FOR MORE CLASSES VISIT www.tutorialoutlet.com Assignment 1: “What Makes ______ the Best Place to Work and Why?” James P Roberts Prof. Valery Shumate Organizational Behavior (BUS322010VA016-1174-001)04-22-2017 Assignment 1: “What Makes ______ the Best Place to Work and Why?”

1. Assignment 1: “What Makes ______ the Best Place to
Work and Why?”
FOR MORE CLASSES VISIT
www.tutorialoutlet.com
Assignment 1: “What Makes ______ the Best Place to Work and
Why?”
James P Roberts
Prof. Valery Shumate
Organizational Behavior (BUS322010VA016-1174-001)04-22-2017
Assignment 1: “What Makes ______ the Best Place to Work and
Why?”
James P Roberts
Prof. Valery Shumate
Organizational Behavior (BUS322010VA016-1174-001)

2. 04-22-2017 With annual revenues of more than $32 billion, Microsoft
Corporation is more than the largest
software company in the world: it is a cultural phenomenon. The
company's core business is
based on developing, manufacturing, and licensing software products,
including operating
systems, server applications, business and consumer applications, and
software development
tools, as well as Internet software, technologies, and services. Led by
Bill Gates, the
world's wealthiest individual and most famous businessman,
Microsoft has succeeded in placing
at least one of its products on virtually every personal computer in the
world, setting industry
standards and defining markets in the process. The Late 1980s:
Emergence of a Corporate Culture

3. In early 1986 Microsoft moved to a new 40-acre corporate campus in
Redmond, Washington,
near Seattle. Designed to provide a refuge free of distractions for
those whose job was, in Gates's
words, to "sit and think," the campus was nestled in a
quiet woodland setting and reflected huge
expenditures for tools, space, and comfort. Buildings were designed
in the shape of an X to
maximize light, with each programmer given a private office rather
than a cubicle. The buildings featured many small, subsidized
cafeterias, as well as refrigerators stocked with juice and
caffeinated beverages. The self-contained, collegiate surroundings
were carefully designed to
promote the company's distinctive culture, which one commentator
described as a close
approximation of "math camp." Like most software
companies, Microsoft had no dress code

4. (although company lore recounts that in 1988 senior management did
express a preference that
employees not go barefoot indoors). Employees were hired on the
basis of sheer intelligence,
with the company selecting only a small fraction of applicants from
the more than 100,000
resumes it received each year, and were expected to work brutal
schedules to bring products to
market as quickly as possible. Microsoft paid salaries that were
distinctly lower than elsewhere
in the industry, even to their senior executives, but compensated with
generous stock options that
made thousands of Microsoft employee’s millionaires. At the same
time, the company tried to
maintain a small company mentality, in which executives traveled
coach class, the necessity of

5. additional staff positions was closely scrutinized, and other
unnecessary expenditures were
vigilantly avoided.
Overview
Microsoft Desktop and Server Operating Systems, Back Office
Products, Office, and Client
Access Licenses (CALs) are available to Stanford as a result of the
2013-2018 Microsoft
Campus Agreement. University IT has made downloads available for
the most popular titles to
IT professionals at Stanford.
LinkedIn is a site where workers memorialize their professional lives
and look for new
careers. Now, after its recent purchase by Microsoft for $26.2 billion,
one good measure of the merger’s success may be how few LinkedIn
employees start using their own

6. product.
As Nick Wingfield writes, the deal enters a pantheon of big Microsoft
acquisitions,
many of which have largely failed. How could this one be different?
The failed acquisitions of companies like a Quantive (a $6 billion deal,
in 2007) and
Nokia, ($7.2 billion, 2013) seem like deals that were meant to help
Microsoft catch up
in businesses like online search and mobility. In both cases, that
strategy appeared not
to work.
The companies, bought by Steve Ballmer, the previous Microsoft
chief executive, were
hauled up to Microsoft’s headquarters outside Seattle, where they
never fit in. (In

7. fairness to Microsoft’s methods, that’s also what happened with
Skype, an $8.5
billion deal made in 2011 that is regarded as a success.)
4-1a The ABC Model
An individual does not have an attitude until he or she responds to an
entity (person, object,
situation, or issue) on an affective, behavioral, or cognitive basis. We
can break attitudes down
into three components, as depicted in Table 4.1. These three
components compose what we call
the ABC model of an attitude.3
Affect is the emotional component of an attitude. It refers to an
individual’s feeling about
something or someone. Statements such as “I like this” or “I prefer
that” reflect the affective

8. component of an attitude. Affect can be measured by self-report
questionnaires as well as physiological indicators such as blood
pressure, which show emotional changes by measuring
physiological arousal.
The second component is behavioral intent toward an object or person.
Here, it is important
to note that a behavioral intent may not actually lead to a particular
behavior. But often it does.
Our attitudes toward women in management, for example, may be
inferred from observing the
way we treat a female supervisor. We may be supportive, passive, or
hostile, depending on our
attitude. The behavioral component of an attitude is measured by
observing behavior or by
asking a person about behavior or intentions.

9. The third component of an attitude, cognition (thought), reflects a
person’s perceptions or
beliefs. Cognitive elements are evaluative beliefs measured by
attitude scales or by asking about
thoughts. The statement “I believe Japanese workers are industrious”
reflects the cognitive
component of an attitude.
The ABC model shows that we must assess all three components to
understand an attitude.
Suppose, for example, you want to evaluate your employees’ attitudes
toward flextime (flexible
work scheduling). You would want to determine how they feel about
the policy (affect), whether
they would participate in it (behavioral intention), and what they think
about it (cognition). The
most common method of attitude measurement, however, is the
attitude scale, which measures

10. only the cognitive component. Reference List
https://www.nytimes.com/2016/12/09/technology/daily-report-what-
microsoft-needs-
fromlinkedin.html?rref=collection%2Ftimestopic%2FMicrosoft
%20Corporation&action=click&contentCollection=busines
s&region=
stream&module=stream_u
nit&version=latest&contentPlacement=19&pgtype=col
lection&_r=0
Organizational Behavior (BUS322010VA016-1174-001):
http://www.referenceforbusiness.com/history2/14/Microsoft
Corporation.html#ixzz4ezhEdHkb
https://uit.stanford.edu/service/softwarelic/microsoft/itprofessional