Secret to success is thought to be director ability to manage, apply, and smoothly transfer: leadership in organisation Assignment, NTU, Singapore

⦁ Introduction
Secret to success is thought to be director ability to manage, apply, and smoothly transfer the knowledge embedded in organizational routines from one company to another. At the same time, to adapt to changes in the situation, companies must constantly adjust themselves. Microsoft Corporation of the United States founded in 1975 and is regarded as one of the most talent-attracting, talent-development, and talent-retaining companies in the world. Since 2014, the position of CEO has been held by Satya Nadella.

As of the company’s latest restructuring in June 2015, several changes were announced that would help to align the company to its strategic direction as a productivity and platform company. Microsoft isn’t famous for its leadership principles, and that’s normal. Despite being such a huge organization, Microsoft has a relatively small executive leadership team.

It was only after Nadella became CEO that he reshaped Microsoft’s culture and defined the leadership principles Microsoft needed, and then it was promoted to the outside world with his popularity and external speeches. With reference to Yukl’s (2019) leadership matrix, this report will consider Microsoft an organisation analysing how their leadership teams, at different levels across the business, have responded to the current turbulent environment.

⦁ Yuki Leadership Matrix

Yuki Leadership Matrix is a management model of organizational structure developed from the form of work groups dedicated to a certain job. Each level is connected, potentially resulting in a top down approach starting with the organisational process, then group process, moving to dyadic process and finally the individual.

Management is strengthened through the design of the organization, so that relatively professional members in different fields complement each other to fully Leverage each person’s different expertise and avoid their respective weaknesses, thereby optimizing the overall operational effectiveness of the organization. No member of the organization is omnipotent and can only be relatively more professional than other members in certain fields. In addition to professional considerations, matrix management is also based on the need for division of labour.

An organization must have many basic functions. If the same supervisor is directly in charge of different functions, time does not allow it. Through matrix management, the effect of professional division of labour can be achieved. also arises in response to the need for unified organizational operations, so that organizational operations can follow unified principles.

For example, the company’s personnel system must be unified among all departments. Even if it is slightly different due to different grades, it still operates under the same system. Supervisors have no right to advocate another set of personnel systems within the department they lead. Based on these considerations and needs, matrix management has already existed in the operation of organizations and is even so common that people cannot feel its existence. Therefore, it is by no means a special and innovative management model.