Elektra Case Study
Case Analysis Report
Elektra Products, Inc.
I. Introduction
Elektra Products, Inc. is an 80 year old publicly held company that had once been a leading manufacturer and retailer of electrical products and supplies. In recent years, the company experienced 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; departments such as manufacturing and sales barely spoke to one another; morale was at all time low; and many employees were actively seeking other jobs.
Martin Griffin, the company’s new and dynamic CEO who has been hired to revive the falling company launch a new era of employee involvement and empowerment at Elektra Products campaign. During the monthly company wide meeting, Martin explain that under the new empowerment campaign, employees would be getting more information about the company was run and would be able to work with their fellow employees in new and creative ways. Barbara Russell, a manufacturing vice president felt the excitement stirring within her and a hopefulness she hadn’t feel for a long time.
But as Barbara look around, she saw many other employees, including her friend Simon who doesn’t agree and not confident with the empowerment campaign. The morale of many other employees were low caused by failed previous attempts to revive the company such as downsizing, reengineering and restructuring. Employees believe that empowerment could not replaced their hard work and faith in the people who had been with the company for years, they just need minimal intervention. Simon had been a manufacturing engineer for with Elektra products for more than 20 years and Barbara knew he was extremely loyal to the company, but Barbara knew he and others like him were going to be an obstacle to the empowerment efforts.
Top management assigned selected managers to form teams to come-up with ideas for implementing empowerment campaign, and Barbara was
Elektra Products, Inc.
I. Introduction
Elektra Products, Inc. is an 80 year old publicly held company that had once been a leading manufacturer and retailer of electrical products and supplies. In recent years, the company experienced 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; departments such as manufacturing and sales barely spoke to one another; morale was at all time low; and many employees were actively seeking other jobs.
Martin Griffin, the company’s new and dynamic CEO who has been hired to revive the falling company launch a new era of employee involvement and empowerment at Elektra Products campaign. During the monthly company wide meeting, Martin explain that under the new empowerment campaign, employees would be getting more information about the company was run and would be able to work with their fellow employees in new and creative ways. Barbara Russell, a manufacturing vice president felt the excitement stirring within her and a hopefulness she hadn’t feel for a long time.
But as Barbara look around, she saw many other employees, including her friend Simon who doesn’t agree and not confident with the empowerment campaign. The morale of many other employees were low caused by failed previous attempts to revive the company such as downsizing, reengineering and restructuring. Employees believe that empowerment could not replaced their hard work and faith in the people who had been with the company for years, they just need minimal intervention. Simon had been a manufacturing engineer for with Elektra products for more than 20 years and Barbara knew he was extremely loyal to the company, but Barbara knew he and others like him were going to be an obstacle to the empowerment efforts.
Top management assigned selected managers to form teams to come-up with ideas for implementing empowerment campaign, and Barbara was