Publication: Nanga Slaughter House. Global Business Schools Network.
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Abstract
On 11th May 2005, the Muhu family, the owners of Nyongara Slaughter House had invited a senior consultant to help them resolve some of the conflicts that they had been facing at the slaughter house and to make suggestions towards the preparation of a family protocol. After several visits to the company and talking to the individual members of the family and some employees, the consultant came to the conclusion that some of the issues raised were purely business issues while others touched on the relationship between the members of the family with regards to the business. The board of directors was due to meet in two weeks time and the consultant would be expected to give his deliberations to them. He looked at the issues on his desk and wondered what he was going to tell them and how he was rationally going to support his recommendations.
Description
Complete Case
On 11th May 2005, the Muhu family, the owners of Nyongara Slaughter House had invited a senior consultant to help them resolve some of the conflicts that they had been facing at the slaughter house and to make suggestions towards the preparation of a family protocol. After several visits to the company and talking to the individual members of the family and some employees, the consultant came to the conclusion that some of the issues raised were purely business issues while others touched on the relationship between the members of the family with regards to the business. The board of directors was due to meet in two weeks time and the consultant would be expected to give his deliberations to them. He looked at the issues on his desk and wondered what he was going to tell them and how he was rationally going to support his recommendations.
On 11th May 2005, the Muhu family, the owners of Nyongara Slaughter House had invited a senior consultant to help them resolve some of the conflicts that they had been facing at the slaughter house and to make suggestions towards the preparation of a family protocol. After several visits to the company and talking to the individual members of the family and some employees, the consultant came to the conclusion that some of the issues raised were purely business issues while others touched on the relationship between the members of the family with regards to the business. The board of directors was due to meet in two weeks time and the consultant would be expected to give his deliberations to them. He looked at the issues on his desk and wondered what he was going to tell them and how he was rationally going to support his recommendations.
Keywords
slaughter house,