A Case Analysis for “TheVidSoft Triangle (A)”
A Case Analysis for “The Vidsoft Triangle (A)”
Mid-term Examination, Organizational Behavior
Robert Kennedy College
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
coordinating their efforts so that they work together