John Wolford Case Study And Analysis Help With Solution
John Wolford, a vice president and general manager for Eurotech-USA, awoke with a start and looked at his iPhone. “Damn it!,” he exclaimed angrily. He had carefully set its alarm for 5:00 a.m., and it was now well past 6:00 a.m.
It was Wednesday morning, and Wolford’s mind raced as he thought about all the details he had to attend to that day: a meeting with his boss, a funeral, a briefing from the CFO, and preparation for a three- day trip to London, which required packing bags, confirming plane reservations, and paying personal bills. To complicate matters, he would be attending a six-week residential management-development program almost immediately after his return. He was overwhelmed.
Wolford was 41 years old. He had been born and raised in Los Angeles. After graduating from the California Institute of Technology with a degree in mechanical engineering, Wolford accepted a position with Hewlett-Packard, a technology company in Silicon Valley.
After working for Hewlett-Packard in design engineering for five years, Wolford got married, bought a house in Los Altos Hills, California, and began attending management courses in the evening. Shortly thereafter, he accepted an engineering management position with Precision Instruments, Inc., (PI). During the next 10 years, he held various engineering management positions at PI, and when the company was acquired by Eurotech, Ltd., a European multinational, he was named vice president and general manager of the PI division.
In that position, Wolford was responsible for more than 800 people and $600 million in annual sales. His division consisted of one plant and six regional sales offices and was organized along simple functional lines with the heads of manufacturing, sales, engineering, human resources, quality assurance, and finance and administration reporting to him. In addition, he had the help of a business analyst, Jack Short, a recent MBA graduate from a prestigious Eastern business school.
Wolford formally reported to Lutz Boehm, president of Eurotech-USA, located in nearby San Francisco, but he felt a stronger sense of responsibility to the managing director of the parent company in London with whom he negotiated the annual objectives for his division. Beyond an annual estimate meeting every December and a periodic profit review at corporate headquarters, however, Wolford was able to function quite autonomously.
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Outside of work, Wolford had numerous interests, although his 12-hour days and full e-mail inbox every evening left him little time to pursue any of them. He frequently described himself as an engineer at heart and loved to tinker with mechanical devices, especially vintage cars. What little spare time he had was devoted to working on restoring a 1958 Austin Healey roadster.
Wolford was proud of his three children and wished he had more time to spend with them. Since they had become teenagers, however, he rarely saw his two daughters, Mary and Elizabeth. And he found it increasingly difficult to communicate with his 10-year-old son, Frank, who was going through what Wolford thought of as a rebellious phase.
“John Wolford” Case Study Instructions
DUE IN BLACKBOARD BY CLASS TIME MONDAY, OCTOBER 5th
After reading the case study, you will write a two-page double-spaced minimum (12-point font, Times New Roman, 1-inch margins) paper. This paper must be uploaded electronically on Blackboard by class time on Monday, October 5th.
Please include the following in your case study summary.
1. Briefly summarize the case (approximately half a page).
2. Answer the following questions in the remainder of your paper:
a. Identify some of John Wolford’s stressors. Do you think John manages stress well? What techniques could he use (refer to your textbook) to reduce stress?
b. How would you describe John’s work-life balance?
c. How could John improve the employee involvement of his subordinates?
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