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Trend Micro faced several internal challenges prior to 2001 that impacted its organizational effectiveness. It had a weak company culture without clearly defined core values and processes to support its growing global workforce. Communication issues arose due to a lack of common language. The executive team of 12 members met quarterly but functioned poorly, with most decisions made by the CEO alone without consensus-building. Applying models of personality and group dynamics, the CEO's dominant leadership style inhibited interaction and contribution from other executives. Weak group processes and roles contributed to poor decision execution.
Trend Micro faced several internal challenges prior to 2001 that impacted its organizational effectiveness. It had a weak company culture without clearly defined core values and processes to…