...21/11/2015 Leadership and persuasion course Nov. 2015 Final Assignment: Donna Dubinsky case מוגש עי" : אלי פרץ 057770190 שאלה מס. 1: Why did Donna Dubinsky do so well at Apple during her first thre years? ב 3 שנותיה הראשונות ב"אפל" דונה בנתה את עצמה , את מיקומה בארגון ואת הקריירה שלה בזכות : כשרונה , שאיפה ואמביציה , הזדהות עם הארגון , יחסים טובים מגבים ופוריים עם מנהליה שאפשרו לה לבנות את המסגרת התומכת המתאימה . המנהל הישיר שלה שהיה "מנטור" עבורה היה בדיוק מה שהיה דרוש לה להתפתח : מחד נתן לה את העצה והניסיון ומאידך גם את החבל והביטחון לעשות ולקחת אתגרים וסמכויות ללא הגבלה . (ניכר גם שהיא היתה חוליה משלימה עבור מנהלה כמי שהתחום שלו התפתח מעריכית בחברה ועם זה המשימות וגידול בכח האדם היה זקוק לדונה ולאמביציה שלה לקחת אתגרים וגם להיות נאמנה ולהקשיב לו כמנטור) . גם המבנה של "אפל" כחברת פתוח הנדסי שעיקר הפוקוס על חשיבה יצירתית ולא מסגרות קשיחות היוו כר מצויין עבור דונה לצקת תוכן לתוך מסגרות הלוגיסטיקה שהיו פחות בנויות ויותר "בוסריות" ואיפשרו לדונה לצקת תכנים ולבנות את השיטה והמתודה , ללמוד את התורה ולהתמחות בה ולהביא לידי ביטוי את עצמה ביצירת המסגרת והתכנים ושהעניקה לה את הסמכות והכח הניהולי ומעצם זה לפתח את הסמכות המקצועית והכרת העובדים . גם הגישה הסלחנית והגיבוי שקיבלה איפשרו לה מרחב והשראה כלפי הכפיפים שלה לנהוג בהתאם ולזכות באמונם . צריך לזכור שדונה הגיעה מתחום הבנקאות לאחר לימודי מנהל עסקים ונכנסה ל"אפל" מתוך רצונה להתפתח בתחום קשרי לקוחות וזה בדיוק מה שהיא קיבלה. דונה צמחה מדרג הביניים , מלמטה , כחדשה בארגון עוד לא היה לה State of Mind ולמעשה קל היה לה...
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...Palm, Inc. Case Analysis (The title of your paper) Karen Smith (Your name) BUSN412 Business Policy (Course name and number) January 15, 2008 (Date of submission) CASE ANALYSIS PALM, INC. COMPANY NAME: Palm, Inc. INDUSTRY: Technology Palm, Inc. COMPANY WEBSITE: (www.palm.org) COMPANY BACKGROUND: Jeff Hawkins founded Palm Computing Inc, a hand-held computer business, in 1992 which has since changed names (Yoffie & Kwak, 2001). In 1999 it changed to Palm Inc (Yahoo Finance, 2006). The case study concentrated on Jeff Hawkins, the founder of Palm, and Donna Dubinsky the former CEO of the company. These two left Palm in 1998 and founded a company called Handspring, the only company as of 2001 to take a meaningful share of the market away from Palm (Yoffie, 2001). Currently the CEO at Palm, Inc is Edward T. Colligan. For the period ending May 31, 2006, Palm had sales of $1.578 billion and a net income in excess of $336 million (Yahoo Finance, 2006). This is a significant increase over the previous two years. SWOT ANALYSIS: Strengths: The biggest strength that the case study focused on was strategy. Palm employed a judo strategy starting with the “puppy-dog ploy” (Yoffie, 2001, p. 56). This strategy allowed Palm to stay in business and stay undetected as a threat to their competition, especially Microsoft, for quite some time. Yoffie (2001) stated that strength of Palm was their “tightly integrated software and hardware design” (p. 59). Because they were so integrated...
