SITUATION
Harrison Stevens, second-generation president of a family-owned heating and air conditioning business, is concerned about his 19-year-old son, Barry, who works as a full-time employee in the fi rm. Although Barry made it through high school, he has not distinguished himself as a student or shown interest in further education. He is somewhat indifferent in his attitude toward his work, although he does reasonably-or at least minimally- satisfactory work. His father sees Barry as immature and more interested in riding motorcycles than in building a business. Stevens wants to provide his son with an opportunity for personal development. In his mind, the process should begin with learning to work hard.

If Barry likes the work and shows promise, he might eventually be groomed to take over the business. His father also holds out faint hope that hard work might eventually inspire him to get a college education. In trying to achieve these goals, Stevens senses two problems. The first problem is that Barry obviously lacks motivation. The second problem relates to his supervision. Supervisors seemed reluctant to demand much from Barry. They may be afraid that being too hard on the son might antagonize the boss, so they often allow Barry to get by with marginal performance.

Question 1 In view of Barry's shortcomings, should Harrison Stevens seriously consider him as a potential successor?

Question 2 How could Barry be motivated? Can Stevens do anything more to improve the situation, or does the responsibility lie with Barry?

Question 3 How could the quality of Barry's supervision be improved to make his work experience more productive?