Managerial Lessons from the Takeover of a Small Enterprise

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Managerial Lessons from the Takeover of a Small Enterprise: A Qualitative Case Study Ufuk Aytacoglu Southern States University – Newport Beach Campus Abstract This case study report aims to understand the importance of cognitive behavior in small business environments. It examines how professional relationships are shaped between superiors and their subordinates and how these relationships can affect daily operations and workflow of a business. Communication and mutual understanding with key staff is crucial for a healthy decision-making process, which eventually a tremendous influence on everybody who is involved. The managers should be conscious about getting everybody involved in business affairs and maintain a professional relationship at all times in order to be able to exercise their powers when needed. Employees who are happy in the workplace can make a tremendous difference in productivity and employer should take into account historical data and current employees’ perceptions before attempting to make serious changes around the workplace. Overview An ambitious entrepreneur, who had worked for large service sector companies, took over a small engineering firm, which employed ten people at the time. Four of those employees were senior engineers, who were knowledgeable craftsmen and crucial for the firm’s services. The new owner’s management style and decisions often conflicted that of the employees. As a result all employees, especially the senior engineers, become unwilling to support the owner in his decisions, which caused fundamental changes within the organization. Both the new owner and the employees had their reasons to keep the conflicts going and underlying questions that needed to be answered in order to build a successful professional relationship. However, the new owner had his own vision in the company and strived to realize his own
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