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Abstract

The case describes the conversion of a small trading agency into an integrated foundry and manufacturing company whose latest venture has been the acquisition of a timber plantation. The business background is the rapidly changing economic situation in Zambia in Central Africa. The main objective is to illustrate and discuss the kind of organisation and management skills required for a firm to venture into manufacturing and diversification. There is an implied contrast between the firm''s first two acquisitions of a foundry and an engineering firm, and its third purchase of the timber plantation. Subsidiary interests are the forceful personality and personal values of the owner who developed the company, and the system of employee profit sharing by which all employees of over one year''s standing become shareholders in the company and share in its policy making.
Location:
Size:
Small-medium
Other setting(s):
1963-1982

About

Abstract

The case describes the conversion of a small trading agency into an integrated foundry and manufacturing company whose latest venture has been the acquisition of a timber plantation. The business background is the rapidly changing economic situation in Zambia in Central Africa. The main objective is to illustrate and discuss the kind of organisation and management skills required for a firm to venture into manufacturing and diversification. There is an implied contrast between the firm''s first two acquisitions of a foundry and an engineering firm, and its third purchase of the timber plantation. Subsidiary interests are the forceful personality and personal values of the owner who developed the company, and the system of employee profit sharing by which all employees of over one year''s standing become shareholders in the company and share in its policy making.

Settings

Location:
Size:
Small-medium
Other setting(s):
1963-1982

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