2. dib AaBbc AaBbcc Aabcc AS Emplass Third 12 Thing Case 4: 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 them. 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 minimaly satisfactory work. His father sees Barry as immature as 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 Answer the following questions based on case study 4 1. In view of Barry's shortcomings, should Harrison Stevens seriously consider him as a potential successor? (5 marks 2. In your opinion, how could Barry te motivated? (10 marks) 3. Can Stevens do anything more to improve the situation, or does the responsibility le with Barry? (5 marks) 4. In your opinion, suggest ways on how could the quality of Bany's supervision be improved to make his work experience more productive? (10 marks CH DELL F7 FB FC F10 F11 F12 Pris