...Introduction - Vidsoft Triangle Team Overview This case study involves three key people from Vidsoft. Babatunde, the second line manager who joined Vidsoft two years back immediately after his MBA, grew quickly to second level manager position based on his performance. Babatunde grew up in Nigeria and migrated to United States for his college education. The second key person involved is Jennah Li, who has a Chinese descent and grew in Hong Kong. Jennah was recruited by Babatunde for her client relationship management excellence. She has trouble communicating in English but works diligently to overcome this communication gap. Alex Hsu, who also has a Chinese descent, grew up in Bay Area, Unites States. Though Alex is not mathematically inclined, he projects himself as one in order to quickly climb the corporate ladder. Alex is with Vidsoft for seven months now since graduating in May’2000. Apart from the above three, the fourth person involved is James white, who is the Director of the Technical Services. He has been with Vidsoft since its inception three and half years ago in mid 1996. He hails from a middle class family in Ohio. The above summary will provide a view on the diverse background of the team involved. It also highlights the shortest tenure that they all spent with the organization before they got promoted to a manager or senior manager role. Vidsoft Triangle Problem Overview The case study identifies that there is a relationship conflict due to interpersonal...
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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...
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...A Case Analysis on the Vidsoft Triangle (A) Summary A Senior Technical Support Manager (Alaji Babatunde) in a middle sized software company currently faced with a management crisis involving his subordinates. The conflict needs to be nipped in the bud before it degenerates to other teams. He needs to determine the causes of the conflict, how to manage it and also determine ways of avoiding future reoccurrence. Analysis Vidsoft Technologies was formed in the mid-1996, the company is involved in the provision of enterprise software to solve procurement needs of its customers like Cisco System, Johnson and Johnson e.t.c. Under the leadership of the incumbent CEO the organisation went public in 1999 and was able to grow its quarterly revenue from $50M to over $250M as at the end of 2000. The organisation encouraged team based performance and rewards were awarded for collective work that yielded positive result for the customer and the organisation. Team rewards could be in the form of bonuses, recognition or promotion. This supports Victor Vroom’s ‘expectancy theory, which emphasizes the need for organisations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by recipients’ (Montana, Patrick & Bruce, 2008). Keith Nash also encouraged employees to voice out when things aren’t right and find fixes for them. This created trust amongst its employees due to a high degree of autonomy and feedback the management...
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...A Brief Summary Of The Situation At Vidsoft Management Essay Since going public Vidsoft Technologies has witnessed rapid expansion and revenue growth. Its CEO, Keith Nash, has created and maintains a strong customer-responsive culture. To uphold levels of motivation employees are given a high degree of autonomy over their work. Teamwork is incentivized and promotions come quickly to those who fit the mold. Alaji Babatunde - in his third year of employment and already a senior manager - manages two product lines and eleven staff. Unable to allocate his time effectively, he contemplates introducing a new layer of management to the organization structure. Babatunde identifies one suitable candidate among his staff and settles to look outside the company for the second. With the consensus of James White, Babatunde offers a management position to Jennah Li, a conscientious and admired member of the group. Soon after, Alex Hsu, a young engineer and a direct report of Li, cites irreconcilable differences and requests to be transferred to the group without a manager. Li, concerned that Hsu’s transfer may be seen as a sign of weakness on her part, insists he continue to report to her. How can this situation be best resolved? Babatunde’s first challenge is to understand why the problem manifested itself in the first place. The second is to match his managerial approach to the situation without further negatively impacting the equilibrium of the group. The solution requires a combination...
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...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‟...
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...Q1. Motivating employees seems to be a challenge for managers - Discuss the advantages and disadvantages of the MBO program and provide at least one example to support your discussion. Goal-Setting Theories have evolved since the 50s and have an impressive documented literature. The Goal-Setting Theory addresses the issues that goal specificity, challenge, and feedback have on performance (Robbins, 2009, p185). Setting goals and motivating employees are always an important issue for a manager, however in certain cases it is difficult to make it operational. A more systematic way to utilize goal setting is with the management by objectives program (MBO), which introduced the system of SMART method of goals that are specific, measurable, achievable, realistic and tangible. MBO itself was first outlined by Peter Drucker in 1954 in his book “The Practice of Management”, in which he highlighted the principles of MBO: cascading of organizational goals and objectives, specific objectives for each member, participative decision making, explicit time period, performance evaluation and feedback. The concept by Peter Drucker can be seen on diagram 1. Diagram 1 – The 5 step MBO process (Drucker, 1954, The Practice of Management) As further detailed by Robbins (Robbins, 2009, p187-188) the organization’s overall objectives are translated into specific objectives for each succeeding level (divisional, departmental, individual) in the organization (as shown in diagram 2, Robbins, 2009...
