Techedge Case Study Write-Up Outline: Design And Implementat

Techedge Case Study Write Up Outline 1design And Implementation Of

Our consulting team, RAL Consulting, was hired by TechEdge to evaluate its current organization structure and behavior, identify areas of needed improvement, point out a list of actionable items for the company to improve its performance and how to implement those. This case outlines our team’s consulting process to produce a final case write-up.

1. Introduction (at least 1 but no more than 2 pages) Overview and history of TechEdge (one or two paragraphs) TechEdge offered technology consulting service to other business, in a B2B business model. According to Prabhu & Hedgei, the company structure was divided into sales, consulting, support and services, back office operations, finance and software. All these departments were led by vice presidents who reported to the CEO. The VPs assisted the managers, who led their teams independently in their departments.

TechEdge: Main Organizational Behavior issues (half - 1 page) The case presented a summarized list of challenges faced by TechEdge. (For next assignment, List 5 major reasons listed on the case on page 5). Our consulting team identified a few behaviors that might be driving these 5 major issues. These are:

  • HR v. VP responsibilities
  • Team leader v. VP responsibilities
  • Lack of unity and shared objectives
  • General sense of unaccountability between teams
  • Perceived understaffing and HR limitations

Among all items listed, our consulting team considers the following the most significant OB issues related to power, conflict, team, and individual behavior concepts: (For next assignment list and explain these 3 items)

2. Objectives (half - 1 page) List our goal(s) for this analysis:

  • Identify where are the main issues in the company’s OB?
  • List potential areas for improvement?

3. Strategic Analysis & Problem Identification (at least 1 but no more than 2 pages) List OB theories or frameworks that are key to establish/define the problem. SWOT analysis on the organization’s Organizational Behavior issue(s) identified in the introduction.

  • Strengths
  • Weaknesses
  • Opportunities
  • Threats

List the key concepts and business tools/processes learned during the course that are relevant to these issues.

4. Solutions/Recommendations (at least 1 but no more than 2 pages) List proposed recommendations Explain how they will solve the issues identified List the key steps needed for implementation of our solutions and recommendations, including needed resources such as budget, staffing, IT resources, redesigned groups, teams, or management. Write a paragraph on how we propose the organization monitor and evaluate the success/value of your solutions.

Paper For Above instruction

The modernization of organizational structures and management practices is essential for companies like TechEdge operating in the competitive technology consulting industry. This paper presents a comprehensive analysis of TechEdge’s organizational behavior issues, strategic problems, and tailored recommendations aimed at enhancing efficiency, accountability, and employee engagement.

Introduction and Organizational Context

TechEdge, a B2B technology consulting firm based in Ottawa, has exhibited significant organizational challenges that hinder its growth and operational effectiveness. The company's structure comprises departments such as sales, consulting, support, services, back office operations, finance, and software development, all overseen by vice presidents reporting directly to the CEO (Prabhu & Hedgei, 2023). Historically, TechEdge's rapid growth and specialization led to siloed departments with limited cross-functional collaboration, contributing to communication breakdowns and accountability issues.

Main Organizational Behavior Challenges

Several key behavioral issues contribute to TechEdge’s current predicament:

  • Role ambiguity between HR and VPs: While HR focuses solely on recruitment, VPs manage employee training, performance evaluations, and people management without HR’s involvement, leading to a disconnect in personnel development and conflict over responsibilities (Robbins & Judge, 2019).
  • Leadership role conflict: Team leaders are responsible for team performance; however, they lack authority and direct access to resources, with performance often evaluated by VPs, creating tension and inefficiencies (Hackman & Johnson, 2013).
  • Lack of shared objectives: Departments operate as temporary teams with different priorities, resulting in misaligned goals and a fragmented organizational culture (Lencioni, 2002).
  • Unclear accountability: Teams feel unsupported, contributing to blame-shifting—such as dissatisfaction from the operations team about workload and dependency on external factors, and the finance team’s concerns regarding budget constraints due to sales performance (Katzenbach & Smith, 1993).
  • Resource limitations: Understaffing and low wages hinder the recruitment of top talent, further exacerbating performance issues (Ulrich et al., 2012).

Key OB Concepts

Three critical organizational behavior concepts relevant to these issues are: power dynamics, conflict resolution, and team cohesion. Power struggles between HR and VPs create decision-making bottlenecks (French & Raven, 1959). Conflict arises from unclear roles and shared objectives, leading to dysfunctional team interactions (Thomas & Kilmann, 1974). The lack of effective team cohesion impairs knowledge sharing and collective accountability (Tuckman, 1965).

Strategic Analysis

Applying SWOT analysis reveals internal weaknesses such as siloed departments, role ambiguity, and staffing shortages, which threaten operational efficiency. Opportunities include restructuring teams for better collaboration and adopting performance management systems aligned with corporate goals (Porter, 1985). External threats involve pressure from competitors and technological rapid changes requiring agile organizational responses.

Relevant Business Tools and Frameworks

The use of OB models like the McKinsey 7S Framework highlights misalignments within strategy, structure, skills, staff, style, systems, and shared values (Waterman et al., 1980). Additionally, Kotter’s 8-step change model guides the implementation of organizational change initiatives (Kotter, 1996).

Recommendations for Improvement

Proposed solutions include redefining roles and responsibilities, establishing cross-functional teams with shared objectives, and implementing comprehensive performance management systems. To address staffing issues, the organization should invest in talent acquisition and employee development programs, complemented by competitive compensation packages (Cascio & Boudreau, 2016). Establishing a transparent communication platform will improve accountability and foster collaboration.

Implementation steps involve leadership workshops, restructuring teams, and developing new HR policies, supported by a dedicated change management team, a defined timeline, and allocated budget. Monitoring success should involve KPIs related to employee engagement, turnover rates, project completion times, and client satisfaction scores (Pulakos, 2009).

In conclusion, strategic organizational redesign aligned with robust HR practices and continuous performance evaluation will enable TechEdge to overcome its current OB challenges, foster a dynamic culture of accountability, and sustain competitive advantage.

References

  • Cascio, W., & Boudreau, J. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103–114.
  • Hackman, M. Z., & Johnson, C. (2013). Leadership: A communication perspective. Waveland Press.
  • Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. Harvard Business School Press.
  • Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
  • Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. Jossey-Bass.
  • Porter, M. E. (1985). Competitive advantage. Free Press.
  • Prabhu, D., & Hedgei, S. (2023). Design and implementation of performance management systems, KPIs and responsibility centres – A Case Study. Bangalore.
  • Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
  • Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument. Xicom.
  • Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
  • Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competencies: Mastery at the intersection of people and business. Society for Human Resource Management.
  • Waterman, R. H., Peters, T. J., & Phillips, J. R. (1980). Structure is not organization. Business Horizons, 23(3), 14–26.

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