Problems of Multi-Products, Inc. Multi-Products, Inc. is a manufactur

Multi-Products, Inc. is a manufacturing organization that, while initially successful, has recently posted losses amid growth in revenues. Accounting practices at the organization have been questionable, and the founder admits to a hands-off attitude with regard to day-to-day operations that, while permitting a more visionary approach to the business, puts him out of touch with the company's performance. Since he was brought in as part of a change in senior management, Richard Haws has implemented a series of actions that have resulted in the company regaining profitability, but at the expense of a number of long-term employees and a possible downturn in employee morale. Because Haws came to Multi-Products, the company is in better shape than if left foundering, but its long-term success is not yet assured.

Multi-Products problems did not begin with Richard Haws, they began with the hands-off approach of the company's founder, Earle Cave. Without being involved in the day-to-day operations of his company, Cave created an environment where those who worked for him were able to take full advantage of his absence. His employees did not share the same vision that Cave did, nor did they stand to reap the same benefits as Cave if the company was successful. Lacking a unifying vision and a team atmosphere, individuals within Multi-Products were not committed to the company's long-term success to the extent that they were willing to put in the extra

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ional style, it is not a strategy for success in the long-term. Valuable employees are likely to leave the company and go to competitors where their employment and wages are not subject to the whim of the president. Haws also needs to learn to trust his employees to the extent that merely taking roll in the morning and late afternoon does not guarantee that all employees who are present are necessarily engaged in productive activities. The company could choose to dismiss Haws and return to its previous loose approach to human relations. While this would result in an improvement in employee morale for some of the workers at Multi-Products, productive employees would again be carrying the burden for unproductive employees, and the company would be likely to sink into unprofitability yet again. Haws has a direct, even abrasive, management style, but he was able to bring dynamism to a company that was mired in its traditional approach to business. Multi-Products could retain Haws as president, but begin to impose more structure on its human resources approach. This would require educating not only the employees as to what is expected from them, but also educating Haws in more progressive and long-term approaches to human resour

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