Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 January 2001
Length: 19 pages
Data source: Field research
Abstract
With a focus on Matt MacLellan and his careful development as a project manager under his boss and mentor, Jim Kaplan, the case describes the evolution of Microsoft's human-resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. It looks at employee development, motivation, and retention efforts in one of Microsoft's product groups. Dissatisfied with his project management role, MacLellan decides to become a developer despite the fact that he has never written code professionally. Kaplan is faced with the decision of whether to support his protege's radical career shift, and if so, how to do it not only to MacLellan's satisfaction but also in the organization's best interest.
Location:
Industry:
Size:
USD20 billion revenues, 31,000 employees
Other setting(s):
1975-1998
About
Abstract
With a focus on Matt MacLellan and his careful development as a project manager under his boss and mentor, Jim Kaplan, the case describes the evolution of Microsoft's human-resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. It looks at employee development, motivation, and retention efforts in one of Microsoft's product groups. Dissatisfied with his project management role, MacLellan decides to become a developer despite the fact that he has never written code professionally. Kaplan is faced with the decision of whether to support his protege's radical career shift, and if so, how to do it not only to MacLellan's satisfaction but also in the organization's best interest.
Settings
Location:
Industry:
Size:
USD20 billion revenues, 31,000 employees
Other setting(s):
1975-1998