The Corporate Culture Of Apple Inc Business Essay

The Corporate gloss Of orchard orchard apple tree tree Inc Business Essayorchard apple tree incorporation is todays one of the biggest if non the biggest g everywherening grow transpose cut master, in the recent few years apple as universe in the light of it impartly perceive genius ways of acquire thing done with a various, however orchard apple trees corporate refining is forever and a day changing as a turn up of changes to its leaders/CEO from snip to m. To get an in-depth understanding of this we must dwell into apple historical gritground, it pros and cons, and the guess of future perplexity. Therefore the empirical headspring would be what is the purification of orchard apple tree?What is floriculture?Culture has been describe by legion(predicate) authors, school of thoughts, theories to follow a few in relation to its conceptual usage,it has been described for practice as the predominate values espoused by an organisation, the commonly held and rel atively immutable set of beliefs, attitudes, values and norms that exit throughout an organisation the basic assumption and beliefs that argon appropriate by member of an organisation. In recent time culture has been refer to as the way things are done nigh here. Lynch (2006, p.37) culture refers to the shared understandings and meanings of that members stick concerning an organisation. Rather as man-to-mans form distinctive personalities organisation make their aver ill-tempered culture. Some impart be friendly, relaxed and in testis eon others will be highly formal aloof and hostile. Also Drenna(1992).in senior.B (1997).p101)says culture is what true of the organisation, the habits the prevailing attitudes, the grown up pattern of accepted and expected behaviour .The main feature of culture is that level off though there are some(prenominal) organisational differences there look to be share understandings within them. Culture tends to build gradu entirelyy in noe tic thinking of participations with the system which youngr forms a sub/dominant culture. Using Handy (1993) cultural model, handy opine that A culture cannot be precisely define, for it is something that is comprehend, something felt handy (p. 191).however he pointed out the tetrad type of culture in organisation which are explain in fig1.1.TypeMetaphorCharacteristicsPower CultureA web determine from centre political and entrepreneurial ,personal power serves the figure-head and the leaderRole CultureThe Greek TempleClassical social structure bureaucratic role identity operator position power predominate, serves the structureTask cultureA last(a)Valued separate expertise and contri aloneion concentrate on terminate the cable, both personal and position powers are important high level of collaboration base on group unity. someone cultureA cluster or galaxyCombine of a lose accruement of individuals-pursuing own goal but share common facility, power not necessary a focus because members are experts in their own field. This culture serves the individual. shape1.1The four culture type highlights how power and avow are employ by organisation and of whose interest are they serving? certainly theres an factor of power culture at orchard apple tree inc, as bank noted in the flake study, Steve Jobs entrepreneurship elan had giving way for personal ideology and to a greater extent-or- little gain control over the system, he is characterise as Apple itself, the bilk of control and politic is excessively associated with Steve upon returning suffer in late 1990s, when he changed the culture back to the way its use to be when he was at the apex Apple. Also the Role culture could be contact with eras of sculley, and other leaders who try to formalize the structure by noble-minded their own rule, neglecting the important of project groups, which is central to the Task culture even though individual expertise at Apple is crucial to its establishment t he only existing collaboration is based on secrecy. A typical reflection of Apple is the individual culture we may say is the Person culture as different geeks over figure tiredly to bring virtually a unique invention based on their expertise.According to, caravan backer( discipline study p.10), ( Backer)an analyst at Gartner inc, noted when Apple goes out to engross somebody, the no 1 criteria isnt how much experience you feature or who you inhabit .its whether they think you will fit into the culture. hitherto the culture seems unique but can it function without structure, the leaders, doing and strategy? Ideally, we can communicate this by a thorough analysis of the model below take note that the model is a non linear model as all the elements are inter-related and interdependent.Fig1.2 a culture relation modelStructureNoticeable in the case study is the commentators reference to Apple as a bizarre culture, analysts argued that Steve jobs the CEO of Apple is the best ma rketer in the world, but his leadership style suggest a different view. For instance secrecy is the prime of Apples strategic merchandise culture. Apple was known to appreciate and value its employee, it price noting that whereas wantal theories such as B.F Skinner (1974), Mintberg (1979), have highlighted the importance of satisfy and value as the ideological stimuli that instigate individual to break away, in contrast, at Apple any universal concept of motivation might not work, because of how apple justifies its bribe system with a do or come more or less culture. More so the structure at Apple Inc is becoming analyzable as it evolves into a different pattern over the years.FIG2 Hierarchy and immediately structureThe above is an illustration of a standardize structure of organisation formulated by many scholars over the year to explain presidential termal functionality the flat is more prominent to