Essay on Organizational Culture Audit

Introduction

Organizational culture is an essential aspect in the development of company values that promote promotion within the work setting. Poor organizational structure can limit the possibility of a firm hiring professionals for improved quality service provision (Adruce et al., 596). The research explores the corporate culture of Microsoft Corporation as an example of an attractive employer in the United States. The main reason is to determine whether it has suitable working conditions that can attract high ranking professionals in the industry (Bourrie, Sankar and McDaniel 112). The values and character exhibited within the Microsoft Corporation should match those of employees in a bid to ensure improved operations.

Step 1: Microsoft Corporation Background Information

Microsoft Corporation is a leading developer of computer software and applications for both companies and individuals. The company was founded in the year 1975 and has since made great strides in the electronic industry. Microsoft Corporation concentrates on the manufacturing, invention and innovation of computer-related products for the global market (Bourrie, Sankar and McDaniel 115). The organization is a vital option that can be used to learn aspects related to organizational structure. Microsoft Corporation has adopted a desirable structure and culture that has facilitated worldwide growth. The mission statement of the company is based on the idea of empowering individuals and organizations to achieve more. Its vision statement is to help people and business across the world to reach their potential (Bourrie, Sankar and McDaniel 120). The mission and vision objectively aim to empower businesses and individuals to reach their potential. The organization has developed a culture based on the values of its mission statement as a way of gaining a competitive advantage.

Traditions within the company support the values echoed in the mission statement as a way of achieving organizational success. For instance, the company is used to employing technology-fit employees who help in driving organizational agenda to the next level. Many practices within the company align with the culture and values, which has boosted operations on a global front (Olesen, White and Lemmer 31). Leadership history in the company is indicative of the innovative nature of the organization and the need for professional leadership. Service provision within the organization is based on meeting customer needs even though they are differentiated. HR policies require that only people with professional qualifications should be hired as an approach to maintaining the required service provision standards. A close examination of the HR department and its structure indicates that it supports organizational values as stipulated in the mission statement (Olesen, White and Lemmer 31). In essence, corporate traditions and practices are supportive of its historical culture in empowering individuals and businesses globally.

The company develops culturally competent workforce by subjecting employees into training and skill development programs globally. The company operates in diverse markets that have differentiated culture. As such, the workforce in a particular region must be subjected to training that fits their area of work (Carroll et al. 4). For instance, employees within the United States might require different training from those who operate in the Asian market. The corporation employs different strategies in a bid to boost its sales on a global front. The HR department supports organizational culture and practices by developing and training culturally fit employees. Workshops are also used as an approach to help employees from different regions share experiences (Carroll et al. 6). Decision making in the company is strategic in that it follows departmental guidelines according to the specific part of the world. Some decisions within the company are made departmentally as they do not affect the rest of the company operations. However, decisions are made centrally after conducting a series of consultations.

Step 2: Questions and Rationale

There is a need to develop a list of questions that can help gather information from the company staff as a way of gaining a deeper insight into its operations. The questions are logically arranged in a manner that makes it easy for the respondent to reply (Adams 389). Through the questions, one can gain more understanding of why organizational culture and practices matter. Equally, it is through the set of questions that the researcher can find crucial information that is normally not available in t public domain. Company staff to be questioned can help shed light on how the organization treats employees. The questions include:

1. How important is employee retention to Microsoft Corporation?
2. What strategies are in place to recognize employees within the organization?
3. Does the company commit to environmental sustainability?
4. What challenges does the company face s far as employees are involved?
5. How well are other departments coordinated to ensure that objectives set are achieved?
6. Does the company face stiff competition from the rest?
7. What are future plans for the company regarding expansion and diversification?

The questions were selected after a rigorous process of identifying information that is necessary regarding the company (Adams 389). For instance, it is important to inquire hon the position of the company regarding employee retention. Most companies that manage to retain top talent have adopted desirable strategies that attract employees. Workers cannot pledge loyalty to an organization that has no regards for employees (Klein, Schmeling and Blanck 65). It is vital to inquire on future plans and the level of competition that the company is facing. Such information can be obtained by making an inquiry from the company staff or management.

