White Cap Case Study Peter Browning

1052 Words 5 Pages
As described above, Peter Browning has a tough decision to make in order to save this company. One way in which Browning could start would be to get on board with those in executive leadership of the company such as Mr. White and Mr. Lawson. He Could bring them in to speak to everyone in the company as a whole. From the first-line employees all the way up to department managers. Mr. White and Lawson should address and stress the importance of the goal that they have for the company and motivate everyone to work toward the reaching of that goal. This would hopefully alert everyone and because most of them have a good relationship with Mr. White and respect him, they would consider his words. This action would also put everyone on the same page …show more content…
This is an area that browning has experience with (9 years in marketing at White Cap), and should have considerable insight and ability to implement solutions. Having Browning co-manage the department along with Jim Stark would allow for better utilization of their strengths. Browning has experience in marketing, and his personality is characterized as “caring for people” and “making every effort to motivate them”. Browning is said to be “open in communicating the strategy he has conceived”. This shows that he works as a link for upward and downward communication/understanding between White Cap’s new strategies and the practical assignments of the employees. This could effectively reunite the frayed relations between the employees and management of the marketing department. Stark would become a more efficient resource under the direction of Browning as well. By directing Stark towards the customer relation aspects of marketing, his strong relationships with customers could be utilized more appropriately to revitalize the marketing …show more content…
As previously stated. Green delegated too often and offered few constructive ideas, but he maintained traditional White policies and was well-liked by other managers and employees alike. He is also a valuable information source and familiar to the workforce. We believe there are three options moving forward regarding Green. The first is to bring in the human resources manager from Bondware and relieve Green of his position, but keep Green in the business to some capacity. The second option is to present Green with Browning’s strategic and tactical plan, and trust Green to step up to the challenge and follow along. The third option is to bring in another manger and have the two co-manage, Green being responsible for the big picture, long-term goals, while the other manager is responsible for the day to day aspects. We believe the best of these options is the first option. The replacement manager is familiar with the streamlining of the department as seen with Bondware and is better able to do their job. Green may be kept with the business to a capacity where he can advise Browning and the new manager so as to keep with tradition and still provide valuable information. By moving Green to a position where he still has input, but not making critical decisions, and bringing in a new manager, Browning is bringing more opinions into the

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