entrepreneurship, with suitable element of informal, charismatic ,a nd informal leadership quality but grapevine in nature period the other is ideal for a larger organisation. However, of all the supportive search is the work of Canadian academic, Henry Mintzberg. According to Mintzberg (1979) an organisational structure is the sum total of the way in which it divides its labour into distinct tasks and then achieve coordination amongst them. also structure is define as the established pattern of kindred between the components parts of an organisation, out lining both communication control and authority patterns .supportive to this also is Wilson and Rosenfeld(1990) explained that structure distinguishes the parts of an organisation and delineates the relationship between them.This is supported by Apples trend in organisation structure which is more complex than initially perceived, for instance Apple is seen as the pioneer of work hard play hard ethic. Equally important is the frequent changes in culture as different leaders tried to adopt a dif ferent feeler to reorganise the structure, it is interesting that analyst said Apple adopted a style that was not too far too formal or hierarchical and that the approach was more result-driven.In slimy circumstances as a reference to the case study, any unequal process at Apple will not be legitimate with its culture it is important to say that any change in culture will resort in change in structure, however if the structure cannot survive without the culture then where do we inject the leadership style to bring about ultimate work? Apple structure is uncomplete hierarchy nor flat we could say its more of a hyb unloosen or matrix unlike hierarchy which is prone to bureaucratism=read yet match to Webber (1947),in his analysis of organisation he had identified the principle of bureaucracy as a continuous organisation that is bound by rules. Webber insinuate the importance of ideal bureaucracy to an organisation as positive and rational unlike the other which he described as domination as charismatic authority and traditional authority .mention adocrasy=read furtherFig 2.1 A representation of Apples organisation formation structure.AGENT OF TRANSFORMATION leading as a concept has been an interesting centre piece to different fields of thought, to the ordinary man a leader is just a symbolic head, but as a supportive element by theorists and analysts a definite category of classification it is said the virtually important type of leaderships are of the following the charismatic, the traditional, the situational, the appointed, the functional and the principle centred leader for the train of this essay we will look at leadership from management perspective, according Cole(2004), leadership is define as the followingleadership at work is a dynamic process whereby one individual in a group is not only responsible for the group results but actively seeks the collaboration and commitment of all the group members in a achieving group goals in a particular context and against the background of a particular national cultureINNOVATORSThe leadership style of Apple is highly represented by their iconic CEO Steve job that is highly regarded for his modern, creative and marketing strategies. Using classification of leadership his style could be linked as the transformational leader which is characterised by the transformation of organisation, creativity and innovation with the purpose to bring commitment. However the simplicity of his approach could resort in the downfall of his perceived personality and organisational cognitive operation, for instance if this was ideal for the organisational culture then the question would be the sited instances of global workforce revolting against the culture of secretary used by Apple as an accepted way to move the company forward. If apple is to maintain its status quo as the number one most valued company in the world then it needs to engage itself in some form of leadership re orientation as ov er the past ten-spot different management/leaders have secure to change the culture of apple and its structure only to head back to the starting point which is where they are today, Steve job certainly must be doing some right, concrete evidence suggest that Steve job must have outperformed his expectation to the board of management as emphasized in the case study.CONSTRAINTSthe ripple effect of change of leaders/managers at Apple inc wildness the need for change in culture, however this changes also brought about change in structure as each leader tries to implement his/her own ideology, arguable is the internal problem that apple faces from its reorganisation, for instance the appointment of Sculley who was doctrine for making Apple one of the biggest and fastest-growing corporation in the US.(case study p.5 ).A serial of failure in the early 90s again brought another power prowl when the board decided it time for leadership change and Micheal spindler was appointed in 1993 to re come out Sculley, Spinder also fail to perform as expected ,Amelio could have being the one man that brought the last drastic change into apple because of his focus on Apple product line and workforce drop-off but fail follow Apples corporate culture, once more Steve was back in business to turn things Around. A key point to his transformational leadership style, nevertheless it would appear that the board were more interested in performance rather than leadership quality or style however performance cannot be divorced from leadership.THE ACHIEVERPerformance, theres no planetaryised definition of performance it has being said that performance cannot be easily defined as you cannot measure or manage it. However few management researchers have noted the core different of performance from other fields in comparison to management sectors. Performance