Blue Sky Software Company
Organizational Development Analysis
November 28, 2012
Prepared for: Jim Willis CEO
Professor: Dr. James Ewing
Change is a growing concern for many industries and, in particular, software developers are feeling the fullest brunt of this tidal force. Global competition, economic uncertainty and high levels of risk aversion have created a tidal wave of change for American corporations. Organizations must embrace renewal strategies for specific reasons, such as improving, communication, efficiency, or decision making, rarely ...view middle of the document...
The organization has become far less adaptive to change than is required in today's marketplace. A software companies most important asset is its ability to adapt to its changing environment and take advantage of opportunities discovered there. These goals are best seized from a position of action rather than reaction. Leadership style, if chosen and expressed appropriately can greatly assist in preparing the employees to face uncertainty boldly and with assurance. Historically, the autocratic style commonly used at Blue Sky Software has resulted in decreasing employee self-efficacy, shaping a unilateral decision making structure, which is exemplified by Mr Jim Willis's experience at his weekly VP meetings. As he noted, his VP's seem to have an inability to reach consensus, and will ultimately turn to him for a final decision. Given the low level of adaptation to the rapid and turbulent environment, and inability of the Vice Presidents to develop consensus Blue Sky Software has developed a reactive management orientation. The previous leadership style which, helped form the organization must be realigned with the goals and vision of the company evolving the executive team into a functional team with a participative approach to leadership.
Important developments in the business' situation, both internal and external, have resulted in the need for an immediate and transformational set of initiatives to be implemented. The organizations historical structure and managerial style created an environment that embraced satisficing and self protection. Given the Vice Presidents inability to involve themselves with the software pricing issues, show the true results of the historical management model. It is their problem, and it is their concern. The motivational climate of the organization is suffering because of this detachment and avoidance. The Vice Presidents are structurally placed within different divisions but may have insight, experience or contacts that can provide assistance, knowledge and resources for the current problem. Another factor exacerbating the negative attitudes of the staff and most likely effecting morale is the lengthy tenure of the staff. The current organization is not adaptable, this is evidenced by its current situation, the organization lacks a cohesive goal and vision, and the organization does not test environmental reality in a quantitative way to assess its strategic planning, because it has no strategic plan. A ship without a captain is adrift. The following plan outlines the necessary steps to prepare the organization and develop a culture ready for change, design a structure which will support agility, efficiency and accountability.
Goals and Vision
Managerial effectiveness is a product of how well the managers are meeting the goals of the organization. At Blue Sky Software those goals have never been clearly articulated by the executives. Max Blue was opposed to meetings and...