Electrolux free essay sample

How did Electrolux Chief Executive Strasberg break down barriers (and increase communications) between departments? Why did he do that? Explain Some of the measures he did were: a. He forces all his personal from different departments to see the objectives of the company as the main of objective of everybody. b. The main focus or the principal objectives was to find out what were the need of the customer, and the way to satisfied them. c. He recruited top level managers with vast experiences facing tough situation. d. Those executive come on from other famous firms which have face hard time and had succeed. . He motivated the employees to think as the customers as a way to discover what they need and the way to satisfy that need with an invention from them. He did that to break the communication barriers that could exist between each department, and to empower each person of the company to decide and make the right choice on their own. We will write a custom essay sample on Electrolux or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page He also did that as a way to reduce cost, increase speed and innovation, plus to diminish complexity among hierarchy levels. By doing theses, the employees change the view of the customers as someone aside them.He breaks also any possible barriers that could exist between departmental units. He made them interrelate and communicate more one another, and shows them to pursuit a common goal. He also motivates them to create cross functional team. 2. What are the advantages for Electrolux of having individuals from different departments and functional areas work together on product designs? Describe 1. The bureaucracy process that takes to create a product, and wait for the next department in line to complete their part was eliminated.Since inter-departmental personal were in the same team, possible problem were caught or avoid by the first previous departmental employee. 2. He avoids the waiting process of inter-departmental inputs. The opinion of personal from different department was expressed immediately and taken in consideration. 3. The first team to start the design of the new product, gets the right information even before to start. In that way, any possible mistake was eliminated even before it could be originated. 4. The friendship, trust, and enhance performance of each team was raised to another level.Compenetration, trusted feeling, and partnership among all team members were expressed. 5. Different perspectives from a second, third or any level departmental view were taking in consideration since the creation and development of a future product. Everybody opinions was evaluated and taking in consideration regardless the department heshe belongs or hisher job position 6. The interaction among members of different departments increases exponentially. Partnership among members of different department climbs to a higher level. 7. Departmental differences were reduced at his minimal expression.It didn’t matter if you belong to another department; you were a member of my team now. That was the general view for the employees. 8. A clear purpose to achieve the firm‘s goal is a generic task for everybody. 9. The expertise of different level is mixed in each team. 10. The fear to speak out in front of a higher ranking supervisor is not taking in consideration. 11. The unity’s concept binds the team’s purpose. 3. In a era with intense competition and several low-cost products on the market, how can Electrolux use teamwork and groups to succeed? Describe. The concept of teamwork is not control by time or economy.Teamwork is the best develop tool a group can use at any time. The team also must feel security by the firm CEOs, that their job will be maintain regardless the economy downturn. Also incentives and rewards must be given to all teams to keep the motivation flowing among all members. Bibliography Ivancevich, J. , et al. (2011). Organizational behaivor and management. New York, NY: Mcgraw Hill. Ninth Edition Parker, G. (2003). Cross functional teams: working with allies, enemies and other strangers. 6. Retrieved from http://extension. unh. edu/Intranet/teamefct/XfuncTms. pdf