This report includes the case study of Echo Electronic from the aspect of empowering leadership.

1. ATEERA BT AHMAD DAHALAN (KBB16011)
ESTHER MINGEL (KBA15026)
PREPARED FOR :
PROF. DATO’ YUSERRIE BIN ZAINUDDIN
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2. ECHO ELECTRONIC
Echo Electronics was founded in the 1994 and is located
at Sydney, Australia.
Main portfolio, as the authorised service centre for
electronic corporations such as Hisense, TCL and
Changhong.
Main Service: Service and Repairs, Installation and
Setup, Residential and Commercial, Technical Support &
Advice,Maintenance, Electronic Spare Parts Sale, Parts &
Accessories Purchasing Agent.
Echo’s goal: “To continue serving our existing
partners and seeking new opportunities to bring our
business to a higher level in this industry.”
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3. Paul Sanchez Production Manager at Echo Electronics
Supervisor 1 Production Department. Reported to Paul
Supervisor 2 Production Department. Reported to Paul
Supervisor 3 Production Department. Reported to Paul
Supervisor 4 Production Department. Reported to Paul
CEO of Echo
Electronic
Approves plan, budget raised by departmental
manager.
Engineering
Manager
Manages the engineering designs
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4. CASE BACKGROUND
Engineering Manager proposed to install a
new computerized workstations to increase
the productivity in the plant.
As the Production Manager, Paul agrees to
the idea. Next, CEO approved and results
were being observed in 3 months.
Productivity and quality decreased. Received customer
complaint on defect products. After discussed with four
supervisors; reasons given poor design, inadequate
training, lack of financial incentives. Soon after, two
supervisors resigned.
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5. MAIN ISSUE
First, Paul did not have a thorough discussion with the
Engineering Manager. To further analyze the needs to
install the new workstation. Also he can probe further if
the new workstation will requires training or more worker.
Second, as a team leader, Paul did not conduct another
meeting with his department to brief on the new plan and
to hear their opinions. The decision must involve
everyone’s participation.
Third, the supervisors do not feel empowered, the
company do not provide the necessary training to do the
new job, therefore lost of productivity, no motivation and
leads to turnover.
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6. Question 1: What actions could
Paul have taken to prevent the
problem ?
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Participative Leadership
• To have two delegations between two department
(engineering and production)
• Invites input from employees while making decision
• Employees are given pertinent information regarding
company issues, and a majority vote determines the
course of action the company will take
• Empowering supervisor – more motivation and
encouragement
• Advantage – acceptance, morale

7. Question 1: Continue…
Decision – making
• Meeting with staff of department that directly affected by the
decision – feel needed, boost work productivity
• Detailed meeting and staff need to voice out their opinion –
variety solutions and ideas, creativity
Flowchart
• Represent the work step by step so that it can be seen clearly if
something is wrong through the process
• Staff can see and imagine the process clearly and in detailed
• To implement goals and objectives
• Help employees to take necessary suggestions and opinions
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8. Question 2: What steps should
Paul take now to deal with the
problem ?
Step 1: Apologize to his team for not having a thorough
discussion on why a new workstation is being proposed.
• A courageous leader must be able to admit that sometime they mislook the
important things or what matters the most to the employees so this will enable
that the employee to know that their feelings being taken care of and their work
is very much appreciated.
Step 2: Conduct another meeting with his team to discuss on the
challenges that they are facing; is it technical issues or other
issues
• The ensure the message or information being communicated effectively among
the employees so that everyone knows the management’s direction, goal. To
ensure the employees that every problems can be discussed.
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9. Question 2: What steps should
Paul take now to deal with the
problem ?
Step 3: Seek for a shared decision in which every one
contributing their opinions and is satisfied whether is it
about the lack of empowerment or others such as
incentives, or training.
Step 4: Prepare a budget proposal should training is
necessary.
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10. -THE END-
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