Steady growth and an aggressive new project are putting increasing pressures on a successful owner/manager and his management team. The business continues to perform well, however, and the manager and his people are reluctant to change their management approach. Under the circumstances, are any strategic or organizational changes justified? If so, what ones and when and how should they be implemented? This case may be used as an exercise in managing through the transition from a classic entrepreneurial driven organization to a more professionally managed enterprise.
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