A Case Study in Change

RandomTex and Sayah: A Case Study in Change

RandomTex is the name chosen for this analysis to represent a real company which was observed in 1998. The company's business, when it was founded in 1945 by Ayhan Unal (also a fictitious name for a real owner), was to repair typewriters. Located in Queens, Unal, who was an immigrant from Turkey, ran the shop and did the repairs, while his wife Tarina did all of the paperwork. Unal had four sons, and when the eldest, Sayah, was 7 (1953), the company obtained a contract with an insurance company to maintain all of its typewriters.

By 1965, when Sayah was 21, RandomTex had grown and developed to 19 retail stores, specializing in selling used and refurbished electric typewriters and office machines. Sayah went to work in the main office upon graduation from Queens College and soon began applying new marketing ideas to the chain, and made the family wealthy.

By 1995, when Sayah was ready to retire, he turned the operations over to his eldest son, Bara. Bara was a poor manager, an even worse strategist and a very poor manager/leader. RandomTex had grown successful because the founder Ayhan, and his son Sayah, had believed in sharing the wealth with the individual managers. Sayah and Ayhan both made a point of knowing each employee, and asking after their families. Because of this, employee loyalty was strong, and of the 200 employees, more than 80 percent had been with the operation for more than 10 years.

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d B, the only benefit he could really think of was that they were efficient. Why did he tell me? Sayah and his family had been friends with our family for as long as I can remember, and all of our family had been instructed by my mother to not mention anything about "the shame." The shame was the way she referred to the fact that Sayah had had a son who was such a disappointment. Remembering that warning, I was nervous when, after dinner one night at our home, Sayah asked me how school was going and what I was learning and then he began talking about his business. I was very quiet, because I did not want him to know that I knew about the "shame" but Sayah brought it out of me. He then asked me what I was learning about business, and I told him and he shook his head and said "No...people is what a business is all about. Your business is only as good as your people." He looked at me and then said, "Hey. You're learning the new ways. You tell me. What should I do? Or do they still spend all their time in business classes talking about widgets?" In our family, young men never give advice to older men, and especially to older men who are not family. But he kept pressuring me, and then I started speaking, and I'm sorr

Category: Psychology - A