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Microsoft's it department, in striving to be a responsive resource to the rest of the company, often relies on these internal reviews of new applications from the company to find new approaches to delivering higher levels of effectiveness throughout the organization. It learns from software development what could potentially assist internal departments to be more effective in their use of systems, software and processes, becoming a more efficient and responsive internal resource in the process.
Conclusion
Microsoft's unique culture is based on the need to be continually innovating new software applications and solutions to an increasingly wide breadth of markets globally. For Microsoft to continually be competitive in both their Human Resources and it organizations, the organizing function of management is extensively relied on to both synchronize and coordinate...
As Microsoft's departments in these areas "learn" more over time regarding how to better serve the departments that rely on them, they have become increasingly more efficient as well.
References
French, J.R.P., & Raven, B.H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor: University of Michigan.
Schein, E. (1983). "The Role of the Founder in the Creation of Organizational Culture" MIT Sloan Working Papers. Accessed from the Internet on October 13, 2007 https://dspace.mit.edu/handle/1721.1/2039
Spector, Paul (1986) Perceived Control by Employees - a Meta-Analysis of Studies Concerning Autonomy and Participation at Work. Human Relations Volume 39, Number 11 Pages 1005-1016.
While the managers at Microsoft certainly have the authority to provide immediate rewards for excellent performance, there is seldom a transaction-based leadership mindset used for control of groups. Instead, as managers and many senior technical staff members have stock options and vested stock grants the transformational leadership approach of seeing how their specific project can help to keep the company has proven to be far more effective. The managing of
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They doubted that enough PCs would be sold to make MS-DOS successful. Bill Gates begged to differ, bought out the rights to MS-DOS, which he had originally written for IBM, and Microsoft was born. Mr. Gates has tremendous passion for his visions and that passion is contagious, and that is a critical skill for any manager to make planning work as part of their management style. Planning as a management