Donna Dubinsky and Apple Computer, Inc.
Donna Dubinsky and Apple Computer, Inc.
As companies today strive for success in the market place, it is the efficiency of the top management in the company, which usually determines whether or not they are able to achieve their goals. Many of these goals and values incorporate concepts surrounding quality products and services, innovation, team spirit, and efficient management, just to name a few. However, many times a disconnect in one or more of these areas can cause communication barriers, leading to various organizational conflicts and problems. In the case of Donna Dubinsky and Apple Computer, Inc. a sudden unexpected change has contributed to such organizational conflict and a break down in many of the necessary communication lines. In this analysis we will discuss the problem, the causes, and what steps could have led to avoidance of such a situation within the company.
Problem Analysis
The problem stems from a ¡°proposed¡± change by the Chairman of Board of Directors, Steve Jobs. In order to analyze this case we will understand the impact of this change from an organizational perspective, as well as from an individual (Dubinsky) perspective.
Jobs proposed that the current distribution system of Apple be changed radically. He wanted to have a direct contact between the dealer and the manufacturing plants. This is totally different from the current distribution setup in the company where the dealers¡¯ requirements are fulfilled by the company¡¯s distribution centers. Jobs proposal would have totally eliminated the distribution centers in favor of a more fancied ¡°Just in Time¡± (JIT) technique. This proposed change was not only radical, but also quite unexpected for the middle managers of the company. The fundamental areas and people that this change would impact, had many questions, concerns, and possible objections. This a problem because as an organization, Apple should operate with effective communication processes, effective team efforts,
As companies today strive for success in the market place, it is the efficiency of the top management in the company, which usually determines whether or not they are able to achieve their goals. Many of these goals and values incorporate concepts surrounding quality products and services, innovation, team spirit, and efficient management, just to name a few. However, many times a disconnect in one or more of these areas can cause communication barriers, leading to various organizational conflicts and problems. In the case of Donna Dubinsky and Apple Computer, Inc. a sudden unexpected change has contributed to such organizational conflict and a break down in many of the necessary communication lines. In this analysis we will discuss the problem, the causes, and what steps could have led to avoidance of such a situation within the company.
Problem Analysis
The problem stems from a ¡°proposed¡± change by the Chairman of Board of Directors, Steve Jobs. In order to analyze this case we will understand the impact of this change from an organizational perspective, as well as from an individual (Dubinsky) perspective.
Jobs proposed that the current distribution system of Apple be changed radically. He wanted to have a direct contact between the dealer and the manufacturing plants. This is totally different from the current distribution setup in the company where the dealers¡¯ requirements are fulfilled by the company¡¯s distribution centers. Jobs proposal would have totally eliminated the distribution centers in favor of a more fancied ¡°Just in Time¡± (JIT) technique. This proposed change was not only radical, but also quite unexpected for the middle managers of the company. The fundamental areas and people that this change would impact, had many questions, concerns, and possible objections. This a problem because as an organization, Apple should operate with effective communication processes, effective team efforts,