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...Case Study Analysis #2 Donna Dubinsky and Apple Computer, Inc. (A) MSTM 6022: Communication/Conflict Management Aviral Anand Student ID# 201499712 Background The case describes a proposed change at Apple computer for its distribution model. The current model consists of 6 warehouse and the proposed JIT type distribution model is supposed to reduce the number zero. The case focuses on the conflict of Donna Dubinsky, director of distribution and sales administration with Debi Coleman, who is also the manufacturing director. The conflict is indirectly with Steve Jobs too as the new model was his brain child. Donna Dubinsky is a strong manager with powerful relationships with her mentor Roy weaver. She is very direct and says what she thinks. She is confident and doesn’t let peer pressure sway her mind. She is portrayed as extremely intelligent and good risk taker. This is a sort of power relationship conflict. Dubinsky had developed the Apple’s distribution system in last few years and has brought it to ages ahead. The customer relationship has been never better than before. The new model jeopardizes the Dubinsky position in the company. The message that conveys from the talks of new model is all negative as it put current model under fire. The communication regarding the new model and its pros and cons has been poor, it was later at the conference that a task force was made to understand the change. Before that all the development was done in background at individual...
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...Donna Dubinsky and Apple Computers, Inc. Why was Dubinsky initially successful at Apple? Donna Dubinsky was initially successful at Apple because she projected a lot of confidence and conviction in her beliefs. Donna was a decision maker who battle for procedure. Donna was focused primarily on her caring and honest relationships with her subordinates. Donna was aggressive with her convictions; she pushed hard for an interview with Apple and received an offer only after pointing out that they would never find another Harvard MBA that wanted to work in customer service. Donna took advantage of every opportunity with to advance at Apple through her direct and hard-nosed style. Donna’s individual performance was impressive. She was able to deliver results and her groups performed well on key metrics. Apple was the perfect place for Donna since being a young company light on formality that underwent frequent reorganizations. Apple’s fast growth, loose organization, and corporate culture allowed Donna to make decisions “above her pay grade” and thus demonstrate her ability to perform at higher levels of responsibility. Place yourself in Dubinsky’s position. Why did she respond the way she did to the JIT proposal? Donna could never understand why the JIT proposal was even being discussed. She didn’t see any problems in the distribution area, and thought this was a cost cutting measure by Jobs because the Mackintosh division was underperforming. Donna never understood...
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...Donna Dubinsky and Apple Computer Case questions 1. Why was Dubinsky initially so successful at Apple? * The organizational structure for apply and the distribution division was simply and clean * She claimed that having a good supervisor as mentor is precious, and guided her career path * With her ways of doing and managing phrased by her subordinates, Dubinsky was able to equip herself not only the position powers but also reputation and personal power * In terms of work evaluation, she maintained good relationships with all dealers, a critical factor in the industry. * Employees of distribution group took pride in their system’s efficiency and simplicity. It is very critical for the employees to agree and feel good about what they do. 2. Why did she respond the way she did to the JIT proposal? Two parts, emotional and rational * The distribution division was doing excellent, as they never caused a delay in product delivery, also maintain good relationships with dealers. All of a sudden, the top management suggested a proposal that was almost mandatory. * It is very offensive that other people step into her domain and try to break what her team has created. * The rationale behind the proposal was not in favor to apple’s good in a long term. As off the shelf business got to have inventory, and also room for faulty and returned product. 3. What do you think she should have done differently? Be specific. * Instead...
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...9-486-083 REV: SEPTEMBER 16, 2011 TODD D. JICK MARY GENTILE Donna Dubinsky and Apple Computer, Inc. (A) At 7:00 a.m. on Friday, April 19, 1985, Donna Dubinsky placed an urgent phone call to her boss’s boss, Bill Campbell, executive vice president for sales and marketing at Apple Computer, Inc. Dubinsky, director of distribution and sales administration, was attending a management leadership seminar located more than two hours away. Her words were crisp and to the point: “Bill, I really need to talk to you. Will you wait for me today? I’ll be back at the office around 5:00.” “Absolutely, I’ll be here,” Campbell replied, although he knew nothing about the purpose of her call. Dubinsky inhaled a deep breath. She felt the time had come to “bet her Apple career” on the ultimatum she was going to deliver to Campbell at the head office in Cupertino, California. Still, she could hardly believe it had come to this. Her first three years at Apple, from July 1981 through the fall of 1984, were ones of continuous success with increasing authority and recognition. She had refined and formalized much of the Apple product distribution policy, and she worked closely with the six distribution centers spread across the country. Unexpectedly, however, in early 1985, Steve Jobs, Apple’s chairman of the board and general manager of the Macintosh Division, had proposed that the existing distribution system be dismantled and replaced by the “just-in-time” method. Job’s proposal...
