Presented by: Group 1 ISHITA MAHIMA ARIJIT PRABER VISHWANATH

Dubinsky,

a Yale graduate and MBA from

Harvard. In 1981, started as customer support liaison in department distribution, service and support group. April 1985, became director of sales and distribution administration. Her management style, caring and honest relationship with her subordinates.

Found in 1976 1977, release Apple-ll, a home and educational computer. In 1983, Cofounder, Steve Jobs, hired John Sculley as presidency at Apple. In 1984, Macintosh was first introduced. By 1985, Apple-ll sales failed to reach projected planning levels, causing profitability problems. Tension were mounting between Apple-ll division. Apple attempted to create and solidify a sense of identity by developing a statement basis of basic value.

 Empathy

for customer Achievement/ Aggressiveness Positive Social Contribution Innovation/ Vision Individual Performance Team Spirit Quality/ Excellence Individual rewards Good management

 Donna

Dubinsky in 1984 became distribution manager with responsibility of 6 fields warehouses and sales administration, inventory control and customer relations. Because Apples operation was primarily design and assembly, warehousing control for parts, work in progress, finished good were potentially costly and critical to Apple profit. Planning and analysis were luxuries for product distribution in Apple.

The conflict began in September 1984, when Dubinsky and her Boss, Weaver presented the distribution, services and support for 1985s plan. Jobs, the president complaining that he did not receive a good explanation for current distribution, services and support cost levels and structure. A few later, Jobs meet Fred Smith, CEO of Federal Express. They talked about Just in Time(JIT) distribution which been used by IBM for their computer components. Job saw a potential for reducing cost in JIT, which could eliminate need for Apple's warehouse, carrying costs and extensive inventory.

 JIT

projects was been investigated by Jobs and Debi Coleman, Director of manufacturing that JIT could efficiently incorporate the distribution function. The project is more attractive to Jobs because Macintosh sales were down. Dubinsky, however, believed the change proposed by Jobs was a mistake. She and Weaver had difficulty taking this new distribution idea seriously.

The conflict sharpened when Coleman would be presenting her distribution proposal in executive meeting in Pajaro Dunes. That meeting is messed up. The disagreement grew between Jobs and Sculley, and Jobs was pressuring Sculley to accept Colemans proposal. The conflict was resolved by entrust the distribution problem to task force composed of parties involved and a few neutral individuals. This form of task force disappointed Dubinsky, she still believe that distribution is her job and Colemans proposal is not just simply supported improvements, but it was total change in distribution and manufacturing strategy, taking Apple from supply driven to demand driven procedures and reducing distribution and warehouse centers from six to zero.

 In

April 1985, Dubinsky meet Campbell, in their meeting she acknowledge her previous blind spot, and she asked for 30 days to get her own distribution strategy, but without the interference of task force. Campbell doesnt agree about no interference by task force. Dubinsky give ultimatum: if Campbell did not agree to her terms, she would leave Apple.

 Campbell

was frustated because he knew that Jobs was pushing Sculley to accept Colemans plan and Campbell had no alternative plan from his group to offer Sculley. The task force group made finally report that they agree that JIT concept was the best direction for Apple to pursue, but it had not agreed on feasible implementation plan.

Steve job had dual role in the company, this caused confusion within the company. Employees seem to be demoralized, as they belive that vision of the company was impaired by his responsibilites for his division. He himself seemed to run entire company in way he run macintosh division.

There was the conflict between him and the CEO- John scully, which hindered the company, leading to declining of the market share No justification was given for scrapping the existing distribution process. As there was no prior eg which would have highlighted the problems with the current distribution channel.

 Top

down management process caused a lack of understand and motivation of employee to accept new ideas. It seems that job himself was bypassing the hierarchy, which he was supposed to maintain. There was no clear logic for new ideas.

 Apple

2 and Macintosh division was having the power struggle over the importance within the company

Dubinsky

was not able to handle the process in the correct way Problem with her was that she was nt able to sell her ideas to the top management

 She

needed to justify herself, as she was quite inflexible in her approach. She had dismissed job approach without analyzing possible merits.

 It

would be good idea to implement change in consistened manner rather than to do when things have gone too bad. It was be good if Steve job had relinquished his position as GM of Macintosh division and in one stroke eliminated any confusion and conflit.

 It

was important for both division to understand importance within the company and value each other to avoid any possible source of conflict. It should follow hierarchy to implement new idea.

 It

should operate with effective communication process team efforts

Effective Report

through proper management channels void of power struggles.

Be