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Apple Organization Culture

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Harvard

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Rachet B.
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  1. Introduction
  2. Apple Organization Culture
  3. Focus
  4. Small-Group Principle Of Simplicity
  5. No Market Research
  6. Creating and Maintaining Apple's Organization Culture
  7. Conclusion and Recommendations

Over the years, most organizations have changed their approach of conducting their operations for them to cope with changing environmental factors. As a result, organizations whose management divert from the defined course by their organization's culture never live to accomplish the objectives defined by the firm's promoters. This manifests in organizations where those in authority condemn it to anarchy state, where adjustments executed by the management disregard the corporate mission and vision. Although most organizations have their unique corporate values and guiding vision, few corporate leaders uphold them. This forms the initial difference between successful organizations that stay put in their defined foundation despite making regular adjustments to cope with changing environments. Attaining corporate excellence involves eliminating pampering the organization with every business model that dilute the organization culture. Organizational culture involves the defined set of values and behavior which forms the basis for corporate objectives, and which all levels of the company should comply with to attain success.

[...] This makes it difficult for rival organizations seeking to surpass the success of Apple Inc. Creating and Maintaining Apple's Organization Culture The corporate culture of Apple Inc., is built around the personality of its founder Steve, who emphasized secrecy, opaqueness and go-it-alone approach (Mintz para 1). However, since the departure of Steve following his death, Tim Cook uses his brilliance and hardworking ability to instill a culture of sense to the Apple's organization culture. Although Cook's performance does not suggest substitution of Steve's personality driven culture, Apple's culture is what makes the company different in approaches to product innovation and designs. [...]


[...] Attaining corporate excellence involves eliminating pampering the organization with every business model that dilute the organization culture. Organizational culture involves the defined set of values and behavior which forms the basis for corporate objectives, and which all levels of the company should comply with to attain success Apple Organization Culture Secretive Core Management should avoid underestimating the potential of strong organization culture to propel the firm to heights of success. This arises in the ?magic' culture injected by Job during his second reign at Apple, which turned the enterprise he cofounded from bankruptcy to the most valuable enterprise in the world. [...]


[...] The Secrets Apple Keeps. Retrieved December from http://tech.fortune.cnn.com/2012/01/18/inside-apple-adam-lashinsky/ 12 LoCascio, R. (2013, January 22). A Strong Corporate Culture is the Key to Sustainability. Retrieved December from http://rescue.ceoblognation.com/2013/01/22/astrong-corporate-culture-is-the-key-to-sustainability/ Mintz, J. (2011, August 25). Cook may Find it Hard to Sustain Apple Culture. Retrieved December from http://www.today.com/id/44279380/ns/business-us_business/ Sethi, S. P. (2012, April 2). [...]


[...] Employees operating from the top-secret area commit to extra care to avoid exposure of their devices to undisclosed parties. In addition, the company reputation of excellent products is sustained through cooperation principle between engineers and designers through complimentary meetings. Initially, a brainstorming session enables every participant figure out different approaches to handle different problems. Next, they participate in the paired production meetings, they deliberate on their individual ideas to formulate an execution plan (Anthony para 7). No Market Research Distinguishing themselves from other organizations that base their innovations from findings obtained in market surveys, Apple sustains a culture of no research. [...]


[...] Owing to the management style of leading from the front, Steve ensured the entire organization focuses on designs, as the foundation of their breathtaking products. In this approach, Jobs was an integral element to the product designs by simplifying complexities in tasks reported to him by designers. This worked for the company since Steve was a systems thinker and designer (Anthony para 2). Small-Group Principle Of Simplicity The company products are handled using the small-group principle, where project teams are assembled in the form of engineering units to work on executive team ideas. [...]

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