PROBLEM STATEMENT – VALVE SOFTWARE The overarching problem for Valve is the challenge of organisational development within the processes of planning and change management. Although Valve’s ‘flat’ management structure can be identified as an adaptive organic management structure it is dynamic and overall successful, typifying a preferred model of a modern, organic management structure organisations strive for in today’s approach to organisational design, if somewhat weak in the area of leadership. Symptoms of problems associated with the company such as difficulties with disseminating information and the integration of new staff at Valve appear as symptoms of the larger problem of an immature organisational structure lacking control processes attributed to a an almost non-existent leadership structure that needs to evolve to strengthen the processes of change leadership success. Cited Journals Karp, T, 2006, ‘Transforming Organisations for Organic Growth: The DNA for Change Leadership’ Journal for Change Management Vol 6, No.1 Page 19 McKenzie, J, Aitken, P 2012, Learning to lead the knowledgeable organisation: developing leadership agility, Strategic HR Review, Vol 11, No.6 pp 329-334 Poblador, N, 2014, The Strategy Dilemma: Why Big Business Moves Seldom Pan Out as Planned, DLSU Business & Economics Review Vol 23.2 pp 138-139 Pfeffer, J, Veiga, J, 1999, ‘Putting people first for organisational success’ Academy of Management Executive, Vol 13, No 2 pp 37-48 Zhang, X, Luo, L, Yang, Y, Li, Y, Schlick, C, Grandt, M, 2009, A stimulation approach for evaluation and improvement of organisational planning in collaborative product development projects, International Journal of Production Research Vol 47, No 13, pp 3473- 3474
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