dentify possible outcomes/solutions 3. Choose Pareto/Ishikawa/Force Field Analysis: Explain in theory terms and apply to the case study ( choose2 of them)

Employability
Employability Case studyIbex Electronic
Ibex Electronics has been an established player in the electronics industry for almost two decades. Until recently, they have provided electronic components to a wide range of organisations, including multi-national business and other specialist firms. However, this part of the business has suffered through the vagaries of the electronics industry, especially due to imports from South East Asia. To combat this loss of business, Ibex has identified a high value niche market in electronic components for medical equipment.
Frank Greenshaugh, a PhabilitD graduate from Cambridge University, has led Ibex Electronics for the last five years. Frank is undoubtedly the typical technology expert boffin- full of ‘ out of the box ideas’, which have proved to either extremely successful or complete failures. He has led the company, and the staff, from the front, whilst giving each member of staff an opportunity to put forward suggestions on how things could be improved.
Initially, meetings held within the company were well received as there was a great deal of participation and managers felt that their concerns were being considered. Decisions were made jointly and a strong collaborative approach had developed. Surprisingly, some of the staff’s ideas and suggestions are implemented immediately; others disappear rapidly, only to re-emerge in the future, bearing either Frank’s name or that of another senior manager. Initially, staff members accepted Frank’s approach and continued to provide some very sound and viable suggestions for the company to implement, however, these benefits have now disappeared as result of Frank’s tactics.
Another feature of Frank’s management and leadership style is the way he conducts meetings. Senior managers are summoned fortnightly to the boardroom in order to provide a concise analysis of their area of responsibility. Frank briefs the middle managers twice a week, for at least one hour, and throughout the meeting the managers must stand and listen to his presentation. Middle managers now look for any excuse not to attend these meetings, as not only are they standing for one hour, but also meetings are held in the staff canteen, which can sometimes be noisy and distracting. There is also plenty of seating in the canteen but they are not allowed to sit down! The middle managers are extremely uncomfortable with these briefings and , despite representations to their line managers, the format remains the same. As a consequence of Frank’s style of communicating, managers do not ask questions, or raise concerns, as to do so would prolong the briefing. Consequently, these briefings have now developed into ‘tell’ sessions—telling managers what to do, and how quickly it must be done. In general terms, all meetings held within the organisation have lost their purpose and staff at all levels continue to attend but seldom implement the instructions.
The staff’s disillusionment with the new approach has contributed to the decline in their competitiveness within the electronics industry and the loss of business to their foreign competitors.