...business has to have organizational structure in order to succeed because it prioritizes the hierarchy, identifies the guidelines, policies and procedures needed for a company achieve goals and objectives. The Organizational structure also depicts levels of management from the top down. The organization that I would like to work for is Apple Inc., In this essay, I will give a brief overview of the company’s history, define it organizational structure and effects it have on the success of the organization, distinguish between leadership and management, describe the culture and the core capabilities which lead to Apple becoming the most powerful company in the nation. Company History Apple Computers Inc., was established by Steve Jobs and Steve Wozniak in 1976 with the release of the Apple computer. In 1977 Apple Computer Inc., became incorporated and successful until 1984 when things took a turn for the worst because of financial hardship and power struggle between leadership which lead to Steve Jobs resignation; however, he remained the Chairman of Apple Computers Inc. In 1997 Jobs and Wayne reunited, and Jobs became the interim Chief Executive Officer (CEO), and quickly made changes to the organizational structure, which reversed its declining sales. In 2000, Jobs became the CEO of Apple Inc., and introduced the IPOD, a digital music player which sold 100 million units, which was the turning point for the company. Mr. Jobs was the brain of Apple, known for creating the Ipod...
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...Apple Corporation is governed by a Board of Directors, a CEO and a standard Executive Board. Their Board of Directors includes such names as former Vice-President Al Gore, Chairman of the Walt Disney Company, Robert Iger, and Andrea Jung, Chairman of the Avon Corporation. Tim Cook took over CEO duties following the passing of Apple founder, Steve Jobs, last year. I studied both their Business Conduct documents and articles on employee satisfaction for this assignment (Apple, 2012). What immediately struck me were their basic principles of how they conduct their business. They are very focused on creating high-quality products and services and have four basic standards: * Honesty – demonstrate honesty and high ethical standards in all business dealings. * Respect – treat customers, suppliers, employees, and others with respect and courtesy. * Confidentiality – protect the confidentiality of Apple’s information and the information of our customers, suppliers and employees. * Compliance – ensure that business decisions comply with all applicable laws and regulations. (Apple, 2012). Second was the “Retaliation is Not Tolerated” policy, which states “Apple will not retaliate, and will not tolerate retaliation, against any individual for filing a good-faith complaint with management, HR, Legal, Internal Audit, Finance, or the Business Conduct Helpline, or for participating in the investigation of any such complaint” (Apple, 2012). Third, their Customer...
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...EPS of the firm under the proposed capital structure. The market value of the firm is: V = $65(5,000) V = $325,000 Under the proposed capital structure, the firm will raise new debt in the amount of: D = 0.40($325,000) D = $130,000 This means the number of shares repurchased will be: Shares repurchased = $130,000/$65 Shares repurchased = 2,000 Under the new capital structure, the company will have to make an interest payment on the new debt. The net income with the interest payment will be: NI = $37,500 – .08($130,000) NI = $27,100 This means the EPS under the new capital structure will be: EPS = $27,100 / 3,000 shares EPS = $9.03 Since all earnings are paid as dividends, the shareholder will receive: Shareholder cash flow = $9.03(100 shares) Shareholder cash flow = $903.33 Page 1 of 7 c. To replicate the proposed capital structure, the shareholder should sell 40 percent of their shares, or 40 shares, and lend the proceeds at 8 percent. The shareholder will have an interest cash flow of: Interest cash flow = 40($65)(.08) Interest cash flow = $208.00 The shareholder will receive dividend payments on the remaining 60 shares, so the dividends received will be: Dividends received = $9.03(60 shares) Dividends received = $542.00 The total cash flow for the shareholder under these assumptions will be: Total cash flow = $208 + 542 Total cash flow = $750 This is the same cash flow we calculated in part a. d. The capital structure is irrelevant because shareholders can create...
