Ternary Software Case Analysis

Ternary, a for-profit organization, the first company to adopt and incorporate corporate governance (Robertson, 2015). Ternary Software’s organization was founded in 2001 by CEO, Brian Robertson (Daft, 2012). Ternary Software specializes in contracting and writing software for other companies. As indicated by John and Gupta, (2012) evidence showed that effective organizations are established and designed with purpose and structure in order to meet organizational goals. This paper identified Ternary Software’s organizational structural dimensions: sociocracy. The Sociocratic method is comprised of four primary practices: decision making by consent, circle organization, double-linking, and elections by consent (Robertson, B.) 2006, Porter’s

Decision Making Consent structural dimension is effective because it streamlined Ternary’s decision making process to employ the use of this type of structural dimension when there is not an individual in the company that understands discrepancies against a decision when it arises. He stated that every decision was made by consent while providing groups with a choice to employ another process. All decisions at Ternary must be made by consent, unless the group agrees to use another method (Robertson B. , 2006).

The second structural dimension is Circle Organization. This form of structural dimension allowed the organization to form groups that operated semi-autonomously in the form of hierarchy. Each group was described as having the rights to their goals and accountability in order to perform needed executions, measurements, and control over procedures. Individual groups functioned in amongst higher levels in context, but he indicated that groups did not have full autonomy of higher and lower

Cost effective leadership was what both companies were seeking in an effort to capitalize off their ability to provide goods and services at a lower costs delivering exceptional services to their clients without their clients getting dismayed about the cost, which contributed to the successes of Ternary. Consensus were built when decisions were made instead of using compulsory tactics in order to surpass their organizational objectives (Leduff, 2015). Robertson B., (2006) believed that Ternary is one of the companies that have grown the fastest in Philadelphia, while he believed that he could not have gained this type of success using the traditional management system (Robertson B. ,