Case Microsoftin 2013 Microsoft Recognized That The Company Would H ✓ Solved
Case: Microsoft: In 2013, Microsoft recognized that the company would have to make some fundamental changes to compete in an industry that rewards fast-paced innovation. At the time, there were several product groups at Microsoft that not only operated in silos, but also viewed each other as competitors for resources and bonuses. An engineer on a product team in one division might discover something that could be useful in another division’s product, but there was no incentive for the engineer to share what was learned with the other product team. To address this problem, and to promote teamwork across the organization, Microsoft replaced the product groups with four broad divisions based on functions that absolutely need to collaborate to get anything done.
For example, a team responsible for developing a new Xbox would now likely include engineers from the devices and studio engineering division, the operating systems division, the applications division, and the cloud division. To support Microsoft’s new structure and emphasis on teamwork, the company redesigned two buildings at corporate headquarters. The corridors and private offices that once filled these buildings were completely torn out. Now the buildings are filled with large open shared rooms called neighborhoods, which teams can customize using stipends provided by the company. There are smaller “focus†rooms and cozy alcoves that employees can use when privacy is needed, but there are no private offices.
The buildings are light and airy, and are decorated with art and interesting objects that encourage employees to walk around and to meet and communicate. Rather than e-mailing, employees are encouraged to engage with each other in person and to connect in ways that are more spontaneous and rich. Employees who may have never met face-to-face may run into each other at one of the coffee bars and discover they’re working on similar projects. Of course, the redesigned buildings may present the company and its employees with certain challenges. For example, some employees likely have a strong preference for privacy, or may be bothered by the distractions and interruptions from teammates.
As another example, limited private space may make it less likely that employees speak up and challenge others on the team for fear that conflict will be exposed. Finally, because employees play an important role in the Page 400design and development of their neighborhoods, they may not be as open to changing teams as projects evolve and the needs of the company change. College of Administrative and Financial Sciences Assignment 2 Deadline: 01/04/2021 @ 23:59 Course Name: Organizational Behavior Student’s Name: Course Code: MGT301 Student’s ID Number: Semester: 2nd CRN: Academic Year: 1441/1442 H For Instructor’s Use only Instructor’s Name: Dr. Farhat Anjum Students’ Grade: 00 / 05 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY · The Assignment must be submitted on Blackboard ( WORD format only ) via allocated folder. · Assignments submitted through email will not be accepted. · Students are advised to make their work clear and well presented; marks may be reduced for poor presentation.
This includes filling your information on the cover page. · Students must mention question number clearly in their answer. · Late submission will NOT be accepted. · Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. · All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). · Submissions without this cover page will NOT be accepted. Course Learning Outcomes-Covered 1 Assess challenges of effective organizational communication and share information within the team in professional manner. (CLO4)(PLO-2.1) Assignment 2 Reference Source: Textbook:- Colquitt, J.
A., LePine, J. A., & Wesson, M. J. (2019). Organizational behaviour: Improving performance and commitment in the workplace (6th ed) . Burr Ridge, IL: McGraw-Hill Irwin.
Case Study: - Case: Microsoft Please read the case “Microsoft†from Chapter 12 “ Teams :Processes and Communication †given in your textbook – Organizational behaviour: Improving performance and commitment in the workplace (6th ed) . by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019) and Answer the following Questions: Assignment Question(s): 1. Describe how the building redesign is likely to influence process gain and process loss in the team Microsoft. (1.25 Marks ) (Min words .
Describe how the change at Microsoft have likely influenced team states. (1.25 Marks ) (Min words . What are the advantages and disadvantages of the building redesign with respect to communication? What can be done to mitigate potential disadvantage. (1.25 Marks ) (Min words 200) Part:-2 Discussion question: Please read Chapter 12 “ Teams: Processes and Communication†carefully and then give your answers on the basis of your understanding. 4. Think of a team you’ve worked in the performed poorly.
Were any of the causes of the poor performance related to the forces that tend to create process loss? If so, which forces was most problematic? What steps, if any, did your team take to deal with the problem? (1.25 Marks ) (Min words ) Important Note: - Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles. Due date for the submission of Assignment:- 2 · Assignment-2 should posted in the Black Board by end of Week-09. · The due date for the submission of Assignment-2 is end of Week-11. Answer: 1.
2. 3. . .
Paper for above instructions
Assignment 2: Organizational Behavior Case Study - MicrosoftStudent Name: [Your Name]
Course Code: MGT301
Student ID Number: [Your ID]
Semester: 2nd
CRN: [Your CRN]
Academic Year: 1441/1442 H
Instructor’s Name: Dr. Farhat Anjum
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Question 1: Process Gain and Process Loss Influences
The redesign of Microsoft’s building around collaborative working environments is likely to significantly influence both process gain and process loss within its teams. Process gain refers to the benefits achieved when team coordination and collaboration are effective, while process loss signifies the pitfalls that may arise within teamwork dynamics (Colquitt, LePine, & Wesson, 2019).
Process Gain:
1. Enhanced Collaboration: The open-space layout encourages communication between team members from different divisions, fostering an environment of innovation and shared learning. Such arrangements promote spontaneous interactions among employees, thereby facilitating the exchange of ideas and expertise. Informal meetings at coffee bars can lead to creative synergies as team members share knowledge that could enhance product development (Gibson & Gibbs, 2006).
2. Team Cohesion: By embedding a culture of teamwork through physical design, staff members are likely to feel more connected to one another. The customization of ‘neighborhoods’ per team’s needs strengthens identity and encourages collaboration. This alignment can lead to more cohesive project deliverables, as all members work toward a common goal with improved interpersonal relationships.
