ABSTRACT
The students generally struggle on the case of management of small businesses involving few employees. Motivating managers and then assessing their performance are important functions, but are often difficult to reconcile: the first requires an understanding of the needs of people, while the second is based on an objective assessment of technical requirements required by the task. The corporate culture was dominated by a company with a tradition of quality and craftsmanship that took importance. This culture was also marked by a cost-reduction culture and research of operational efficiency. The acquired company was facing bankruptcy and asked too many managerial resources to head over the company’s operations. The company, at the same time, would have had the opportunity to make a series of acquisitions of quality companies to another of its product segments. The difference between success and failure of an organization often comes from the clarity of the instrument and its relevance.
