Professional Documents
Culture Documents
ORGANIZATIONAL
LEADERSHIP
BEHAVIOR
SUBMITTED BY:
FATIMA NAZ
MBA I
MORNING
DATE:01 12 11
AND
Company Background:
Apple was a leading PC manufacturer in US. Head Office is in Cupertino,
California.
In 1977, after launch of Apple II, Apple market shares had risen to 42%.
In 1983, Scully, the finance president of PepsiCo joined Apple as president he
was invited by Jobs, to bring marketing discipline to Apple. As company
market share was declined to 24%.when Scully joined he simplified the
structure of organization by centralizing product development and product
marketing in just two divisions. It reflects the mix functional and geographical
organization, and 7 divisions were directly reporting to Scully. After
introduction of Macintosh in early 1984 Apple was unable to retain market
share because of its high market entry cost. Apple failed to reach projected sale
level. This situation creates tension between Apple II division and Macintosh.
Donna Dubinsky:
Donna graduated from Yale, worked in commercial bank for 2 years. Then she
did MBA from Harvard University. In July 1981, she joined Apple as customer
support liaison. Within 4 years, she became Director of distribution and sale
administration. Donna reported to Roy Weaver.
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Analysis:
out the solution of issues. At that time she seems to be run away from the
situation.
14. Donna lost her good judgments, her self-reflectiveness and
thoughtfulness, leading her totally negative.
15. They dont have any alternative plan, the Just in time method based on
fact that dealer place order to manufacturing assembly and after
assembling they shipped the order by federal express. It has only few
outcomes i.e. it reduces inventory cost, carrying cost, and warehouse. In
contrast draw backs are large, no customer complain center, ignore of
offshore manufacturing product, dealer technical support.it is not
feasible for implementation.
16. Donna lacks political ability which hinders the process of working with
top management. she felt she had no support from top management.
According to theory concept:
Power 1is define as the potential of individual to influence another
individual or group. Influence in turn exercise of power to change
behavior, attitudes or values of that group or individual
Organizations are political entities, political conflict over scarce is
inevitable, giving the challenge of managing in contemporary
organization.
There will be more political conflict if organization has more
interdependence, diversity, and resource scarcity.
There are prevention factors that help to reduce the amount of
conflict. When people have shared goals and values (due to leadership or
strong culture) a common perspective about how critical resources
should be distributed and critical contingencies handled is more likely.
In contrast there are precipitating factors that exacerbate the
conflict in an organization. There is more likely to more political conflict
in organization when subordinates goal and value do not exist. Or strong
leaders fail to define a vision behind which people are aligned and
motivated. In addition, during time of organization crises when
uncertainty and stakes tend to increase, people can even lose sights of
those things they do in fact hold in common e.g. sever down turn.
Whether or not political conflict will lead to destructive or constructive
outcomes depend on how key player respond to it. Political conflict can
be irreconcilable and can escalate out of control.
Power and influence are the mechanism by which the inevitable political
conflict in organization can resolved.
Formal authority
Relevance
Centrality
Autonomy
Visibility
Expertise
Track record
Attractiveness
Effort
Power Tactics:
People use more than rewards, threats, and information to
influence others. In everyday situations people use a variety of
power tactics to push or prompt others into particular action.
There are plenty examples of power tactics that are quite common
and employed every day. Some of these tactics include bullying,
collaboration, complaining, criticizing, and demanding,
disengaging, evading, humor, inspiring, manipulating,
negotiating, socializing, and supplicating. These power tactics can
be classified along three different dimensions: softness,
rationality, and laterality (Falbo & Pepalu, 1980; Raven et al.,
1998).
Recommendations
1. Jobs should cooperate with Donna if he wants his idea forward.
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REFERENCE:
1:Power dynamics in organizations Harvard business Review,
March 22, 1995.
2:Jeffrey Pfeiffer, power play, Harvard business review,
September 2011
3: power tactics, www.wikepedia.org