(2) The culture developed by the founders especially CEO Steve Jobs, could be defined as controlled dreamers, officially they thought of themselves as "Dreamers and Believers". A good example of the controlled part of that statement is best illustrated by Apple's universally acclaimed practices (3) a) Accountability - everyone is accountable for their actions. b) Hire the best - experts who can work as part of a cross-functional team c) Consistency - Simple products, intuitive and engaging d) Excellence above revenues - back the customer from beginning to end, revenue will naturally follow e) Treat employees well – loyalty is generated when the employee feels that the company cares about them. Two ways Apple attempted to accomplish this it through the Pioneering telecommuting and nap rooms. Apple’s culture went through three distinct phases, growing with Jobs, Live without jobs, and look out jobs is back.
They have a plethora of business associates, and consider themselves leaders in the customer service business. Their motto is: “a strong organizational culture is the foundation for making a good company a great one.” (Sam Walton, founder of Wal-Mart, 2011). I chose them because of their company background, culture and their international operating formats. Even though Wal-Mart is advancing in the industry I have seen other corporations do the same thing and fail due to their neglect when it comes to social responsibility. SYSTEMS THEORY Wal-Mart currently utilizes a relational systems theory.
Through this method of leadership, Jobs turned Apple into the most profitable business in the world, beating out Google in 2011. He felt like it was his job to tell his employers that their ideas weren’t good enough and to go back to the drawing board, instead of beating around the bush telling them that their work is good quality. This quality is really straightforward, Jobs was just concerned with working with the best and wanted to stay away from what he called the ‘bozo explosion’. Belichick wants to work with only
Greatness is the property possessed by something or someone of outstanding importance or eminence. It is something achieved throughout a period with hard-work, dedication, and perseverance. Jim Collins, in his book Good to Great, chooses a select few companies and recognizes there efforts and seeing the challenges they overcome to go from a good company to a great one. Jim and his team challenge themselves by identifying and evaluating the factors and variables that allow a small fraction of companies to make the transition from merely good to truly great. The book starts out and lays out the criteria that Collins and his research team used in selecting the companies that served as the basis of the meta-analysis that provided the findings
Leadership style to Steve Jobs is alike. I love working with a great team therefore I would hire people with experience but is will to take a risk as well. By that I mean trying new things in the company that will bring in more revenue and to let go of past policy and procedures that has not worked in years. Our leadership style is built on experience, motivation and to be daring (meaning doing things no one never
My Top 10 Takeaways from Comm 101 26913146 Assignment 3 Giancarlo Gatti Comm 101, Section 101 November 28th, 2014 be Mind Map Takeaway 1 – Importance of Corporate Culture One of my most essential takeaways from Comm 101 was the concept of corporate culture. I understood that companies had to have satisfied workers to produce good results, but I never knew that companies like Zappos focused on this aspect as a framework for their entire company. When I eventually find a job, I would like to be acknowledged by my peers and be a part of a collective unit. In my opinion, workers are likelier to be more motivated when both their extrinsic and intrinsic motivations are met. One of my main takeaways from this topic is that money isn’t the best motivator.
When it came to this theory workers were punished and rewarded. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities.”(Carter McNamara, 2009) Also, Taylor was known as the “father of management thought.” He developed four principles to increase efficiency in the workplace based on his own experience and observations as a manufacturing manager (George, 2009, p.43). “According to Taylor, management needed to do three things to increase productivity (and thus profits). First, the most efficient tools and procedures had to be developed and applied. Here, Taylor relied on so called time and motion studies, which concentrated on identifying the most economical set of physical movement associated with each step of a work process.
CM300: College Composition II Prof: January Pearson Kaplan University December 4, 2014 By, Heather Leigh Bradley Annotated Bibliography Thesis Statement: The most successful companies are those that are operated by leaders who invest in and grow their employees. Bruce, A., & Pepitone, J. S. (1999). Motivating Employees. New York: McGraw-Hill. “Motivating Employees” is a book about how employee motivation is driven by companies that invest and grow their employees.
Tucker’s vision, proactively, and motivation is what made him a great leader, manager and CEO; however his poor management decisions lead him to his downfall. Tucker was a man of vision, which is a critical characteristic to have as a leader. A vision allows for a sense of direction, and a way to focus the attention of everyone associated with the organization. The need to achieve the same vision is why individuals in an organization come together and work as hard as they can in order to succeed. Tucker had the dream to build a car with many new features like air-cooled rear engine, disk brakes, independent 4-wheel suspension, an additional center headlight that pivoted left and right for better vision when turning, a padded dash, seatbelts, and a pop-out safety windshield.
Al Scott achieved success by adopting principals of leadership that led him to develop plans that made everyone feel like a part of the company with a vested interest in improving their status in the industry. Mr. Scott created a vision, got buy-in from the company for that vision, led by example in instituting a change in the leadership, and created an environment that empowered the staff to meet the company’s vision. Changes in leadership were the catalyst for positive change within the company at Wilson Sporting Goods. The problems that the Humboldt facility experienced were all caused by internal systems that were counterintuitive to success. The “us against them” mentality of the bureaucratic structure fostered employee resentment that ruined the core of the company.