Introduction
Information Systems is a crucial component of many organizations. It is notable that information and communication within the corporate company remains an important aspect of its success. In addition, lack of information communication may present challenges to the decision makers.
Apple is a technology-based organization with a global presence. Its activities include product development, production, assembling, selling, and supply chain management. However, Apple’s research and development has enabled it to retain the market leadership in innovation.
Company Background
Three people founded Apple as an incorporated company in April 1976. They included “Steve Jobs, Steve Wozniak, and Ronald Wayne” (Linzmayer 5). The company started with little financial investment that hindered its ability to compete effectively with other firms that were already large market players. The company managed to set up a new headquarter in California.
The company’s original Apple II product had become the source of success since 1970. The product remained common with clients and enabled the company to develop its original customer base (Linzmayer 8). The company’s expansion has been unprecedented since then. It started selling computers in the international marketplace.
The role that Steve Jobs played in research and development was critical for the generation of highly innovative and exciting products. The company grappled with operational and management challenges that were associated with communication within and outside environment (Daft, Jonathan and Hugh 114). Analysts have argued that the entry of new investors presented challenges with clarity in communication.
The company focused on products and significantly ignored organizational functioning. The company compartmentalization initiatives were guided by product orientation rather than organizational functioning needs. The company’s core activities are supported through diverse activities such as infrastructure, information systems, management of materials, and human resources (see figure 1) (Daft, Jonathan and Hugh 114).
The company is highly dynamic in terms of altering the organizational structure to fit with activities. However, the latest organizational structure entails different positions as depicted in the diagram. The corporate structure favors the existence of departmental competencies as opposed to organizational functioning (Daft, Jonathan and Hugh 114).
The leadership structure at Apple provides low-level managers with the task of ensuring innovations and direction in every department. The company also facilitates market leadership in other geographical locations through the creation of mid-level management positions.
This helps the firm in enhancing leadership within different geographical locations in order to promote a localized market competitive advantage (Daft, Jonathan and Hugh 114). However, the corporate structure presents challenges to strategic communication.
The structure creates a double reporting channel. This takes place through ensuring that organizational functioning matters are reported to corporate directors while operational issues are reported to regional directors (Daft, Jonathan and Hugh 114).
Apple Information Systems’ Management
The corporate structure of Apple that comprise of the global presence and departmental level leadership presents a unique situation. The structure necessitates a type of information systems that can facilitate the distribution of appropriate communication through the right channels and in a timely manner. Furthermore, this is critical to promoting consistent and informed decision making at diverse levels.
The right information systems can enhance proper communication. The company has a philosophy of being the leader in marketplace on matters related to innovativeness (Wade, Scott and Yogesh 399). The company also applies the same philosophy in its communication and information transfer. Apple manages its internal communication in a manner that enhances its superiority.
The company has implemented virtual business designs that integrate communication and information management (Hamilton 58). The company has used virtualization as a factor in gaining an edge over competitors. The company has used intranet system that enables workers to gain all information they need at their workstations.
Furthermore, the system allows Apple to interact with external stakeholders such as suppliers (Monczka, 15). The company has created unrestricted information exchange system that virtually links suppliers to the product development team and the retail units. Furthermore, information exchange takes place between the retail unit and the customer service center.
It is notable that customer service center are always equipped with information about suppliers and company product range (Monczka, 15). The customer center provides services to clients based on the virtually available information. This strategy has enabled Apple to maintain a value chain information exchange system that links different components on an end-to-end basis.
The virtually available information in the company enables the reduction of costs involved in transferring information between the people who need it (Hamilton 58). Furthermore, it saves the time of the company and its staff for everything to do with information exchange takes place virtually.
The implementation of a computing utility system also helps Apple minimize costs because it limits the volume of assets that are used in information exchange (Gitman and Carl 506). The company has ensured a lean and efficient information management strategy.
Recommendation
The company should constantly work on improving its information security management. The expansion of the company means that the information it manages also escalates. The company’s use of software based information management presents potential challenges associated with hacking. Hacking activities are highly dynamic (Stair and George 30).
Hackers can hack into the virtual information management system if it’s not well secured. Apple should focus on creating a robust and insecurity proof systems to enable it secure its information management system.
Works Cited
Daft, Richard L, Jonathan Murphy, and Hugh Willmott. Organization Theory and Design. Andover: South-Western Cengage Learning, 2010. Print.
Gitman, Lawrence J, and Carl D. McDaniel. The Future of Business: The Essentials. Mason, OH: Thomson South-Western, 2008. Print.
Hamilton, Cheryl. Communicating for Results: A Guide for Business and the Professions. Belmont, CA: Thomson/Wadsworth, 2008. Print.
Linzmayer, Owen W. Apple Confidential 2.0: The Definitive History of the World’s Most Colorful Company. San Francisco, Calif: No Starch Press, 2004. Print.
Monczka, Robert M. Purchasing and Supply Chain Management. Mason, OH: South-Western, 2009. Print.
Stair, Ralph M, and George W. Reynolds. Principles of Information Systems. Australia: Course Technology Cengage Learning, 2012. Print.
Wade, Michael R, Scott L. Schneberger, and Yogesh K. Dwivedi. Information Systems Theory: Explaining and Predicting Our Digital Society, Vol. 1. New York, NY: Springer Science+Business Media, LLC, 2012. Print.