Organizational Culture at Apple Inc Introduction
Apple Inc. is a global computer manufacturing company that is going through majo r changes in its organizational culture and it’s organizational structure due to several events of the past few years. This is a company that grew extremely fas t in little time, that their management found themselves not being able to keep their operations and finances under control. Apple Inc. has been forced to reeva luate and redesign it’s organizational culture and organizational structure to a void bankruptcy.
The organizational culture of Apple is one of change; with the drive to outperfo rm and succeed as their major objectives. The organizational structure of the co mpany has also transformed to be more competitive in a critical juncture in the company’s history. Apple is going through major restructuring to regain control of its operations and finances in order to stay competitive on the global marke t. This paper will describe the organizational culture and structure of Apple (w ww.fundinguniverse).
The culture of Apple was based on an ideal that self-motivated individuals will work harder if they do not have a boss micromanaging every action. The unique st ructure of Apple had allowed it to grow and react more quickly to changes than i ts competitors. The reason for the quick responsiveness is simple; it is much ea sier to get a project started if there are only a few people to obtain approval from. Apple initially grew fast, because decisions were made at the lowest possi ble level. Corporate headquarters made policy and oversaw all activities, but th e local employees made the day-to-day decisions on the ground in countries all o ver the world. This type of top-down philosophy allowed for quick responsiveness and resolutions to situations without involving the corporate headquarters, thu s avoiding corporate red tape (Mc Shane and Travglione, 2005, pp 89-290).
The organizational structure of Apple was almost non-existent and focused on pla cing decision making in the hands of the people in the field. Apple was doing in credibly well and had gotten the attention of many people because the company wo rked well and was very responsive to change. However, things took a downward tur n and Apple found themselves in a financial nightmare. Apple suffered problems i n regional areas, specifically in the accountability of spending and in fiscal d ecision-making. The same "top-down" ideology that helped Apple grow also opened the door for some serious financial losses. With employees at different levels m aking decisions, it became difficult for the corporate office to keep track of s pending and purchasing (Offermann & Spiros, 2001, pp 376-92).
Behavior at work (personality traits)
Apple Inc. case study
Personality refers to the relatively stable pattern of behaviors and consistent internal states that explain a person s behavioral tendencies. Personality has b oth internal and external elements. The external traits are the observable behav iors that people rely on to identify someone s personality. Personality is both inherited and shaped by the environment (Mc Shane and Travglione, 2005, pp 89-29 0). Some examples of personality traits are quiet, aggressive and ambitious (Rob bins et al., 2003, pp 178-90).
While working overtime late one night, you accidentally overhear a colleague cal led Amanda having a telephone conversation in which she states that she had stol en ideas from a co-worker and close friend of yours called Bill. Amanda recently received a prestigious promotion on the basis of stealing Bill s ideas, while B ill has been reprimanded by his manager for not performing up to the organizatio n’s expectations (Glinow, 2003, pp 189-67).
Values, perceptions and personality traits are the key concepts that shape an in
dividual s behavior and way of doing things in day to day life as well as in org anizational...
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