Want to repair Microsoft Office Professional but I get an error – Microsoft Community – Navigation menu

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Thanks for your feedback. No, I don’t really trust third-party stuff. I only install things from known trustworthy sources. I just rewound my machine to the restore point prior to the Office Pro install, then manually scrubbed all folders from Office, then re-installed Office Home , and I’m still stuck.

At this point my options appear to be a reinstall Windows and install Office immediately, before doing anything else, or b ditch Office. I have my system running nicely and everything I want is installed, so a is a major hassle. Frankly I wouldn’t want to run Office at all, except that people I work with are all using it so I’m obliged to edit documents in that format. I guess I’ll try OpenOffice, though I worry about compat issues. Hilarious really – running Office is one of the only reasons I still keep using Windows, otherwise I’d run Linux and never miss Windows.

These problems with Office have been reported for years from what I can see I’ve been hitting Google pretty hard the last two days trying to resolve this issue , and yet Microsoft apparently hasn’t fixed the issues, nor really provided any slam-dunk sure-fire fix. No wonder people are leaving the platform. Choose where you want to search below Search Search the Community. Search the community and support articles Install, redeem, activate Microsoft and Office Search Community member.

Doug McMahon. Microsoft Office won’t complete configuration after an otherwise successful install on Windows 7. Every time I try to launch one of the apps, it pops open a dialog saying it’s “configuring”, and does this repeatedly, eventually giving up and failing to open the app, and showing a dialog saying Office isn’t configured for the current user.

Note that this problem is not the same as the nuisance issue where it displays the configuring box every time you run the app, but then works fine – I can’t get it to run the app even once.

Yes, I uninstalled and reinstalled several times, with those different versions as I got increasingly desperate, attempting to work around the problem. Running in safe mode fails with the same error or worse. In it opens the app and then shows the config dialog over and over, eventually giving me an error box and then exiting.

In , if I attempt to run it in this fashion, it will fail, and thereafter will claim I have insufficient memory or disk space my machine has 8G of RAM and 70G free on a G SSD so this simply isn’t true. I did all this as adminstrator, and even tried launching the app by right-clicking to run as admin just to be sure. The install was done as admin. Sorry this didn’t help. Thanks for your feedback. Again, if you have more than one version of Word on your computer there can be good reasons to do so, I have 4 on mine you need to change the registry.

For more on this, see Graham Mayor’s page:. Threats include any threat of suicide, violence, or harm to another. Any content of an adult theme or inappropriate to a community web site. Any image, link, or discussion of nudity. Any behavior that is insulting, rude, vulgar, desecrating, or showing disrespect. Any behavior that appears to violate End user license agreements, including providing product keys or links to pirated software.

Unsolicited bulk mail or bulk advertising. Any link to or advocacy of virus, spyware, malware, or phishing sites. Any other inappropriate content or behavior as defined by the Terms of Use or Code of Conduct. Any image, link, or discussion related to child pornography, child nudity, or other child abuse or exploitation. Details required : characters remaining Cancel Submit 1 person found this reply helpful. However, repairing the installation of Office via the Control Panel will probably also overcome the problem.

Ran the “reg add But when I enter the file locations above in response to “Browse to a valid installation source Details required : characters remaining Cancel Submit.

Restart the device and then try installing Office again. If you still get the error, try the next method. If you’re using a different version of Windows, try one of the other methods in this article. Choose the option to Repair. When the repair is complete, select Finish , and then select Restart Now to restart the computer. If you can’t find Microsoft.

You can use the Microsoft. NET Framework components. For more information, see. As Office includes.

 
 

 

MS Word keeps re-initiating the setup/configuration process – Microsoft Community

 

Figure 4 shows the non-causal time-series trends for workweek hours and different communication media outcomes across our entire sample. Detailed definitions for each of these outcomes are provided in the Methods. The change in email volume is much smaller and shorter-lived. Figure 4f shows the change in workweek hours, a metric that measures the total amount of time between the first observed work activity and the last observed work activity on each work day in a given week.

Although there was a sustained increase in workweek hours, it was too small to account for the large increases that we observed in the use of various communication media without a simultaneous shift in the way that employees were conducting work.

