Future Vision Digital Services
FUTURE VISION DIGITAL SERVICES INCORPORATION
Executive summary:
Future Vision Digital Services was a technology consulting and design firm responsible for providing a range of services including multi-platform user interface design and marketing, software engineering and technical program management, systems integration, data analysis and customer relationship management. By 2004 the company expanded its operations from Western Canada to open offices in New York, Los Angeles, Amsterdam, Singapore and Toronto.
The case describes the fact that the manager Randolph, who works in the Technology Development department of FVDS, has an awkward question to deal with Gregoire, who is the most senior architect in the company. Andre Gregoire is an exceptional developer; he is highly talented and can solve problems relating to any aspects of the project. But he is not a team player, he is not interested in mentoring his team members and he does not delegate his authority and his behavioral patterns are baffling to Randolph.
Gregoire has a type A behavior pattern as he is competitive, attentive and articulate but he works late as he wants the development work done by himself, due to this he arrives late the next morning. The current project is being managed from Amsterdam where as the technical team is in Toronto and there is a 6 hour time gap. Jacques Revaux is a Vice president of European Operations and is currently located in Amsterdam. He is upset as Gregoire did not respond on time as lately he has been arriving at work well afternoon. Blake Randolph is the Vice president of Technology development so his prime duty is smooth execution of development projects. One third of the employees report to him and Randolph thought that Andre did not designate work which leads to loss of productivity. Randolph tried to make Andre understand that he need to be on time as the client was important, but this did not work.
Randolph has tried to change Gregoire's
Executive summary:
Future Vision Digital Services was a technology consulting and design firm responsible for providing a range of services including multi-platform user interface design and marketing, software engineering and technical program management, systems integration, data analysis and customer relationship management. By 2004 the company expanded its operations from Western Canada to open offices in New York, Los Angeles, Amsterdam, Singapore and Toronto.
The case describes the fact that the manager Randolph, who works in the Technology Development department of FVDS, has an awkward question to deal with Gregoire, who is the most senior architect in the company. Andre Gregoire is an exceptional developer; he is highly talented and can solve problems relating to any aspects of the project. But he is not a team player, he is not interested in mentoring his team members and he does not delegate his authority and his behavioral patterns are baffling to Randolph.
Gregoire has a type A behavior pattern as he is competitive, attentive and articulate but he works late as he wants the development work done by himself, due to this he arrives late the next morning. The current project is being managed from Amsterdam where as the technical team is in Toronto and there is a 6 hour time gap. Jacques Revaux is a Vice president of European Operations and is currently located in Amsterdam. He is upset as Gregoire did not respond on time as lately he has been arriving at work well afternoon. Blake Randolph is the Vice president of Technology development so his prime duty is smooth execution of development projects. One third of the employees report to him and Randolph thought that Andre did not designate work which leads to loss of productivity. Randolph tried to make Andre understand that he need to be on time as the client was important, but this did not work.
Randolph has tried to change Gregoire's