This case study is based on the company Elektra Product Inc .It is enough mature publicly held company that had once been a leading manufacturer and retailer of electrical products and supplies. But, nowadays the company is facing a host of problems. Market share was declining in the face of increased foreign and domestic competition, new product ideas were few and far between and departments such as manufacturing and sales barely spoke to one another. The confidence was becoming low and many employees were switching other jobs. Few decisions are taking which are not productive for the company and the employees as well. Barbara Russell is the one of the top management tries to make a change for the company. But her assumptions are not good enough for betterment of the organization. 1.1 LESSON LEARNED FROM THE CASE
Barbara Russell, Elektra's Vice President of Manufacturing, has been tasked by Martin Griffin, Elektra's new President, to head one of the teams that will devise a plan to change Elektra's management style from a traditional top-down firm to a de-centralized organization that emphasizes employee empowerment in the management process. Ms. Russell forms an enthusiastic team that works extra hours to compile management changes that would allow employees at all levels to make decisions appropriate to their positions. However, When the recommendations are presented to department heads, they receive a cold reception when Mr. Griffin is called away from the meeting. Ms. Russell is now faced with the problem of implementing change against the resistance of the mid-level management.
2.0 ANSWER TO THE CASE QUESTIONS
2.1 QUESTION 1
How might top management have done a better job changing Elektra Products into a new kind of organization? Elektra products are facing many problems that we have already mentioned earlier. At this time they need some solution in order to recover from this dangerous situation. Company management has launched some implementation programme in the business. Here Barbara Russel who is the one of the top management could restructure the function of management. The problem is they have not discussed the matter with all department heads. After that, few skills should need to apply in this company like human skill, technical skill. Barbara Russel must need to use management theories to change the company in a new organization. Managers must need to work perfectly in their positions by following the instructions of top management. In the company there is dispute between themselves and newly appointed CEO Martin Griffin. Barbara Russel must need to handle the situation tactfully because conflict could be larger in future. Without that, she needs to follow the managing roles and use it properly to solve the problems. He should follow the basic functions of management Planning, Organizing, Leading and Controlling. At last, top management should need to follow the theories of management perfectly, and then they can change Elektra Product Inc. into a new kind of organization. What might they do now to get the empowerment process back on track?
Martin, who take the situation as a challenge was appreciateable, because the company had no hope of recovery. He needs a new idea and new force to make this company great. So he wishes some help from the top management and employees. The company needs to reform its Planning process since there is a problem of future forecast of product innovation and the competition is very high; managers shifts from control to facilitation and Coordinating of work process, Selection of right people for the right place at the right job is an important for a good flow of efficiency in work; currently employees from different departments facing the problem of communication barriers between department to department so it should be down by communicating each other.
For the employee empowerment few things are needed. At...
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