Case Study Essay

1751 Words Nov 14th, 2015 8 Pages
INLS 131: Penina
Matthew Carroll
July 2002

Electra-Quik Case Study

The main problem of this case study lies in the existing corporate culture of the business and the newness of the proposed company revisions. Electra-Quik is an established company that has historically done well until recently, when a host of problems ranging from outside competition to company moral became apparent. It would be nice to know more information concerning the extent of the company’s problems, but since they are not talked about in detail, this case study will assume that they are moderately severe since people are actively seeking other employment. Martin Griffin, the CEO hired to turn the company’s fortunes, wants to address the
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The goals of these teams were to brainstorm, and indeed, Barbara and her manufacturing team did come up with many interesting ideas. One initial problem here is that these teams were all divided according to departments and were staffed accordingly. Thus, Martin’s campaign suffered a critical blow in its earliest stages in two ways. First, Martin may not realize the problems with inter-departmental communication that exist at Elextra-Quik as he may not have been with the company for long enough a period of time or have gotten to know the key personnel in the departments. This could be why he left the second meeting leaderless, with Barbara and every other team manager to fend for him or herself. Had Martin met with each department head in advance and tried to glean information about the corporate culture and each department head’s opinion of his empowerment campaign, he might have had a better idea as to how he should implement his reforms. By meeting with each department head, Martin could also have asked for their input and possibly gotten them all on the band wagon individually. Thus when his ideas were released to everyone at the meeting, each department head would have a sense of ownership of the idea and would likely be more in favor of the changes Martin wanted to institute. Second, by having each team membership consist of only one department, each team invariably brought an ethnocentric list

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