Apples Management Strategies

Apples Management Strategies In a highly competitive environment such as the computer and technology industry, the structure of an organization needs to balance the benefits of a free and creative workforce all the while employing rigid guidelines to ensure cost control and efficiency. Apple Computer tried to accomplish this grey area of management when they restructured the organization in 1992. While some of the techniques they implemented looked promising, others appeared as if they were not going to solve their current problems. To facilitate creativity in generating new and unique products, Scully will articulate a far-sighted vision very broadly, at a 50,000 foot level and leave the lower level managers and workers to fill in the blanks. While it is important for Scully to allow the engineers freedom in generating ideas for new products, he may be allowing them too much freedom. Without providing the lower level workers certain specifications and milestones, they will surely overshoot their budget and miss deadlines. To ensure that these milestones are met, Scully should provide them with a semi-rigid guideline for the development, yet still allowing wiggle room for creativity that will distinguish their products in the market. The freedom that is allowed for creativity at Apple also has the potential for abuse. The current structure is lacking boundary controls that define what behaviors will be tolerated and which behaviors are prohibited. These controls should be carefully chosen by upper management and designed to facilitate creativity and boost employee morale, yet keep the workers behavior professional and goal oriented. Recently, upper management has received negative feedback in surveys from the companys employees. We feel that the upper management at Apple is too inexperienced and that it should be comprised of workers promoted from within the company. The average senior manager has only been with the company for 5.5 years, when many of the lower level employees have been with the company for double that amount of time. This may be leading to the decrease in employee morale, thus resulting in them losing the drive they need to keep Apple innovative and profitable. Apples employees are adequately educated and know the products as well, if not better, than most of management, and may potentially lead to the subordinates undermining any recommendations made by their seniors. Compensation and bonuses are a main incentive for exceptional performance and motivation at Apple. While the goals and measures that the bonuses are based upon are aligned with Apples long term goals, we feel that lower level employees bonuses are based on goals that they are not responsible for attaining. For instance, a line worker certainly does not have great control over the companys market share, just as a marketer has no influence over any product flaws that engineering may have missed. Each division should have their own independent measures to determine bonuses. These measures should only consist of goals that they have direct control over. If an employees bonus is dependent on a goal that their job affects, it gives them incentive to excel at their respective duties in the organization. Senior managements compensation on the other hand, should be based on all of ACPIs, as they are responsible for the success of the organization as a whole. Apples new strategy calls for an increase in productivity, which often can mean an increase in speed. Though it was said that Apple remained a very pleasant place to work: its offices were bright, modern, high-tech buildings. The atmosphere was still casual, reflecting the California lifestyle of many of the employees. And the companys historically strong, individualistic culture was reinforced by Apples own technology. It seemed that even though people still enjoyed the environment, they did not necessarily still love the work. One manager said people were being pushed to the limits; long hours and limited resources were leading to burnouts.' The issue here is that to increase productivity the correct way means an increase in efficiency. Most people agreed that the new system had not fundamentally reengineered anything; they were simply having employees work harder with fewer resources. Apple was used to an informal style and not used to employees feeling overworked. Apples people management seemed to be letting its people down. A 1992 Survey suggested that the vast majority of employees perceived that the company did not invest in its workforce and that executive management was not concerned about their future. It also suggested that most employees believed that Apples best people had been passed over for a promotion. Apple was supposed to be a place that people longed to work for. Now it has become a place where employees are unhappy and with the rapid growth new employees were often promoted with little time to develop appropriate management skills. John Sculley often emphasized the importance of leadership. Shortly after he announced his long term view of the organization in a companywide meeting, he released his public view of management: Capable leadership is essential to Apples immediate and long-term success. Thoughtful planning and execution of executive capabilities will be a strategic edge for Apple as we move forward. With all the new management positions due to the rapid growth, this capable leadership began to be questioned. We have learned that there are many ways in which managers can positively affect organizational culture. The way that employees were currently being hired did not seem to use these techniques. Part of the reason that the managers were lacking the proper skills could be because they were not hired based on their value or belief in the new strategy. If the practices are going to be consistent throughout an organization it must promote people whose values are consistent with the companys culture. In order to fix this problem and ensure the successful management of Apple, the manager in charge of getting managers ready for their job sat down with each general manager and created a list of core competencies needed for that division. These would align with the new strategy for the most part; however there was a new focus. The new focus was one that had never been used before, customer focus. It is interesting that in the middle of implementing this new strategy that seemed to be centered on higher productivity, lower