Organizational Culture at Apple Inc Introduction

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Organizational Culture at Apple Inc Introduction
Apple Inc. is a global computer manufacturing company that is going through majo r changes in its organizational culture and it’s organizational structure due to several events of the past few years. This is a company that grew extremely fas t in little time, that their management found themselves not being able to keep their operations and finances under control. Apple Inc. has been forced to reeva luate and redesign it’s organizational culture and organizational structure to a void bankruptcy.
The organizational culture of Apple is one of change; with the drive to outperfo rm and succeed as their major objectives. The organizational structure of the co mpany has also transformed to be more
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In a circumstance like this, it is to be determined how an honest employee who had known about the theft and misdee d towards Bill should react in an organizational setting depending on the employ ee s own values, perception and personality(Sagie & Elizur, 2002 pp.503-14).
Self-Esteem and Self-Efficacy Self-Esteem is a personal judgment of ones worth and the satisfaction or dissatisfaction with ones own self. By this definition Self-Esteem is how each individual person views them selves as a person both mentality and physically. A ccording to William James, a psychologist, self esteem involves only one mental perception of their own qualities and their physical apperance (Glinow, 2003, pp
189-67). Self esteem plays n important role of who people are nd starts at  very young age. There are both positives nd negative cycles of self esteem. Sel f esteem is th one of th most important aspects in psychology because it can e ither give confidence or accept defeat (Offermann & Spiros, 2001, pp.376-92).
Similarly Self-efficacy is  mechanism that explains n individual’s behavior n d perceived capability to perform  behavior. It is associated with  positive s elf-concept, nd self-appraisal. It is th personal control that comes from mast ering new experiences with anticipation of successful performance (Schiffman et
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