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Apex Dynamics Inc., founded in 2012, began as a fast-growing tech startup specializing in AI-enabled logistics and supply chain optimization. The company quickly gained a reputation for its agile, innovation-driven culture, where autonomy, creativity, and a flat organizational structure were at the heart of its success. Employees were empowered to pitch ideas, form cross-functional teams, and make decisions without excessive red tape. This approach attracted top talent and helped Apex scale rapidly to over 600 employees and several international offices by 2019.

However, as the company expanded, its internal cohesion began to weaken. In 2020, the departure of the CTO created a leadership vacuum that went unfilled for over a year. During this time, upper management became more focused on metrics and investor relations, adopting a transactional leadership style that emphasized output and quarterly targets. Meanwhile, mid-level managers continued to rely on the participative and empowering practices that had been central to Apexs identity, creating a clash in expectations and communication breakdowns across the organization.

The companys challenges deepened following the acquisition of two smaller firms, each with distinct cultures and more hierarchical structures. Integration efforts were rushed, and the resulting internal fragmentation led to the formation of departmental tribes with limited collaboration. The transition to remote work during the pandemic initially maintained productivity but later exposed deeper issues: teams became siloed, innovation slowed, and feedback loops grew longer and more bureaucratic. The introduction of a new performance evaluation system, which linked bonuses to quarterly OKRs, was poorly received. Many employees, especially long-tenured ones, felt the new approach undermined the collaborative ethos they valued.

By 2022, employee engagement had plummeted, turnover was up 35%, and client satisfaction began to decline. Anonymous surveys revealed widespread resistance to change, growing distrust in leadership, and feelings of burnout. In response, the board appointed Alexis Grant as CEO in early 2023. Known for her transformational leadership style and experience in reviving struggling organizations, Alexis began her tenure by launching listening tours, anonymous feedback mechanisms, and cross-functional task forces to gather input and rebuild trust.

Despite these promising first steps, Apex remains at a critical crossroads. The organizational structure is outdated, communication is inconsistent, leadership styles are misaligned, and the once-strong culture has fragmented. Some employees yearn for a return to the collaborative spirit of the early days, while others seek clarity, structure, and accountability. Resistance to change is particularly strong among senior engineers who see new systems as intrusive or unnecessary. Meanwhile, newer employees, often more adaptable, feel disconnected from the companys legacy values.

You have been hired individually as an Organizational Behavior Consultant to analyze Apex Dynamics situation and propose a strategic plan to revitalize the company. This assignment requires both a written report and a video presentation, each demonstrating your ability to apply organizational behavior principles to a real-world scenario.

Part 1: Word Document Requirements (100 Points)

You must submit a detailed, professional report that includes:

• A diagnosis of Apex Dynamics’ organizational behavior challenges using concepts from Chapters 116.
• A strategic plan addressing motivation, leadership, structure, communication, culture, and change management.
• Integration of relevant OB theories (e.g., motivation theories, leadership models, perception and values, team dynamics, organizational structure and design, etc.).
• Clear, evidence-based recommendations aligned with course concepts. The assignment should include a minimum of five outside academic sources besides the textbook.
• Clear, evidence-based recommendations aligned with course concepts.
• No page limit is required; however, the report should be comprehensive, well-organized, and in professional tone.

Discussion Questions

Incorporate your responses to the following questions within your written report and video presentation. Do not answer these questions as questions and answers but instead ensure that these responses are incorporated into the report. Base these on recommendations you would make to your customer:

1. What leadership style(s) would be most effective for Alexis Grant to implement at this stage of Apex Dynamics transformation? Support your response with leadership theories discussed in Chapters 11 and 12.
2. How might the organizational structure be redesigned to foster better communication and accountability without losing the benefits of team autonomy?
3. Considering the impact of individual differences and perceptions (Chapters 3 & 4), how should Apex Dynamics approach employee resistance to technological and procedural changes?
4. Based on your understanding of organizational culture and change management (Chapters 15 & 16), what steps can Apex take to realign its internal culture with its strategic goals?