prices and product development they would stress the importance of customer focus to all their general managers. This, though not exactly a poor decision, is inconsistent with the other ways that the company went about executing this new strategy. Until this point it had been about increasing productivity with longer hours, rapid growth and successful promotions. After the 1992 survey that showed no improvement in the previous year, it is easy to see that a change was needed. Customer focus seemed to be that change. The reason this inconsistent change was needed was because Apple managers did not believe they had the time to allow the original plan to work. A quality manager was quoted saying We cant wait three to ten years to get results. We wont be alive if we wait that long. As a group, our consulting firm has provided you with several solutions to these ongoing problems at Apple. Our solutions relate to four problem areas at the firm; compensation, promotion, communication, and creativity. Make compensation and bonuses in line with attainable goals. A line workers bonus needs to be attributed to the job he is performing and the goals which go along with that job. The Senior V.P. Secretary is getting his bonus because the RD team has spent 80 hours a week all year cranking out new ideas and products. It doesnt seem fair that the rewards are not in line with the work done to achieve them. Operational level divisions bonuses based on performance, length of time with the company, end of year evaluations done by management. Upper managements bonuses should be based on ACPIs as a cohesive whole since they are responsible for the marketing and final decision making. The company should not cut salary and switch to a commission based pay method. If the Apple wants to improve their gross margin, they need to find other ways to cut costs rather than screw over their employees. If employees feel like they are so far stretched beyond their means and burnt out, they will lose their motivation and drive to do the job they love. This can essentially push employees to stop caring about the end product and companys goals because they are so burnt out from trying to reach these unattainable goals. If you allow them to be creative and just give them simple structure and guidelines as well as some direction, they will still be able to think freely and meet overall goals. Promote from within Management has handed out promotions to employees who may have been unqualified, or may never have worked for the company before. We believe internally advertised job openings would be a better way to make promotions, this way anyone who felt qualified for a position could apply. Other people can make recommendations for co-workers who they feel would also be suitable and qualified to take on that new position. A requirement for the management position will be the Apple University Manager training potential new managers with the Executive readiness program. Rather than simply have this be a review process, they can turn this into a training session. This would help management pass down the organizational vision, image, and voice of the company. The managers will all be trained in a standardized format so everyone works on the same page. The way that Apple had previously promoted employees had significantly decreased their employees morale and made it difficult for them to respect their managers. With a system that allows for more promotion within the company with seniority taken into consideration there will more than likely maintain their culture and dedication to the company. When a large company makes quick management modification and changes, culture can easily be the largest factor affected. Therefore, it is imperative that Apple does whatever they can to maintain a strong culture. A strong part of the group (consensus) feeling gives way to a strong culture, as well as assist in increasing employee morale. Communication Top-Down and Bottom-Up Meeting in San Jose would have been easier to communicate the strategy if they hadnt waited until there were already problems. They would have better off communicating in this style every quarter. This way, employees can give recommendations and ideas to upper management. Managers also need to be qualified and ready to manage. Without management skills there can be a lack of effective communication and implementation. With the proper training and qualifications, managers will have the ability to communicate company ideas and direction in the best way possible to their employees. Promotion from within allows the manager to have pre-existing relationships with co-workers and other employees. They will feel more comfortable talking to them, as well as realize the importance and necessity of communication in the organization. Quarterly meetings with all employees to communicate vision to the entire organization rather than only having the top managers know exactly what is going on and the specific directions theyre headed. Creativity Due to the company wanting to crank out new technology at a faster than ever speed, this has completely stifled employees ability to come up with new products at their own pace and expertise. By forcing the new structure, incentives, performance and commission-based pay, people are not given the same freedom to be creative. There was a sudden change in the company through establishing rules, lowering autonomy, concentration on improving the profits, and constantly having new managers who are not qualified nor trained for the position. This places a large shock value on employees who are used to working so freely and creatively. We think a more productive and efficient method of finding new ideas and technology would be a similar concept to the process IDEO uses. Group think brainstorming sessions for the RD department to boost creativity and piggy-back launch even more creative ideas. We want to instill the idea that it is ok for RD ideas to fail, but the important part is for the employees to take risks and generate as many ideas as possible to throw on the table for discussion. Apples new strategy was good in theory, but it was riddled with implementation problems. Promotion, communication, creativity, and compensation methods all appeared as if they were overlooked when Apple developed their new strategy. Our solutions to these problems should provide a smoother transition for the company, all the while boosting employee morale and productivity.

