. Also EEOC regulations have forced him to study how well his employees are treated. His attempts to delegate have backfired, and his organization is $400,000 off plan. This case can be used to teach students about individual behavior, Type A behavior, time and priority management, balancing work and family life, managing performance, managing energy in professional life styles, organizational behavior, and leadership.

  • Learning Objectives