Microsoft predictive system

Organization effectiveness has received much attention in recent years. Globalization and technology among other factors have pushed organizations to desire effectiveness in order to survive this competitive era. Environmental scanning is a valuable, continuous and involving process that organizations use in order to demystify the dynamics of a broad business environment. A good predictive environmental scanning system makes it possible for organizations to realistically and effectively devise and implement competitive strategies that make their businesses grow by winning market share.
This paper analyses Microsoft predictive environmental system emphasizing on Lewin’s Force Field Analysis and Weisbord’s Reward Systems Analysis. The paper further compares the above models with other models such as Nadler’s change System Analysis, Checkland’s System Model and Senge’s Model of the Dance inter alia. The paper concludes by providing a managerial recommendation that is geared towards rousing further research on predictive environmental scanning mechanisms and models. Microsoft predictive environmental scanning system
Most predictive systems lack the ability to predict and foresee changes in the current business environment and changes that threaten the status quo (Argenti, 2002). The predictive system of Microsoft has been designed such that the management and leadership is aware of the thinkers, the ideas, the interventions and even the processes that image the level of innovation and creativity in the future. The system is designed to anticipate inventions and innovations that are set in the new direction of the worlds demand for technology.

The implementation of the system has enabled the sharing of ideas and innovative information with researchers and other interdisciplinary correlates which gives Microsoft the opportunity to discover and exploit new thinking or potential change. The current focus of Microsoft of developing a system that is rewarding. Microsoft is concerned about the correlation between behavior and rewards. Researchers Rob and Yang (2010) have posited that there is a positive relationship between employee behavior and monetary reward.
Microsoft is not only concerned with monetary rewards but also other awards in today’s business environment. Comparing predictive models Lewin’s force field analysis model is one of the most applied models in change management. The model on one side pushes organizations to new status quo (McShane & Von Glinow 2008) while the other side represents the forces that maintain the status quo. Lewin’s model is based on three concepts of management i. e. unfreezing, changing and refreezing.
The model is represented by a framework that assess the whole effect of forces that drive and restraint that affect organizational systems when moving to or away from change. The superiority of the model lies in its ability to look at change management from cause, process and effect of change. Comparatively to other models, Lewin’s five force model remains superior and almost thorough in the subject of change management. Weisbord’s Six Box model emphasizes on; rewards, purpose, structure, relationship helpful mechanisms, and leadership.
Microsoft desires successful productivity from employees. In the selection of the Weisbord’s six-Box Model (rewards box), Microsoft is able to predict the effect of its reward schemes (intrinsic or extrinsic) (Westbord’s Six-Box Model 2005). The metrics of the system performances is based on variables such as; employee satisfaction (through surveys), turnover and retention rates, employee performance (may use performance appraisals), and organization behavior such as employee relations.
In comparing Lewin’s model to Weisbord’s model, it is imperative to note that, the reward systems can be well integrated to capture all variables if Lewin’s model is combined with Weisbord’s model. The strength of Weisbord’s model lies in focusing on the reward factor which is desirable for Microsoft , on the other hand the strength of Lewin’s model lies in its power of organization-the model explains sequentially; cause, process and effect of change (Westbord’s Six-Box Model 2005).