Donna Dubinsky and Apple Computer, Inc

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As an ambitious young professional, Donna Dubinsky seemed to be in control of her surroundings. Having graduated from Yale with a finance degree, working in the commercial banking industry for a couple of years and recently completing an MBA from Harvard Business School, she had an excellent foundation for a highly successful career. In this case analysis, we analyzed Dubinsky’s overall effectiveness in managing her career, her key strengths and sources of power, the corporate politics that resulted in major conflict within Apple, Donna’s key weaknesses, and what additional skills Donna needed to develop to become a more effective leader. Donna’s Overall Effectiveness in Managing Her Career Overall, Donna was able to effectively manage the initial stages of her career. She logically took the next step, while working in the commercial banking industry, to go to business school. While completing her MBA, she was able to understand and identify career interests that were outside of the financial sector. She also took a proactive approach in determining that she wanted to work for a cutting-edge technology firm and be closer to the customer. If she was going to make the switch, there was no better time than right after business school and Apple seemed to be a perfect fit. However, throughout her first few years with Apple, she started to let the company manage her career. She had a great mentor, Roy Weaver, who continuously found opportunities to give her visibility and more responsibility. Naturally, she started to develop a personal trust in Roy and she concluded that he knew what was best for her and her career. As a result, Dubinsky rarely objected to any new assignment or went out of her way to request a specific role. At this point in her career, she started to become complacent and she didn’t take back control until it was almost too late. Donna didn’t

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