1. How might top management have done a better job changing Elektra Products into a new kind of organization? What might they do now to get the empowerment process back on track? To turn Elektra into a new organization, top management could have hired new employees, moved employees around to different jobs within the company, or found a new product line in addition to electrical. Now, Elektra should form more concrete goals for their company and what they want their future to look like.
In addition to what Rachel stated, I believe they top management should have also done a better job at receiving input from the long term employees and hiring new management that shared the same vision.
2. Can you think of ways Barbara could have avoided the problems her team faced in the meeting with department heads? In order to avoid the problem, Barbara and her team could have held the meeting off till martin could have been there. Another idea is they could have come up with possible defenses ahead of time to help the department heads see not only their passion but their strategy.
Barbara could have avoided problems that her team faced in the meeting with the department heads by addressing the concerns of each department head individually and assuring them that the new empowerment campaign would serve in the company’s best interest. When the team was ready to report, I don’t think the meeting should have been conducted without Martin Griffin because he was the nucleus of this empowerment campaign hired to revive the company. I think they needed him to listen to their ideas because of his enthusiasm.
3. If you were Barbara Russell, what would you do now? Why?
If I were Barbara Russell I would choose the option to push slowly for reform and work for gradual support from other team members. This could allow time to review each department and collect statistical information on problem areas in order to evaluate the priority in which changes need...
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