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Case
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Reference no. 9-489-084
Authors: Jaan Elias; Liz Hill
Published by: Harvard Business Publishing
Originally published in: 1988
Version: 29 July 1997

Abstract

At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp, faces a delay in a costly defense project due to the inability of one of his subordinates to gain the co-operation of engineers at Parsons'' manufacturing plant. The physical distance between the plants, different functions, and unequal power relations feed the conflict, forcing Yoshino to re-examine his role. The case promotes discussion of: (1) friction between design and manufacturing; (2) managing self-managing professionals; and (3) changing behaviors to reflect new competitive situations.

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Abstract

At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp, faces a delay in a costly defense project due to the inability of one of his subordinates to gain the co-operation of engineers at Parsons'' manufacturing plant. The physical distance between the plants, different functions, and unequal power relations feed the conflict, forcing Yoshino to re-examine his role. The case promotes discussion of: (1) friction between design and manufacturing; (2) managing self-managing professionals; and (3) changing behaviors to reflect new competitive situations.

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