APPLE

Key Dates: THE JOURNEY !!

1976: With $1,300, Steve Jobs and Steve Wozniak found Apple
Computer, Inc.
1980: Apple converts to public ownership.
1982: Apple becomes the first personal computer company to reach
$1 billion in annual sales.
1985: John Sculley assumes the helm after a management shakeup
that causes the departure of Jobs and several other Apple executives.
1991: PowerBook line of notebook computers is released.
1994: Power Macintosh line is released.
1996: Acquisition of NeXT brings Steve Jobs back to Apple as a
special advisor.
1997: Steve Jobs is named interim chief executive officer.
1998: The all-in-one iMac is released.
2000: Jobs, now firmly in command as CEO, oversees a leaner, more
tightly focused Apple.
INDISPENSIBLE !!!!
 THE CASE ….. AND MUCH MORE ….

TRACING THE HIGH AND LOW IN AND OUT OF APPLE .

VARIOUS HUMAN RESOURCE MANAGEMENT

STRATEGIES TAKEN BY APPLE.

DEALING WITH THE PROBLEMS , AND MAKING THEM

THE STEPPING STONES FOR CLIMBING UP THE LADDER
.

SHOWING THE WORLD HOW APPLE IS DIFFERENT

FROM OTHERS IN THE BUSINESS.
 Steve job’s strategy
Rather than focusing on hardware it should focus on
software
Create the right software and hardware would
followed.
Steve jobs take a risk by partnership with rival Bill
Gates that was good for
Microsoft but it was better for Apple.
He pushed the company’s managers for
Innovative thinking.
 THREE COMPONENT MODEL OF
CREATIVITY.
WHAT CAN INDIVIDUALS AND ORGANIZATIONS DO
TO STIMULATE EMPLOYEE CREATIVITY ?

CREATIVITY
• EXPERTISE – Creativity is enhanced when individuals
have ABILITY, KNOWLEDGE , PROFICIENCIES and
SIMILAR EXPERTISE.

• CREATIVE –THINKING SKILLS- Personality characteristics

associated with creativity.
Talent to see things in a different light.

• TASK MOTIVATION - The DESIRE to work on

something.
The motivational component is what turns creativity
potential into actual creative ideas .
 DRAWING A PARALLEL
LINE !!!!
• Apple developed a new operating system
Mac OS X.

• Developed a video editing program them self

when Adobe System declined to do so .
“A blessing in disguise”.

• Developed iPod with the help of Robbin

and his Team
 PERSONALITY
The sum total of ways in which an individual
reacts to and interacts with others.
 BIG FIVE TRAITS
• Less negative thinking and fewer negative
Emotional emotions. • Higher job and life satisfaction
stability • Less hyper vigilant • Lower stress levels
• Confident

• Better interpersonal skills • Higher performance

• Greater social dominance • Enhance leadership
Extraversion
• More emotionally expressive • Higher job and life satisfaction

• Increased learning • Training performance

Openness • More creative • Enhanced leadership
• More flexible and autonomous • More adaptable to change

• Better liked • Higher performance

Agreeableness • Lower levels of deviant behavior
• More complaint and conforming

• Greater effort and persistence • Higher performance

Conscientiousness • More drive and discipline • Enhanced leadership
• Better organized and planning • Greater longevity
Some others Personality traits which are related to this
case:

Self Monitoring -

A personality traits that Measures an individuals ability to

adjust his or her behavior to external situational factors.

Proactive Personality –

People who identify opportunities, show initiative take

action and persevere until meaning change occurs.
 LEADERSHIP
Leadership is the ability on the part of a person to motivate a group of
people to achieve as a team all that is beyond the realm of individual
accomplishment.

THEORIES INVOLVED IN THIS CASE

• TRAIT THEORY

• CONTEMPORARY APPROACH
 TRAIT THEORY
ASSUMPTIONS:

• Leaders are born not made.

• Good leaders have the right combination of traits.
• It differentiates leaders from non leaders by focusing on personal qualities.

RELATING TO THE CASE:

Steve Job can be described by three different attributes:

• CHARISMATIC: Job exercised a referent power upon his subordinates and had
confidence upon his fellow members.

• ENTHUSIASTIC: Job wholeheartedly devoted his time and efforts for the
accomplishment of the organizational goal.

• COURAGEOUS: Job took risk and very audaciously performed his tasks and proved
his capabilities.
 CONTEMPORARY APPROACH
This is the recent approach where people who act as leaders bring about various
changes:

• REVOLUTIONARY CHANGES
• FUNDAMENTAL CHANGES
• INCREMENTAL CHANGES
• TRANSFORMATIONAL CHANGES

TRANSFORMATIONAL LEADERSHIP

A transformational leader is one who:

• Creates a shared vision and show people the path

• Communicates that vision through symbols & gestures but not through words

• Personifies the vision i.e. he “walks the talks”

• Makes people committed by involving them in the decision making process.

 RELATING TO THE CASE
STEPS TAKEN BY JOB TO TRANSFORM THE ORGANISATION:

• Job focused on the creation of right software than on the hardware.

