Peter Browning
...ultilayered organizational structure. As a part of the previously mentioned management problem I consider also the number of employees currently employed in White Cap and the way they were rewarded. The salary and administrative costs were three to four times above the average corporate level. Finally, part of the problem could be Peter Browning’s person himself and some of his personal characteristics. The previous White Cap CEO’s were mostly regarded as patrons in a company’s family environment. This attitude was creating and long term loyalty from its employees. Peter Browning was described as a very goal oriented person with a management style that might some people feel left behind. It is crucial that he carefully assumes some of the properties of his CEOs forerunners that were so appealing to the employees. What should his change objectives and time frame be. Maintain the market and stay competitive Change the company atmosphere, make it more agitated and vivid, through a possibility of coming crisis With all that he should still keep the connection with the past and not forget the values and style established and represented by the White family. As mentioned, this is the key to the White Cap pride and moral Browning needs to preserve. What should he do specifically in dealing with White and Lawson, Stark and Green. White and Lawson, the preceeding CEOs, had a very specific role in the White Cap. Especially White, as a member of the founding family and a figure head of the company for all the years of its success was obviously highly esteemed and appreciated. His follower Art Lawson was also a veteran White Capper and his leadership and management style simply followed the White’s example without any major changes. It was necessary for Browning to get both of them on his side and to make them approve and support or at least not contradict the changes he planned to make. This would be an important message for employees saying that the change is in line with traditions and also that it is probably necessary if none of the previous leaders opposes it. Since Art Lawson was in charge of the company before Browning, the slow transition of leadership should be appropriate without any loud criticism of the actions previously taken by Lawson. Also a good idea would be keep Lawson involved in some way, because his knowledge of company could prove itself helpful. A usual way is to hire a previous directors as a consultant with a nice office and a secretary in the company but leaving him no executive power. Bob White is a little bit different kind of person. His role, since he was not CEO for a long time and retired voluntarily, was mainly social. He encouraged and revoked in employees the previously mentioned family style culture and the image that company cares about its employees. Inviting him to all company’s social events ad show continuing respect would be crucial. Jim Stark has been a marketing director for five years, growing into that position after 30 years with the company. Apparently he is a strong personality with a good relation to customers, problem are his people managing skills. Also in his case working with same people over a long period of time can be considered a disadvantage, the team spirit was described as almost non-existing. The Marketing dpt. was obviously behind the times, spending no time in addressing growing competition. Stark blamed most of it on not receiving needed support for making changes. The marketing dpt. And the sales desperately needed a change if the company wanted the survive in the changing environment with the growing competition. Question was, whether it can change with Jim Stark as it’s head. Arousing team spirit is a complicated matter and t was obvious that Jim Stark already missed his chance. Probably the best solution would be hiring someone new - either someone brand new from outside of the company but it does not seem to be the solution typical by White Cap - or promote someone from the company who would seem appropriate for such a job. Because dismissing a long term employee was not a common practice in White Cap the best solution for Stark seem to be reloc...