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Case Study # 105139 :: Management and Leadership at Microsoft
A case study of Microsoft that identifies the roles of organizational managers and leaders in creating and maintaining a healthy organizational culture.
Written in 2008; 2,044 words; 9 sources; APA; $ 64.95
Paper Summary:
The paper looks at the differences between management and genuine leadership within Microsoft and closely examines the role the company's organizational leaders and managers play in facilitating a strong corporate culture. The paper discusses the four functions of management and their roles in maintaining Microsoft's healthy organizational culture and focuses on two strategies that will ultimately ensure a strong organizational culture far into the future.
The paper attaches a very large amount of source material to the paper.
From the Paper:
"Clearly, being a well-run operation is critical to perpetuating a desirable internal culture. With that in mind, "management" within Microsoft - within any major organization - may best be described as the organization of the business entity's constituent parts in the most optimal fashion possible. A review of Microsoft's official website does not uncover a formal organizational flowchart depicting who sits where (and does what) within the corporate hierarchy. Nonetheless, drawing from a medley of resources available on the Microsoft site, several interesting facts do emerge. First of all, the company is run by a Board of Directors consisting of 10 people: the names of the individuals include some famous members of the Microsoft "family" - Bill Gates, Steve Ballmer - as well as "outsiders" like James Cash, Jr., David Marquardt, and Helmut Panke (Microsoft Corporation 2007b)."

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