• He partnered with former rival Bill Gates of Microsoft to secure the future of
APPLE INFOTECH.
• Job even pushed the employees into pioneering thinking.
• Job set his vision clearly n visibly to strengthen the position of the
organization.

SOME INITIATIVE STEPS TAKEN BY STEVE JOB:

• Introduced iMAC in 1998.

• Developed a new operating system names Mac OS X.
• Released two video editing programs-one for the customers and the other for
the professionals.
• Installed CD-ROM burners as a standard feature on all of the computers.
• Merged with the company Sound Step and developed the program iTunes.
 Lewin’s Three-Step Change model

This model was given by kurt lewin

He argued that successful change in organizations should follow three
steps:

UUnfreez Refreezin
Unfreezing Movement Refreezing
nfreezi g
 Unfreezing The Status Quo !

Desired
state Restraining
forces

Status
quo

Driving
forces

Time
 HOW APPLE CLIMBED THE
•
LADDER!
In 1980-competed with its computer ,the MAC .

But was not compatible with many software programs and market share continued

to decline .

• They tried to improve its operating system and tried to focus on software rather than

hardware

Restraining forces:

• It seemed to be risky

• Competitor-bill gates

• Developing software was costly

Driving forces:

• Pushed manager for innovative thinking

• Agreed Bill Gates to supply its popular office and internet explorer program.
• In 2001 his team developed the i-pod
• By 2005 they sold more than 10 million i-pods.

Restraining forces:
• Time
• Cost
• Competitor

Driving forces:
• Confidence
• Hard work
• Goal of developing the best “customer experience”
possible
 SITUATIONAL LEADERSHIP
• A situational leader is one who can adopt different leadership styles
depending on the situation.

• A contingency theory that focuses on followers’ readiness.

Readiness refers to the extent to which people have the ability and
willingness to accomplish a specific task.

• There is no single “best” style of leadership.

• Effective leadership is task-relevant and that the most successful

leaders are those that adapt their leadership style to the Maturity of the
individual or group they are attempting to lead/influence.

• Effective leadership varies, not only with the person or group that is
being influenced, but it will also depend on the task, job or function
that needs to be accomplished.
 MATURITY LEVEL !!!
LEVEL DESCRIPTION NARRATIVE

D1 Not Capable & Not Generally lacking the specific skills, confidence
Willing and/or motivation required to accomplish the task.

D2 Not Capable But Willing May have some relevant skills but won’t be able to
perform the task without assistance. The task or
the situation may be new.

D3 Capable But Not Willing Experienced and capable but may lack confidence
or the motivation to execute the task effectively and
efficiently.

D4 Capable & Willing Experienced, Knowledgeable and confident in their

ability to perform job duties. Competence level may
exceed the leader’s.
 Levels of Development
D1
Low Competence, High Commitment

“Enthusiastic Beginner”
 Levels of Development
D2
Some Competence, Low Commitment

“Disillusioned Learner”
Levels of Development
D3
Moderate to High Competence,
Variable Commitment

“Reluctant Contributor”
 Levels of Development
D4
High Competence, High Commitment

“Peak Performer”
 Path-Goal Theory

A theory that states that it is the leader’s job to assist followers in

attaining their goals and to provide the necessary direction and/or
support to ensure that their goals are compatible with the overall
objective of the group or organization
• Effective leaders motivate their followers to achieve group and
organizational goals.

• Effective leaders make sure that they have control over outcomes their
subordinates desire.

• Effective leaders reward subordinates for performing at a high level or

achieving their work goals by giving them desired outcomes.

• Effective leaders raise their subordinates’ beliefs about their ability to

achieve their work goals and perform at a high level.

• In determining how to treat their subordinates and what behaviors to

engage in, effective leaders take into account their subordinates’
characteristics and the type of work they do.

• Determine what outcomes subordinates are trying to obtain in the

workplace and make sure that you have control over them.

• Reward subordinates for performing at a high level or achieving their

work goals by giving them desired outcomes.

• Make sure subordinates believe that they can obtain their work goals and
perform at a high level.
 Suggestive Measures……
•Technical training

•Dynamic future thinking

•Stress on R&D

•Hiring talented people

•Brainstorming

•Healthy Competition-Engaging in challenging activities

•Team motivating- involving them throughout the projects

•Planning frequent milestones to help the team members know they are making
progress.

•Communication- is the key here, so let the team know when they are performing well

•Initiate innovative thinking

•Setting consistently high standards-The importance of vision and values

 CONCLUSION !!!!!
• Apple always thought before time!
• Always kept INNOVATION alive!
• Looked upon hurdles as PROPELLING
FORCE!
• Never allowed the pool of motivation to dry!
• Always looked upon WHITE as a
combination of Colours!
 Thank You
PRESENTED BY :

KAUSHIK CHAKRABORTY. BFS 17

JURI SHARMA . BFS 15
ARCHANA KUMARI. BFS 05
BINU PRIYANKA. BFS 07
AVRIL AHOOJA. BFS 06
RAVI KUMAR. BFS 38