In this historic 20 years, Microsoft was practicing the knowledge management. For Microsoft to build up a goldbricking organization?s strategy, it can be conclude into 3 nonpareils and 4 dogmas which suggested by ?Microsoft secret?. The kickoff ideal is self-criticism. The second ideal is message feedback. And the terzetto ane is a wide-ranging exchange. Now, I introduce an example which held in Microsoft. unitary of the Microsoft managers promoted their overlap in a fair and win 9 prizes out of 10 prizes. After that, this manager displace an e-mail to his team members to announce this good news. However, he got the feedback from his members not verbalise ?congratulation? that kind?s formal sentence. They asked ?why we couldn?t perk up the last prize?? ?What we could learn from this fair?? ?How could we flummox at that last prize in next year?? From this example, we may see that the employees in Microsoft could traffic pattern these three ideals. They constantly sc reen to improve themselves and avoid having those mis organises again, business the feedbacks and eternally take an agile role in discussing the work-related issues. Also, Microsoft forms a ?Post-Mortem? as a weapons platform to give their employees discussing their work-related issues and suggesting how to improve. For the 4 principles, the inaugural one is learning from the past and on-going projects systematically.

The second principle is employ standardize statistics to improve their products. The third principle is customer-oriented and uses their feedback for improvement. The fourth principle is to encou rage department quislingism and resource sh! aring. Let take the example in Microsoft, they always let the customers get the tribulation to use the new product and encourage them to give the feedback. Although any(prenominal) feedbacks were negative and complain, but Microsoft always welcome it and strive to improve it, sometimes they may get ?thank-you letter?... If you want to get a full essay, parliamentary procedure it on our website:
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