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...on top of everything else was one of the major factors that Apple did so well as a company. Steve Jobs was the inventor who was always praised for how well he handled his employers. After his passing, however, Timothy Cook has taken over. Cook knows he has a hard position to uphold and is not attempting to come up with new things to keep Apple ahead of its monopolies and ensure they continue to have a good reputation as well as making a huge profit. Because the chain of command would be far too much responsibility and varied for one person, the power is distributed out amongst different directors and heads of different sectors. Steve Jobs would employ people in different sectors to make serious decisions depending on what they’re strengths are. He delegated people to different positions so that Apple would have experts in every subdivision. Apple would be nothing without their loyal customers who worship the company. Because the company is exclusive, things such as a new store opening attracts fans from all around the world. Apple ensure that whatever they do is done at the biggest and best it can be but insist to give away as little as possible information about new projects. This secrecy manages to keep the exclusivity that Apple maintain on upholding. Having this sort of custom allows Apple to become world dominant and helps them succeed their goal to be the best. Similarly, Tesco has a hierarchical structure because it has many layers. Many people are included in different...
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...Apple - 7-s Model Super ordinate goals(soft) "To make a contribution to the world by making tools for the mind that advance humankind." Strategy (hard) Apple’s fundamental business model has not changed since it first began business in the late 1980’s. The main focus of the Apple strategy is in constant innovation. Apple is engaged in horizontal integration, vertical integration, strategies outsourcing and diversification. Structure(hard) The company's management employs a functional structure as the company is organised along functional lines. This structure groups people on the basis of their common expertise-experience and resources. This structure gives managers greater control of organisational activities and enables the company to avoid becoming too tall by creating several different hierarchies. By decentralising authority and responsibility as well as through a relatively flat hierarchical structure, Apple encourages its lower-level managers and employees to take the initiative and foster the company's strengths such as Apple's innovation, engineering excellence and marketing skills. Systems(hard) In order to avoid coordination problems between people, functions and divisions Apple has to use integration mechanisms and control systems. Actually, integration mechanisms aim at increasing intra-functional coordination and communication. As Apple's culture can be described as relatively open and casual, direct contact constitutes and appropriate...
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...Analysis of Organizational Structure and Culture – the Apple Corporation Apple Corporation is governed by a Board of Directors, a CEO and a standard Executive Board. Their Board of Directors includes such names as former Vice-President Al Gore, Chairman of the Walt Disney Company, Robert Iger, and Andrea Jung, Chairman of the Avon Corporation. Tim Cook took over CEO duties following the passing of Apple founder, Steve Jobs, last year. I studied both their Business Conduct documents and articles on employee satisfaction for this assignment (Apple, 2012). What immediately struck me were their basic principles of how they conduct their business. They are very focused on creating high-quality products and services and have four basic standards: * Honesty – demonstrate honesty and high ethical standards in all business dealings. * Respect – treat customers, suppliers, employees, and others with respect and courtesy. * Confidentiality – protect the confidentiality of Apple’s information and the information of our customers, suppliers and employees. * Compliance – ensure that business decisions comply with all applicable laws and regulations. (Apple, 2012). Second was the “Retaliation is Not Tolerated” policy, which states “Apple will not retaliate, and will not tolerate retaliation, against any individual for filing a good-faith complaint with management, HR, Legal, Internal Audit, Finance, or the Business Conduct Helpline, or for participating in the...
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...Deviance: Apple Org Chart ! One of the major functions of an organization hierarchy is to increase standardization and control for top managers. Using the chain command, managers can direct the activities of subordinates toward a common purpose. If the right person with a creative vision is in charge of a hierarchy, the results can be phenomenal. Until Steve Jobs’ regrettable passing in October 2011, Apple had used a strongly top-down creative process in which most major decisions and innovations flowed directly through Jobs and then were delegated to sub-teams as specific assignments to complete. Then there is creative evidence, in which individuals create extremely successful products despite being told by senior management to stop working on them. The electrostatic displays used in more half of Hewlett-Packard’s instruments, the tape slitter that was one of the most important process innovations in 3M’s history, and Nichia’s development of multi-billion-dollar LED bright lighting technology were all officially rejected by the management hierarchy. In all these cases, an approach like Apple’s would have shut down some of the most successful products these companies ever produced. Doing “business as usual” can become such an imperative in a hierarchical organization that new ideas are seen as Threats rather than Opportunities for development. It’s not immediately apparent why top-down decision making works so well for one highly creative company like Apple, while...
