Reference no: EM133030912

Read the below case study and answer the questions in your own words

As Stratex gains the attention of investors and clients alike, expands and grows rapidly, the organization is struggling with its organizational culture, the downsides of having a diverse, geographically dispersed and multi-cultural team and managing the emotions, attitudes and personal values of the various team members. One struggle is how employees at Stratex see the fun at work! In recent times, especially within the startup community, the idea of having free snacks, foosball/Ping-Pong table, social outings and contrived fun events organized by a 'Fun Committee' seems like a necessity to a good and strong organizational culture. The CEO and CTO of Stratex, pressured by the expectation of creating an organizational culture that is welcoming and 'fun', took a number of initiatives to ensure employees feel valued and taken care of. However, many employees in this still small and new team feel that these initiatives are silly and unproductive. Some experienced and older employees feel offended by the silliness of some activities and the younger employees are showing little interest in participating in some of these activities as well. Marie Florjin, a strategy advisor at Stratex feels that these activities are a distraction to her work and nothing good ever comes out of them. The CEO and CTO have spoken to employees about this and asked for suggestions as to how they can improve the way they are managing and going about building a strong team spirit and increase employee happiness at work - for the past three years, nothing has seemed to work and all the good-intentioned initiatives have backfired. Shezad Mosin, a top executive at the company, thinks that NOT doing anything and the executive management withdrawing from all this all together is not an option and neither a good strategy. He wants to understand the emotions, attitudes, motivations and personalities of employees at a deeper level. But feels that this may take a lot of his time to eventually, to no avail.

Q. If you were the CEO of Stratex, what would you do differently to handle this situation?

Q. What do you think is the 'real issue' at Stratex?