Matthew Carroll
July 2002
Electra-Quik Case Study
The main problem of this baptistery study lies in the existing incorporated culture of the business and the newness of the proposed company revisions. Electra-Quik is an found company that has historically done well until recently, when a military of problems ranging from outside competition to company moral became app arnt. It would be small to know more information concerning the extent of the companys problems, but since they be not talked about in detail, this case study will assume that they are moderately barren since people are actively foolking other employment.
Martin Griffin, the chief operating officer hired to turn the companys fortunes, wants to address the corporate culture first and foremost with his new sanction campaign. The quarrel he faces is multi-faceted, but the root problem lies with the corporations culture and its lack of open communication channels and flexibility. It would be nice to know more about Martins lead-in record as a CEO, the types of business he worked for in the past, and the other problems he addressed.
From the case study it seems that many employees are thoroughly disenchanted by the current culture (employees are actively seeking other employment opportunities), and may see upper management as unbelieving in their abilities (Harrys statement concerning faith in the employees is an example). As well, change is frowned upon as previous attempts (downsizing, reengineering, restructuring) have all failed. The reasons why these other attempts failed is a mystery, but from this case study it can be false that among other factors there existed a resistance to change from the employees and subdivision heads. It seems apparent from the case study that employees who believe in Martins designs from the beginning, like Barbara Russell, are a minority.
Martin started his campaign on empowerment by having upper management teams meet and devise...If you want to depress a full essay, order it on our website: Orderessay
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