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In contemporary business environments, organizations need to keep restructuring, developing, innovating, and inventing better strategies to remain competitive (Nilakant & Ramnarayan, 2006). Leaders manage change using different change management methods also referred to as change management images, the change image adopt depends on an organization as well as the nature of change.
Apple Inc. is an international electronic industry that keeps changing its business strategies and practices to meet changing consumer preferences. The company’s management led by Steve Jobs uses at-least six change management images; however, the most dominant images are coaching and directing (Apple Inc, 2011).
The approaches to change adopted in the company falls to a large extent to invention, development, and innovations change approach; lately and the most focused change was the innovation of Iphones and Ipads that have changed the world’s phone market to the favor of the company.
The change was developed from direct investments, exploiting research and development, and staff involvement supported by management to ensure that the company moves as a block when embracing the any magnitude of change.
When implementing a different way of doing things or operating, there is much need to understand the current situation in ones organization as well as the intended destination that the change aims to drive the company.
After a change, there are three main classifications of the outcomes that can emerge they are, intended outcomes, partially intended outcomes or unintended occurrences. An understanding of change images assists managers to develop the right intervention to reduce chances of change delay, failure or resistance by employees.
When the outcomes are the intended ones, the management has the role of directing, coaching and training subordinates; whereas when the outcomes are partially intended then leaders can use navigation and interpretation approaches of management. In the case that unintended changes are seen, then management needs to take care and nurture the situation (Paton, Paton, McCalman, 2008).
Changes taking place at Apple have been triggered by contemporary strategic demands in the electronics industry as well as changes in world’s technological situation.
Improved communication deliveries and the presence of companies that are working around the clock to meet demands of different markets triggered the need to have more competitive products that are priced to meet the demand and economic situation of the target market.
The organizational culture of the company is one that believes with influential theories, that support that organizations are malleable thus they should keep undertaking structural, organizational and product changes and adjustments.
When a new product has been innovated, the management takes it as its responsibility to train employees, on technical and operational matters of the new change. For example, when a decision was made to make Iphones, the management was actively involved in staff training, coaching and mentoring to ensure that the required standards have been set.
The company has a rapid/continuous change management approach that establishes conditions that facilitate/ impede change; the management emphasis that when change is on course, them the personnel should participate from the initiation stage to the monitoring and controlling stage.
When an innovation has been implemented, employees are taken as the change implementers and the management as the change agents, communication among the two parties is facilitated to ensure that there is general acceptance. The structured systems of operation do not mean that the company has been able to alleviate change resistance among employees and some leaders (Ian, Dunford & Gib, 2008).
From the unit, particularly in chapters 2 and 3, I have learnt the need for leaders to be well versed with the situation on the ground when enacting change. When they are aware of what is happening, they are more likely to implement the right image to fit the situation.
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Change should be planned, well thought and implemented with a comfortable pace; the most comfortable pace is one that allows things to change in the right time without hurting the company or exposing the company to threats that might have come form the change (Stella, 2009).
The effects of effective communication with an organization have come clearer, to avoid chances of resistance, managers should enact effective communication systems and support their growth and strengthening.
From the case study, I have noted the effects of organizational policies/processes embedded in institutional and technical structure of Apple environment. Organizational structure plays crucial role in the entire change management process.
Practicing managers should understand that change is inevitable; they should ensure they have policies that can support gradual and continuous change in their organization. Leaders should involve their subordinates in the change process to ensure that they support the change from the initiation stage. They should be respected as the change doers and implementers and their role supported by training, mentoring and talent management.
One recurring problem at Apple Inc during change implementation is assuming that employees will embrace and adopt changes with no or minimal resistance. Despite the company having undergone past successful changes, managers should not assume automatic change acceptance, they should have effective change resistance programs (Hughes, 2010).
Apple Inc. (2011). Apple Inc. Retrieved from https://www.apple.com/
Hughes, M. (2010).Change management: a critical perspective. London: Chartered Institute of Personnel and Development.
Ian, P., Dunford, R.,& Gib, A. (2008). Managing Organizational Change. New Jersey: McGraw-Hill.
Nilakant, V., & Ramnarayan, S. (2006). Change management: altering mindsets in a global context. New York: SAGE.
Paton, A., Paton, R. McCalman, J.(2008). Change Management: A Guide to Effective Implementation. New York: Sage.
Stella, L.(2009). Change Management. New York: American Society for Training and Development.