Furthermore, while the mission statement of Microsoft formally articulates organizational purpose, it is the organization’s culture that gives life to the organization and helps make the realization of its mission possible. The concept of Microsoft’s of organizational culture has been the focus of much attention with analyst associating it with superior corporate performance, increased productivity, improved morale and high rates of return on investment. The organizational culture is the collectively accepted meaning that manifests itself in the formal and informal rules of an organization or a sub-group. The culture embodies the collective symbols, myths, visions and heroes of the organization are past and present (Ouchi, 1981). Culture basically involves what to wear, how to address staffs and what is rewarded and punished. It is often not written. When individuals join an organization, in addition to learning about its formal aspects, they spend much of their time being socialized into the less formal aspects of organizational life which is the culture.
As Microsoft developed their approach in analyzing their organization, it became apparent to them and their people, that they have different personalities and work in different rhythms. People who feel professional jealousy want to be recognized by the leader of the organization. As we have said earlier, rewards or punishment is a motivation. Some people when not being rewarded feel that they are less important in the organization and eventually become unsatisfied with their job and some simply want higher position in the organization. Communication with members of the organization is and good relationship towards each other important in order for the organization to achieve their goal which can be hindered by professional jealousy.
On the other hand, people feel job dissatisfaction because they want more challenging jobs. They feel they are more capable of other job than what they are