The Microsofts Company Culture - Essay Example

 The Microsoft‘s Company Culture Abstract The following analytical research paper gives an insight on the successful strategies of American public multinational corporation- The Microsoft Corporation. With the motto “Be what’s next” since 1954 and then trading stocks since 1986, Microsoft Corporation has set a new benchmark in the progressing world of globalization, with no close competitors in sight. The successful policies and strategies adopted by Microsoft Corporation are the effect of organizational management and corporate dealings and their impacts are evaluated in this paper. Moreover, the success in leadership and entrepreneurship culture in the light of Goffee and Jones theory is also discussed and analyzed along with the corporate values and management triumph in the light of Quinn and Cameron theory. Introduction Business is a monopoly of strategies to start with. In a world advancing with globalization and changing with progressing innovation, constant evaluation and re-designing of policies is a necessity for business survival. Organizational behavior, strategies, decisions, environment and workforce determine the organizational success and its promotion towards progress and advancement. It is thus a necessity to look into the policies of successful companies, to render, adhere and change what’s not working to what’s the best. One such company which has achieved to do this is an American public multinational corporation- The Microsoft Corporation. Microsoft Corporation has efficiently articulated its policies and strategies to remain sustainable in their top position, for almost a decade. Microsoft’s corporation organizational information With offices in more than 60 countries, Microsoft earns more than US$16.5 billion in operating income with approximately 71,170 employees (Microsoft Corporation Annual Report 2006).Since Microsoft Corporation is an American public multinational corporation, the public is also an asset to it. Microsoft’s Windows operating system is home to over 95% of the world computers (Johnson, Scholes and Whittington, 2008). Microsoft has a global reach in terms of software, operating systems, internet portals etc., all being used by over millions of not only individuals, but by millions of organization and businesses hub. Some of the most widely used and innovative Microsoft products are Windows, Office applications and Microsoft Windows. Microsoft has also also has stepped inside the cable television market with MSNBC as well as MSN Internet Portal. Microsoft’s Corporation Organizational Structure According to Global Accountability Report of 2006 Microsoft tends to be actively involved in Transparency, participation, evaluation and in complaint and response. The governing body is the annual meeting of shareholders. Shareholders play a major role electing, voting and amending policies. The executive body consists of a nine membered Board of Directors (Smith, 2003). Goffee and Jones policies Professor of organizational behavior at London Business School, Goffee and Jones, a visiting professor at IE Business School focus on corporate culture, came out with many essential policies. Organizational performance is dependent on organizational culture. Their policy focuses on defining and identifying the character and culture of a corporation whether it is communal, mercenary, networked or fragmented. Networked culture is good as long as there exists a healthy relationship between the workers, otherwise gossips and resentments grow making cliques, groups and finally resulting in civil wars. On the other hand, sociability and solidarity makes corporation character work like communities (How Your Company’s Culture Can Make or Break Your Business, (second edition), Profile 2003). Furthermore it focuses on the recipe for perfect leadership along with the expectations and role of followers in maintaining a successive organizational culture owing to successive organizational performance the theory is based on situational theory- leaders choose the best decision according to the situation, behavioral theory- great leaders are made not born and rational theory- leaders and followers are connected. Policies of Microsoft in light of Goffee and Jones Over the years, Microsoft has experienced some self-induced or other market induced changes afflicting advancement and changes in power, culture and innovation. The reforming “new” and “innovative” landscape with profound leadership in changes with time tells us about Microsoft’s changing competitive landscape with profound leadership in effect (Managing Authenticity”, If we observe Microsoft’s policies, the practical approach to Goffee and Jones theories of managing a self-motivated and profound leadership management in developing organizational culture is keenly practiced and assessed with time. Microsoft has adapted itself to the changing Globalization, by adhering changes to its management, culture and product line. Assessments and recommendations have led Microsoft to focus on its employees and customers and not only stake holder, coping with the circle of trust and attention towards every individual user or benefactor. This owes to maintain trust and strong innovating ideas from its users and employees. Microsoft recognizes the importance of creation of a positive mind frame, potential investors and end users. Thus, product development and implementation phase are tech-savvy and require the involvement of employees to select and identify themselves a better senior manager. This policy of Microsoft is a trend setter in the leading world of innovation, giving power, individuality and respect to all the employees, thereby creating an assessed and an innovated working taskforce, whose leadership is held by the choice. This is in context to the behavioral and rational theory presented by Goffee and