Relative to the baseline case of all coworkers working in an office together, we found that firm-wide remote work decreased scheduled meeting hours by 0. The increase in unscheduled calls was more than offset by the decrease in scheduled meeting hours. We estimate that firm-wide remote work caused a slight decrease of 0. The full results are provided in Supplementary Table 3. Although firm-wide remote work caused a decrease in synchronous communication, it also caused an increase in the amount of asynchronous communication.

Firm-wide remote work increased the number of emails sent by workers by 0. Firm-wide remote work also increased the average number of workweek hours by 0. The fact that shifting to firm-wide remote work increased the number of workweek hours also makes the negative effect of firm-wide remote work on synchronous collaboration more notable. The increase in workweek hours could be an indication that employees were less productive and required more time to complete their work, or that they replaced some of their commuting time with work time; however, as we are able to measure only the time between the first and last work activity in a day, it could also be that the same amount of working time is spread across a greater share of the calendar day due to breaks or interruptions for non-work activities.

Although the effects of firm-wide remote work on collaboration networks did not exhibit heterogeneity across the worker attributes that we observed, the effects of firm-wide remote work on communication media were in some cases larger for managers and engineers. We also find that the shift to firm-wide remote work caused larger increases for engineers than non-engineers in the number of IMs sent and the number of unscheduled call hours Fig.

This may be reflective of the fact that software development teams are particularly reliant on informal communication 49 , 50 , 51 , much of which may have taken place in-person before the shift to firm-wide remote work. We did not find meaningful heterogeneity with respect to employee tenure at Microsoft.

The full results are provided in Supplementary Tables 8 , 9 , 22 and As seen in Fig. Overall, we found that collaborators switching to remote work caused workers to spend less time attending to sources of new information, communicate more through asynchronous media and work longer hours.

Looking to the future, these findings suggest that remote work policies such as mixed-mode and hybrid work may have substantial effects not only on those working remotely but also on those remaining in the office. All effects were normalized by dividing by the average level of that variable in February.

Furthermore, the network became more static, with fewer ties added and deleted per month. Our results also indicate that the shift to firm-wide remote work caused synchronous communication to decrease and asynchronous communication to increase. These changes in communication media may have made it more difficult for workers to convey and process complex information 26 , 27 , Yet, across many sectors, firms are making decisions to adopt permanent remote work policies based only on short-term data Importantly, the causal estimates that we report are substantially different compared with the effects suggested by the observational trends shown in Figs.

Thus, firms making decisions on the basis of non-causal analyses may set suboptimal policies. For example, some firms that choose a permanent remote work policy may put themselves at a disadvantage by making it more difficult for workers to collaborate and exchange information. Beyond estimating the causal effects of firm-wide remote work, our results also provide preliminary insights into the effects of remote work policies such as mixed-mode and hybrid work.

Specifically, the non-trivial collaborator effects that we estimate suggest that hybrid and mixed-mode work arrangements may not work as firms expect. The most effective implementations of hybrid and mixed-mode work might be those that deliberately attempt to minimize the impact of collaborator effects on those employees that are not working remotely; for example, firms might consider implementations of hybrid work in which certain teams come into the office on certain days, or in which most or all workers come into the office on some days and work remotely otherwise.

Firms might also consider arrangements in which only certain types of workers for example, individual contributors are able to work remotely. Although we believe these early insights are helpful, firms and academics will need to undertake a combination of quantitative and qualitative research once the COVID pandemic has ended to better measure both the benefits and the downsides of different remote work policies.

Large firms with the ability to collect rich telemetry data will be particularly well-positioned to build on the quantitative insights presented in this work by conducting large-scale internal field experiments.

If published externally, these experiments could have the capacity to greatly further our collective understanding of the causal effects of both firm-wide remote work and other work arrangements such as hybrid work and mixed-mode work. Our results, which report both direct effects and indirect effects of remote work, suggest that such experimentation needs to be conducted carefully.

In conducting these experiments, it is crucial that firms use experiment designs that are optimized for capturing the overall effects of remote work policies, for example, graph cluster randomization 53 , 54 or switchback randomization Our research is not without its limitations. First, our study characterizes the impacts of firm-wide remote work on the US employees of one major technology firm.