A rationale behind the selection of the questions is based on the idea of attractiveness of a working environment. Microsoft Corporation is a successful company globally, and it should make the environment attractive for its employees (Klein, Schmeling and Blanck 68). An attractive environment ensures safety and health standards are maintained as required. The fact that the company employs many people globally is an indication of its strong interest in supporting appropriate employee handling. Sustainability within the environment has drawn attention from all stakeholders within any economy. As such, it is important to assess the organization’s strategies for sustainability as far as the environment is concerned.

Step 3: Assessment Fit

It is important to conduct an assessment of the company to determine whether its values and working conditions align with personal interest. Technology dependent working environment is attractive, and Microsoft Corporation can be a fit. For instance, the company values empowerment through innovation and invention, which has boosted operations of the organization. Employees require proper treatment and desirable appraisal strategies to pledge loyalty to a company. Microsoft Corporation employs innovative and energized guys who can serve clients with commitment (Flanagan 62). With such values as part of the company culture, the organization is a desirable place to work and develop a career. Employees are given the opportunity to learn new ideas and develop their skills. Companies that do not accord employees opportunities to grow and develop do not form a fit for many professional employees.

The organization is a fit place to work as it ensures desirable safety and health standards for all employees. Working in some environments can be challenging without guaranteeing workers safety. It is a preference for most individuals to work in environments that make them comfortable for them to deliver their best (Rohrbeck and Kum 105). The level of integrity and multiculturalism embraced by the organization is supportive of individuals who have the passion to work for Microsoft. Equally, the fact the corporation allows employees to grow professionally through training is supportive and attractive to many.

The corporation takes into account employee welfare as a way of ensuring that they deliver professionally. Employee welfare can lead to poor performance at work, which necessitates the need to ensure that workers are handled well (Rohrbeck and Kum 110). Personal issues in the lives of employees should be handled carefully in a bid to ensure that performance is affected. As such, the corporation is a fit organization that can attract many professional employees on a global front.

Conclusion

To sum it up, Microsoft Corporation has adopted a desirable organizational strategy that has given it a competitive advantage. Culture, mission, vision and leadership with the organization have been strong pillars in pushing its agenda worldwide. The research has conducted an organizational cultural audit on Microsoft Corporation to determine its ability to attract experienced and professional workforce. The company values integrity and empowerment a way of achieving the set targets. Staff within the organization is subjected to training and skill development programs meant to boost their ability in the performance of various duties. Microsoft is a desirable working environment as the company ensures safety and health standards are maintained as required. Multinational companies should be t the forefront of fighting for employee rights and desirable working conditions.

Works Cited

Adams, Catherine. “PowerPoint, habits of mind, and classroom culture.” Journal of Curriculum studies 38.4 (2006): 389-411.

Adruce, Shahren Ahmad Zaidi, et al. “Interactive based secured online organizational culture audit system.” Procedia-Social and Behavioral Sciences 97 (2013): 596-601.

Bourrie, David M., Chetan S. Sankar, and Brannon McDaniel. “The impact on ERP implementation by leadership and organisational culture: a case analysis.” International Journal of Information Systems and Change Management 6.2 (2012): 112-131.

Carroll, Amy, et al. “Microsoft Palladium: A business overview.” Microsoft Content Security Business Unit (2002): 1-9.

Flanagan, Patrick. “The ABCs of changing corporate culture.” Management Review 84.7 (1995): 57-62.

Klein, David, James Schmeling, and Peter Blanck. “Emerging technologies and corporate culture at Microsoft: A methodological note.” Behavioral sciences & the law 23.1 (2005): 65-96.

Olesen, Carrie, David White, and Iris Lemmer. “Career models and culture change at Microsoft.” Organization Development Journal 25.2 (2007): P31.

Rohrbeck, René, and Menes Etingue Kum. “Corporate foresight and its impact on firm performance: A longitudinal analysis.” Technological Forecasting and Social Change 129 (2018): 105-116.