Jones. The Microsoft Research division founded in 1991, helped Microsoft to face its competitors and adhere changes aligns with the situational theory of Goffee and Jones. Evaluation From the above scenario, it becomes evident that organizational, character, performance and culture requires strong and motivating leadership to lead workforce, consumers and investors through the rapidly changing and advancing globalization and technology. In the case of Microsoft’s success, it is evident that changing globalization changes have been encountered with strong leadership decisions in which workforce was driven through new challenges while simultaneously given authority to evaluate, analyze and choose thereby creating a nest of possible helpful innovative ideas to look forward to (Hill, 2007). Quinn and Cameron Theory Apart from leadership being an asset in the development of an effective and efficient organizational character and performance, the theory of Kim Cameron from Michigan Business School and Robert E. Quinn focuses and emphasizes on the importance of distinctive, readily identifiable organizational culture with competing values framework and thinking through integration and interpenetration of the financial measures, predicting shareholder values and the use of survey instruments to create leader competencies (Pfeffer and Salancik, 1977). The approach of this theory involves the understanding of effective values framework. Value creation is demarcated in terms of Financial measures—profitability, revenue increases, or cost savings and a corporation’s effort towards maintaining a feasible environment with flexibility for its achievement. Policies of Microsoft in light of Quinn and Cameron Theory Regarding value framework, if we analyze Microsoft’s potential, then the wide array of product line is a clear evidence of a step towards expanding popularity and innovation with changing time, thereby protecting its over-ride from its competitor’s and maintaining its position. Product functions like tablet, PC, cloud computing, new outlook, additive features in yearly Microsoft Office and enterprise services, has also proved fruitful. Furthermore, to lead all aspects of value framework, Microsoft has divided its product division distinctly into Windows & Windows Live Division, Server and Tools Division, Microsoft Business Division and Entertainment and Devices Division. This has helped in improving focus and concentration on productivity of all divisions. The change of Microsoft’s motto from product centric to customer centric design and services, has led to monitor the relationship management and customer needs in the best possible ways, making their market approachable (Heritage, 2006). Furthermore, company’s interlocking communication style has resulted in the attraction of programmers and computer engineers to work for Microsoft. Self-chosen job increases the chances of growth and innovation as the workforce is happy to work, leading to creativity. A recent initiative by Blamer, Microsoft’s CEO, to empower people who are tech-savvy, who know how the products are made and what can be done to improve them, is another Microsoft’s initiative to pull back its competitors and to promote innovation within the company (The Economist). Evaluation The above discussed policies are proof of Microsoft’s initiative toward better productivity, customer care, marketing approach and successful company’s culture policies to encounter globalization and innovation growth by maintaining value framework as described by Quinn and Cameron (Herbold, 2002). Some changes that shows Microsoft’s strive towards value framework and organizational leadership Microsoft Research Asia (MSRA) has enabled the computer to recognize picture contents when image searching- a never seen before feature. Furthermore, "Technology not only protects world cultural heritage for future generations, but it also brings them back to life." Microsoft Research Asia (MSRA) takes us on a journey to explore human civilization – both past and present. Moreover, “throw-to Share” Microsoft Research Asia gives unlimited mobile device experience to its users. It has also overthrown the traditional online dictionary search with “Engkoo”. Also, the Live Search Spring Festival Release also catered for the exploration of human cultures. Last but not the least, office Assistant and Comic Chat were newly added features attracting and appealing users. Conclusion The research analysis concludes that Microsoft has catered within itself innovation and re-designing of policies, to encounter growing globalization and its competitors. It is a business where up-dating and up-grading are a necessity for survival and through organizational leadership, character and value framework and motivated work force, it has achieved the target. References Robert J Herbold (2002). Inside Microsoft: Balancing creativity and discipline. Harvard Business Review, 80(1), 72-79. Retrieved July 1, 2008, from ABI/INFORM Global database. (Document ID: 97905977). Catherine Heritage (2006, March). Microsoft: innovation through HR's partnership. Strategic HR Review, 5(3), 24-27. Retrieved July 2, 2008, from ABI/INFORM Global database. (Document ID: 1009378321). Pfeffer, J., Salancik, G. (1977). Who Gets Power – and How They Hold on to it: A Strategic Contingency Model of Power. [Electronic Version] Organizational Dynamics, 347, 346 – 359. Hill, C. W. (2007). International Business. New York: McGraw Hill. D. Smith (2003) Microsoft vs. Linux: The changing nature of competition. Gartner. Retrieved December 11, 2010 from http://home.mit.bme.hu/~meszaros/edu/oprendszerek/segedlet/unix/1_unix_beve zetes/gartner_ms_vs_linux.pdf Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring Corporate Strategy. Italy: Prentice Hall. www.microsoft.com, (2011) Microsoft, Retrieved January 01, from 2011 http://www.microsoft.com Read More