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...so increasingly difficult when a company operates overseas. There can confusion as to the legal code upon which the company should operate. Should it operate by the code of conduct at its main station in its homeland or form a new rule that will be relevant at the foreign country. Either way, ethics must be sustained or compliance must be appropriated if a company will maintain its ethical standards. This is easy in situation where there is “a relatively straightforward task for businesses to agree upon…These legal principles become the blueprints as a company develops, implements, and assesses its ethics and compliance program. However, where the standards are not clear…it is more difficult to articulate baseline standards. ” (Dubinsky & Richter). But many companies do better where there is a clear standard for measuring the standards of the organization. The company that I am writing about has a way of monitoring ethics and integrity in the organization. This is done through several standardized channels put in place through the organizational structure. First, the company makes the use of the global international benchmark as a tool for providing necessary blueprint on which to live by. These benchmarks “presents a set of universal standards that describe what it takes for an ethics and compliance program to be effective and successful. This benchmarking tool, … permits organizations to review and evaluate what they are currently doing in terms of ethics...
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...Human Resource Management and employee engagement: A Literature Review Managing Human Resources: BHRM702 Introduction The term employee engagement is somewhat a new construct, in the late 1950s it was work motivation which was the main topic of discussion however over the past decade this notion has expanded to many new constructs ‘work engagement’ being one of them, Albrecht (2010). Moreover in recent years there has been growing interest in employee engagement within organisations, Saks (2006).This is due to the fact that many researchers have concluded that employee engagement is a key factor for an organisational success, Macey et al (2009). Despite the significance of employee engagement being linked to organisational success, it is clear that little empirical research has been undertaken, and little academic literature has been published. As Saks (2006) put it, “there is a surprising dearth of research on employee engagement in the academic literature” (p. 600). This literature review will focus on ‘work engagement’ and employee engagement as two main constructs. As it will become prevalent, the central issue of employee engagement is the fact that there has yet to be a clear definition of “employee engagement” and how it should be measured, Saks and Gruman (2014). It is also evident that there are unanswered questions about the antecedents and consequences of engagement, Menguc et al (2013). The first section of the literature review will look at antecedents and consequences...
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...* The conflict began in September 1984, when Dubinsky and her boss, Weaver presented the distribution, services and support for 1985’s plan. * Jobs, the president complaining that he not receive a good explanation for current distribution, service and support cost levels and structure. * A few later, Jobs meet Fred Smith, CEO of Federal Express. They talked about Just in Time (JIT) distribution which been used by IBM for their computer components. Jobs saw a potential for reducing cost in this JIT, which could eliminate the need for Apple’s warehouse, carrying costs and extensive inventor * The conflict sharpened when Coleman would be presenting her distribution proposal in executive meeting in Pajoro Dunes. * That meeting is messed up, The disagreements grew between Jobs and Sculley and Jobs was pressuring Sculley to accept Coleman’s proposal. * The conflict was resolved by entrust the distribution problem to task force composed of the parties involved and a few “neutral” individuals. * This form of task force disappointed Dubinsky, she still believe that distribution is her job and Coleman’s proposal is not just simply suggested improvements, but it was total change in distribution and manufacturing strategy, taking Apple from supply driven to demand driven procedures and reducing the distribution and warehouse centers from six to zero. * and her boss, Weaver presented the distribution, services and support for 1985’s plan. * Jobs, the...
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...Reed’s unsuccessful leadership attempt, the de-motivating factors of the appraisal system, and the violation of the psychological contract. Reed’s Unsuccessful Leadership Attempt One major issue is Reed’s unsuccessful attempt at leading Fred. One could describes Reed’s leadership style as a directive leadership behavior of the path-goal theory that one typically uses with a new employee or a transactional leadership style that is used by many sales persons according to Dubinsky, Yammarino, Jolson, and Spanger (2001). “Sales managers generally employ transactional leadership behavior which can “induce adequate attitudinal and behavioral responses in employees, transformational leadership has found to engender even higher results” (Dubinsky et al., 2001, p. 17). Reed’s leadership style could have been described as transactional as he identified and clarified Fred’s job task and then communicated to Fred how to go about being successful at executing his job task (Buller & Schuler, 2003; Dubinsky et al., 2001). This was apparent when he went through Fred’s computer files to determine the large volume drug...
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...The institute predicted that the worst situation would lead to 142.2 million deaths worldwide and cost the world economy $4.4 trillion. The World Health Organization reports that the world is not adequately prepared for the H5N1 strain of avian influenza that has killed at least 130 people. The economic impact of an influenza pandemic could be felt in several ways, Dubinsky said. Directly, sickness, death and medical care would burden the nation. Indirectly, absenteeism due to people staying home to care for others or remaining home to prevent the spread of the disease would reduce economic activity. Simply the indirect effects, Dubinsky said, could lead to a disruption in vital government services. The Department of Health and Human Services estimates a pandemic influenza virus with virulence similar to the 1918 global flu pandemic strain could kill 1.9 million Americans. (O'connell, 2006) 4.0...
