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RelativeResourceManager4 - 534 CASE 83 n ”M DONOVAN(A Jim...

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Unformatted text preview: 534 CASE 83 n ”M DONOVAN (A) Jim Donovan, 37, the new president and chief execu- tive officer of Famous Products, was suddenly in the toughest spot of his life. Having just been selected by Omega Corporation, a huge conglomerate, to take over as president of their latest acquisition, he had been feeling very good about himself. Having grown up on “the wrong side of the tracks,” worked his way through engineering college, earned an MBA from Harvard Business School, worked for 10 years as a management consultant and for 2 years as a successful president ofa small company, he felt that he had ar— rived. The company he was going to manage was known throughout the world, had a good reputation, and would provide a good opportunity for visibility in the parent company. The pay would be the highest he had ever earned, and, while the money itself was not that important (though he’d be able to assure his Wife and four children financial security), he enjoyed the indicator of success a high salary provided. And Jim was eager to manage a company with over 1,000 employees; the power to get things done on such a large scale was very attractive to him. \When Omega had selected him, they had told him that Don Bird, the current president of Famous Prod- ucts, was close to retirement and would be moved up stairs to chairman of the board. Bird had been president of Famous for 22 years and had done rea- sonably well, building sales steadily and guarding quality. The top management group was highly expe- rienced, closely knit, very loyal to the company, and had been in their jobs for a long time. As long—term employees they all were reported to be good friends of Don Bird. They were almost all in their early 605 and quite proud of the record oftheir moderate—sized but successful company. Famous had not, however, grown in profits as rapidly as Omega expected of its operating companies, and Omega’s president had told Jim that he wanted Jim to “grab ahold ofFamous and make it take off.” With this challenge ringing in his ears, Jim flew out to Milwaukee for his first visit to Famous Products. He had talked briefly with Don Bird to say that he’d be arriving Thursday for half a day, then would be back for good after 10 days in New York at Omega. Bird had been cordial but rather distant on the phone, and Jim wondered how Bird was takingJim’s appointment. “I’ve only got a few hours here,” thought Jim. “I wonder how I should play it.” STOP.“ DO NOT READ Case 8 until requested to do so [zyyoar instruclor. , Name: Case: Jim Donovan IST 335 - Instructions for Group Analysis How should Jim Donovan “play it” when he gets to Milwaukee? What should he be prepared for? How should he handle Bird? Bird’s subordinates? How are Bird and the other managers likely to perceive Jim Donovan and how might this be a problem for Jim? If you had been Jim, how would you have liked to have had your succession to the presidency of Famous Products planned? Outline 3 complete and detailed process and reasons for it: Step 1: Reasons: Step 2: Reasons: Step 3: Reasons: Step 4: Reasons: ...
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