is more adapted to performance management day in day out, therefore performance could be agree to be of relevance to situational c hanges. Armstrong and Baron (1998) define performance management as a strategic and integrated approach to delivering sustained success to organization by improving the performance of the people who work in them by developing the capability of team and individual who work in them.. Therefore, it provides channel for knowledge on organizational objectives and goals and a spectrum to manage and train individual in order to achieve to such objectives Armstrong stress that performance is strategic because it is concern with broader issues facing organizational effectiveness.As evidence in the case study the market value of Apple against the backdrop of its financial performance over the years in Exhibit VIII, it is clear that in the past decade there being a major profit share in the company, more so recently Apple posted all time record revenue with increase earnings of 78 percent, as of July 2010. Apple posted record revenue of $15.7 billion and also quarterly profit of $3.25 billio n,. Surely the share holders would be very pleased with the result. These results match to workforce engagement and the strategy used to achieve result cannot be overlooked, Apple was known to appreciate its employees. It was consider a great place to work for people who are personate about what they did. (Case study p.3) also experts felt one of the key success to Apples performance is its ability to draw in and retain key personnel in technical, marketing and staff positions Nevertheless financial performance in one comfort zone for the company identity externally but does this speak the same for the internal general audit of employee of Apple who work tirelessly for over 60hours to get this results out. then(prenominal) how engaged are the staff of Apple incorporation.The unique culture of Apple which is base on the leadership style of one man approach Steve jobs, can it survive after the exit of jobs. its plausible to say yes as jobs himself claim he had trained others to man age whenever he is no eternal available, however the determination of each individual could result in general failure of the culture as every leader approach with a different goal tantrum. If the goal serve as the basis for motivation, and the goals are set by managers, industrial standard or base on negotiation, how then do you motivate individual, researchers noted that one can be motivated by target set against the others while you could be de-motivated by over pressured standard. levison(1972)highlights this in Asinine attitude towards motivation, in relation to reward or punishment to motivate workers, more so borrowing the work of Hygiene theory of motivation by Herzberg (1968),which he claim that the most important motivator or satisfier areAchievementRecognition work itselfResponsibilityAdvancement.While the following called hygiene factors or dissatisfiesCompany indemnity and administration.Supervision-the technical aspects.Salary.Interpersonal relations-supervisionWork ing conditions.Herzberg pointed out that these factors were intrinsically related to the glut of work, i.e. with intrinsic challenge, interest and the individual responses generated by them.If applied to Apple, how do we prune the working condition of staff who work for long hours to get the job done, or does the secrecy atmosphere bring about individual motivation or fear of punishment has whoever fail to comply to the culture is observably punished, the reward scheme in apple for those that come up with innovative technology like iphone, mac ipad could result in esteem of individual while the punishment approach on the other hand is noxious to the public image of Apple as any failure leads to kindling individual or leakage of secret will automatically result in dismissal. Therefore we could say any universal concept of motivation might not work in Apple cooperate culture base on perceived punishment and reward of staff performance, indeed Apple cooperate culture is zero exper ience and no stableness of staff until now though it has worked for the company.Even though the strategy may be consider risky. Apple target young staff recruits with less commitment and more glory seeking rather than experience. However is value saying the older generation are not mush expandable. This could be explain using Maslow (1956) Hierarchy of needs, which he associated the important of needs to motivate individual, starting from basic needs called physiological needs, follow by safe needs, then love needs, esteem needs, and self actualisation. He emphasis that as one needs is fulfil we move up to another.Goal setting (locke,shaw sari latham 1981)A change in goal will foreseen a divulge Apple as a company, for example Apple has always focus on improving on a previous product i.e. Iphone1,2,3..4.e.tc while not come up with something entirely different and innovative. Even though Apple came up with a micro palm device bod ipad,it still relied entire on the old operating s ystem which is stepwise facing out as competition grows in the technology industry. over again the past ten years down the line Steve Jobs was back the in same job at the apex of the company after many failures of different managers at various stages of cultural development within Apple inc. even though Jobs is making money for apple for now the question is will same strategy that fails at the initial past decade in culture, work for the future?A do or exit culture was Apples it it ideal for apple? For instance sculleyl tried for Apple for about five years, thus due to cultural strategy of sculley, the board got rid of him. At this juncture the answer would be it all depends on many factors conserving strategy culture and variable element to forecast the future.