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Greek Microsoft - Case Study Example

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Summary
The case of the Greek Microsoft sub is going to be examined and more specifically the job of the Antipiracy Manager. The motivational theories as well as quality systems like benchmarking and knowledge management will be analyzed.
"One of the major challenges that we've had in making a significant impact on the piracy rate in our country has been to effectively orchestrate all efforts that various groups do across the whole spectrum of "building the value of genuine": from what Marketing, Product groups, Channel and Customer Segment teams do market education and relationship building supporting the "value of genuine" (value) to what Law Corporate Affairs team (LCA) does in the policy & enfor…
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Download file to see previous pages He/she will be responsible for the AntiPiracy organization to maximize efficiency of AntiPiracy programs externally throughout customer segments and Reseller's channel & internally for all employees driving AntiPiracy education and readiness campaigns (eg. what is Intellectual Property (IP), SW Asset management (SAM) etc). In addition, for building an external, cross-industry coalition and managing relationships with third party influential's to maximize the impact that we have on government engagement efforts targeting local and foreign influencers to combat piracy."
Ten years ago the specific sub was rather small (30 employees). The General Manager was the leader and followed all Microsoft guidelines for personnel and management. This sub was particularly important for the Middle East Africa region therefore there was an interest from the headquarters for the sub's profits and sales turnover.
After a major reengineering the sub moved to the EMEA (Europe Middle East Africa) region and its importance was significantly reduced.
The Antipiracy Manager's position lost its importance since it became a subordinate of Small and Medium Enterprises Manager (SME) instead of the General Manager as it was before.
The work environment, prior to the move to EMEA, was comfortable and employees felt they had initiative and their efforts were rewarded accordingly.
When the sub moved to EMEA, a new General Manager took over the position as the old one resigned. The new GM did not have any experience of the software industry (his experience was in Digital, PC hardware) and his leadership style was different. He made his decisions based solely on his Direct Reports feedback without cross checking the info he had and without having first hand experience. This fact plus his non software experience created a very negative work environment. Employees' performance appraisal was based on their good or bad working relationships with the managers and not on objective and measurable criteria. People started playing "politics" instead of being productive. As a result, the sales turnover of the sub, after having seven consecutive years increase, was reduced significantly.
The new GM was fired after having only two years work experience at the sub.
Brief analysis of the theory of Emotional intelligence and the role of a positive environment.
D. Goleman (2000) defines Emotional Intelligence as the ability to recognize our own feelings as well as the feelings of others, to create motives for ourselves and to handle correctly our feelings and our ...Download file to see next pagesRead More
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