An Analysis of the Donna Dubinsky Case

2123 WordsJan 28, 20139 Pages
RGANIZATIONAL BEHAVIOR AND LEADERSHIP WRITTEN ANALYSIS OF CASE SUBMITTED BY: FATIMA NAZ MBA I MORNING DATE:01 12 11 DONNA DUBINSKY AND APPLE COMPUTER, INC Introduction: In Donna Dubisky case, Donna was facing challenge of changing distribution system. She needs to deal with change because it was affecting her at professional level. She has had a promising career at Apple Inc. she had a support from her boss, Ray weaver. The dilemma was that she feels what she is doing is best for company; therefore she was putting her job at risk. Company Background: Apple was a leading PC manufacturer in US. Head Office is in Cupertino, California. In 1977, after launch of Apple II, Apple market shares had risen to 42%. In 1983, Scully, the finance…show more content…
15. They don’t have any alternative plan, the “Just in time method” based on fact that dealer place order to manufacturing assembly and after assembling they shipped the order by federal express. It has only few outcomes i.e. it reduces inventory cost, carrying cost, and warehouse. In contrast draw backs are large, no customer complain center, ignore of offshore manufacturing product, dealer technical support.it is not feasible for implementation. 16. Donna lacks political ability which hinders the process of working with top management. she felt she had no support from top management. According to theory concept: Power 1is define as the potential of individual to influence another individual or group. Influence in turn exercise of power to change behavior, attitudes or values of that group or individual Organizations are political entities, political conflict over scarce is inevitable, giving the challenge of managing in contemporary organization. There will be more political conflict if organization has more interdependence, diversity, and resource scarcity. There are prevention factors that help to reduce the amount of conflict. When people have shared goals and values (due to leadership or strong culture) a common perspective about how critical resources should be distributed and critical contingencies handled is more likely. In contrast there are precipitating factors

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