Research Paper on:
Management Case Study: The Path Not Taken

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and neck in the retail world for over fifty years. Interestingly enough however, after World War II the retailers took two different paths. The path chosen by Montgomery  Wards led the giant retailer into filing bankruptcy in 1997. A study of the different management styles as well as the planning and strategies of each retailer will be  analyzed and recommendations made regarding what led to the downfall of Montgomery Wards and how it could have been avoided. KEY ISSUES One of the key issues regarding the  different management strategies in place at Sears and Montgomery Wards is that despite all the warning signs that disaster was imminent, Montgomery Wards CEO Sewell Avery refused to change his  thinking and steadfastly steered Wards on a collision course to bankruptcy. Sears on the other hand had forward thinking management that was able to change with the times and  was not afraid to test new waters. With the ever-changing workforce, it is imperative that companies open themselves up to reorganization that previously had not existed within the industry.  Such applications of contemporary modification include the continued application of ethical and moral behavior management processes. These changes, however, are not only representative of the perpetual flow of  time; rather, they are also indicative of a more compassionate view towards all components of the business world. The situational analysis shows that within the Sears Roebuck Corporation or  any other corporate environment, the best managers are those who know when to lead by consensus but are also confident in making decisive, independent decisions whenever and wherever appropriate.  Under this situational analysis, it is shown that their managers adapt their leadership and decision making styles to the situation, the time, and the people involved. By using this