Case Study Analysis

This case study analysis explores the influence of organizational structure and leadership style on a software-based organization. It examines the impact of a major client on the organization's culture and the role of human resource management in the development of a new business model. The study also discusses the transformational leadership style adopted by the organization's leader and analyzes the cultural differences between the organization's home country and the client's country.

Running head: CASE STUDY ANALYSIS
CASE STUDY ANALYSIS
Name of the Student
Name of the University
Author Note

1CASE STUDY ANALYSIS
Answer to Question 1
SYIT was a software based organization that was under the effective leadership of
Ibrahim Saeed. Saeed was able to develop an effective culture in the organization with the
help of leadership skills and the experiences that was gained by him as well. The structure of
the organization was however influenced in a huge manner by a major client of SYIT. LMT
was a Denmark based firm and a major client of SYIT has affected the culture that is
followed in the organization. The expansion of the team in SYIT was done rapidly in order to
fulfil the demands of the client. A horizontal structure was developed in the organization in
order to expand the span of control (Ashkenas et al.).
The number of managers who were previously present between the Director of the
organization and management team was also reduced in the process. The vision that had been
developed by LMT for implemented in a successful way with the help of the new structure of
SYIT. The flat structure of the organization has been influenced by the needs and vision of
LMT. The communication levels of SYIT has changed in a huge manner and the team
members have played a major role in achievement of the objectives and goals (Bustinza et
al.).
The bureaucratic levels in the organization were reduced and the managers and
supervisors have developed effective communication based systems as well. Teamwork had
been enhanced in order to work collaboratively to achieve the goals. Open communication
was considered to be a major part of the ways by which different issues that are faced by the
clients have been solved. The entire changes that had taken place in the organizational
structure of SYIT were due to the needs of its major client (Ambrose, Sheridan and
Schminke).
Answer to Question 2

2CASE STUDY ANALYSIS
Human resource management based functions are considered to be a major factor that
has an impact on the development of the new business model of SYIT. The new employee
base will be based on the combination of the previous employees and the employees who
were appointed recently. The employees can be made provided with effective levels of
training in order to maintain the productivity levels effectively. The different factors that are
based on the management of human resources of SYIT mainly include, orientation, reward
management, performance appraisal and employee engagement (Noe, Raymond A., et al.).
The orientation process will be based on the new methods that can be implemented in
the organization in order to fulfil the needs and implement the vision of the client. Reward
management will be based on the benefits that can be provided by the management based on
the ways by which the remuneration can be decided based on their individual capabilities.
The reward structure needs to be developed with respect to the performance that is depicted
by the employees within the teams. The compensation levels of employees will be based not
only on their seniority levels. The skills of employees will be considered to be the most
important part of reward management process (Brewster, Chung and Sparrow).
Performance appraisal of employees will be done on a quarterly basis. This will help
the organization to develop the levels of performance of the employees in the industry.
Engagement of employees can be increased with the help of weekly meetings of the team
members and the supervisors of the team. The teams will be developed in such a manner so
that they contain members who belong to different countries. The diversity levels in the
teams can be maintained in order to fulfil the cultural gap in the organization. The employees
of the organization belong to two different countries namely, Pakistan and Denmark
(Brewster et al.). The cultural differences that have been created due to the differences in
countries are considered to be important factors that are able to affect the operations of SYIT.
The communication levels that have been developed between the managers and the

3CASE STUDY ANALYSIS
employees can play a major role in the ways by which the organization is able to operate
within a flat organizational structure (Brewster et al.).
Answer to Question 3
Saeed has followed the transformational leadership style in order to develop a
collaborative culture in the organization. The development of a collaborative team has been
the major objective of Saeed in order to operate in the industry. The demands of the client
have been followed effectively with the help of the relationships that are formed between the
employees and the managers. The culture that has been developed in the organization is
related to self-management and has encouraged the employees so that they are able to think
properly and provide their ideas based in different activities that are performed (Hoch et al.).
The team based structure that has been formed in the organization is related to the
ways by which Saeed is able to lead the different teams that are a part SYIT. The leadership
style of Saeed has been able to play a major role in maintaining the levels of cultural diversity
within the organization. The leader is able to provide encouragement to the employees in
order to open their minds and try to fulfil the organizational objectives. The vision of the
leader can be communicated effectively to the employees so that they are able to develop the
operations of the company. The culture of SYIT is highly employee-led in nature and has
been able to play a major role in proper formation of the client base (Banks et al.).
This culture can help the organization and the employees in order to gain more
number of clients. The speed of decision making process has also been increased effectively
with the help of transformational leadership based attributes that have been depicted by the
leader. Saeed has formed an effective relationship with the employees and the supervisors of
the team as well. The main objective of Saeed is to develop a long term relationship with the
clients that can be maintained with the help of proper collaboration. The strategies based on

