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The relationship that investigates the empirical strategic topology of a certain organization links their strategies and management reports together for applying a strategic classification which further can be validated by the organization's reviews and performance. Similar to that here we are going to discuss the summarizing measures that Apple takes as a company for their strategic performance linkage and methodological performance identification which would help to distinguish their validating strategies and frameworks and how they use key influences of business strategies and theoretical perspectives to implement organizational design models. These models not only help to understand the productivity of the workforce and work processes but also gives improved strategic alignment to the development strategies and people management that the organization shows. We are also going to discuss the recommendation for future business objectives for Apple (He, 2021).
Apple can be described as an organization having the unitary organizational form or better known as a functional organization type. These organizations generally have to enforce coordination between their organization in a u-shape which designs one group of particular employees who are assigned to a particular task being under manager and all of those managers are represented and managed by the CEO (He, 2021).
Apple's organizational elements consist of traditional hierarchy systems into a business functional Matrix. Also, apple's characteristics are divided according to the product that they institute bad business upon. Apple has completely different product-based decisions and business organizations for their iOS products and their Mac OS products which are separately collaborated and involved with three structural elements,
Also, the corporate structure in Apple has b control over its hierarchy support and management as a leader like Tim Cook being the CEO effectively controls all the decisions. Also, their limited organizational flexibility enables them to have a structure that responds to the current business needs and the market derivatives according to which the trends and consumes more products changes and shows improvements by increasing flexibility and process collaboration.
For external influences, we will be reviewing STEEPLE factors,
An organization has successfully performed performance measures as an indicator of alignment of its long-term plan. This long-term plan generally concludes a holistic approach towards customer loyalty and customer service. Customer satisfaction is one of the most competent commitments that the employees of Apple works towards as their alignment of employee surveys and comprehensive reviews have shown that market shares and shareholder value comes second to customer satisfaction which is a bold statement to be made for an organization this big (Romme, 2019).
There are several theories on how an organization's structure is organized and managed by its core members, but one of the most widely accepted is that it may be broken down into a set of principles.
There is a fundamental comparison between the two organizational models to understand organizational design better.
The relationship between the organizational design and work process along with productivity and workforce is very well-knit and works according to the productive advantage of the organization marketing their high level of productivity. Organizational design and word process work according to the workplace which is made interactive according to the effectiveness that it requires. For example, Apple has set up many factories all over the world but that microprocessor for iOS devices and Mac OS comes from their headquarters after being checked in their laboratories this made their productivity and organizational device design very well-knit to a point where Apple products cannot be duplicated because they don't hand over their mechanisms into any other partner company. Similarly, if an organization is having a well enough design and work process system it is very well known that their productivity would be higher because all the components needed for productivity are a company where customers are very loyal to the experiences that they share together with along with the workforce and have a growth in increasing personal effectiveness. All of these factors are presented with the profitability of Apple and their constant reach breaking their own records. And the last component that binds this entire relationship together in the workforce. Because the workforce may be employees or managers it is very important because productivity can only be achieved if the workplace has a workforce with the topmost training and management system understands and shares similar goals and concepts that the organization has (Podolny & Hansen, 2020).
Some of the strategies that are used in Apple for their growth are emphasizing the investment in human resources and human capabilities. Apple is very well known for their employees' participation in training systems and innovative orientations which keeps them well updated according to the customers' needs and the market needs.
Along with those strategies such as cultural values and individual employee growth and employee, promotions are shared into the development system and improve strategic alignment in the organization. Other smaller activities such as selection and recruitment, innovation and individualism in unique thinking and rewarding systems for employees along with bonuses and compensations are some of the periodic strategies that the human resource team applies in apple.
Organizational design and people management are very much linked as it helps the core organizational value to be maintained in a particular hierarchy as people management essentially makes it available and maintains the hierarchy. People's management and training along with human resource management help in the development strategy which gives a certain profitable factor to the company. All the three components constitute and aim towards the development of the organization so in a way organizational design gives a structural base whereas people management gives the effort which is needed for a plan to be successful and the development strategies along with those plans work out the efficient and profitable scenarios for the organization (Podolny & Hansen, 2020).
