The most demanded and globalized branch of human activity in the modern world is information technology. Giants such as Microsoft, Apple, Amazon and others are known to everyone worldwide. They have built a stable base to design and build their products and services almost everywhere. In addition, literate companies can clarify their values, hold employees accountable, and reaffirm the need for ethical choice dialogue (Bolman & Deal, 2017b). They get opportunities that allow them to expand and gain a foothold both on the national stage and beyond and affect geopolitical events. Thus, the most prominent, well-known IT companies are becoming increasingly wealthy while at the same time strengthening their influence, as well as their international presence and transnational interests, which previously belonged only to states.
Microsoft’s products, which almost everyone uses today, unlike Apple goods, have brought two things to the world without which a modern person cannot imagine his day. Microsoft was the first software company to put a PC on every desk, not just in the workplace but in every home. One can talk about the company as the one that has shaped today’s world and the information environment. By shifting the value of computing towards software, Microsoft has commodified computer hardware and made it available to the public. The consequence of introducing such products is the regulation of work, the change in the principles of the formation of divisions, and the elimination of a large number of redundant levels of the hierarchy.
Over the years, IT has caused a growth in commerce, transforming numerous established business models and concepts. Information technology has expanded the primary point of view of the world. It says that you can look at what already exists from a new perspective, as Microsoft did. Organizations are coalitions of individuals and groups with enduring differences who live in a world of limited resources (Bolman & Deal, 2017a). It puts power and conflict at the center of organizational decision-making, but it can be viewed from different perspectives.
Bolman, L. G., & Deal, T. E. (2017a). Power, conflict, and coalition. In Reframing organizations: Artistry, choice, and leadership (pp. 181–200). Chapter, Jossey-Bass, a John Wiley and Sons, Inc.
Bolman, L. G., & Deal, T. E. (2017b). The manager as politician. In Reframing organizations: Artistry, choice, and leadership (pp. 201–218). Chapter, Jossey-Bass, a John Wiley and Sons, Inc.