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...Deviance: Apple Org Chart ! One of the major functions of an organization hierarchy is to increase standardization and control for top managers. Using the chain command, managers can direct the activities of subordinates toward a common purpose. If the right person with a creative vision is in charge of a hierarchy, the results can be phenomenal. Until Steve Jobs’ regrettable passing in October 2011, Apple had used a strongly top-down creative process in which most major decisions and innovations flowed directly through Jobs and then were delegated to sub-teams as specific assignments to complete. Then there is creative evidence, in which individuals create extremely successful products despite being told by senior management to stop working on them. The electrostatic displays used in more half of Hewlett-Packard’s instruments, the tape slitter that was one of the most important process innovations in 3M’s history, and Nichia’s development of multi-billion-dollar LED bright lighting technology were all officially rejected by the management hierarchy. In all these cases, an approach like Apple’s would have shut down some of the most successful products these companies ever produced. Doing “business as usual” can become such an imperative in a hierarchical organization that new ideas are seen as Threats rather than Opportunities for development. It’s not immediately apparent why top-down decision making works so well for one highly creative company like Apple, while...
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...organisation has an individual structure that provides coordination and control of the organisation’s activities. Organisational structures are complex and specific to the variables of the organisation such as strategy, industry, geographical location, government legislation, access to technology and funds for growth as well as many other variables of the organisation. They also need to be flexible and innovative to remain profitable in a competitive and globalised market, involving continual monitoring and change to the structure of the organisation. As an organisation’s components vary from one to another there can be no ideal or perfect organisational structure. An ideal or perfect organisational structure is theoretical and designed based upon the goals and demands of the business at the time (Kroon, 1995). Goals of a business are derived from the organisation’s strategies which can be highly differentiated between different types of organisations from stock-exchange listed corporations to non-profit organisations. Microsoft is a listed corporation in a highly innovative field which today is managed as eight independent divisions, all with different strategies. In separating Microsoft to eight different divisions this allows for specialisation while also providing eight different structures with eight different sets of policies, procedures and management structures (Legerer et al, 2009). This shows that even within the one organisation a set structure is not suitable for all aspects...
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...Apple 7S Model try to explore the McKinsey 7S Framework as a part of case study, in which I have to analyze Telenor, the Norwegian telecommunication company. McKinsey and Company created this 7S framework in the early 1980s. It is well-known for analyzing organizations, for the factthat McKinsey and Company used it to analyze over 70 large organizations in 1980s. As described in the title, the framework has 7 variables: structure, strategy, systems, staff, skills, styleand shared value. These variables are categorized as soft and hard components. The hard componentsare strategy, structure and systems which are normally feasible and easy to identify in an organisationas they are normally well documented in reports such as strategy statements, corporate plans,organisational charts, etc . The remaining four ones are more difficult to comprehend. It is only possible to understand these aspects by studying the organisation very closely, normally throughobservations and/or through conducting interview (~Oh no …). Structure Structure is the skeleton, the form of shape, of organisations. It dictates the way it operates andperforms (Waterman et al., 1980). Traditionally, businesses are structured with divisions,departments and layers, in which the lower layers answer to upper layers. Today, the flat structure, where the work is done in teams of specialists, are more common. The idea is to make theorganisation more flexible and devolve the power by empowering the employees...
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...understand the effects of leadership, objectives, individual characteristics and action, and employee behavior and attitudes within an organization. It also explains the effects of internal environments, such as culture, the structure of the organization, resource and task allocation, and external environments such as competition or government regulation. These factors contribute to the performance, success or failure, and survival or fall of an organization. Organizational-behavior theories help to explain the collapse of Enron and how leadership, management, and organizational structure contributed to its failure. Organizational Structure With a market capitalization of nearly $74 billion, Enron was one of the world’s leading energy companies by the late 1990s. However, it had gained this status through the perpetration of illegal activities at the very highest levels of the organization. Enron’s fall was because of the organizational-level corruption that grew from its structure and trickled down to the collective behavior of its employees. Enron’s top-down, hierarchical structure by unit grouping meant that the top management team either directly or indirectly through their subordinates influenced the actions of the organization. For example, the structure of the accounting department allowed it to disregard legal requirements through “structural secrecy” that Enron’s executives could exploit (Beenen & Pinto, 2009, p. 283). As part of its strategy to grow its business, Enron’s...