Although we expect our results to generalize to other technology firms, this may not be the case. Caution should also be exercised in generalizing our results to other sectors and other countries. Second, the period of time over which we measured the causal effects of remote work are quite short three months , and it is possible that the long-term effects of firm-wide remote work are different.

For example, at the beginning of the pandemic, workers were able to leverage existing network connections, many of which were built in person. This may not be possible if firm-wide remote work were implemented long-term. Although we have taken steps to verify the plausibility of these assumptions and tested the robustness of our results to an alternative matching procedure 60 details of which are provided in the Methods , they are assumptions nonetheless.

There are multiple high-profile cases of firms such as IBM and Yahoo! On the basis of these examples, one might conclude that the current enthusiasm for remote work may not ultimately translate into a long-lasting shift to remote work for the majority of firms.

However, during the COVID pandemic, workers and firms have invested in the physical and human capital required to support remote work 63 and innovation has shifted toward new technologies that support remote work Both of these factors make it more likely that for many firms, some version of remote work will persist beyond the pandemic. In light of this fact, the importance of deepening our understanding of remote work and its impacts has never been greater.

The use of the data is compliant with US employee privacy laws. Employee privacy restrictions in many countries prevent us from reporting on workers outside the US.

No information on international coworkers except for counting interactions with US employees was obtained for research purposes or analysed. Microsoft provides employees with appropriate notice of its use of Workplace Analytics, and sets strict controls over the collection and use of such data.

In our collaboration network, each worker is a node. For employees WFH, all of their colleagues are considered to be remote from them, whereas, for those in an office, colleagues are remote to them if those colleagues are WFH or are located on a Microsoft campus in a different city.

Our modified DiD model extends the standard DiD model in two ways. Second, our model allows the variation in our treatment variables to be induced by one exogenous shock that affects all workers in our sample, but affects some workers differently compared with others. We estimate the average treatment effect for the treated ATT of ego remote work and collaborator remote work on all outcome measures using the following specification:.

We estimate this model using data from February, April, May and June We omitted March because workers were transitioning from office work to WFH beginning in the first week of the month. Our ability to causally identify both ATTs is predicated on a number of identifying assumptions, some of which are standard in DiD analyses and some of which are specific to our research setting.

Time-series trends for different subsets of the matched sample are compared in Fig. Analogous figures for our full set of outcome variables are provided in Supplementary Figs. In all cases, the time series appear to move in parallel both before the transition to remote work, and once the transition to remote work concluded, suggesting that this identifying assumption is reasonable.

This assumption would be violated if, for example, those who worked remotely before the pandemic were less likely to have unforeseen childcare responsibilities from school closures caused by the pandemic. To make this identifying assumption more plausible, we use the CEM procedure described below. Finally, we assume that ego remote work effects, collaborator remote work effects and non-remote-work-related COVID effects are additively separable.

More precisely, we assume that Y i t can be written as. With our data, we are unable to validate the plausibility of this important identifying assumption; however, it is worth noting that causal estimates produced by standard DiD models also rely on the validity of parametric assumptions The results from our modified DiD specification for the full set of outcomes are provided in Supplementary Tables 1 — 3. This reweighting means that we can relax the parallel trends and exogeneity assumptions described above to only be required conditional on employee characteristics.

In other words, provided that any differences in how the two groups would have evolved in the absence of the pandemic or how they are affected by the pandemic are entirely explained by the employee characteristics we match on, then the CEM-based results are valid. The CEM procedure works as follows. Each US Microsoft employee is assigned to a stratum on the basis of their role, managerial status, seniority level and tenure at Microsoft as of February For each employee i in a stratum s that contains a mixture of employees that were and were not remote before the COVID pandemic, we construct a CEM weight according to the following formula:.

The final remote:non-remote sample ratio is We measured treatment effect heterogeneity with respect to tenure at Microsoft shorter tenure versus longer tenure , managerial status manager versus individual contributor and role type engineering versus non-engineering.

