Situation Analysis and Problem Statement

Situation Analysis and Problem Statement

Gene One entered the biotech industry with groundbreaking gene technology that impacts the methods used to control disease in produce as well as affording a chemical free product that will be positively received by the produce market. The enabling technology allowed Gene One grow to a market leader within eight (University of Phoenix, 2005, ¶ 1).

The company experienced growth with a core team that have strong organizational commitment and organizational congruity, due to the stratification of positions and the lack of conflict that has arisen from task interdependence. The team was functionally operating with reciprocal interdependence (McShane & Von Glinow, 2005, p.274). which allowed for positive organizational exchange that enabled company growth. The company is being presented with a transformational change of the perceived environment that could potentially impact the organizational community that currently exists. The company leadership must create a strategic vision, communicate the vision, model the vision, and build commitment to the vision in order to realize organizational goals with minimal impact to the existing organizational commitment.

Situation Background

Gene One developed from a two million dollar company to a four hundred million dollar company through the perceived value by the stakeholders. The company was able to attain a win-win situation through gene technology that eliminated disease in tomatoes and potatoes that eliminated the need for pesticide treatments in farming, and consumers were pleased to buy chemical-free products. Gene One has recognized the increased interest in the financial markets with respect to biotechnology through the market response of stock prices on Wall Street. Company leadership has identified that in order to meet growth targets of 40 percent, Gene One will have to initiate an IPO within a 36 month maximum deadline(University of Phoenix, 2005, ¶1-3).

Issue Identification

The leadership must develop a strategic vision that will be the platform for realizing the transformational departure from a private company to a publicly traded company. The vision must be communicated effectively to establish the process that will facilitate the vision realization. A model of the vision must establish the leadership commitment through the engagement of the executive command in maintaining activities that will symbolize the resolve in the vision (McShane & Von Glinow, 2005, p.429). The vision must be accepted by the employees in order for the vision to be transformed into a reality. The continuance commitment of employees will be important to realize the vision.

Specific components of the communication of the vision will include targets and challenges requiring action. Targets of the vision, such as realizing 40 percent growths, must be clearly outlined in a business plan. Challenges to the vision, such as organizational commitment, conflict management, new technology development, and the Sarbanes Oxley Act (SOX), must be mitigated through experienced consultation that has successfully navigated ventures of the visionary magnitude.

Opportunity Identification

The company can assume a market leadership position that can create positive opportunities. The opportunities that can be realized through the execution of the vision are increases in financial resources that will permit increases in marketing and research and development efforts. The financial implications lead to an increase in human, structural, and relationship resources. The organizational community can be reinforced through job security and employee involvement, and trust can be increased throughout the organization.

Stakeholder Perspectives/Ethical Dilemmas

The employees, consumers, and producers are the key stakeholders in the company as it exists. The consumers and producers do not have negative perceptions; however, key employees within the company are establishing negative perceptions through engaging in the exit aspect of the EVLN model (McShane & Von Glinow, 2005, p.124).Turnover can create grapevine communication that could potentially undermine the strategic vision. The trust can be damaged if the employees perceive a change in the organizational community (University of Phoenix, 2005, ¶ 1-3). An example of the incongruity of values lead to the exit of a researcher, and it is further indicated that the key researcher is considering the exit option as well. Both researchers are responding to a perceived environment that would place more importance on business activities than the applied research that is the facet of their satisfaction. Turnover of this magnitude would prove detrimental