How might top management have done a better job changing Electra-Quik into a new kind of organization? What might they do now to get the empowerment process back on track?
Elektra Products, Inc. is facing problems such turn down of market share, weak internal communication among departments, low morale, and employees were seeking other jobs. Therefore, the organization has to create a solution which can solve or reduce the problems. Decline of the market share was one of the external problems faced by them which implies that their profit and revenue has been falling as well. To improve upon this they could do research and development about what the customers are demanding and if they would be willing to buy their products. In addition, they should buy new machinery in order to encourage new product innovation. This way they will be able to compete with the foreign and domestic competitors. There are many internal problems as well. One of the major problems of the company is that the morale of the employees is low and the labour turnover is high. This is due to the lack of vision and mission statements. These statements help employees unify each other to achieve a common goal. Another internal problem was the leadership style used. The management should not only focus on the training of top managers. Due to the extremely precarious case of the organisation, the management need to take an interest with the middle managers as well as the first-line managers (Boone and Kurtz, 2011). They would need to conduct training sessions for all these levels to revive the past glory of the company and increase the morale of everyone in the company, whatever position the employees may be in.
To get the empowerment back on track, the top managers have to motivate the employees with empowering interpretations to bring new future and hope for the organization. They have to minimize the problems of the organisation with these following techniques. Firstly,...
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