Cover Page and Declaration
Total Page：16
File Type：pdf, Size：1020Kb
COVER PAGE AND DECLARATION Master of Business Administration (M.B.A.) Specialisation: General Management Affiliated Center: CEO Business School. Module Code & Module Title: MGT560 : Leading Organization Student’s Full AL SHOMRANI,MOHAMMED BURIK S Name: Student ID: EIU154755 Word Count: 3794 Date of Submission: 8/4/2021 I confirm that this assignment is my own work, is not copied from any other person's work (published/unpublished), and has not been previously submitted for assessment elsewhere. E-SIGNATURE: mo_break DATE: 8/42021 Contents Introduction: .................................................................................................................................... 2 1. Apple leadership practices: ...................................................................................................... 2 a. Maintaining an innovative culture through leadership ........................................................ 3 b. Sustainability under competitive pressure ........................................................................... 4 2. Critique for Apple leadership style: ......................................................................................... 5 a. Trait Leadership ................................................................................................................... 6 b. Behavioural Leadership ....................................................................................................... 6 c. Situational Leadership ......................................................................................................... 7 3. New leadership style strategy .................................................................................................. 7 a. Evaluation of the current leadership style ............................................................................ 7 b. Transactional leadership for Apple: ..................................................................................... 9 c. Departmental communication plan .................................................................................... 10 d. Leadership and networking ................................................................................................ 10 Conclusion: ................................................................................................................................... 12 1 Introduction: One of the most important aspects of enhancing a company's success is the leadership. The procurement, creation, and implementation of organizational capital, as well as the translation of these resources into useful goods and services and the distribution of value to organizational stakeholders, are all determined by leaders as key decision makers. As a result, they are powerful sources of managerial and long-term competitive advantage (Rowe, 2001). Any organization's goal is to improve efficiency in order to succeed and maintain its existence. According to (Arslan & Staub (2013), companies should improve their production in order to satisfy the demands of increasingly competitive markets. According to earlier researchers such as (Peterson, et al., 2003), the position of leadership is crucial for achieving organizational success. In the other hand, organizational efficiency, employee work satisfaction, and employee affective commitment are thought to be important factors in a company's growth (Drucker, 2007). According to certain reports, leaders can inspire and assist their staff by using successful leadership styles (Luftman, et al., 2004). As a result, the leader must use proactive leadership to encourage high excellence in the professional advancement of the organization's workers. According to a variety of reports on leadership styles (Yukl, 2009), leadership styles have a positive impact on organizational success. By tying job success to valuable incentives and ensuring workers have the tools they need to get the job done, leadership lets companies achieve their existing goals more effectively. Leaders develop a conceptual vision, express it by enclosing and symbolism, model it by behaving faithfully, and foster devotion to the vision (Bass, et al., 2003) Leadership has a favorable impact on human success and organizational effects, according to previous longitudinal studies and meta analyses. Many longitudinal studies have recently indicated that transformational leadership improves follower success and firm results (Bass, et al., 2003). 1. Apple leadership practices: Apple is widely regarded as one of the world's most creative and disruptive businesses. Apple Inc.'s market capitalization soared from $2 billion to $741 billion under Steve Jobs' leadership, a 2 37,000 percent growth in less than two decades (Heracleous & Papachroni, 2016). By 2015, the firm had surpassed nearly every “KPI” metric among the world's biggest technology firms, including revenues, earnings, and assets. Apple maintained its outstanding success by introducing revolutionary serial products and building a dedicated customer base that no rival could equal. When Tim Cook took over as CEO in 2011, the company's exponential success continued; in April 2015, the company reported sales of more than $200 billion and a net profit of $45 billion (Heracleous & Papachroni, 2016). Though Apple's enormous growth and popularity was notable, the company has had its share of setbacks during Steve Jobs' absence. Jobs left Apple in 1985 to pursue his new company due to an internal schism among Apple executives (NeXT Inc). Apple raised its rates just after Jobs' exit, sparking a market slump. Thanks to a series of leadership blunders and falling profits, losses began to mount, resulting in a significant decline in market share. Apple had just 3.3 percent of the personal computer market by early 1997, and its shares had dropped to $14 per share (Rose, 2011). With a $1 billion annual deficit, the corporation has gone through three CEOs in less than a decade. When Jobs returned to Apple in 1997, he was faced with the challenge of reorganizing a company on the verge of bankruptcy. He resurrected Apple's shattered leadership and guided the company to new heights of growth. Jobs cut more than half in new product growth and redirected money to programs of game-changing promise (Heracleous & Papachroni, 2016). a. Maintaining an innovative culture through leadership Steve Jobs was the creative force behind Apple's growth, and he knew that the company needed an exciting and sustainable atmosphere that energized employees' attention and talents. Apple is recognised for its unmistakable "no-compromise" work ethic and unwavering commitment to excellence. All of this was made possible by Jobs' outstanding leadership, which established consistent priorities and fostered a work culture centered around the apple principles. All Apple did, according to Jobs, came down to the company's central value: making the best goods on the market. He was convinced that this would be the company's most enduring legacy, and his mentality pervaded the whole organisation (Brandculture, 2019). Apple retains its status as the innovator of choice by improving both its devices and its business model. Apple is constantly looking at opportunities to improve its innovative processes in order to tap into its employees' imagination, generate fresh ideas, streamline the design process, and launch 3 popular and profitable products (Nary, 2008). Apple has done a better job than many of its competitors at integrating novel features and technical solutions into its offerings while keeping them appealing to a wide range of consumers. Although their rivals may claim to be the first to launch or invent a product or feature, the fact remains that Apple was frequently the first to commercialize it with the greatest degree of success (Nary, 2008). Diamond Rio PMP300, a portable music player, for example, was a big hit and came out three years before the first iPod. Apple, on the other hand, seemed to have single-handedly conquered the music industry with the popularity of the iPod. Apple's strategy defined markets and conquered them with easier, better- built, and-marketed goods (Murphy, 2017). Competitors who chase Apple's new update find themselves behind as Apple launches its latest and best product only a few months back. Although many companies do comprehensive market studies to learn what their clients want, Jobs claimed that you can't count on your consumers to tell you what they want because their experience is limited to what they already know (Kawasaki, 2019). Apple, under Jobs' guidance, created an entirely new line of companies by foreseeing industry trends. Whether or not you believe Apple has lost its way since CEO Tim Cook took over from Steve Jobs, the policy has remained consistent. If Microsoft and Samsung released a tablet; so will Apple. If Samsung and others release large smartphones and small tablets, so will Apple. Apple will only do it better through their art of perfection. b. Sustainability under competitive pressure Despite Apple's obvious interest in its future, there are many challenges to its growth. Apple has been chastised for lagging behind in emerging developments including artificial intelligence, augmented reality, virtual reality, and self-driving vehicles in recent years (Murphy, 2017). Despite some significant AI acquisitions and the initial launch of (Siri), Apple has lost ground in machine learning and natural language processing to companies like google and Amazon, which are already competitive in this market