SAS Institute and Its Current Strategy: Working Environment

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Abstract

Organizations with impeccable performance and perfect coordination between its every element are very few, yet extremely successful and, therefore, known all over the world. The famous SAS Institute is one of them; with the help of a unique approach towards its members, knowledge management, and production process, the SAS Institute has become a staple of a stable and successful organization. The organization seems to owe a huge chunk of its triumph to the specific organizational management strategy. Analyzing the latter will help not only define the further course of actions for the SAS Institute but also specify the pattern of development that other organizations can use to succeed.

Introduction: Something to Be Learned about the SAS Institute

There are very few institutions providing impeccable clockwork, and the famous SAS institute is one of them. Although it is generally considered impossible to convince employees to work for their company providing services of such quality as if they were working for themselves, the SAS Institute managed to reach this Zen of corporate management. Taking a closer look at the way in which the company is functioning now will help define the key patterns that allow the SAS Institute to stand out so much.

Sinking into the Atmosphere: The SAS Institute and its Current Working Environment

When speaking about the SAS Institute, one must mention its incredible environment, which must spur its employees’ enthusiasm greatly. One of the things about the Institute that one usually has hard times believing in is that the famous SAS Institute is not actually as family-friendly as one might think it is. The given aspect of the Institute strategy is rather easy to understand; once having its employees are focused on the task, one will find it extremely undesirable to make them switch to a completely different concept. Instead, the SAS members try to build a family atmosphere within the Institute by establishing trustworthy and equal relationships between its members (Gillard, 2010). Therefore, the University aims at creating an atmosphere that will help its members and employees feel at home, thus, creating the environment that is most suitable for these people to work and create efficiencies. Although the given technique might seem somewhat costly and rather redundant, it plays a very important role in the corporate mechanism, allowing the members of the organization to feel an integrated part of it and, which is even more important, the people whose needs are respected ad whose demands are met.

Looking for More Revenues to Come: The SAS Institute Benefit Plan

However, even with the current optimum strategy, the organization clearly needs further development. There is no denying that the SAS Institute has a number of news to tell the people who are interested in what the organization has to offer and even more programs for the students who are interested in what SAS Institute offers. However, standing in the shadow of a million other educational establishments, the SAS Institute can hardly stand a chance. The given state of affairs, however, can be slightly improved with the help of an efficient benefits plan. The latter must include the following stages:

Reconsidering the relationships between the employees and evaluating the corporate climate;
Assessing the annual revenues of the company, comparing them with the ones made in the previous year;
Taking notes of the changes that have happened to the company over the past few years;
Relating the three types of changes specified above to each other and searching for the patterns that might cause concern;
Updating the business plan in accordance to the change of outside factors (e.g., competitors, financial/economical/political changes, etc.);
Working on a clear and efficient crisis management strategy (Coulter, Zaltman, & Coulter, 2001).

Once the above-mentioned steps are made, it will be possible to make sure that the SAS institute is developing in the right direction.

The Leadership Culture in the SAS Institute: Situational Leadership as the Key Priority

In addition to an update on the management strategies, one might consider that the SAS institute could also adopt a situational strategy approach to provide a more flexible approach towards solving controversial issues. As numerous researchers claim, the company is famous for establishing a corporate structure that delegates responsibilities from one person to another very fast, yet in a number of cases, the information becomes dated before it reaches each of the employees. Therefore, the key asset of the company is its individual approach to every employee, which demands not only a standard leadership style but also a situational one.

Conclusion: The SAS Institute and Its Recent Changes. Time to Solve Problems

As it can be seen from the examples above, a constant focus on the working process might not be as harmful as one could expect it to turn out; in fact, a constant emphasis on work has proven rather efficient in terms of productivity, as the results of the research mentioned above show. It is worth admitting, though, that with an unceasing emphasis on work, inspiration can easily wear out its welcome, which will, in its turn, switch the employees to a less expressive yet much faster means of production therefore, the company wins in quantity yet loses in quality, which is rather undesirable for the enterprise at the given stage. That being said, the innovations implemented in the work of the SAS Institute can hardly be regarded as a thing in itself, yet should definitely be considered a powerful tool for the university to continue its weird yet amazingly efficient policy and seek even more options of further development.

Reference List

Coulter, R. A., Zaltman, G., & Coulter, K. S. (2001). Interpreting consumer perceptions of advertising: An application of the Zaltman metaphor elicitation technique. Journal of Advertising, 30 (4), 1–21.

Gillard, M. (2010). Interview with Michael Gillard, SAS Institute. Foresight Fall 2010. Retrieved from EBSCOHost database.

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