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...Lindo Enterprises is one of the small-scale industries which has established and positioned their product in the market. They are in the business of processing raw seafood into a packed-snacks. Their financial data had shown an increasing sales and profit year after year since 1998. However, they are faced with a challenge of maintaining their competitive advantage and market position through a sustainable 10% annual growth rate for the next five years. Achieving this target would require the considerations and a careful study of the major threat or problems that the business is, and is going to face. Competition is on the top list, distribution of the product both locally and internationally through export-consolidators considering the quality standard, the increasing worldwide trend towards health consciousness which negates the consumption of processed snack foods and the stricter health and sanitary requirements on the import goods of the export markets are the major threat that must be resolved or given action. The analyst had come up with the recommended plan of action that could counter strike the above mentioned threats or problems. A strong campaign for marketing strategies to promote the product and gain the competitive advantage, a nationwide distribution of the product must be targeted, a continuous innovation of the product focusing on its quality and standards that could surpass the export requirements and of course considering to go with the direct exporting which...
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...restaurants, this could have been reflected in his leadership style and cascade down the management hierarchy, reaching all the restaurants’ managers and workers in Denny’s. Further more, the San Jose situation may have not happened, in the first place. If Richardson took indisputable actions (based on his real beliefs) towards resolving the San Jose incident, the offended individuals in San Jose, the NAACP and the public would feel and accept the genuine intentions of Richardson and his team. And the Annapolis incident could be considered as individual or service issue. The “court of public opinion” would be supportive to TW holding on their true stand against racism and discrimination. References: 1. Powell, Elizabeth A. (1996) “The Vidsoft Triangle (A)”, Darden Business School Publishing, University of...
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...Charlotte Beers (Ogilvy & Mather) Case analysis At the point of planning to the launch of the business, the owner of the business is very passionate and usually experienced in the line-of-business; as David Ogilvy was at the age of 38 when he started his own advertising agency in 1948. Ogilvy & Mather, an advertising agency was started in New York and expanded worldwide. By 1991, O&M was ranked the largest marketing company in the world.[1] But there comes a time when a company must look to adapt a change. With competition growing, clients of O&M changed their demands. O&M was a high-cost agency that was failing in controlling their budget and lowering their cost; they failed to see the reason for a change. Due to that fact, O&M had lost few of their multi-million dollar accounts. Many companies may have either filed bankruptcy or have shutdown in the process of losing their clients but O&M was not the type of company that would give up that easily. In 1992, Charlotte Beers was appointed CEO of O&M and a massive change was underway. She was not the type of person who would dwell on the past, but instead look to better the future. Charlotte Beers clearly made an impression on the O&M employees as she had the ability to inspire. But more importantly, she came up with three strategies which turned the company around 360 degrees; Client Security, Better Work/More Often, and Financial Discipline. Yes these strategies were formed for an advertising agency...
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...Project Report[Document title] August 27, 2014 Clary Business Machines Video Conferencing Vendors, Integrator, Resellers Raweedullah 2011356 u2011356@giki.edu.pk 2014 0 6224 Ferris Square, Suite C | San Diego, CA 92121 Project Report 29/08/2014 Contents ABSTRACT...................................................................................................................................................... 2 ACKNOWLEDGEMENT ................................................................................................................................... 3 VIDEO CONFERENCING ................................................................................................................................. 3 HISTORY ........................................................................................................................................................ 3 LIST OF COMPANIES ...................................................................................................................................... 5 ADOBE SYSTEMS INCORPORATED ................................................................................................................ 7 VISUAL SYSTEMS GROUP, Inc(VSGi) .............................................................................................................. 7 ORANGE BUSINESS SERVICES ........................................................................................................................ 8 AVISTAR...
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