Who is a Professional?

Background Note | HBS Case Collection | December 2003 (Revised March 2005)

Who is a Professional?

Abstract

Many occupations lay claim to professional status. Business executives, social workers, musicians, sportsmen, and academics describe their occupations as "professions". Office assistants call themselves "administrative professionals". Obviously, not all occupations that claim to be professions are so recognized by society. Society attaches the professional label only to certain occupations. Doctors and lawyers are professionals; auto mechanics and restaurant wait staff are not. Yet, gray areas exist. Are nurses professionals? Teachers? Real estate brokers? This case identifies the distinguishing characteristics of professional work. Professionals are a subcategory of service providers. An understanding of what distinguishes professionals from other service providers must be grounded in an understanding of 1.) what constitutes service provisions and 2.) how the various categories of service provision differ.

Keywords: Status and Position; Jobs and Positions; Service Industry;

Format: Print

9 pages

Educators Purchase

Citation:

Nanda, Ashish. "Who is a Professional?" Harvard Business School Background Note 904-047, December 2003. (Revised March 2005.)

This note offers an overview of the Strategy course offered in HBS’s Required Curriculum. The RC Strategy course aims to help students become effective strategists. The note introduces the six modules of the course: What is Strategy, Market Attractiveness, Competitive Advantage, Strategic Interactions, Corporate Strategy, and Crafting Strategy.

This note introduces the first module of the RC Strategy course, What is Strategy? It helps students develop their perspective on what is a strategy, what is a good strategy, and how strategy development differs across contexts.

The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

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Who is a Professional?

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