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Microsoft IT India
MSIT Functions
 Building and maintaining infrastructure for development & distribution
Microsoft’s core products
 Accounting and internal database systems
 Order processing
 Software distribution

 Served as testing ground for Microsoft’s newest products
 Responsible for the applications and systems to enable the whole end to
end company wide processes.
What employees desired
 Greater responsibilities
 Consistent and transparent communication with management in india
 More participation in workflow decisions in Redmond
 Being recognized as a strategic hub and not just cheap labor
Problems Diagnosed
 It didn’t have any product to offer
 IT team was fragmented due to the rotational leadership
 Nobody was empowered or solely accountable for anything.
 Several lower level employees harbored some amount of discontent due to
 Preferential treatment for the current leader’s group
 Leadership vaccuum

 Each-man-for-himself mentality had developed a sense of insecurity
 Attrition was increasing
Identified Employee Motivators
 Strategic importance to Microsoft
 Significant size and responsibility for the Indian teams
 Clear objectives and career paths for employees
 This ensures quality, accountability, technical growth and motivation of the
employees.
Proposed Plan of action
 Mr. Biyani was given direct responsibility over MSIT
 Growing presence and role of senior management in India boosted
 employee morale
 Employee skills
 Management skills
 Generating necessary visibility in Redmond

Limitations
 Reluctant to have the necessary disruption
Recommendations
Job Enrichment

Combine tasks

Skill variety

Form natural work units

Task identity

Establish client
relationships

Task significance

Expand jobs vertically

Autonomy

Open feedback channels

Feedback
Reluctance to change
 Following Lewin’s 3 step model

Unfreezing

Movement

Refreezing

 Unfreezing the status quo
 Driving forces which direct behavior away from the status quo can be increased
 Restraining forces which hinder movement can be increased

 Movement to a desired state
 Refreezing the new change to make it permanent
Thank you

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Microsoft it india

  • 2. MSIT Functions  Building and maintaining infrastructure for development & distribution Microsoft’s core products  Accounting and internal database systems  Order processing  Software distribution  Served as testing ground for Microsoft’s newest products  Responsible for the applications and systems to enable the whole end to end company wide processes.
  • 3. What employees desired  Greater responsibilities  Consistent and transparent communication with management in india  More participation in workflow decisions in Redmond  Being recognized as a strategic hub and not just cheap labor
  • 4. Problems Diagnosed  It didn’t have any product to offer  IT team was fragmented due to the rotational leadership  Nobody was empowered or solely accountable for anything.  Several lower level employees harbored some amount of discontent due to  Preferential treatment for the current leader’s group  Leadership vaccuum  Each-man-for-himself mentality had developed a sense of insecurity  Attrition was increasing
  • 5. Identified Employee Motivators  Strategic importance to Microsoft  Significant size and responsibility for the Indian teams  Clear objectives and career paths for employees  This ensures quality, accountability, technical growth and motivation of the employees.
  • 6. Proposed Plan of action  Mr. Biyani was given direct responsibility over MSIT  Growing presence and role of senior management in India boosted  employee morale  Employee skills  Management skills  Generating necessary visibility in Redmond Limitations  Reluctant to have the necessary disruption
  • 8. Job Enrichment Combine tasks Skill variety Form natural work units Task identity Establish client relationships Task significance Expand jobs vertically Autonomy Open feedback channels Feedback
  • 9. Reluctance to change  Following Lewin’s 3 step model Unfreezing Movement Refreezing  Unfreezing the status quo  Driving forces which direct behavior away from the status quo can be increased  Restraining forces which hinder movement can be increased  Movement to a desired state  Refreezing the new change to make it permanent