The computer virus employees of Symantec Corp. are never able to enjoy a finished product. They are constantly collecting viruses and suspicious codes to analyze the way they work and to find a solution to prevent these viruses form damaging the public’s computers. They are determined to provide their consumers with updated versions of anti viruses for their computers. At the Symantec lab, they have a box, which has all dangerous types of viruses that needs or be disposed of. Vincent Weafer has been a part of Symantec since 1999.
In 1999, there were only a few employees at Symantec and that there were only a few viruses spread out through months compared to how it is now. Nowadays there are about 20, 000 viruses monthly so more talented employees around the world work for Symantec. Vincent Weafer said that colleges are not creating computer security experts everyday so as soon as they find someone who does, that no matter in what country they hire him or her.
The Blaster-B worm made Symantec employees work really hard and this proved that they needed more employees would be more talented towards fixing these problems. Each employee has their own job; some people are managers who are responsible for responding to new security threats, some write research papers, some develop tools that will be used to fight the viruses and even some who find out about the virus. Symantec never stops meaning that the labs switch when they are done for the day. Vincent Weafer wants to be able to have a well defined process for dealing with the viruses that are found every day.
Case Questions
1. Keeping professionals excited about work that is routine and standardized and chaotic is a major challenge for Vincent Weafer. How could he use technical, human, and conceptual skills to maintain an environment that encourages innovation and professionalism among the virus hunters?
Vincent Weafer can use his technical skills to develop tools that will help employees to work more efficiency in that chaotic environment. He can share his knowledge to develop techniques needed to proficiently perform virus hunter’s tasks. In order to maintain an environment that encourages innovation and professionalism, Vincent can use his human skills to encourage employees to cooperate with each other, lead and inspire them to come up with new ideas and innovations. Finally, Vincent can achieve his goal by using conceptual skills. For instance, he can define goals and establish strategy that motivate the virus hunters to become more professional and innovative.
2. what management roles would Vincent be playing as he (a) had weekly security briefing conference calls with coworkers around the globe? (b) assessed the feasibility of adding a new network security consulting service? (c) kept employees focused on the company’s commitments to customers?
According to Mintzberg’s 10 management roles approach, Vincent is playing the following roles when performing these activities: By conducting weekly security briefing conference calls with coworkers around the globe, Vincent is playing the disseminator and the monitor roles, under the informational group of roles. The disseminator rose is express when he is transmitting information received from external or from internal sources to members in the company. In addition, Vincent is playing the monitor role by maintaining weekly contact with coworkers, which help him understanding the organization environment.
By assessing the feasibility of adding a new network security consulting service, Vincent is playing the entrepreneur role, under the decisional group of roles. This role is concerned with looking for new opportunities and improvements to the business. By assessing new service, Vincent is acting for improving and developing the company. Finally, by keeping employees focused on the company’s commitments to customers, Vincent is playing the leader role under the decisional group of roes. This role is concerned with the manager responsibility to keep that employees are performing under the company’s goals and objectives. The company’s commitment to costumers is one of Symantec’s goals.
3. Go to Symantec’s Web site, www. symantec. com and look up information about the company. What can you tell about its emphasis on customer service and innovation? In what ways does the organization support its employees in servicing customers and in being innovative?
The website of Symantec clearly states that customer satisfaction is a Symantec core value and a priority at every level of the company. They achieve this goal by helping the customers to get the support they need-in the language they need. The company implemented a “ hub system” that routes customer calls requiring a native speaker to a representative fluent in that language. If they cannot resolve the problem, they serve as a translator for conversations with the advanced engineering team.
Customers also have the opportunity to comment and give feedback to the company’s operating system, either by online surveys or personal feedback, which is a commitment to improve customer service. Symantec innovates by launching a company wide initiative to address enterprise customer and partner difficulties related to products, technical support, licensing, and ease of doing business with Symantec. To create high customer satisfaction and loyalty Symantec is working hard on its set of plans, employees, processes and infrastructure to ensure that the company can deliver critical support services to its customers.
4. What could other managers learn from Vincent Weafer and Symantec’s approach?
Other managers can learn from Vincent Weafer’s- and Symantec’s approach that it is very important to stress good quality in a company’s internal- and interactive marketing program. Companies should believe that the employees can be the flag bearer of the company in terms of carrying the company’s name to the market and deliver highly satisfied customers. This creates an aura of positive vibes about the company and the company’s product.