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...Organisational Transformational Focus OD – planned, long term, internal focus (strengthening the company for the future) (evolutionary) OT – unplanned, short term, reactive, external focus (revolutionary) Planned vs. Unplanned Planned change: an organisation’s ability to anticipate and respond to change (implementing new technologies) Unplanned change: organisations have limited time to respond and anticipate change (emerges as a response to unanticipated threat or event) Evolutionary vs. Revolutionary Evolutionary change: Slow, incremental but stable, change individual parts or departments, improve existing products Revolutionary: Fast, massive and establishes new equilibrium, transform entire organisation, new structure/management, introduce new products (Apple created a new smart phone in response to NOKIA, due to Steve Jobs). 1st order and 2nd order change First Order: incremental/episodic, adjustment in systems, changes maintains & develops Second Order: discontinuous, transformational, radical change that fundamentally alters the organisation (Revolutionary) Type of Organisational Change 1. Tuning: Incremental 1st order) 2. Adaptation: Incremental, reactive 3. Reorientation: Strategic 4. Recreation: Strategic, reactive(2nd order) Theory E & O: Suggesting dimensions of change This is an economic approach with a focus on rapidly increasing shareholder value, with emphasis on financial incentives. It focus’ on developing the organisation’s...
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...Ateneo de Manila University – Loyola Schools School of Social Sciences Ed 246.6 Reading and Literature Jomar Ferrer Morena 14 September 2013 Dr. Ma. Monica L. Moreno Assignment #3: 1. Take a look at this list of words: Apple Alligator Angry Ambulance Apologize 2. Can you make this list like a story? If yes, write one. | | |A Very Short Story | |by JFM | | | |Looking at the fruits’ stall, the smell of apples got his attention. He pauses… faces the stall and places his basket on the floor. He was fascinated by| |its colors, of red and green… the smell of its fragrance… he imagines himself holding it, caressing, pressing tenderly, and slowly biting it… | | | |Somebody pushes him…...
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...Contrast: Apples And OrangesPeople often use the phrase “comparing apples and oranges” to explain the vast differences between two particular things. While thinking up a topic for a compare and contrast essay I decided that would be an interesting subject. Apples and Oranges are actually very similar in many ways, though they do have their differences as well. In this essay I will explain some of the differences and similarities between these two fruits. The first and probably most obvious similarity is that they are both fruits, and quite popular fruits at that. Both apples and oranges are tasty and are good sources of vitamin C. The FDA recognizes apples and oranges as a full serving of fruit on the food pyramid. Another similarity between these is that they both grow on trees and are generally a round spherical shape with seeds in the center. They are both often packed in lunches or as snacks because they are easy to handle and can last a long time in a refrigerator before going bad. In contrast, apples are usually red or green, and oranges are surprisingly an orange color. Also, apples are crisp and generally sweet, whereas oranges are juicy and sour or tangy. Most people will eat the outer layer on an apple, but the outer layer on an orange is usually peeled off before of it is eaten. Oranges contain calcium, which helps strengthen bones, while apples contain cancer fighting antioxidants called flavenoids. Apples can grow in...
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...PHI 210 Exam 1 Click Link Below To Buy: http://hwcampus.com/shop/phi-210-exam-2/ Question 1 4 out of 4 points Which of the following practices would MOST likely be considered pseudoscience? Question 2 4 out of 4 points A set of statements designed to convince others that an action or idea is right or wrong is a type of _________. Question 3 4 out of 4 points Cliff wants to determine whether people prefer red apples or green apples. In order to obtain good results, he decides to conduct this survey at a car festival. Out of the 5000 people who attended the festival, Cliff surveys 10 attendees randomly. The survey reads, "Which do you prefer, red apples or green apples?" Seven of ten people surveyed answer that they prefer red apples. From his survey, Cliff concludes that most people prefer red apples. Cliff's results may not be reliable because of which of the following problems with his study? Question 4 4 out of 4 points Courtnie has been allergic to cats as long as she can remember; this requires her doctor to give her an allergy shot. On her 26th birthday she spends the day in a house with cats and has no reaction. Therefore the allergy shot has helped Courtnie overcome her reaction to cats. The explanation for why she had no reaction describes which of the following? Question 5 4 out of 4 points A student is designing an experiment to find out if the following statement is true:...
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