Final Case

Final Case

Power - Organizational goals – Culture – Conflict – Leadership

Introduction

Most of the case analysis has been focused on the culture, power, organizational goals, conflicts and leadership factors. Our findings showed that TOP-TECH did not handle well the dynamic of the organization causing low performance to meet TOP_TECH goals, lack of leadership, conflicts between owners and lack of supporting changes of TOP-TECH’s culture. The purpose of this report is to highlight our recommendations for TOP-TECH that is going to be useful for its organizational transition.

Problems

* TOP-TECH culture is not longer worker in its favor because leaders of its different divisions worked to protect their own personal empires and goals and not those of the whole company. Mike, the owner of TOP-TECH wants to initiate a culture exchange. The results so far are: slow decision making, low performance reaching company’s goals, conflict between employees and increased of expenses cost.

* The managerial style of Mike is affecting the organizational behavior. Managerial skills are effective when the three skills are performing well but he is missing human skills. For example, Mike does not want to take responsibility of salesperson’s low performance. Mike’s managerial responsibility is putting in hand of two leaders because he can handle the situation. Mike did not feel confident to put the business on track again. Mike promised the leaders rewards in exchange of money.

* Organization’s goals are not reaching and the shareholders are worry about the ROI. It is generating conflicts, a stressful environment and uncomfortable employees for long meetings. TOP-TECH expenses are greater than the revenue.

* Power inside and outside of TOP-TECH. Inside, Mike was elected in the wrong manner. Besides, Mike is giving extensive power among the divisional leaders. Now, Peter and Frank are taking control of the situation, Frank doesn’t want to share their...