Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 29 July 1997
Length: 16 pages
Data source: Field research
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.