Business-to-business and B2b E-marketplace

Closing Case Study One When you’re Big, You Can Be Your own B2B E-Marketplace. Question 1 :- Volkwagen operates its own proprietary B2B e-marketplace in which its suppliers participate. What are the disadvantages to Volkswagen of not using a generic B2B e-marketplace with even more suppliers? What are the advantages to Volkswagen of developing and using its own proprietary B2B e-marketplace? Answer :- The disadvantages to Volkswagen of not using a generic B2B e-marketplace with even more suppliers is difficult for organization to search an e-marketplace for suitable suppliers and then enter into negotiations outside the e-marketplace.This happen for organizations needing to purchase millions of dollar in inventory, parts, or raw materials, and it occurs for organizations wanting to establish a long-term relationship with just one supplier. Relationships among businesses in B2B are very important. These relationships, characterized by trust and continuity, extend to the IT real m. In the B2B business model, you must provide a level of integration of your IT systems with those of your business partners.The advantages to Volkswagen of developing and using its own proprietary B2B e-marketplace because they spend the money with suppliers, so that its can open and run their own B2B e-marketplace. Volkswagen handles 90% of Volkswagen global purchases. Almost all request for quotes, contract negotiations, catalogue updating and buying, purchase-order management, vehicle program managements, and payment are handled electronically and online through VWgroupsupply. com.Volkswagen Ag offers eight brands of automobiles Volkswagen (passenger), Volkswagen Commercials Vehicles, Audi, Bentley, Bugatti, Lamborghini, Seat, and Skoda. Volkswagen spent almost 60billion euro, or approximately $77billion, on components, automotive parts, and MRO materials for its manufacturing operations. Question 2 :- When the Volkswagen needs a new part design, it uses VWsupplygroup. com to g et its suppliers involved in the design process early. This creates a tremendous amount of interorganizational collaboration.What are the advantages to the suppliers and to Volkswagen in doing so? Answer :- The advantages to the suppliers and to Volkswagen in doing so to creates tremendous amount of interorganizataional collaborations is as a supplier to other businesses, you also need to understand whether you are selling in a horizontal or vertical e-marketplace. The electronic marketplace is an interactive business providing a central market space where multiple buyers and suppliers can engage in e-commerce and other e-commerce business activities.E-marketplace features a variety of implementations including value-added networks providers, horizontal e-marketplace, and vertical e-marketplaces. Horizontal e-marketplace is an electronic marketplace that connects buyers and sellers across many industries, primarily MRO materials commerce. MRO materials include a broad of range of bo th products and services including office suppliers, travel, shipping and some financial services. Question 4 :- To make effective purchasing decisions, Volkswagen’s purchasing agents need business intelligence.What kind of business intelligence does iPad provide to purchasing agents for carrying out their tasks? What additional kinds of business intelligence not discussed in the case could Volkswagen’s purchasing agents take advantage of to make more effective decisions? Answer :- An Volkswagen has, in essence, created a system that brings the necessary information to the purchasing agents. This new system within VWgroupsupply. com is called iPad, or internal Purchasing Agent Desk. Its use for purchase order for a vehicles front module had to use numerous separate systems to complete the process.Retrieve information from suppliers system and its database, query information in Volkswagen’s internal parts information system, obtain information from a request-for- quotes database, enter information into a contact-negotiation transcript system, and interact with several other systems and databases. The purchasing agent had to log into and use seven separate systems. Analysis revealed that Volkswagen purchasing agents were spending 70% of their time finding, retrieving, analyzing, validating, and moving information. Question 5 :- IPAD manages the workflow for purchasing agents.Describes how iPad manages this process including information provided, steps to be executed, and the presentation of information. Answer :- iPAD manages the workflow for purchasing agents. Using a form af an integrated collaboration environment, or ICE, purchasing agents now participate in a simple three step process. The first step is iPad captures and sends a business event to the purchasing agent, such as the nedd to order vehicles front modules. Second, iPad attaches to that communications other necessary information such as information about potential suppliers, the ir costs, and others forms of analysis and descriptive information.The final steps is iPad send the corresponding business processes and work flows to be completed electronically. It works much like digital dashboard. When purchasing agent log onto the iPad portal in the morning, they receive a customized Web page with announcement, business alerts, analysis, and digital workflows to be completed. The purchasing agents can set out immediately to complete the task of the day, without having to spend 705 of their time finding. iPad also customizes the Web page according to the purchasing agent’s native language.