To do so, we estimated the DiD model separately for each subgroup. Our treatment effect estimates for each combination of outcome and subgroup are provided in Supplementary Tables 4 — To test the robustness of our analysis, we re-estimate our main DiD specification on an alternate matched sample of employees who worked remotely before the COVID pandemic, which is constructed using a more extensive matching procedure introduced in ref.

In this matching procedure, we augment the set of observables that we match on to include not only time-invariant employee attributes that is, role, managerial status, seniority and new-hire status as of February , but also time-varying behavioural attributes that is, number of scheduled meeting hours, unscheduled call hours, IMs sent, emails sent, workweek hours, network ties, business groups connected to, cross-group connections, bridging ties, churned ties and added ties, share of time with cross-group ties, bridging ties, weak ties and added ties, and the individual clustering coefficient as measured in June As we are matching on many more variables, there are more employees who cannot be matched, and our matched sample includes only 43, employees.

The motivation for this matching procedure is as follows. In a standard matched DiD analysis, control and treatment units would be matched on the basis of pretreatment behaviour. This type of matching is not appropriate in our context, given that employees who did and did not work remotely before the COVID pandemic are by definition in different potential outcome states in February.

Assuming that there is a treatment effect to detect, matching on pretreatment behavioural outcomes would actually make our identifying assumptions less likely to hold. However, in June , both employees who were and were not working remotely before the COVID pandemic were in the same potential outcome state firm-wide remote work , and therefore matching on time-varying behavioural outcomes improves the credibility of our identifying assumptions. Supplementary Figs. The results are qualitatively similar to those we present in our main analysis.

Number of business groups and cross-group connections: A business group is a collection of typically fewer than ten employees who report to the same manager and share a common purpose. Bridging connections: Bridging connections are connections with a low value of the local constraint 9 , 18 , 42 in that period.

To calculate the local constraint, we first calculate the normalized mutual weight, NMW i j t , between each pair of people i and j in each period t. We calculate the local constraint for each tie using the matricial formulae described in ref. Individual clustering coefficient: The number of triads group of three people who are all connected to each other a person is a part of as a share of the number of triads they could possibly be part of given their degree.

Distribution of collaboration time: In addition to unweighted network ties, we also measured the share of collaboration time that an individual spent with each of their collaborators. We do not analyse the number of weak ties a person has in a given month as, by this definition, it is equal to half the number of ties they have in that month.

The normalization ensures that HHI i t always falls between 0 and 1. Scheduled meeting hours: The number of hours that a person spent in meetings scheduled through Teams or Outlook calendar with at least one other person. Further information on research design is available in the Nature Research Reporting Summary linked to this article. An anonymized version of the data supporting this study is retained indefinitely for scientific and academic purposes.

The data are not publicly available due to employee privacy and other legal restrictions. The data are available from the authors on reasonable request and with permission from Microsoft Corporation. The code supporting this study is retained indefinitely for scientific and academic purposes.

The code is not publicly available due to employee privacy and other legal restrictions. The code is available from the authors on reasonable request and with permission from Microsoft Corporation.

Bloom, N. Working From Home and the Future of U. Brynjolfsson, E. Barrero, J. Working Paper Univ. Dingel, J. How many jobs can be done at home? Public Econ. Article Google Scholar. Benveniste, A. McLean, R. These companies plan to make working from home the new normal.

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Natl Acad. USA , — Aral, S. The diversity-bandwidth trade-off. It is designed around the Microsoft Azure cloud platform, and is meant to “leverage the richness of Azure AI to dramatically improve insights and operations”. A development kit was announced in February Requiring at least MB of available storage space, [] Kinect system software allows users to operate Xbox Dashboard console user interface through voice commands and hand gestures.

Techniques such as voice recognition and facial recognition are employed to automatically identify users. Among the applications for Kinect is Video Kinect, which enables voice chat or video chat with other Xbox users or users of Windows Live Messenger.

The application can use Kinect’s tracking functionality and Kinect sensor’s motorized pivot to keep users in frame even as they move around. The Xbox One originally shipped in bundles with the Kinect; the original Xbox One user interface software had similar support for Kinect features as the Xbox software, such as voice commands, user identification via skeletal or vocal recognition, and gesture-driven commands, though these features could be fully disabled due to privacy concerns.

