APPLE INc Behavorial Analysis

8/10/2019 APPLE INc Behavorial Analysis

1/16

APPLE INC.

Aksha

Kam

Pra

Subh

TEJAS

Deepe

WE WANT TO LEAVE THE WORLD BETTER THAN WE


2/16

APPLE Inc.

Apple Computer, Inc. is an American computer technology company that is known for itsinnovative but closed and proprietary hardware and software.

It creates, designs, produces, sells and supports personal computers and other relatedpersonal-computing solutions for the use by customers on education, creative, consumerand business.

Headquarters Apple Campus, Cupertino, California, U.S.

Founders Steve Jobs Steve Wozniak Ronald Wayne

CEO Tim Cook

Revenue US$ 182.795 billion

Operating Income US$ 52.503 billion

Employees 98,000


3/16

PROBLEM STATEMENT

There are approximately 98,000 employees working for the Apple Inc. Th

would include permanent and temporary employees worldwide all ofwhich are embracing the ideology of the Apple brand as exemplified by it

corporation to Think Different.

Apple Inc. is committed to bringing the best personal computing

experience to students, educators, creative professionals and consumers

around the world through its innovative hardware, software and Internet

offerings.

But in the advent of technology and the ever-changing consumer need,

APPLE needs to evolve and add a shift in their business by going into

consumer electronics market.

Hence Process of Organizational Change is incorporated.


4/16

PROCESS OF ORGANISATIONAL CHANGE

Entering & Contracting

Diagnosing Organizations

Designing Interventions

Leading Managing Change

Collecting, Analyzing and Feedback


5/16

APPLEs CULTURE

Enhanced Innovation

Self-Organizing Teams

More rewarding and enriching tasks

Loan to own programs

Secrecy of information

Inward Focus

Top ranked support organization

Brand loyalty Provides a environment that stimulates change

Abnormal working hours

Driven by top management


6/16

DIAGONISES in APPLE Inc.

The purpose of a diagnoses through Training Needs Analysis is to ensure the best possiblereturns for the organization.

The first stage then, is to decide where to begin.

There are a number of advantages to starting your analysis at a high level:

a. You identify the purpose of each individual role in relation to the overall organizationalaims and objectives.

b. Training can be easily prioritized according to its importance to the overall organizationaobjectives, rather than its importance to an individual role.

c. For a new project, department or team, it enables you to identify the individualresponsibilities and tasks to be undertaken by the team, and individuals within the teamwithout losing sight of the overall objective. There are numerous situations whereintraining needs can be assessed from and they can be from an individual role, projectteam, department, or an entire organization. These are called business entities but theyare simply levels of organization where we can extract the training need. Since we donthave any idea where to start, we can choose to take a high level overview of trainingneeds from organization down to staff because the further the analysis is, the moreaccurate it is likely to be.


7/16

COLLECTING, ANALYZING and FEEDBACK

This method of analyzes offers a more formal basis of determining the exact area that

needs solution or corrective action or it can be used to determine areas of poor

performance developmental needs.

Documentation review, e.g., looking at employee personnel records, can provide useful

needs assessment data. Of course, in some situations, it may be difficult or impossible t

obtain desired documents.

Examples of documents that can be reviewed from the files of the Apple Inc. include:

Unit Productivity Reports

Customer Satisfaction Surveys

Communication Survey Reports

Competitive Analysis Report


8/16

FEEDBACK FORM


9/16

DESGINING INTERVENTION & TRAINING STRATEGIES

Training can be defined as making available to employees planned and coordinated educational programinstruction in professional, technical, or other.

The essential aim of training and development programs is to assist the agency in achieving its mission agoals by improving individual and, ultimately, organizational performance. It has been said that the objeof the investigative segment of the Training and Development Program lies on the creation of adevelopmental strategy.