Process Loss:
1. Distractions: The open-plan format may introduce distractions due to noise and increased foot traffic, potentially hampering individual focus and productivity. As highlighted by Evans et al. (2000), excessive noise is one of the most significant distractors in an open workplace. Employees who thrive in environments requiring significant concentration may struggle in such settings.
2. Fear of Exposure: Limited private spaces could discourage candid discussions. The fear of conflict or criticism when addressing issues in front of colleagues could impact creative expression and honest communication, critical for effective teamwork (Kauffeld & Lehmann-Willenbrock, 2014).
In summary, while Microsoft’s redesigned space is poised to enhance collaboration and team relationships, attention must be given to distraction management and fostering an environment free from the repercussions of perceived exposure.
Question 2: Influence on Team States
The changes at Microsoft likely influenced team states by reshaping how employees perceive their roles and interactions within teams. Team states refer to specific conditions that exist in a team, such as cohesion, trust, and collective efficacy (Colquitt, et al., 2019).
1. Cohesion: As teams from different functions come together in a shared workspace, this promotes bonding among team members. The open environment fosters social interactions that bond teams, resulting in greater group cohesion. Studies indicate that cohesion enhances team performance, as members are more likely to work together effectively (Mullen & Copper, 1994).
2. Trust: Increased interpersonal interactions lead to the development of trust among team members. Sharing knowledge and collaborating on joint projects cultivates a sense of mutual reliance, thereby enhancing overall team dynamics (Jehn & Mannix, 2001).
3. Collective Efficacy: Employees now have a direct platform for face-to-face engagements, enabling them to collectively work towards achieving defined goals. This environment fosters a strengthened belief in the team's capabilities to overcome challenges and achieve performance targets.
Question 3: Advantages and Disadvantages of Building Redesign with respect to Communication
Advantages:
1. Improved Communication Flow: Open spaces reduce physical barriers, facilitating quicker exchanges of information and ideas. This immediacy promotes efficiency and innovation, enabling teams to respond rapidly to emerging challenges and opportunities (Becker & Steele, 1995).
2. Encouragement of Informal Interactions: The layout encourages informal interactions that can lead to more profound collegial relationships. These spontaneous discussions often lead to creative breakthroughs, fostering a culture of collaboration.
Disadvantages:
1. Privacy Concerns: Individuals who prefer private, quiet environments may experience stress and decreased job satisfaction due to constant interruptions. This can create tension within teams as some may feel that their need for privacy is overlooked.
2. Potential for Miscommunication: With increased informal conversations, the risk of miscommunication may rise, especially without structured communication channels. Individuals might misinterpret discussions or fail to relay critical information accurately, impacting project developments.
Mitigating Potential Disadvantages:
To address these potential disadvantages, Microsoft could implement designated quiet zones to cater to employees who require concentration. Also, creating times for team meetings could help ensure more structured and effective communication. Training employees on how to communicate effectively in an open environment could improve overall team interactions and minimize the risk for miscommunication (Sundstrom, 1999).
Part 2: Discussion Question
Reflecting on my own experience in a team that performed poorly, a crucial factor underlying our failures was the presence of process loss related to coordination difficulties. One primary aspect was unclear role definitions, leading to overlaps and gaps in responsibilities. Team members often duplicated efforts, and critical tasks were overlooked.
The most problematic force in our team dynamics was social loafing, where some members did not engage as actively as others. Furthermore, with communication primarily occurring via email, misunderstandings proliferated, and critical feedback was often misdirected or delayed.
To address these issues, our team took steps to clarify roles and expectations through regular team meetings, focusing on open communication. We also established a project management tool to track tasks and responsibilities, enabling accountability and encouraging all team members to rise to the occasion. These strategies improved our cohesion and increased overall performance.
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References
1. Becker, F., & Steele, F. (1995). Workplace by Design: Mapping the High-Performance Workspace. The Jossey-Bass Business & Management Series.
2. Evans, G. W., Lercher, P., & Meis, M. (2000). The Effects of Noise on Performance in Office Settings: A Review of Recent Findings. Environment and Behavior, 32(6), 856-895.
3. Gibson, C. B., & Gibbs, J. L. (2006). Unpacking the Relationship Between Group Identity and Group Performance: A Meta-Analysis. Journal of Applied Psychology, 91(3), 730-744.
4. Jehn, K. A., & Mannix, E. A. (2001). The Dynamic Nature of Conflict: A Longitudinal Study of Intragroup Conflict and Group Performance. Academy of Management Journal, 44(2), 238-251.
5. Kauffeld, S., & Lehmann-Willenbrock, N. (2014). The Role of Team Reflection in Team Performance: A Process Analysis. Small Group Research, 45(2), 244-271.
6. Mullen, B., & Copper, C. (1994). The Relation Between Group Cohesiveness and Performance: An Integration. Psychological Bulletin, 115(2), 210-227.
7. Sundstrom, E. (1999). Supporting Work Team Effectiveness: The Role of the Work Environment. International Journal of Group Psychotherapy, 49(3), 287-299.
8. Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational Behavior: Improving Performance and Commitment in the Workplace (6th ed.). McGraw-Hill Irwin.
9. Garg, P., & Kaur, R. (2016). Factors Affecting Team Performance: A Study of High-Tech Organizations. International Journal of Organizational Behavior, 21(2), 77-97.
10. Schneider, B., & Barbera, K. M. (2014). The Oxford Handbook of Organizational Climate and Culture. Oxford University Press.
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