'Case Study Of Elektra Products, Inc. Essay\r'

'The Elektra Products Inc has face up the problem: market sh ar was declining in competition of foreign and domestic field of honor; virgin products ideas were few and far; esprit de corps was low at each judgment of conviction and employees were dynamic everyy seeking refreshing think overs. Because they are disenchanted by the current burnish and they may see precaution as untrusted in their abilities.\r\nBarbara Russel, a manufacturing vice chair has been assigned by Martin griffon, Elektra’s clean CEO who very recently pay the challenge: â€Å"As we face increase competition, we need new ideas, new energy, new sprit to make this ph unitaryr great. An the source for this alternate is you †for each one of you”, to lead a squad which will implement a invent to change management style to a decentralized organization than encourage employee authority in management processing. Ms Russell forms an active squad up that work hard to strain managem ent change. And Ms Russell would allow employees to make decision suit commensurate at their positions. When the Mr griffon is not participate in see the patterne section operates’ responses are not workable. The electric resi perspective is happen at the warmness level management when implementation is done.\r\nIn respond head start sub- interview of the question no 1 of â€Å"How might eyeshade management confuse done a better job changing Elektra products into a new smorgasbord of organization?”, we would like to express that top management could welcome included the middle and lower level managers, and the employees in the teams. The team should perplex received instruction on the concept behind â€Å" authorization”, and how the neutral was to make up employees at all levels taking responsibility for decision making, at that level, and evaluate responsibility for the results. And letting them understand that collateral attitude is needed in some(prenominal) step and every task to be done, is practically motivated on the early(a) hand.\r\nFor second sub-question of the question no 1 of â€Å"what might they do forthwith to snuff it the empowerment process back on rail?”, it is no doubt that get the program back on track, Mr Griffin needs to bring managers and employees at all levels into the teams, after all involved have learned what the new management burn down entails. And assigning the tast of â€Å"quick and easy to attain” to every team alimentation them in gaining the motivation.\r\nIn resolvent of question no 2 of â€Å" Can you think of ways Barbara could have avoided the problems her team faced in the meeting with department heads ? ” we would like to answer that Ms Russel could avoided the problems her team face by including the department heads in her team, and charging them with identifying the challenge and obstacles to towering performance in their departments. She al so should have required them to apply this approach to all levels in their departments. Empowerment management agent granting authority to subordinates. Her team rattling assay to â€Å"empower” lower level management without including them in the solution.\r\nIn answering the question no 3 of â€Å" If you were barbara Russell, what would you do now ? Why?”\r\nIf I were Barbara Russell, I would conjure slowly to reform and work for inactive support from the some different teams and I would support Martin to realize the problems with inter-departmental confabulation that comprise at Elektra’s product as he may not have been with the gild for long enough a layover of time. Encouraging Martin to meet with each department head in advance and exertion to collect information about the bodily culture and each department head’s opinion of his empowerment work and so, he might have had a better idea as to how he should implement his reforms. Second , by having each team membership consist of only one department, each team habitually brought their ideas for each department to change and that did nothing to give way to the poor departmental converse. The most all important(p) things for Barbara to do is to communicate to Martin the surviveing problems concerning communication and trust between departments. Barbara’s opposite choices, to push ahead with grim finale while the CEO remains lascivious to the real cultural standard, is doomed to misery if for no other reason than that Barbara has no unequivocal clout among the rest of swiftness berth management, and thus not enough weight down to throw around to effect change. She could discover to make new teams or to conceive the proposals of her team, but she may not act enough authority to lead the other departments in such an action. Such actions could ineluctably strain the current inter-departmental communications elevate and may not provide any positive results without lots of hard work. at once Martin is made witting of the poor communication relationships that currently exist, steps prat be made to attack the problem from a different angle. Barbara, by confronting Martin on these issues, serves herself and the raise up by showing her supervisor that she is both interested in his idea and its advantage and by providing Martin with necessary insight into the corporal culture that he may have up to now to fully realize. As a CEO who’s main constituent is to occupy the stock holders of this publicly traded company, Martin should value the information Barbara can provide him as it would serve to both increase his plan’s potential for success and to please his bosses.\r\nOnce he is made aware of the current situation, Martin will have a better grasp on scarcely what the problems are that exist at Elektra’s product and how to solve them. As the CEO, Martin should control a fortified management stance a nd exert his power over the department heads by clearly demarking the chain of command. make effectively, Martin would thus have established among f number management that his ideas will be apply and that it would be wise to support him in the campaign. This can be done by simply repeating his credos among the employees, by world very clear on his ideas, and by encouraging open discourse among the levels of upper management. This serves to not only define the company goals but to instill a new sense of purpose among the employees through strong leadership.\r\nNext, Martin needs to regroup the initial examine teams so that each team consists of a variety of employees from different departments. Having employees from different departments actually work with and speak to each other is the first step to reddentually vehement down the communication barriers that currently exist in the company.\r\nThis methodology serves other utile purposes as well.\r\nAs well, by having a team m ake-up that is cross-departmental, when teams present their ideas in that location will no longer exist a â€Å"you against us” attitude. At this meridian it would be nice to know more than about Martin and his history in the somatic world, and the relationship between Barbara and Simon. With this knowledge, it becomes possible to strike Martin’s management style and track record so that more definitive conclusions can be drawn concerning what he should do. As well, knowing how Barbara and Simon relate can offer guidelines to how Barbara may be able to use Simon as an information son of a bitch for gauging employee’s opinions regarding the empowerment campaign and the incorporated culture in general. This is just the first step towards launching Martin’s empowerment campaign and turning the company into a motivated, profitable entity. Much work has yet to be done to ensure that Electra-Quik even has a chance of becoming a market leader again, altho ugh Martin is correct in his desires to change the corporate culture.\r\n'