Case Study: Electra Quick
Summary
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 manPagement 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.
Question 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?
Answer:
* Harry might talk with the employees. He has very much experience because he worked for 20 years in this company. He knows a lot of behaviors in the company, the good and the bad ones. Harry is able to understand the situation and the problems from the staff more than a newcomer. Furthermore he can motivate the others in a different, better way because he is in the same situation and they maybe look up to him.
* The top management should support the teams with individual trainings for each department. So they can improve their skills to achieve better results in their work area. In addition they get new motivation and they approach their assignments more confident.

Possible trainings could be:
* Communication skills
* Dealing with customers
* Teamwork Question 2: Can you think of ways Barbara Russell could have avoided the problems her team faced in the