Wilma’s Wonderful Winterwear makes stylish coats and jackets for the businesswoman. Wilma started this business 30 years ago when her children (three boys and a girl) were just babies and has grown it into a size suitable for supporting her, her children and the spouses two of them have. (One son and her daughter are not yet married.) Two of her sons have degrees in accounting and law and specialize in those areas of the firm. These sons are married and their wives supervise shipping and production.
 
Her oldest son, John, did not go to college, but has pretty much worked his way through the business and has competent skills in all areas. He serves as Wilma’s second-in-charge. Her daughter, the baby of the family, just completed her business degree and has entered the business. In addition to her business training, she has a flair for design and insight into what businesswomen like.
 
Wilma started having some problems last year when her daughter, Kay, entered the company. Wilma decided to set Kay up as an equal second-in-charge with John. Kay has some good ideas learned in school and wants to make some changes. John has experience and does have an instinct about what will work and what will not, but maybe it’s Kay’s turn to try out her ideas? How much of John’s protest are because he doesn’t believe Kay’s ideas are good and how much of these are because he can’t believe that “Baby Kay” has grown up and is a competent businesswoman. Kay’s always complaining that John is picking on her and insists on calling her “Punky,” a nickname she had as a child, in front of customers and suppliers.
 
To make matters worse, Wilma’s health is a bit shaky. It’s nothing serious yet, but the 60 hour weeks she used to work are too much for her any more. She’d really like to have more free time and maybe travel a bit as well while she can still do so.
 
What main problems does Wilma’s Wonderful Winterwear have? What would you suggest they do to alleviate these?