Wickham Skinner

James E. Robison Professor of Business Administration, Emeritus

Education: Yale University, Bachelor of Engineering; Harvard Business School, MBA (with distinction), DBA, and Advanced Mathematics.

Experience: Honeywell Corporation, various management positions; Harvard University, Professor of Business Administration.

Other Teaching Experience: Manufacturing lectures and/or courses at: University of Western Ontario, Northwestern University, MIT, IPADE (Mexico), INCAE (Central America), University of Houston, Colby College, University of Indiana, Stanford University, INSEAD (France), IESE (Spain), University of Virginia, Marquette University, University of Santa Clara, Dalhousie University, and University of Melbourne. Management Development Programs in Vietnam, Costa Rica, Canada, Nicaragua, Australia, Tunisia, Turkey, France, Mexico, Spain, Singapore, Italy, Switzerland, and Argentina. Research in international manufacturing problems in Turkey, Vietnam, Pakistan, Nicaragua, India, South Africa, Nigeria, Spain, and Costa Rica.

Director of former director of: Wilevco Corporation, Dynamics Research Corporation, Helix Technology, Inc., Copeland Corporation, Scientific Atlanta, Holmberg Electronics, Chronar Corporation, Natural Resources Council of Maine, Operations Management Association, LE Shaw, Audubon Expedition Insitute, United TImber Corp., and Bath Iron Works.

Author of numerous books and articles.

Honors: Fellow of Academy of Management; Recipient of McKinsey Prize for best article in Harvard Business Review; Harvard Business School Distinguished Service Award;

Cases and Teaching Materials

  1. Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant

    Treadway Tire's plant in Lima, Ohio must confront strong job dissatisfaction and high turnover among its line foremen. The foremen are caught in the middle of an adversarial relationship between the union and management, and they must cope with the needs and interests of both. They also perceive limited opportunity for career advancement. Solving the problem requires rethinking the philosophy that guides workforce management and changing the Treadway culture that has grown up around that philosophy. Facing mounting pressure to reduce costs and increase productivity, director of human resources Ashley Wall must work quickly to analyze the root causes of the problem and provide an action plan to reduce turnover of the line foreman segment.

    Keywords: Superior & subordinate; Labor relations; Work force management; leadership; change management; human resource management; hiring; Job satisfaction; organizational culture; Management; Leadership; Retention; Rank and Position; Organizational Culture; Change Management; Selection and Staffing; Satisfaction; Personal Development and Career; Labor and Management Relations; Manufacturing Industry; Auto Industry; Ohio;

    Citation:

    Skinner, C. Wickham, and Heather Beckham. "Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant." Harvard Business School Brief Case 082-189, June 2008. View Details
  2. The Treadway Tire Company: Trouble at the Lima Tire Plant (Brief Case)

    C. Wickham Skinner and Heather Beckham

    Teaching Note for (2189)

    Keywords: Superior & subordinate; Labor relations; Work force management; leadership; change management; human resource management; hiring; Job satisfaction; organizational culture; Leadership; Selection and Staffing; Change Management; Satisfaction; Organizational Culture; Rank and Position; Labor and Management Relations;

    Citation:

    Skinner, C. Wickham, and Heather Beckham. "The Treadway Tire Company: Trouble at the Lima Tire Plant (Brief Case)." Harvard Business School Teaching Note 082-190, June 2008. View Details
  3. Elizabeth Parker (A)

    Tiziana E. Casciaro, Wickham Skinner and David Krackhardt

    A new political appointee with years of volunteer experience takes over a highly responsible job in the state government and is met with bureaucratic inertia. Describes a successful strategy to overcome organizational resistance to change.

    Keywords: Public Sector; Leading Change; Managerial Roles; Organizational Change and Adaptation; Conflict and Resolution; Power and Influence;

    Citation:

    Casciaro, Tiziana E., Wickham Skinner, and David Krackhardt. "Elizabeth Parker (A)." Harvard Business School Case 404-043, August 2003. (Revised May 2006.) View Details
  4. Elizabeth Best (A)

    Wickham Skinner and Ardis Burst

    New political appointee with years of volunteer experience takes over highly responsible job in state government and is met with bureaucratic resistance.

    Keywords: Government Administration; Organizational Structure; Attitudes; Groups and Teams; Human Resources; Jobs and Positions; Prejudice and Bias; Public Administration Industry;

    Citation:

    Skinner, Wickham, and Ardis Burst. "Elizabeth Best (A)." Harvard Business School Case 675-123, February 1975. (Revised April 2002.) View Details
  5. Elizabeth Best (B)

    Wickham Skinner and Ardis Burst

    Describes what a new political appointee with years of volunteer experience did in office.

    Keywords: Government and Politics; Organizational Structure; Management Skills; Public Administration Industry;

    Citation:

    Skinner, Wickham, and Ardis Burst. "Elizabeth Best (B)." Harvard Business School Case 675-124, February 1975. (Revised December 1991.) View Details