Electra Product Case Study Analysis
1.0 Introduction
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.
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.
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