Vidsoft
Case Analysis of Vidsoft Triangle (A)
Total Word Count for Question 1 & 2: 4432 (Excluding Bibliography)
Summary
Alaji Babatunde, a Senior Technical Support Manager for a mid-sized multicultural software company in California is facing a managerial catch-22 situation that could be his most significant moment as a manager. Alex Hsu, one of the eleven members of his multicultural team is having an interpersonal conflict accepting his newly appointed female line manager, Jennah Li, and has requested a transfer. If he were to intervene he would firstly be drawing attention to his decision to appoint Li, secondly he would be perceived as undermining the authority of Hsu’s Supervisor and lastly if he does nothing he believes the dissent could spread throughout the company causing further discord amongst the employees. Prompt action is required by Alaji to determine the root cause of the conflict, the best way to manage the situation and how to avoid this conflict from happening in the future.
Analysis
Vidsoft Technologies was opened in 1996 as an internet company. Its core business was developing enterprise software focusing on the procurement needs of customers. During the next 3 years Vidsoft expanded and they went public in 1999. Rapid growth of its customer base, revenue and employees continued after Vidsoft went public. This rapid growth can be attributed to the charismatic mild mannered chief executive officer of Vidsoft, Keith Nash. He developed and fostered a work environment that encouraged employees to be vocal if they had a better solution to existing processes. Furthermore Vidsoft was centered on its customer with Nash strongly believing that following the success of its customers, Vidsoft would be successful. Employees thrived in this environment and worked hard to ensure that the customer was satisfied and stayed that way. Teamwork was not only encouraged at Vidsoft, it was also rewarded with bonuses based on how well they functioned together
Total Word Count for Question 1 & 2: 4432 (Excluding Bibliography)
Summary
Alaji Babatunde, a Senior Technical Support Manager for a mid-sized multicultural software company in California is facing a managerial catch-22 situation that could be his most significant moment as a manager. Alex Hsu, one of the eleven members of his multicultural team is having an interpersonal conflict accepting his newly appointed female line manager, Jennah Li, and has requested a transfer. If he were to intervene he would firstly be drawing attention to his decision to appoint Li, secondly he would be perceived as undermining the authority of Hsu’s Supervisor and lastly if he does nothing he believes the dissent could spread throughout the company causing further discord amongst the employees. Prompt action is required by Alaji to determine the root cause of the conflict, the best way to manage the situation and how to avoid this conflict from happening in the future.
Analysis
Vidsoft Technologies was opened in 1996 as an internet company. Its core business was developing enterprise software focusing on the procurement needs of customers. During the next 3 years Vidsoft expanded and they went public in 1999. Rapid growth of its customer base, revenue and employees continued after Vidsoft went public. This rapid growth can be attributed to the charismatic mild mannered chief executive officer of Vidsoft, Keith Nash. He developed and fostered a work environment that encouraged employees to be vocal if they had a better solution to existing processes. Furthermore Vidsoft was centered on its customer with Nash strongly believing that following the success of its customers, Vidsoft would be successful. Employees thrived in this environment and worked hard to ensure that the customer was satisfied and stayed that way. Teamwork was not only encouraged at Vidsoft, it was also rewarded with bonuses based on how well they functioned together
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