| Crucial Cog | Management 521 | | | 6/5/2014 |

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In 1997, what is now arguably the most recognized brand name, was caught in a downward spiral further fueled by a rapidly maturing rival. In an effort to stem the hemorrhaging, the flailing company had cycled through one Chief Executive Officer to the next, but yet continued to lose market share and profitability. It was not until the return of a high-profile alumnus did said company reverse course and ascend to technological supremacy, drastically altering the consumer culture landscape along the way. Steve Jobs, in assuming Apple’s reins in 1997, armed with vision, a new strategy, and an implementation plan, shepherded the fabled technological turnaround of the Cupertino-based company into a global powerhouse. (unattributed; undated) Jobs’ impact upon Apple’s success story underscores the importance of high-caliber managers within an organization. Managers, from first-line to senior-level, play crucial roles across all functional areas of business, regardless of size or sector.
The textbook definition of a manager is “someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.” (Robbins and Coulter, 2008, p.6) Additionally, all managers perform four essential functions: planning, organizing, leading, and controlling. (p.9) Although a textbook definition of a manager exists, the ability to effectively manage requires more than academic knowledge, such as practical application derived from real-world experience. Regardless of the functional area of business, whether it be human resources, marketing, operations management, finance, or customer service, a capable manager positively impacts the outcome by inspiring and motivating subordinates to achieve established goals and objectives. Organizational leaders who possess the requisite