Apple Computer Culture Essay Example | Topics and Well Written Essays - 1250 words

Apple Computer Culture - Essay Example The positive feature of Apple is that it uses informal communication method which helps it to achieve the goals. It helps to provide satisfaction of members' social needs, and a sense of personal identity and belonging. This type of communication provides additional channels of communication and provides a means of motivation, for example, through status, social interaction, variety in routine jobs, and informal methods of work. Informal type of communication provides a feeling of stability and security, and through informal 'norms' of behaviour can exercise a form of control over members. "The informal approach to management meant that influence was a primary way of The culture and structure of Apple develop over time and in response to a complex set of factors. "Employees expressed great concerns about both Apple's management and its working environment. Many felt that executive management did not have a clear business direction, and that they did not keep employees adequately informed' (Gibbs, Beer, 1991). Apple management team did not take into account that the nature of the 'business' and its primary function have an important influence on its culture. Usually large organizations like Apple have more formalised structures and cultures. Increased size is likely to result in separate departments and possibly split site operations. Nevertheless, this created a problem for Apple's "old" employees who felt that, "There is not as much chance to talk at Apple now. There is less passion or personal commitment. Hotlinks keeps Apple people passionate." (Gibbs, Beer, 1991). This caused difficulties in communication and inter-departmental rivalries with the need for effective co-ordination. A rapid expansion, or decline, in size and rate of growth, and resultant changes in staffing will influence structure and culture. Unfortunately, Apple management did nothing to improve this situation because information through Hotlinks went round them, and they "need managerial shift from control to context" (Gibbs, Beer, 1991). It is important to note that Apple "encouraged individualism". Individuals in the organisation are not guided at all times by the primary goals of the organisation. On the other hand, Apple culture is based on a team work: "people in Apple valued teamwork and liked to work in teams' (Gibbs, Beer, 1991). Goals and objectives pursues profitability, but this is not by itself very clear for its effective management. Apple must give attention to objectives in all key areas of its operations. The combination of objectives and resultant strategies influence culture, and may themselves be influenced by changes in culture. The problem is Apple is that employees have to complete "immediate objectives". It means that the main focus is made on "to get the job done than to get it right" (Gibbs, Beer, 1991). The primary function of Apple determines the nature of the technological processes and methods of undertaking work, which in turn also affect structure and culture. Employees doe not know long-term strategies which prevent them from effective performance. In order to be effective Apple tries to be responsive to external environmental influences. Apple operates within a dynamic environment and it requires a structure and cul