MICROSOFT CASE STUDY MARKETING MANAGEMENT

1)         Why I would like to work in Microsoft Company as a programmer

With much certainty I would like to work in Microsoft Corporation as a programmer. First and foremost, Microsoft Company is a multinational company that has many employees estimated to be 48,000 people. This shows that the company has capability to motivate, maintain and appreciate her workers. For instance, the company regards the workers as special, smart and change makers to the world. Moreover, it rewards them well.

2) (I) from the case study, what comes out as one of the motivational factor is remunerations of the employees. This can be related to incentive theory of motivation (Beck, 1978). The company has a lucrative program where it rewards and appreciates the employees well. Moreover, it created more millionaire employees of about 10,000 in the early 1990s in the history of America.

  1. ii) Most employees work for long hours. Furthermore, as a program manager confesses that in his first five years, he was Microsoft stereotype. This can be linked to drive theory of motivation. The theory explains that a person will be motivated to take some actions so as to reduce tension cause by needs not met (Beck, 1978).

3) Modification of the management practices

I think Microsoft Company has applied most of the motivational theories to reach to its current level. However, the flat growth rate experiences calls for modification of her motivational practices. The company should get to know her employees better such as what excites them, their career aspirations, this will make it know the employees values. The employees should also know what is expected of them and the company’s vision. The company should also establish achievable and relevant goals for individual employees and get regular feedback on their performance.

PART B

1)         The expectancy theory elaborates that a person will make a decision to act or behave in a certain manner because of the motivation derived to choose a specific behavior due to the expected result. Therefore, the motivating factor in the selection is determined by how pleasing the outcome will be (Witkowski, 1997). I like going shopping, reading novels and swimming because of the pleasant nature of the activities, I get to explore, socialize with people and learn new things and ideas. On the other hand, I dislike doing house chores, taking medication and staying on a restricted diet because its tedious, always cautious full time on anything you take and the medications makes me disoriented and sometimes affects the normal functioning of my body.

2) Steps for designing a reward program

According to Cummins (2011), reward program is better than incentives and makes the employees work optimally. The steps include:

  • Clear expectations development-this must be done by the senior management to know the expectations of the employees and articulate them through well defined goals which sure broken down per division or department.
  • Clear sight creation– so as the employees can see that their efforts are impacting what the management desires.
  • Setting of achievable goals-rewards that are performance based must be connected to either group or individual goals. That have a have achievement chance. The goals should not be so stretched because the employees will be discouraged. Similarly, easy goals are a waste to the incentives for the goals could have been achieved even without the motivation.
  • Establishment of a credible system of measurement– this is for measuring the quantitative results. This can be done using the objectives
  • Employees’ empowerment-employees should believe they are capable of achieving the organization’s goals. This can be done through adequate training, empowering them to make own decisions, information is supplied in a timely basis.
  • Making reward meaningful- the incentive should be about 15-20% of the basic pay for it to be effective
  • Making immediate payouts-this will make the employees feel quickly the impact of the efforts.

3)         Job analysis is a systematic collection and judging process of all job related important information. It is a procedure by which duties, nature of jobs and people to be hired are determined. The information can be used in writing of job descriptions and specifications to be used in recruitment and performance appraisal (Pearn et al, 1988).

Job analysis is done in staffing, training and development, compensation and benefits, safety and health, employee to labor relations, legal considerations and job analysis for teams.

According to Pearn et al (1988), the process of job analysis is done by first identifying how the information will be utilized. Background information which is relevant is then reviewed. Representative positions are then selected to analyze the job. Finally, the job analysis information is reviewed and verified before developing job specification and descriptions.

BIBLIOGRAPHY

BECK, R. C. (1978). Motivation: theories and principles. Englewood Cliffs, N.J., Prentice-Hall.

WITKOWSKI, C. M. (1997). Schemes for learning and behaviour: a new expectancy model.       London, Queen Mary and Westfield College, University of London, Dept. of Computer      Science.

CUMMINS, A. (2011). The Reward Management Toolkit. Kogan Page.

PEARN, M., & KANDOLA, R. S. (1988). Job analysis. Institute of Personnel Management.