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...Summary Fred Maiorino specialized in promoting asthmatics products at Schering-Plough Corporation. He worked for 35 years. He was the top-ranked sales representatives in the district with Serious of successful assignments, primary in the areas of eastern Pennsylvania and western New Jersey. The District sales Manager Reed implemented new system replaced the sales quota system used before. This system measures quantitatively objective and quality aspect. Fred got low performance evaluation using this new system, therefore his boss Reed tried to motivate him to increase his performance by providing him medical journals to improve his sales and setting a realistic goals to be achieved. On July 15, 1991 Fred had been fired by his boss Jim Reed for not performing up to company standards, not meeting company sales goals and excessive tardiness. Fred position was replaced by a 24 years-old Eric Adeson. Fred believes that the new evaluation and motivation system was unfair against the company senior sales representatives and his age was the real reasons for the firing, because he refused the Retirement Program offered by Reed and since then he starts collecting evidences against his performance and work. Analysis This dilemma has two different dimensions: employee who served 35 years perspective and manager perspective. Fred has a proud history as a salesperson for the company and he is satisfied with that. He used to perform upon sales quota system which is simple system and achievable...
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...Job Satisfaction and Job Performance at the Internship Level Miles Smayling Minnesota State University, Mankato Howard Miller Minnesota State University, Mankato Industrial psychologists and management theorists have been examining the linkage between job satisfaction and job performance for at least fifty years. The results have been, at best, tenuous. The effects of age, gender, personality and environment have been considered without yielding concrete resolution. Since an internship or similar work integrated learning experience might well be a career starting point, a study was conducted to determine what, if any, relationship exists between satisfaction and performance at this stage. Assessment of job performance for student interns is an accepted practice for work integrated learning operations. This paper examines the results of 359 internships over a period of years. Consideration was given to the gender of the intern and their supervisor and the key factors that interns and their supervisors tended to focus on in their evaluations. Gender did not seem to play a role in the students’ view of the value of various work characteristics. The effect of moderating variables were considered when examining the satisfaction-performance relationship. Although the use of such moderators did alter the results, their effect was fairly small and did not have a meaningful impact on the conclusions drawn. A clear finding emerged suggesting that job satisfaction is more highly related...
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...Forensic Accounting The accounting profession as we know went through many changes as a result of scams such as the Enron and WorldCom. It came stated as a clear fact that since these scandals had unfortunately happened, it would create a new demand for forensic accountants. The Association of Certified Examiners said that occupational fraud losses cost organizations on the average of about a trillion dollars yearly. I feel with this being a known fact brings along the push for the services of these forensic accountants. Forensic accounting is a profession in which combines investigative skills with accounting, auditing, and consulting to conduct investigations. Investigations which involve forensic accountants range from embezzlement at small retail business to a widespread of government corruption. When companies are yearly losing about a trillion dollars to fraud losses I feel that is a main reason as to why there was an explosion in this field. With this explosion taking place of forensic accountants, the American Institute of Certified Public Accountants (AICPA) formed a committee called the Certified Financial Forensics (CFF) in which was planned to award 900 credentials by the end of 2008. In was said that by the end of 2009 the AICPA rewarded 3,500 CFF certifications. Through research and the readings, I think it is simple to say that no one ever wanted to see a repeat such as the Enron and WorldCom scams. I came to find that through the readings that the...
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...success and the proper functioning of the business. Also here are some recommendations to consider when performing the functions of each one of these. The Sales Department as a functional area on any kind of business gave a deep look on whom, how, when the working team wants to achieve their future goals at short and long terms. This part of business is the beginning and the heart of any company even is a service or a products selling company. The important role of the Sales Manager begins with the fact that they have to know every product or service from the beginning to the end. They are the ones who take the customers and convince them of the high qualities and the good usage of any product or service they sale (Mehta, Anderson, Dubas, Dubinsky & Liu, 1999). Also, using three set of factors in consideration for the decision making process help them to get a better look of their role in the organization. The first one should be the behavioral activities like, leading, training and motivating. The second factor are the outcomes, the Sales Manager is responsible for the performance of their Sales Force, using efforts to optimizing financial...
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