Strategy for Microsoft PDF

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An essay offering suggestions on how to implement communication changes within Microsoft Corporation...

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Running head: STRATEGY FOR MICROSOFT

Strategy for Microsoft

BBA 2026-16J-3A19-S3, Organizational Communication Columbia Southern University 1/15/2019

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The executives of the Microsoft Corporation had created a more time-efficient way to communicate to their employees; however, it has as downfall: the lack of vital employee feedback. The lack of employee feedback is detrimental for the growth of any company, and makes the employees feel as if they are not valued, which decreases morale, longevity, and performance. To create a new beneficial communication strategy, while allowing employees to have a significant amount of input or feedback, will require each employee to collectively come together to share critical tools, insight, and information (ENHANCING INTERNAL COMMUNICATIONS, 2002). The implementation of a new communication strategy will greatly enhance morale and the performance of each employee. The new communication strategy for the Microsoft Corporation would be vastly different than the “Five Quality Minutes” strategy that is currently implemented. The new communication strategy would consist of the executives video-conferencing the leaders of each and every location, on a weekly basis, to discuss important and relevant topics that need to be discussed amongst the leaders and employees; the executives would have a different set time and date for each group of locations in order to save time for each location. Once the initial video-conference is concluded, the leaders then would conduct an employee meeting to go over what was discussed earlier in the video-conference. During this meeting, the leaders should ask each employee questions about the topics, and find out if there are any concerns that need to be addressed or communicated to the executives. It is vital that the leader discloses that there will be no negative repercussions or retaliation for an employee voicing an honest opinion or concern, no matter how contrary it may be to the current held belief. Once the in-house meeting between the leaders and employees is concluded, there will be a conclusion video-conference with the

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executives to go over what was discussed during the employee meeting; this is when the leaders will address any comments, questions, or concerns that an employee raised in their in-house meeting. The executives should then openly and receptively evaluate the feedback, and see if there is an alternative way that is more effective or efficient than the current way of doing things. This would allow each employee to have a voice in what goes on in their workplace, which will positively impact the employees’ sense of value and importance. The goal for the new communication strategy is to efficiently and effectively communicate with employees at every location in a meaningful way, while allowing the ability for employees to have an opportunity to voice any objections or concerns that may be present. In order for the new communication strategy to be effective and improve employee performance, then there will have to be a clear articulation of ideas that can be presented from both the employees and executives (Rahim, M. A. (2000). By doing this, the employees will react to the new strategy in a positive and hopeful manner. The audience, the employees, are busy people that do not have a lot of excess time that can be allocated to meetings, so one weekly meeting should not pose a problem or interference to their busy work schedule. With the ability to still be able to accomplish their set tasks and objectives, the employees should not be resistant to the new communication strategy; this will allow them the time to voice their questions, comments, and/or concerns in an open manner, which will require them to be actively engaged in the meeting. The active engagement in the meetings will play a vital role in the success of the new communication strategy. If the employees are not open and honest, then the feedback that is received will be biased, and will not serve its intended purpose; the leaders will have to ensure that the workplace atmosphere is open and receptive to what each employee

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has to say. When unbiased feedback is brought forth, then the new communication strategy will be able to exceed the limitations of the current strategy, the “Five Quality Minutes.” The implementation of the “Five Quality Minutes” was a step in the right direction for the Microsoft Corporation; however, it contained a tragic flaw. The ability for the employees to provided unbiased feedback to the information presented to them is vital for the longevity of the employees and the organization. When an honest and open line of communication is present, then the potential for success is greatly increased. The implementation of the new communication strategy will take the Microsoft Corporation, and its employees, to the next level of performance and success.

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ENHANCING INTERNAL COMMUNICATIONS: HOW MICROSOFT CUTS THROUGH THE CLUTTER. (2002, February 16). Retrieved January 12, 2019, from https:// www.smu.edu.sg/perspectives/2012/06/26/enhancing-internal-communications-howmicrosoft-cuts-through-clutter Rahim, M. A. (2000). Managing conflict in organizations. Westport, CT: Greenwood Press. Retrieved from http://site.ebrary.com/lib/columbiasu/ detail.actiondocID=10017971&p00=managing+conflict+organizations...