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How might top management have done a better job changing Elektra into a new kind of organization?
The blame of problems facing Elektra Company can squarely be labeled on the top management. It is quite evident that the human resource department took longer than abnormal to realize that employees were uncomfortable and had lost trust in the management. The chief executive office succeeded by Griffins should take the blame for inefficiency and failure to oversee the operations of all departments within the company since it was not until the marginal returns had gone low and employees were seeking alternative appointments did she realize the imminent challenges the company faced.
To revive the company and make it a better workplace, the top management had to work on restoring the employee trust as well as creating a healthy working environment for the employees. There was a need to offer incentives and perks like the proposed $500 to employees to boost their morale. The company also needs to appreciate long-serving employees as in the case of Simon.
The management had to create a mutual existence and corporate environment amongst employees through team building and bonding events. This would ensure that no employee suspects the other of witch-hunting them and thus ensuring they embrace the idea of personnel changes. After achieving all the above strategies, the management could then embark on technological innovations to improve the company’s product quality making it to be able to compete favorably in the market. Subsequent explanations would also make the employees realize the need for the proposed change.
What might they do now to get the empowerment process back on track?
The employee empowerment approach was the sole idea of Mr. Martin Griffin. To see it properly implemented, the company should try by all means to retain Mr. Griffin so that he can spearhead the initiative. It also emerges that the flow of information is still a big challenge in the company.
The rapid empowerment strategies have been put in place without explaining the essence and objectives of the programs to the employees and lower management arms. This is the sole reason why the departmental heads are resistant to implement the personnel swooping strategy and the finance department is reluctant to implement the $500 refunds.
Hence, the management should create a forum to elaborately explain the significance of the new programs to the whole fraternity of the employee. This will change the perception of employees towards these programs and subsequently help them change the initial antagonistic attitude towards the same.
The management should also hold meetings at managerial levels to ensure that all departmental heads and other managers gather their diverse views and subsequent ratifications to avoid public resistance amongst administrators. These efforts, coupled with improved morale levels and good working relations could see the company back to track.
Can you think of ways Barbra could have avoided the problems she faced during the meeting with departmental heads?
Barbra is a victim of shadow participation during the meeting with the departmental heads. In an attempt to delegate responsibilities, most managers like Barbara end up avoiding duties by simply leaving the whole task to a certain employee or committee. She has served in the company for such a long time that she should be in a position to understand the various reactions exhibited by the company’s employees especially the departmental heads to be precise.
However, this did not save the situation since she did not link up with the experience and authority to solving the situation at hand. It was wise of her to keep quiet as the departmental heads expressed their discomfort with the new changes. She could have appeared naive and uninformed of the whole idea had she aired her views.
More so, from the turn of events in the meeting it stands out that Martin Griffin was the only person who had a concrete plan for the implementation of the empowerment strategy and when he leaves the meeting, Barbra is unable to take over the leadership since she knows little about Mr. Griffin’s work plan.
The best way for Barbara to avoid such embarrassment in a meeting was to actively participate in the implementation of the strategy as a top manager. She ought to seek vivid and elaborate explanations from Mr. Griffin on how the program was supposed to run. This would have put her in a position to take over the implementation process at any point in the case of Mr. Griffin’s absentia. Part of the implementation process was progressing evaluation meetings as the one discussed and Barbara could have avoided all this by simply seeking clear explanations on the whole process from Mr. Griffin.
What would you do if you were Barbara Russell? Why?
If I were Barbara, I would exercise authority as required of a manager by adjourning the meeting and rescheduling it for another day. This would save me the further embarrassment of being seen as an inefficient manager.
Confronting Mr. Griffin or seeking an alternative appointment position would not be the best remedy for the situation at hand. He remains a valuable resource if the new program is to sail through. Leaving Elektra for another company would also mean leaving the company on its deathbed and in return putting the employment status of its employees at risk.
I would then arrange to meet Mr. Griffin with two objectives in mind; to try and persuade him to remain in Elektra Company as well as try and get all the available relevant information on the implementation of the employee empowerment program since he might as well turn down the request of staying back with Elektra Company. If I can achieve this, then I will be left in a better position armed with all the relevant concepts and information on how well to run the initiative.
The action subsequently prepares me for management of the program in Mr. Griffin’s absentia. Secondly, Mr. Griffin could as well opt to turn down the new deal and stay with Elektra. In the instance that this occurs, I will then be equally placed as a co-program overseer alongside him. Thus, I will be in a position to tackle any issues that come up over the same program and also be in a position to clearly explain to anybody who needs information about the same.
Negligence of responsibility, as well as shadow-management, can prove costly especially where there is a need for rapid results. Barbara attempted to leave the whole task of company resurgence to Mr. Griffin and this almost cost the team. Therefore, it calls for corporate responsibility and an all-inclusive effort if a new program is to be successfully implemented in an organization. All managers and administrators should attend to all their duties and delegation of duties are encouraged only if they have sufficient knowledge of the delegated duties.
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