Apple's innovations across hardware, software, as well as solutions, have rendered it a global brand. In 1997, Apple had 8,000 workers as well as $7 billion in sales; in 2019, it had 137,000 workers as well as $260 billion in total revenue. The corporation's innovative achievement is attributed in significant proportion to its organizational structure as well as leadership approach. Apple used to have a regular organizational structure whenever Steve Jobs returned. It was divided into business units, each with its own P&L. manager was responsible for the Mac product line, information equipment, as well as server products. Supervisors argued about transfer price, a frequent issue in decentralized company divisions. Jobs fired the general manager's overall business units in his first year as CEO, consolidated the functional areas of the commercial units within one functional organization, and reorganized the corporation under one P&L. A company of Apple's size would have anticipated a functional structure at the time. Given Apple's growth and sophistication since 1998, it is amazing that the company has not lost its signature simplicity. Senior vice presidents are in charge of functions, not products. Like Steve Jobs, Tim Cook is the only person in command of Apple's primary product lines, encompassing design, manufacturing, operations, advertising, and retail. Apart from the CEO, the company is operated without typical general managers who monitor the whole process from product development to sales and are assessed based on outcomes. Decentralized responsibility and control are required to prevent the bottleneck that emerges, when many choices travel up the organizational hierarchy to the highest levels. This is established in both corporate history and organizational philosophy. Business unit leaders should be given key roles so they may concentrate on providing excellent customer service while increasing profitability (Pathiranage, 2019).
The executives may then assess the business unit leaders' performance. American firms like DuPont, as well as General Motors, went from a functional corporate structure to one with multiple divisions in the early 1900s. By the turn of the century, several notable enterprises had followed. Apple exemplifies the benefits of a functional structure for firms facing fast technological and industrial change. That does not mean Apple's structure has not evolved. This firm's focus has moved to include AI as well as other cutting-edge topics. We examine Apple's unusual organizational structure to learn more about how individuals and organizations may thrive in rapidly evolving environments. Apple so relies on a functionally competent organizational structure. Those with the most expertise as well as expertise should determine the choices. Based on two viewpoints: As a consequence, Apple must rely on the judgment as well as the intuition of experts in disruptive technologies to compete. Initially, the corporation must forecast which technologies and designs will prosper in smartphones, laptops, as well as other gadgets. It is indeed wiser to bet on technological experts than on general administration. Putting it another way, short-term profit, as well as cost targets, would undercut Apple's commitment to creating the best products available. Leading research and development executives are typically compensated based on overall company performance rather than individual product expenditures or sales (Lordkipanidze, 2019). Finances do not impact product selection. Finance and engineers are not involved in product roadmap discussions or pricing decisions.
It can be concluded that, when workers feel that they are a part of the company, they are more likely to perform harder. Employee performance may also be affected by the presence of several cultures inside a single firm. It is possible for people to function in an organization with a restrained speak when required culture. If the company enables one section, like the sales department, to be vocal and socially engaged, the business may suffer competition among areas. Apple has a vice president for diversification, whose major goal is to guarantee that the firm's workforce remains diverse at all stages. The company believes that when those individuals come up with an innovative idea, the company will be well on its way to bringing about a revolution in the technological world. In order to establish whether or not an Apple's policies, as well as initiatives, are aligned with the Apple's stated values, management, as well as HR personnel, must first decide about what the Apple's culture is. In the event of a mismatch, procedures must be put in place to address the gaps and guarantee that leadership's description of the ethos is actually recognized by workers. Leaders of Apple seem to be accountable for establishing the Apple's long-term goals and guiding it toward those goals. It is their job to reinforce and demonstrate the vision's core values and behaviors. Having a well-defined culture that promotes corporate strategy helps workers better comprehend the Apple's purpose as well as see where they fit in. They are happier, more productive, and more devoted to their work if they fit in with the culture and are prepared to support the purpose. Having a well-oiled machine, Apple's, maybe the final result if it has culture-fit people that are motivated, happy, as well as enthused about their job.
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