Lots of cool projects to work on, lots of flexibility.
Lots of politics, lots of poorly organized committee decision-making.
Galbraith talks about culture being the output of the "star model" of organizational design. The points of the star are: Strategy, Structure, People, Work Processes, and Rewards.
He asserts that you can change the culture without changing all the elements in a big way.
The Microsoft culture has some poisonous elements that were created by the reinforcing structure, reward systems, and so forth. Real change is needed.
I am optimistic about Mr. Nadella's change, but is he changing enough to actually fix the culture?
I had about five people interview me, and in the end, there was an appropriate interview. After each interview, the feedback was given to the next interviewer, and they would proceed from there.
Planning, initial communication - very good. 5 interviews. Work culture is different from group to group and varies. Offices are based on seniority. Some groups have people sharing offices, while others use cubicles.
Had multiple interviews, including one on-campus interview and then several interviews at Microsoft in Redmond. Interview questions consisted of algorithms and personal questions about your past experiences. Interviewers asked questions about sorti
I had about five people interview me, and in the end, there was an appropriate interview. After each interview, the feedback was given to the next interviewer, and they would proceed from there.
Planning, initial communication - very good. 5 interviews. Work culture is different from group to group and varies. Offices are based on seniority. Some groups have people sharing offices, while others use cubicles.
Had multiple interviews, including one on-campus interview and then several interviews at Microsoft in Redmond. Interview questions consisted of algorithms and personal questions about your past experiences. Interviewers asked questions about sorti