Organizational Culture at Apple Inc Introduction
Organizational Culture at Apple Inc Introduction
Apple Inc. is a global computer manufacturing company that is going through majo r changes in its organizational culture and it’s organizational structure due to several events of the past few years. This is a company that grew extremely fas t in little time, that their management found themselves not being able to keep their operations and finances under control. Apple Inc. has been forced to reeva luate and redesign it’s organizational culture and organizational structure to a void bankruptcy.
The organizational culture of Apple is one of change; with the drive to outperfo rm and succeed as their major objectives. The organizational structure of the co mpany has also transformed to be more competitive in a critical juncture in the company’s history. Apple is going through major restructuring to regain control of its operations and finances in order to stay competitive on the global marke
t. This paper will describe the organizational culture and structure of Apple (w ww.fundinguniverse). Organizational Culture
The culture of Apple was based on an ideal that self-motivated individuals will work harder if they do not have a boss micromanaging every action. The unique st ructure of Apple had allowed it to grow and react more quickly to changes than i ts competitors. The reason for the quick responsiveness is simple; it is much ea sier to get a project started if there are only a few people to obtain approval from. Apple initially grew fast, because decisions were made at the lowest possi ble level. Corporate headquarters made policy and oversaw all activities, but th e local employees made the day-to-day decisions on the ground in countries all o ver the world. This type of top-down philosophy allowed for quick responsiveness and resolutions to situations without involving the corporate headquarters, thu s avoiding corporate red tape (Mc Shane and Travglione, 2005, pp 89-290).
Organizational Structure
The
Apple Inc. is a global computer manufacturing company that is going through majo r changes in its organizational culture and it’s organizational structure due to several events of the past few years. This is a company that grew extremely fas t in little time, that their management found themselves not being able to keep their operations and finances under control. Apple Inc. has been forced to reeva luate and redesign it’s organizational culture and organizational structure to a void bankruptcy.
The organizational culture of Apple is one of change; with the drive to outperfo rm and succeed as their major objectives. The organizational structure of the co mpany has also transformed to be more competitive in a critical juncture in the company’s history. Apple is going through major restructuring to regain control of its operations and finances in order to stay competitive on the global marke
t. This paper will describe the organizational culture and structure of Apple (w ww.fundinguniverse). Organizational Culture
The culture of Apple was based on an ideal that self-motivated individuals will work harder if they do not have a boss micromanaging every action. The unique st ructure of Apple had allowed it to grow and react more quickly to changes than i ts competitors. The reason for the quick responsiveness is simple; it is much ea sier to get a project started if there are only a few people to obtain approval from. Apple initially grew fast, because decisions were made at the lowest possi ble level. Corporate headquarters made policy and oversaw all activities, but th e local employees made the day-to-day decisions on the ground in countries all o ver the world. This type of top-down philosophy allowed for quick responsiveness and resolutions to situations without involving the corporate headquarters, thu s avoiding corporate red tape (Mc Shane and Travglione, 2005, pp 89-290).
Organizational Structure
The
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