Your CEO realized that deep-routed organizational behavior issues are preventing your firm from moving to the next level. The CEO believes that some infusion of new technology will help. You have been...

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Running Header: Evaluating & Acquiring Technology
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Evaluating & Acquiring Technology
Evaluating & Acquiring Technology
Organisational Background & Issues
The organisation under focus is a small start-up enterprise that aims to deliver travel solutions to large enterprises with cost efficiency and reliability as its focus. The organisation when established had a small employee base of 10 staff and one owner / promotor as the CEO. The company has a flat structure and all staff reporting to the CEO. Recently, with increase in its business, the company recruited more staff to manage the growing business. From a close knit and flat structure, at present the company has grown to a medium size enterprise with 50 employees. The old processes and working methods are not feasible anymore, and the initial organisational culture and behaviours have been vastly challenged. The company’s earlier culture focussed on collaborated working environment, transparent communications, and a constructive environment. The sudden increase in scale of the organisation is threatening its culture by way of following challenges: [1] lack of collaboration amongst the employees, [2] lack of transparency and miscommunications leading to various conflicts and service issues, and [3] forming of cliques within the organisation leading to politicking and ensuing behavioural issues.
Technology Changes
Most of the organizations start as highly smaller systems which entail loose structures. With respect to any new venture, most of the employees shall contribute towards varied aspects pertaining to work in an organization. With the growth in the business, there are increases in workload, and a greater number of workers shall be required. In consequence, as organization hires a greater number of people, the employees shall start to specialize. In the course of time, the various areas in specialization shall mature by way of differentiation, representing a process for organizing the employees as groups which shall focus over specific set of functions pertaining to an organization (Lyu and Zhang, 1; Martinez-Caro et al., 2). Often, the differentiated tasks shall be required in being organized using the approaches which shall make them to be complementary, wherein each of the employee shall contribute essential activities which support the work as well as outputs concerning others at the organizational level (Lyu and Zhang, 1; Martinez-Caro et al., 2).
Specifically, in case of contemporary organizations, most crucial challenge shall be in staying relevant with next line workers, creating attractive, strong and collaborative company culture. The rising influx of millennial workforce is further making culture to be critical differentiator right from that of acquiring the talent, development of talent, and their retention, to that of employee engagement as well as productivity, strong organizational culture shall be essential to retain this demographic (Lyu and Zhang, 1; Martinez-Caro et al., 2).
In...