Steve Jobs was a world-renowned founder for his innovativeness, but his leadership skills were questionable. discuss the importance of leading function. Support your answer with two fully explained reason
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Starting with Apple's founding in 1977, Steve Jobs saw his main task as leading the planning process to develop new and improved PCs. Although this was a good strategy, his management style was often arbitrary and overbearing. For example, Jobs often played favorites among the many project teams he created. His approach caused many conflicts and led to fierce competition, many misunderstandings, and growing distrust among members of the different teams. Jobs' abrasive management style also brought him into conflict with Apple's directors, and they became convinced Jobs's management style was the heart of the problem and asked him to resign.
Question:
Steve Jobs was a world-renowned founder for his innovativeness, but his leadership skills were questionable. discuss the importance of leading function. Support your answer with two fully explained reasons
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- Jobs was at the center of all of Apple’s key decisions over the last decade and a half. Jez Frampton, group CEO of Interbrand says, “Now the worry is the organization has to rewire itself and learn how to make decisions on its own.” Should Apple become more participative, involving more managers and employees, or continue to use Jobs centralized approach to decision making, which was less participative and highly influenced by the founder and former CEO?Part Two: Is Tim Cook the right leader to replace Jobs? Jobs was demanding, creative, and controlling; Cook is not. Should Tim Cook try to emulate Jobs or should he run Apple using a different leadership style? Should Cook focus more on managing or leading Apple? Part Three: Jobs was at the center of all of Apple’s key decisions over the last decade and a half. Jez Frampton, group CEO of Interbrand says, “Now the worry is the organization has to rewire itself and learn how to make decisions on its own.” Should Apple become more participative, involving more managers and employees, or continue to use Jobs centralized approach to decision making, which was less participative and highly influenced by the founder and former CEO?From a frames perspective, how would you evaluate Billy Beane’s leadership as depicted throughout the film? What mistakes, if any, did he commit, and what would you recommend he do differently (if he could go back in time)? Please use the four frames to support any recommendations.
- Is Dell Too Big for Michael Dell? He’s back in charge—and he may have the toughest job in the computer business. Welcome back, Michael. Don’t get too comfortable. By returning to the top job at Dell Inc., replacing departing chief executive Kevin Rollins, founder Michael S. Dell takes on perhaps the toughest job in the computer industry. Since mid-2005 the PC maker has battled problems with customer service, quality, and the effectiveness of its direct- sales model. Lately, rivals Hewlett-Packard Co. and Apple Inc. have been gaining in sales and market share. On January 31, the day Rollins’s departure was announced, the Round Rock (Texas) company disclosed that its fourth-quarter earnings and sales would fall short of analyst estimates. It’s also under scrutiny by the Securities & Exchange Commission and a U.S. attorney for accounting irregularities. As recently as last November, Dell insisted to BusinessWeek that Rollins’s job was safe. Now, in an interview, he insists the…Is Dell Too Big for Michael Dell? He’s back in charge—and he may have the toughest job in the computer business. Welcome back, Michael. Don’t get too comfortable. By returning to the top job at Dell Inc., replacing departing chief executive Kevin Rollins, founder Michael S. Dell takes on perhaps the toughest job in the computer industry. Since mid-2005 the PC maker has battled problems with customer service, quality, and the effectiveness of its direct- sales model. Lately, rivals Hewlett-Packard Co. and Apple Inc. have been gaining in sales and market share. On January 31, the day Rollins’s departure was announced, the Round Rock (Texas) company disclosed that its fourth-quarter earnings and sales would fall short of analyst estimates. It’s also under scrutiny by the Securities & Exchange Commission and a U.S. attorney for accounting irregularities. As recently as last November, Dell insisted to BusinessWeek that Rollins’s job was safe. Now, in an interview, he insists the…Is Dell Too Big for Michael Dell? He’s back in charge—and he may have the toughest job in the computer business. Welcome back, Michael. Don’t get too comfortable. By returning to the top job at Dell Inc., replacing departing chief executive Kevin Rollins, founder Michael S. Dell takes on perhaps the toughest job in the computer industry. Since mid-2005 the PC maker has battled problems with customer service, quality, and the effectiveness of its direct- sales model. Lately, rivals Hewlett-Packard Co. and Apple Inc. have been gaining in sales and market share. On January 31, the day Rollins’s departure was announced, the Round Rock (Texas) company disclosed that its fourth-quarter earnings and sales would fall short of analyst estimates. It’s also under scrutiny by the Securities & Exchange Commission and a U.S. attorney for accounting irregularities. As recently as last November, Dell insisted to BusinessWeek that Rollins’s job was safe. Now, in an interview, he insists the…
