Moreover, the main root of any successful business is communication with their colleagues. Hence Saeed wanted to construct an environment of trust and openness to be able to develop a sensible solution rather simple obey to the team leader and also encourage them to accept any challenge that may come in their way. But as time passed, some junior employees were hesitant to asked question to their senior while making decisions, and as a result, multiple deadlines were missed due to some technical issues. The ultimate goal was to create an organization that was flexible and innovative. The company had a good start thanks to its large initial client. But there was still a long way to go effectively address. The SYIT also needed to acquire new clients and projects to establish itself in the market. Tackling the root of the problem which is the Cultural differences led us to analyze the comparison of Hofstede’s national cultural dimensions about Pakistan & Denmark. The above will help us to walk through the solutions to accomplish the main objective which is building a strong organizational culture in order to comply with the clients’ requirements. 2
SYIT: CHANGING THE CORPORATE CULTURE Phase 1: The Strategic Context 1. Desired Outcome 1.1. Strategic Environment 1.1.1. Organizational Overview The main objective of SYIT was to develop a culture of self-management and to encourage its employees to be involved in each and every decision of organization. The managing director of organization MR Saeed wants to encourage each employee of the organization to think in their own way to make their own decision known as ‘self- steering’ in business language. We come to know about the offshore software house which had poor reputation because of their hierarchal management style. Saeed Ibrahim the managing director of SYIT wants to develop self-steering style. The benefit of this style is faster; more effective for the client’s needs and help employees to work on complex task. Moreover, the main root of any successful business is communication with their colleagues which is mainly absent in this corporate culture. Hence Saeed wanted his team members to have open minds to develop a sensible solution rather simple order given by team leader; therefore he wants to build a confident among his team members so they accept any challenges which are come in their way. However, junior employees were hesitant to asked question to their senior while making decisions for example; multiple deadlines were missed due to some technical issues. 1.1.2. Problem/Challenges There were striking differences between the cultures that Saeed was trying to close at SYIT and the ones that were common in companies in Pakistan. These differences were common in Denmark and Pakistan in their working style like LMT and SYIT respectively, the managing director Saeed very well know the pattern of the authority positions. So, the self-steering decision-making model made it easier for a self-steering employee to work in complex task. Even though one more problem in this management 3
SYIT: CHANGING THE CORPORATE CULTURE
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- Fall '19
- Mr. Saeed, SYIT