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A Case Analysis for “the Vidsoft Triangle (a)”

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A Case Analysis for “TheVidSoft Triangle (A)”

A Case Analysis for “The Vidsoft Triangle (A)” I. Summary In what could prove to be his defining moment, Alaji Babatunde, senior technical support manager of a medium-sized & multicultural software company, is facing a crucible in the form of an interpersonal conflict in one of his teams which necessitates his quick but calculated decision that would impact the employees‟ harmonious & effective interaction in his department and that could question the integrity of a procedurally correct business decision he made. Discerning the conflict‟s apparent origins & consequences and considering probable answers will lead Alaji to an evenhanded resolution to this intense trial and secure against a potential repeat. II. Analysis When VidSoft Technologies, an internet company, opened in 1996 it was developing enterprise software focusing on procurement for its customers. Both its revenues and employee base increased after going public in 1999. The rapid growth of the company could be mainly attributed to the customer-centric corporate strategy and team-oriented work culture that was introduced and implemented by the organization‟s mild-mannered and charismatic CEO, Keith Nash. Teams are highly treasured in the company. They satisfy most employees‟ need for affiliation as McClelland‟s theory of needs explains (Robbins & Judge, 2009:180). Teams in the company can be classified as self-managed as they „can not only solve problems but implement solutions and take responsibility for the outcomes‟ (Robbins & Judge, 2009:324). Teams receive the support of the organization in terms of adequate staffing and encouragement. Managers follow a strict policy to only hire candidates who were extroverts and better than them, which also supports the staffing needs of teams. Managers play the role of facilitator to make sure that teams are…...

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