Training Sessions : Traditional Classroom

Simulations

Self-Managed Strategies

Performance Opportunity

Organizational Development : Team Building

Intervention Activities : Inter-group Activities

Survey Feedback Activities

Education and Training Activities

Process Consultation

Third Party Peacemaking

Coaching and Counseling


10/16

LEADING & MANAGING CHANGE

Training needs for the Apple Inc. were based on the three assessment employed thatincluded

assessment questionnaires for the different skills of the employees

the formal basis using document reviews of the company

Training and Development survey form for representative people per department

The next step would be evaluating which training needs should be chosen.

The data is put up against result of the document review. The feedback is evaluated andbased on it the changes are incorporated.

Every activity undertaken within the organization contributes to the achievement ofthese objectives. Most likely, the training needs for the Apple Inc. is more on the generatechnical and soft skills training that would prepare them in complying with businessobjectives of the company.


11/16

A STEP AHEAD!!

COST BENEFIT ANALYSIS

The most logical thing to do next after identifying the training needs for the Apple Inc. a

determining the appropriate method of training is to conduct a Cost-Benefit Analysis.

A solid cost-benefit analysis relies mainly on the proper identification of the impact of t

changes or the proposal before the training and development were conducted. Example

which are the lesser rejection leading to higher productivity rate, faster operations due

deletion of redundant processes in the system, significant cost savings due to the acquis

new equipment, and many other examples. Only at this condition, we can directly confi

there were improvements in the system, reduction of losses in the process or simply if twere more benefits than expenses.

For the case of the Apple Inc., the cost-benefit criterion means that as a system is chang

expected additional benefits should exceed its expected additional costs. Often times th

benefits are difficult to measure because of the intangible considerations such as huma


12/16

CHANGES DUE TO CHANGE IN TOP MANAGEMENT

Returns of Jobs

He introduced some radical change were he implemented

revolutionary management philosophies

a. He made profit appear secondary

b. Used positive deviant philosophy in utilizing the organizations

core capabilities

c. Customer satisfaction, brand management and innovation

became the key factors

d. He wanted that the organization should produce the digital

products with the wow factor

And here we will be focusing on the Role of Organisations Leadership

During a Period of Organisational Change


13/16

BEHIND THE CURTAINS

Steps taken for change internally

a. He motivated and encouraged the workers to trust him and follow his instructio

b. He made them think in more creative manner

c. He changed himself & his working methods first to make his people believe in

He checked each product one by one and asked them to convince him why tcontinue with that product

Cut down the number of project from 350 to 50 and then to 10- to give amptime to each product and create an entirely different experience for its custo

Steps taken for change externally

a. First decision that he took was a to make a deal with Microsoft

b. Apple was now focusing only the companys culture of rebellion and artistic creThink Different Campaign

Along with companies working this also brought a change in channel as well as distrworking culture


14/16

AFTER JOBS- ENTERs COOK

In 2011 Tim Cook became the CEO of Apple- major concern were culture and

performance drop- as per the Harrisons Model of Culture

The culture developed during Steve Jobs era has a range of disadvantages

a. Under-Utilisation of employee creativeness and initiatives

b. High level risk associated with decision taken

c. Decision of leaders facing criticisms in lower management ranksd. The leadership and business skills of Tim might not match the skills of Steve Job

People recommended them to shift from Power Culture to Task Culture


15/16

Beginning of New Era

The organisation was moving from strong heroic leader to a new sharing version- from

charisma to participation- from a solo to a collaborative style of leadership

When Cook became the CEO he wrote to his employees

I want you to be confident that Apple is not going to change. I

cherish and celebrate Apples unique principles and values. Steve

built a company and culture that is unlike any other in the world

and we are going to stay true to that it is in our DNAThese words of Cook motivated them and made them believe that companiysvision still

remains the same

Cook encouraged shared leadership which further made employees to believe on Cook a

believe that all of them including Cook are the followers of a Great Leader- Steve Jobs


16/16

THANK YOU

APPLE INc Behavorial Analysis

Documents

Transcript of APPLE INc Behavorial Analysis