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The Vidsoft Triangle

DECLARATION OF ORIGINALITY OF WORK I affirm that the attached work is entirely my own, except where the words or ideas of other writers are specifically acknowledged according to accepted citation conventions. This assignment has not been submitted for any other course at Robert Kennedy College or any other institution. I have revised, edited and proof-read this paper. Signed the student 3/6/2009 CERTIFICATION OF AUTHORSHIP I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and fully disclosed in this paper (examination). I have also cited any sources (footnotes or endnotes) from which I used data, ideas, theories, or words, whether quotes directly or paraphrased. I further acknowledge that this written work has been prepared by myself specifically for this course. Signed the student 3/6/2009

Case examined: The Vidsoft Triangle (A) Word count: 3,277 in 6 pages (excluding bibliography and figures)

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A case Analysis for “The Vidsoft Triangle (A)”
Organizational Behavior, Unit 2, Mid-term Examination Robert Kennedy College Thomas Joos

I. Background
Alaji Babatunde, Senior Manager for technical support at Vidsoft is facing an interpersonal conflict issue in his group 3 weeks after his decision to promote on of the two new managers. The multicultural group of Babatunde was growing fast. Since he started in Vidsoft, in 1998 working alone, he had 11 direct reports. In order to delegate some of his tasks and be able to meet the growth challenges of Vidsoft, he decided to introduce a new hierarchical level with two new managers. After contemplating for some months this plan he decided to promote one of his engineers, Jennah Li, to be one of the new managers. Alex Hsu, in the time before working in the same level than Jennah Li, was not willing to accept the new structure and that he has now to report to Jennah Li. He expressed to Babatunde his dissatisfaction and asked him to be transferred...