Path of the Stars Essay

The song â€Å"Stars† from the musicale Les Miserables is sung by Inspector Javert near the end of Act I when he realized that it was Jean Valjean whom he had helped escape from the group of Thenardier. Inspector Javert is a rather curious character. A good characterization of him is well laid-out in the novel. However, in the musicale version, only snippets of Javert’s personality can be gleamed when observed carefully. â€Å"Stars† may not be one of the internationally renowned songs from musicale like â€Å"I Dreamed a Dream† and â€Å"On My Own†, but it offers a good insight into the way Inspector Javert sees himself as a law-enforcement agent, law-breakers like Jean Valjean, and his obsession, bordering on madness, in the pursuit of law-breakers, especially Jean Valjean, to face justice. Javert’s sees himself as one of the stars, â€Å"filling the darkness with order and light †¦sentinels, silent and sure, keeping watch in the night. † He sees himself as an unobtrusive individual in society keeping the order and standing as a vanguard of peace always on the watch. He is always there to maintain the peace in society. He believes that each of us, like the stars, knows his proper place and function in society and those who stray from their fixed and sure paths, law-breakers and fugitives, â€Å"must pay the price† and face justice. Law-breakers are stars that have lost their way, men who have deviated from their roles in society. They flee in the dark for they are out of graces in the eyes of God, according to Javert. As a sacred duty, Javert has taken it into himself, swearing by the stars, that he would not rest until these fugitives are brought to face justice. This duty is his role in society; his course and aim in the skies as one of the stars, â€Å"and so it must be, for so it is written. † If we follow Javert’s philosophy that all men in society are but stars with fixed path in the skies and those stars that fall from their paths â€Å"fall in flame,† this same philosophy gives us an idea of how hard Javert could be even to himself. If and when Javert, as a star in the sky, deviates from his fixed path he, as well, must pay the price. This insight into the thinking of Javert’s gives as a dark foreboding of what may happen in case he fails in his pursuit of Jean Valjean (as the case would be in Act II). Javert may not be one of the most amiable characters in the musicale Les Miserables but he gives us a good picture of a segment of our society today. People who tend to be fanatical and rigid in their views are epitomized by Javert. I am not a good authority to pass judgment on people like Javert. To some extents I agree with Javert that each of us has a role in society and when we falter we should pay the consequences. But I do not agree in the rigid application of justice as espoused by Javert. I believe that when a person commits a wrong we must temper our judgment by hearing out the reasons of the offender, assuming good-naturedly that he committed such offense unintentionally. I believe in justice with compassion. Justice, after all, has always been depicted as a lady blindfolded so that she may hear and weight with her heart the arguments laid before her.

Beowulf Quote Discussion Essay - 980 Words

Megan Lai English 10H DiSalvo 17th September, 2014 HCTA: Beowulf Theme: Wisdom is a more valuable weapon than physical strength. Quote 1: And that night Grendel came again, so set / On murder that no crime could ever be enough, / No savage assault quench his lust / For evil. Then each warrior tried / To escape him, searched for rest in different / Beds, as far from Herot as they could find, / Seeing how Grendel hunted when they slept. / Distance was safety; the only survivors / Were those who fled him. Hate had triumphed. (Beowulf 49-58) The night after the day of Grendel’s first attack, some of Hrothgar’s warriors fled Herot’s halls. The wisest fled-knowing that if they sought refuge someplace away from Herot,†¦show more content†¦/†¦ Suddenly / The sounds changed, the Danes started / In new terror, cowering in their beds as the terrible / Screams of the Almighty’s enemy sang / In the Darkness, the horrible shrieks of pain / And defeat, the tears torn out of Grendel’s / Taught throat, hell’s captive caught in the arms / Of him who of all the me n on earth / Was the strongest. (Beowulf 273-281, 305-313) In this passage, the story teller employs situational irony and imagery to demonstrate the tables turning on Grendel due to the hands of Beowulf. Had Grendel had the wisdom to actually check upon who was in the hall, he would never have been stuck in this predicament of the hunter becoming the hunted. With the usage of the quote â€Å"Grendel’s one thought was to run†, situational irony is extremely apparent. Grendel is now being hunted by Beowulf, instead of him hunting the inhabitants of Herot. To describe the suffering of Grendel, the author employs the use of various lines with adjectives, such as â€Å"In the darkness, the horrible shrieks of pain†. With the severity of Grendel’s pain having been stressed by imagery, we can now infer that he regrets not having the wisdom to avoid entering the mead hall. The theme of wisdom being a more valuable weapon than strength is not directly, but indire ctly demonstrated by the fact that Grendel could have avoided defeat at the hands of Beowulf if he hadShow MoreRelatedWhat Makes a Hero? Essay1377 Words   |  6 Pagessane individuals in today’s culture, people, even heroes, don’t simply walk into danger, like Beowulf. True, there are people who strive to challenge obstacles in our world. Beowulf does something slightly irregular, however. â€Å"Then the hero, stern under the gleaming helmet, with his stout mail-coat and think-plated shield, strode out to meet his foe.† Beowulf appears a madman after examining this quote. 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