Failure Analysis/Change Strategy
University of Phoenix: LDR/531
June 29, 2014
Failure Analysis/Change Strategy
Team “A” reveals the circumstances regarding the failure analysis of an hotelier and how a CEO leads an organizational change processes to prevent an impending failure of the company. To counterbalance the hotelier business failure analysis, the team discusses the success analysis of Apple Inc. The team identifies each organization’s mission and vision statements with a behavioral theory explanation discussing the success and failure indicators. Research focuses on which specific organizational behavior theories could possibly explain the company’s failure or success, bureaucrat’s roles, and organizational structure and culture. Leading organizational change identifies the most vital areas for change, potential barriers in the changing process, addressing political and power issues, and steps implementing the organizational using the John Kotter’s 8-step plan. Business Failure Analysis
Apple’s Mission statement
Apple does not clearly define a mission statement. According to Farfan (2014), “Apple ends their press releases with a statement that resembles what a traditional mission states is expected to be…Apple commits to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through innovative hardware, software and Internet offerings” (The Mission Statement, Global Vision, and Values of Apple, Inc.). Vision. Tim Cook, current CEO of Apple, does not have a simple vision for the company. During a 2009 interview, Cook mentions several values behind the company leading the vision Cook expects; “We believe that we are on the face of the earth to make great products and that’s not changing, we are constantly focusing on innovating and we believe in the simple, not the complex” (Hull 2012, para. 5). Apple’s Success. Apple’s approach to success bases itself on a redesign by the former CEO in 1997, Steve Jobs. Jobs partners with several organizations such as Microsoft and CompUSA forming a strategic alliance with Apple products. According to Finkle and Mallin (2010), Steve Jobs states “the reason why his companies have become so successful is because they hire the very best people in the world to work for them; his business savvy, negotiation skills, and propensity to take risks enable him to transform technology into companies that flourish” (p. 38). Apple’s leadership style is a major contribution in the company’s success. Charismatic, inspiring, flexible, receptive and free spirit describe former CEO Steve Job’s; constantly challenging employees and influencing a team environment where individuals can voice ideas (Toma and Marinescu, 2013). Apple’s Successful Behavioral Theories. Two behavioral theories contributing to Apple's success during Steve Jobs tenure are the top-down creative process and situational “Zen like” transformational leadership style Job’s runs the organization with. Eliminating layers of bureaucracy enables Apple to conform in a transitioning global market possessing pioneering the technology into new markets. Top-Down Management. During Steve Jobs tenure at Apple, the company incorporates a strong top-down creative process eliminating bureaucracy. This enables information to go directly to Jobs and then filters to sub-teams as specific assignments for completion (Robbins & Judge, 2013, p. 506). This process eliminates a top-heavy culture of management increasing product to market response time. "Organizational behavior theories mirror the subject matter with which they deal, and people are complex and complicated" (Yukl, 2013, p. 15). Situational Leadership. Jobs address the market with a leadership style conforming to market demands. Eliminating a traditional culture of managers within Apple enables Jobs to manage Apple directly...
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Hull, P. (2012). Be visionary. Think big. Retrieved from http://www.forbes.com/sites/patrickhull/2012/12/19/be-visionary-think-big/
Robbins, S. R. & Judge, T. A. (2013). Organizational behavior (15th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.
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