Vidsoft Case Analysis
THE VIDSOFT TRIANGLE (A)
The VidSoft triangle case deals with one of the broad-based challenges facing organizations as result of the insisting need to respond globalization through working with people from different cultures (managing multicultural team).
The VidSoft triangle case deals also with the “relationship conflict “ which is –as studies demonstrated- almost always dysfunctional and probably ends up with hindering the completion of organizational tasks.
The VidSoft triangle case also reflects one important contemporary theory of motivation which is the goal-setting theory applied through its main tool ;management by objective program “MBO”.
The VidSoft triangle case provides an ideal of the integration between both variable-pay program and employees recognition program that resulted in a highly satisfied staff.
The VidSoft triangle case also reflects one kind of transactional leader illustrated in James white’s no-nonsense approach to management and another kind of charismatic leader illustrated in Keith Nash personality and management style.
First: Managing Multicultural Team:
Despite their common descent, Hsu and LI grew up in completely different cultures. Hsu grew up in California where the individualistic background dominates, while Li grew up in Hong Kong where the collective background dominates. Given her collective background, Li excelled in terms of organizational citizenship behavior “OCB” by helping everyone in her team succeed which is not a part of her formal job requirement .As a result, she was awarded the best team player award for two consecutive quarters, and when promoted, everyone in the team loved the idea and she got a resounding round of approval. On the contrary, Hsu’s individualistic background created an obstacle in terms of his ability to work within a team and to participate in group’s nonwork-related events. What’s more, Babatunde’s trials failed to turn him around ,then he sought to move to the
The VidSoft triangle case deals with one of the broad-based challenges facing organizations as result of the insisting need to respond globalization through working with people from different cultures (managing multicultural team).
The VidSoft triangle case deals also with the “relationship conflict “ which is –as studies demonstrated- almost always dysfunctional and probably ends up with hindering the completion of organizational tasks.
The VidSoft triangle case also reflects one important contemporary theory of motivation which is the goal-setting theory applied through its main tool ;management by objective program “MBO”.
The VidSoft triangle case provides an ideal of the integration between both variable-pay program and employees recognition program that resulted in a highly satisfied staff.
The VidSoft triangle case also reflects one kind of transactional leader illustrated in James white’s no-nonsense approach to management and another kind of charismatic leader illustrated in Keith Nash personality and management style.
First: Managing Multicultural Team:
Despite their common descent, Hsu and LI grew up in completely different cultures. Hsu grew up in California where the individualistic background dominates, while Li grew up in Hong Kong where the collective background dominates. Given her collective background, Li excelled in terms of organizational citizenship behavior “OCB” by helping everyone in her team succeed which is not a part of her formal job requirement .As a result, she was awarded the best team player award for two consecutive quarters, and when promoted, everyone in the team loved the idea and she got a resounding round of approval. On the contrary, Hsu’s individualistic background created an obstacle in terms of his ability to work within a team and to participate in group’s nonwork-related events. What’s more, Babatunde’s trials failed to turn him around ,then he sought to move to the
Bibliography: - Stephen P. Robbins & Timothy A. Judge.(2009)Organizational Behavior.13th ed. New Jersey; Pearson Prentice Hall "!.p521.