- Part One: Jobs’ charismatic leadership was clearly central to Apple’s success. But can Apple succeed without him? What steps should Apple take to increase its chances of continued success without Jobs as CEO? Are there ways to substitute for Jobs’ leadership at Apple? Part Two: Is Tim Cook the right leader to replace Jobs? Jobs was demanding, creative, and controlling; Cook is not. Should Tim Cook try to emulate Jobs or should he run Apple using a different leadership style? Should Cook focus more on managing or leading Apple? Part Three: Jobs was at the center of all of Apple’s key decisions over the last decade and a half. Jez Frampton, group CEO of Interbrand says, “Now the worry is the organization has to rewire itself and learn how to make decisions on its own.” Should Apple become more participative, involving more managers and employees, or continue to use Jobs centralized approach to decision making, which was less participative and highly influenced by the founder and former…CLASSICS IN AUSTRALIAN LEADERSHIP MANAGING THROUGH CRISIS.(Adapted by Dr. R.L. Compton from an original article by Roy Kriegler and Grant Stendal, as published by the National Times.) Philips in Victoria was experiencing severe state problems and falling productivity levels. Management was increasingly concerned over inadequate quality control, poor labour relations and an unsettled workforce with low morale. Questions1. What drivers for change do you believe caused Philips to move to a more participatory style of leadership?2. What style of leadership has Philips practiced in the past? Which style have they moved towards?EADERSHIP IN THE TIMES OF COVID-19 by Deloitte study. The rapid and unprecedented spread of COVID-19 has quickly eclipsed other epidemics, both in size and scope. In addition to the deadly human toll and disruption to millions of lives, the economic damage is significant and far reaching. It is appropriate to use this phrase Volatile, Uncertain, Complex, and Ambiguous (VUCA) now. Leadership Dilemmas.The current situation pose an enormous challenge for leaders across the world. The uncertainty embedded in this situation makes the ‘leadership challenge’ even more complex. Today, leaders face innumerable ‘leadership dilemmas’ and conflicting demands, and most of these do not have a simple binary answer. Considering opposing perspectives is vital, especially in a situation where both the perspectives seem logical, it almost is like a game that cannot be won. In shor t, leadership demands are of an unprecedented nature. The world of COVID is like a microcosm within the larger ecosystem,…
- EADERSHIP IN THE TIMES OF COVID-19 by Deloitte study. The rapid and unprecedented spread of COVID-19 has quickly eclipsed other epidemics, both in size and scope. In addition to the deadly human toll and disruption to millions of lives, the economic damage is significant and far reaching. It is appropriate to use this phrase Volatile, Uncertain, Complex, and Ambiguous (VUCA) now. Leadership Dilemmas.The current situation pose an enormous challenge for leaders across the world. The uncertainty embedded in this situation makes the ‘leadership challenge’ even more complex. Today, leaders face innumerable ‘leadership dilemmas’ and conflicting demands, and most of these do not have a simple binary answer. Considering opposing perspectives is vital, especially in a situation where both the perspectives seem logical, it almost is like a game that cannot be won. In shor t, leadership demands are of an unprecedented nature. The world of COVID is like a microcosm within the larger ecosystem,…XYZ Corporation, a well-established player in the manufacturing industry, embarked on a journey of management transformation in response to a rapidly changing business landscape. Facing increased competition, fluctuating market demands, and the need for innovation, the company recognized the necessity of adapting its management practices. Under the leadership of their new CEO, Sarah Roberts, XYZ Corporation underwent a comprehensive management overhaul. This transformation included embracing agile methodologies, implementing data-driven decision-making processes, and fostering a culture of continuous learning and adaptation. The results of this initiative were significant, as the company saw improved productivity, faster time-to-market, and increased employe engagement. Question: What were the key challenges and obstacles faced by XYZ Corporation during their management transformation, and how did they address them to achieve positive outcomes?Identify the behaviors described in this case that were damaging to Barry Carver’s work relationships. Why would a manager behave this way? What negative consequences did these behaviors have on his peers and subordinates? How realistic is it that Carver (or anyone) can change his own leadership skills? What kind of help might he need? references When Lee Keiko returned from a quick lunch, she scanned her e-mail inbox for the message she had been dreading. She found it, labeled “high priority,” among a dozen other e-mails and sank back in her chair as she mentally prepared to open it. Keiko felt a tightening in her stomach as she clicked on the message and braced herself for the assault she had grown to expect from Barry Carver, her boss at Environmental Designs International (EDI), a rapidly growing “green” company that specializes in retrofitting commercial buildings to improve their energy efficiency. The primary clients of EDI are owners of skyscrapers who renovate their…