In May , when Microsoft announced it would be releasing Xbox One systems without a Kinect, the company also announced plans to alter the Xbox One system software to remove Kinect features. Xbox games that require Kinect are packaged in special purple cases as opposed to the green cases used by all other Xbox games , and contain a prominent “Requires Kinect Sensor” logo on their front cover.

Games that include features utilizing Kinect, but do not require it for standard gameplay, have “Better with Kinect Sensor” branding on their front covers. Kinect launched on November 4, , with 17 titles. Along with retail games, there are also select Xbox Live Arcade titles which require the peripheral. At E3 , Microsoft announced Kinect Fun Labs : a collection of various gadgets and minigames that are accessible from Xbox Dashboard.

Numerous developers are researching possible applications of Kinect that go beyond the system’s intended purpose of playing games, further enabled by the release of the Kinect SDK by Microsoft.

Alexandre Alahi from EPFL presented a video surveillance system that combines multiple Kinect devices to track groups of people even in complete darkness. In human motion tracking, Kinect might suffer from occlusion which is when some human body joints are occluded and cannot be tracked accurately by Kinect’s skeletal model.

For instance, in a study, an Unscented Kalman filter UKF was used to fuse Kinect 3D position data of shoulder, elbow, and wrist joints to those obtained from two inertial measurement units IMUs placed on the upper and lower arm of a person. Kinect also shows compelling potential for use in medicine. Researchers at the University of Minnesota have used Kinect to measure a range of disorder symptoms in children, creating new ways of objective evaluation to detect such conditions as autism, attention-deficit disorder and obsessive-compulsive disorder.

NASA ‘s Jet Propulsion Laboratory JPL signed up for the Kinect for Windows Developer program in November to use the new Kinect to manipulate a robotic arm in combination with an Oculus Rift virtual reality headset, creating “the most immersive interface” the unit had built to date. Upon its release, the Kinect garnered generally positive opinions from reviewers and critics.

IGN gave the device 7. CNET ‘s review pointed out how Kinect keeps players active with its full-body motion sensing but criticized the learning curve, the additional power supply needed for older Xbox consoles and the space requirements. The review praised the system’s powerful technology and the potential of its yoga and dance games.

The mainstream press also reviewed Kinect. USA Today compared it to the futuristic control scheme seen in Minority Report , stating that “playing games feels great” and giving the device 3. Although featuring improved performance over the original Kinect, its successor has been subject to mixed responses. In its Xbox One review, Engadget praised Xbox One’s Kinect functionality, such as face recognition login and improved motion tracking, but said that while the device was “magical”, “every false positive or unrecognized [voice] command had us reaching for the controller.

However, its accuracy was found to be affected by background noise, and Peckham further noted that launching games using voice recognition required that the full title of the game be given rather than an abbreviated name that the console “ought to semantically understand”, such as Forza Motorsport 5 rather than “Forza 5”.

Prior to Xbox One’s launch, privacy concerns were raised over the new Kinect; critics showed concerns the device could be used for surveillance , stemming from the originally announced requirements that Xbox One’s Kinect be plugged in at all times, plus the initial always-on DRM system that required the console to be connected to the internet to ensure continued functionality.

Privacy advocates contended that the increased amount of data which could be collected with the new Kinect such as a person’s eye movements, heart rate, and mood could be used for targeted advertising. Reports also surfaced regarding recent Microsoft patents involving Kinect, such as a DRM system based on detecting the number of viewers in a room, and tracking viewing habits by awarding achievements for watching television programs and advertising.

While Microsoft stated that its privacy policy “prohibit[s] the collection, storage, or use of Kinect data for the purpose of advertising”, critics did not rule out the possibility that these policies could be changed prior to the release of the console.

Concerns were also raised that the device could also record conversations, as its microphone remains active at all times.

In response to the criticism, a Microsoft spokesperson stated that users are “in control of when Kinect sensing is On, Off or Paused”, will be provided with key privacy information and settings during the console’s initial setup, and that user-generated content such as photos and videos “will not leave your Xbox One without your explicit permission. While announcing Kinect’s discontinuation in an interview with Fast Co. Design on October 25, , Microsoft stated that 35 million units had been sold since its release.

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