Elektra Case

Case Study Of Elektra Products, Inc.

The Elektra Products Inc has faced the problem: market share was declining in competition of foreign and domestic area; new products ideas were few and far; morale was low at all time and employees were actively seeking new jobs. Because they are disenchanted by the current culture and they may see management as untrusted in their abilities.

Barbara Russel, a manufacturing vice president has been assigned by Martin Griffin, Elektra’s new CEO who very recently made the challenge: “As we face increasing competition, we need new ideas, new energy, new sprit to make this company great. An the source for this change is you – each of you”, to lead a team which will implement a plan to change management style to a decentralized organization than encourage employee empowerment in management processing. Ms Russell forms an active team that work hard to achieve management change. And Ms Russell would allow employees to make decision suitable at their positions. When the Mr Griffin is not participate in meeting the department heads’ responses are not workable. The resistance is happen at the middle level management when implementation is done.

In answering first sub-question of the question no 1 of “How might top management have done a better job changing Elektra products into a new kind of organization?”, we would like to express that top management could have included the middle and lower level managers, and the employees in the teams. The team should have received instruction on the concept behind “empowerment”, and how the objective was to have employees at all levels taking responsibility for decision making, at that level, and accepting responsibility for the results. And letting them understand that positive attitude is needed in every step and every task to be done, is practically motivated on the other hand.

For second sub-question of the question no 1 of “what might they do now to get the empowerment process...