Evidence Table Study Citation Design Method Sample Data Collection Data Analysis Validity Reliability TECHEDGE CASE STUDY WRITE-UP - OUTLINE 1 DESIGN AND IMPLEMENTATION OF PERFORMANCE MANAGEMENT SYSTEMS, KPIs AND RESPONSIBILITY CENTRES CASE WRITE-UP – OUTLINE LAURA MATTOS | SHRUTI KODANDARAMU | ASHA BORA Ottawa University EMBA | Organizational Behavior Theory TECHEDGE CASE STUDY WRITE-UP - OUTLINE 2 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. CASE OUTLINE 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 o HRs responsibilities limited to recruiting while VPs were managing, training and evaluating performance of the employees. o HR not assisting with people management issues. § Team leader v. VP responsibilities o Team leaders were responsible for team performance, but each team member reported to their respective VP. TECHEDGE CASE STUDY WRITE-UP - OUTLINE 3 o Lack of unity and shared objectives § Group v. Team structure. o Different departments working together as temporary teams without a clear common objective. Each department was more focused on their own tasks. § General sense of unaccountability between teams: o All teams felt they didn’t receive adequate support from the operations department o Dissatisfaction from Operations VP: Complaints about overload of work, dependency on external factors, and not enough time to fulfil other teams’ expectations o Finance team complained about not having enough funds due to bad performance of the sales team § General feeling that the company was understaffed § HR team couldn’t hire the best employees offering low wages Among all items listed, our consulting team considers the following the m.