You are on page 1of 16

APPLE INC.

WE WANT TO LEAVE THE WORLD BETTER THAN WE FOUND IT


Akshay Gajghate-2014PGP099
Kamal Nagvani-2014PGP112
Prakhar Nagori-2014PGP121
Snehil Jain-2014PGP132
Subhodeep Saha-2014PGP133
Sweta Saroj-2014PGP137
TEJASHWI Kumar-2014PGP138
Deepesh Kumar-2014FPM004

APPLE Inc.

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

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

Headquarters
Founders

Apple Campus, Cupertino, California, U.S.


Steve Jobs Steve Wozniak Ronald Wayne

CEO

Tim Cook

Revenue

US$ 182.795 billion

Operating Income US$ 52.503 billion


Employees

98,000

PROBLEM STATEMENT
There are approximately 98,000 employees working for the Apple Inc. This
would include permanent and temporary employees worldwide all of
which are embracing the ideology of the Apple brand as exemplified by its
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.

PROCESS OF ORGANISATIONAL CHANGE


Entering & Contracting

Diagnosing Organizations

Collecting, Analyzing and Feedback

Designing Interventions

Leading Managing Change

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

DIAGONISES in APPLE Inc.


The purpose of a diagnoses through Training Needs Analysis is to ensure the best possible
returns 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 organizational
aims and objectives.
b.
Training can be easily prioritized according to its importance to the overall organizational
objectives, rather than its importance to an individual role.
c.
For a new project, department or team, it enables you to identify the individual
responsibilities and tasks to be undertaken by the team, and individuals within the team,
without losing sight of the overall objective. There are numerous situations wherein
training needs can be assessed from and they can be from an individual role, project
team, department, or an entire organization. These are called business entities but they
are simply levels of organization where we can extract the training need. Since we dont
have any idea where to start, we can choose to take a high level overview of training
needs from organization down to staff because the further the analysis is, the more
accurate it is likely to be.

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 to
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

FEEDBACK FORM

DESGINING INTERVENTION & TRAINING STRATEGIES


Training can be defined as making available to employees planned and coordinated educational programs of
instruction in professional, technical, or other.
The essential aim of training and development programs is to assist the agency in achieving its mission and
goals by improving individual and, ultimately, organizational performance. It has been said that the objective
of the investigative segment of the Training and Development Program lies on the creation of a
developmental 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

LEADING & MANAGING CHANGE


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

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 and
based on it the changes are incorporated.

Every activity undertaken within the organization contributes to the achievement of


these objectives. Most likely, the training needs for the Apple Inc. is more on the general,
technical and soft skills training that would prepare them in complying with business
objectives of the company.

A STEP AHEAD!!
COST BENEFIT ANALYSIS
The most logical thing to do next after identifying the training needs for the Apple Inc. and
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 the
changes or the proposal before the training and development were conducted. Example of
which are the lesser rejection leading to higher productivity rate, faster operations due to
deletion of redundant processes in the system, significant cost savings due to the acquisition of
new equipment, and many other examples. Only at this condition, we can directly confirm if
there were improvements in the system, reduction of losses in the process or simply if there
were more benefits than expenses.
For the case of the Apple Inc., the cost-benefit criterion means that as a system is changed, its
expected additional benefits should exceed its expected additional costs. Often times the
benefits are difficult to measure because of the intangible considerations such as human.

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

BEHIND THE CURTAINS


Steps taken for change internally
a.

He motivated and encouraged the workers to trust him and follow his instructions

b.

He made them think in more creative manner

c.

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

He checked each product one by one and asked them to convince him why they should
continue with that product

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

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 creativity The
Think Different Campaign

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

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 ranks

d.

The leadership and business skills of Tim might not match the skills of Steve Jobs

People recommended them to shift from Power Culture to Task Culture

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 DNA
These words of Cook motivated them and made them believe that companiys vision still
remains the same
Cook encouraged shared leadership which further made employees to believe on Cook and

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

Jobs

THANK YOU