4CASE STUDY ANALYSIS
control that have been developed by the organization are also supported by the
transformational leadership based qualities (Dong et al.).
Answer to Question 4
SYIT can be considered to be a Canadian firm and LMT is a firm based in Denmark.
The cultural gap that exists between the two can be analysed with the help six major
dimensions of the Hofstede’s framework in the following way,
Power distance – The score of power distance in Canada is low and the levels of
interdependence that are present among the people of the country are valued by this
dimension. The levels of hierarchy in Canadian organizations are develop with respect to
convenience. The relationship between managers and employees in Canada are also
collaborative in nature. Denmark has a low score in power distance based dimension in
comparison to the other countries. The people in the country believe in equal rights and try to
provide autonomy to the employees (Mazanec et al.).
Individualism – The score of Canada in this dimension is high as the organizations in
the country is based on individualist culture. The society is also loosely knit in nature. The
society of Denmark is highly individualist in nature and people can take care of their personal
needs and demands. The communication process that is used in the organizations is direct
(Laitinen, Erkki and Suvas).
Masculinity – Canada has scored low in the third dimension as well. The society in
the country is moderately Masculine. The people in the country are able to attain high
standards in their individual performance levels. Denmark has received low score in this
dimension and this has been able to provide the society the tag of a feminine society. The

5CASE STUDY ANALYSIS
people in Denmark try to develop an effective work life based balance (Hofstede-
insights.com.).
Uncertainty avoidance – The Canadian people are highly uncertainty accepting in
nature and are able to accept the new ideas and innovative products in an effective manner.
The score that has been received by Denmark in this dimension is low and this has depicted
that the organizations in this country require an effective structure in order to operate in a
profitable manner (Laitinen, Erkki and Suvas).
Long term orientation – The score of Canada in this dimension is low and the society
is normative. Denmark has also received a low score in the fifth dimension like Canada and
this depicts that a similar normative culture is developed in the organizations (Hofstede-
insights.com.).
Indulgence – Canada has scored high in the last dimension and the society is
indulgent as well. The people in the country are accepting towards their desires and impulses.
The levels of indulgence in the society of Denmark is high as the country has received a score
of 70 in this dimension (Mazanec et al.).

6CASE STUDY ANALYSIS
References
Ambrose, Maureen L., Sharon Sheridan, and Marshall Schminke. "High Performance Work
Systems and Abusive Supervision: The Influence of Organizational
Structure." Understanding the High Performance Workplace. Routledge, 2016. 295-
318.
Ashkenas, Ron, et al. The boundaryless organization: Breaking the chains of organizational
structure. John Wiley & Sons, 2015.
Banks, George C., et al. "A meta-analytic review of authentic and transformational
leadership: A test for redundancy." The Leadership Quarterly 27.4 (2016): 634-652.
Brewster, Chris, Chul Chung, and Paul Sparrow. Globalizing human resource management.
Routledge, 2016.
Brewster, Christopher, et al. International human resource management. Kogan Page
Publishers, 2016.
Bustinza, Oscar F., et al. "Servitization and competitive advantage: the importance of
organizational structure and value chain position." Research-Technology
Management58.5 (2015): 53-60.
Dong, Yuntao, et al. "Enhancing employee creativity via individual skill development and
team knowledge sharing: Influences of dual‐focused transformational
leadership." Journal of Organizational Behavior 38.3 (2017): 439-458.
Hoch, Julia E., et al. "Do ethical, authentic, and servant leadership explain variance above
and beyond transformational leadership? A meta-analysis." Journal of
Management 44.2 (2018): 501-529.

7CASE STUDY ANALYSIS
Hofstede-insights.com. "Country Comparison - Hofstede Insights". Hofstede Insights, 2019,
https://www.hofstede-insights.com/country-comparison/canada,denmark/.
Laitinen, Erkki K., and Arto Suvas. "Financial distress prediction in an international context:
Moderating effects of Hofstede’s original cultural dimensions." Journal of Behavioral
and Experimental Finance 9 (2016): 98-118.
Mazanec, Josef A., et al. "Homogeneity versus heterogeneity of cultural values: An item-
response theoretical approach applying Hofstede's cultural dimensions in a single
nation." Tourism Management 48 (2015): 299-304.
Noe, Raymond A., et al. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education, 2017.

8CASE STUDY ANALYSIS
Appendix