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Cullman Electric Cooperative Essay

The case of Cullman Electric Company is a good example of how managers can remain dynamic and proactive despite dire and difficult situations. Steve Foshee must understand that in such line of business, it entails coming across such setbacks that may impede overall productivity and function to the full optimized capacity of each employee. Seeing this, appropriate mechanisms and alternatives should be set to actively combat these problematic situations. Reflecting on this case, several management failures can be attributed and pointed out.

The first one revolves around the inability of Steve Foshee and his team at CEC to have an adequate contingency plan of this kind. It may be argued that the company has adopted a type of strategy to fit its previous experiences (Case Research Journal, 1999). However, the catastrophic event that happened in 1996 was relatively a new one which made CEC vulnerable to its damages and consequences. Another failure was the inability of Steve Foshee to look into and apply measures to redirect company resources towards furthering and increasing outputs of each employee efficiently and effectively.

Such initial attempt then resulted to an environment that is unorganized, chaotic, and with broad goals and responsibilities for each one to do

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(Case Research Journal, 1999). Due to this, the first few days of restructuring were difficult and the methods for delivery were minimal and inefficient. Lastly, it involves the participation of designated leaders by Steve Foshee in the case of restoring power back to households. It is the lack of direct focus and attention on the process of facilitation, management, and duties that resulted to wrong delegation of schemes and activities.

Seeing this, it only resulted to some leaders slacking and instead of doing specific outputs during the process (Case Research Journal, 1999). Responding to the priority of actions that Cullman Electric Company needs to advocate in the next few days and weeks, there needs to be an active plan and strategy that can make the overall success Foshee and his team continue. One important priority involves the creation of reporting and communication. This is vital because CEC can determine the extent of the damage and look into the progress that each team has made.

Such actions can help facilitate improved outcomes for the company as it generates action plans in the next few days and weeks. The second and third part of these priorities looks into the fostering planning and ways to implement these. Since these two parts are determined by the output and responses provided by reports and feedback, it is necessary that each team leader involved in a specific task outline developments and challenges faced. Under this condition, it can induce new parameters to solidify objectives both in a daily and weekly manner.

Likewise, it can make CEC and its affiliates accountable for their respective decision-making for it has a specific standard and objective. In the end, Cullman Electric Cooperative addresses the parameters and overall models in addressing contingency measures. This part should outline what areas are needed during the event and after a specific calamity. It should include communication, plan of actions, and specifying expected outcomes. Not can only make the company dynamic in harnessing its approaches, but also lengthen the scope and application of this policy.

Furthermore, the overall approach to this must remain objective and deeply rooted on agreed upon ideas and objectives. Since experience has shown continued existence of these setbacks, CEC must learn from these and use these events as an opportunity to learn and enhance levels of communication, transition, and recognition of specific outcomes. This approach can help induce efficient ways of optimizing tasks and generating shorter time frames for rebuilding. References Case Research Journal (1999) The Cullman Electric Cooperative. (US; McGraw Hill) 2004 Retrieved August 4, 2009. 67-74.

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