A Case Study of the Vidsoft Triangle
THE VIDSOFT TRIANGLE (A)
Case Analysis
Assessment of the situation:
An employee’s request to be transferred to another department because he does not respect his new manager due to the fact that she does not have the same technical background he does or that she is new therefore he cannot learn anything from her is from an executive management point of view absurd. For one, half the mangers out there have a business management degree and are working for technical or construction companies without having a background in the area of
“engineering” for instance. Therefore it is surprising that an employee would trust himself to so candidly question the authority of a manager above him without having distinct examples that this manager is not meeting her responsibilities professionally.
To be concrete about this case, one of the arguments Hsu brings up is that he does not believe he can learn anything “new” from his new manager. I cannot imagine any manager accepting a weak argument such as this. Li was chosen for this new position for all the traits that Hsu is lacking.
Hsu was not a top performer, not a team player and only produced above average customer satisfaction whereas Li was not only a team player but she also made sure that she helped everyone else on the team succeed. How could Hsu say he could not learn anything from Li?
Another alleged reasoning for wanting to transfer to the other department was that he had thought he would be working with Babatunde when he applied for his job. When a company grows, it is only natural that its structure would change. Hsu was working with Babatunde until now, but after two and a half years of company growth it was time for the structure of the organization to change in order to meet the administration of the personnel and keep company growth expanding.
If Hsu cannot accept this organizational change, he lacks strength in which case he might not be the right team member for Vidsoft. “To keep our
Case Analysis
Assessment of the situation:
An employee’s request to be transferred to another department because he does not respect his new manager due to the fact that she does not have the same technical background he does or that she is new therefore he cannot learn anything from her is from an executive management point of view absurd. For one, half the mangers out there have a business management degree and are working for technical or construction companies without having a background in the area of
“engineering” for instance. Therefore it is surprising that an employee would trust himself to so candidly question the authority of a manager above him without having distinct examples that this manager is not meeting her responsibilities professionally.
To be concrete about this case, one of the arguments Hsu brings up is that he does not believe he can learn anything “new” from his new manager. I cannot imagine any manager accepting a weak argument such as this. Li was chosen for this new position for all the traits that Hsu is lacking.
Hsu was not a top performer, not a team player and only produced above average customer satisfaction whereas Li was not only a team player but she also made sure that she helped everyone else on the team succeed. How could Hsu say he could not learn anything from Li?
Another alleged reasoning for wanting to transfer to the other department was that he had thought he would be working with Babatunde when he applied for his job. When a company grows, it is only natural that its structure would change. Hsu was working with Babatunde until now, but after two and a half years of company growth it was time for the structure of the organization to change in order to meet the administration of the personnel and keep company growth expanding.
If Hsu cannot accept this organizational change, he lacks strength in which case he might not be the right team member for Vidsoft. “To keep our
Bibliography: Articles Amy Kristof-Brown, (1998) Communication [Presentation] David A. Garvin and Michael A. Roberto, (2001) What You Don’t Know About Making Decisions James G. Clawson, (1983) The Developmental Dynamics of Small Groups Darden Business Publishing, University of Virginia Jim Collins, (2005) Level 5 Leadership: The Triumph of Humility and Fierce Resolve Harvard Business Review Rajesh Nakhwa, (2003) The Vidsoft Triangle (A). Darden Business Publishing, University of Virginia Internet Resources Changing Minds, (2002 – 2011) Leadership vs Colonel Mark A. Homrig, (2001) Transformational Leadership http://leadership.au.af.mil/documents/homrig.htm [accessed 23 June 2011] Exhibit 1 (Gavin & Roberto, 2001) Exhibit 2 (Kristof-Brown, 1998)