Electra Products
Case Study: Electra Products
Summary: The Company faces the distrust between the departments, the staff enthusiasm reduce the decline in market share, the low product innovation, reduced efficiency and other issues. Then Martin Griffin proposed a suggestion—the new empowerment campaign. But after Martin proclaimed a new era of trust and cooperation at Elecatra Products, Barbara's friend Harry expressed doubts. He said: Garbage like empowerment isn't a substitute for hard work and a little faith in the people who have been with this company for years. There are several initiatives in the implementation of the idea of the empowerment campaign: A) Allow salespeople to refund up to $500 worth of merchandise on the spot. B) Manager follows a product from design through sales to customers. C) Make information available to salespeople about future products. D) Swap Sales and manufacturing personnel for short periods for job awareness. But as the leader of Griffin's absence, the meeting was into stalemate. HR department, financial department and legal department proposed different opinion.
Q1: How might top management have done a better job changing Electra Products into a learning organization? What might they do now to get the empowerment process back on track? Griffin has a good idea. But the lack of management system measures, interdepartmental communication gaps and the leader’s irresponsible behavior leads to the disputes’ situation. The empowerment campaign takes the advantage of honest, sincere and open communication with all employees to make the company more efficient operation. To improve this situation, Griffin should first set a good example. Griffin absent from important meetings to allow employees to doubt his ability to work, and the newly appointed leader in particular, we need the trust and support in order to better work. Then give appropriate recommendations for the views put forward by the various departments. For example, the finance
Summary: The Company faces the distrust between the departments, the staff enthusiasm reduce the decline in market share, the low product innovation, reduced efficiency and other issues. Then Martin Griffin proposed a suggestion—the new empowerment campaign. But after Martin proclaimed a new era of trust and cooperation at Elecatra Products, Barbara's friend Harry expressed doubts. He said: Garbage like empowerment isn't a substitute for hard work and a little faith in the people who have been with this company for years. There are several initiatives in the implementation of the idea of the empowerment campaign: A) Allow salespeople to refund up to $500 worth of merchandise on the spot. B) Manager follows a product from design through sales to customers. C) Make information available to salespeople about future products. D) Swap Sales and manufacturing personnel for short periods for job awareness. But as the leader of Griffin's absence, the meeting was into stalemate. HR department, financial department and legal department proposed different opinion.
Q1: How might top management have done a better job changing Electra Products into a learning organization? What might they do now to get the empowerment process back on track? Griffin has a good idea. But the lack of management system measures, interdepartmental communication gaps and the leader’s irresponsible behavior leads to the disputes’ situation. The empowerment campaign takes the advantage of honest, sincere and open communication with all employees to make the company more efficient operation. To improve this situation, Griffin should first set a good example. Griffin absent from important meetings to allow employees to doubt his ability to work, and the newly appointed leader in particular, we need the trust and support in order to better work. Then give appropriate recommendations for the views put forward by the various departments. For example, the finance