In this analysis there will be focus on the company Alliances Inc. The organization is a relatively small organization that is fundamentally a technology company. The name of the company has been changed for privacy and confidential purposes. The company is involved in the maintenance of programming code and security of information for the larger companies. They also provide consultation and advice for newer developments in the field. The company was formed in 2007 and has over 80 employees.
Being a relatively new company it had to undergo organizational change a year ago to meet the demand of the consumers. The focus was shifted from development of programming code in gaming for the mobile apps. The management had decided that they wanted more specialized programmers to meet the market demands. For this they had acquisitioned another company from South Korea. This company specializes in developing code for mobile technology applications. The management advised the employees to gain technical expertise in a particular field. Previously within the company the employees were focused on a different programming sector. There was considerable resistance towards the newer changes within the company. The issues that were preliminarily identified were the organizational culture or the management and change resistance of the employees. This lead to lacks in productivity and the organization was not able to meet the current requirements.
The purpose of this analysis will be steered towards making the cultural changes and addressing the issues of employee resistance within the company.
The overall social capital would have increased if the people across the teams were more empathetic towards the other culture. There would have been lesser miscommunication. The improvement in the communication would have led to more productivity in the teams.
The organization should have developed a unique culture based on shared vision and objectives. The individual employee goals should have been aligned with the company goals by the managers. Increased effective communication and a unique identity would have been formed if this was achieved in the first place (Elstak et al., 2015). Change management of the company should have also focused on the interpersonal relationship, conflict management and effective communication rather than only the technical aspects. The company had transparency and accountability of the process but this was diluted by the fact that there was no real trust between the teams in the company.
The organization by creating a new culture would have benefited more than the current paradigm.