Lm   Steve Jobs 14 Mar (Cindy & Darryl)
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Lm Steve Jobs 14 Mar (Cindy & Darryl)






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Lm   Steve Jobs 14 Mar (Cindy & Darryl) Lm Steve Jobs 14 Mar (Cindy & Darryl) Document Transcript

  • Jobs left PARC labs without any hardware or software but with a vision for how computers should operate. Jobs and his Apple employees were able to convert the innovative PARC ideas into the Macintosh computer, which debuted in 1984, changing the face of computing. Because of Jobs’ leadership, Apple created the systems and structures that were able to convert their knowledge into a valuable product. Jobs exhibit both transformational and transactional leadership styles. He used a transformational leadership style to create a vision for the Macintosh and challenged his employees to reach nearly impossible goals. He used a transactional leadership style to create the systems and structures in Apple that allow the knowledge created at all levels of the organization to be converted into a valuable product – the Macintosh personal computer. Transformational leaders devote significant energy to leading and respect the gifts and abilities of their workers. Transactional leaders give rewards and punishments to encourage performance, making the leader/worker relationship essentially an economic transaction. Scott E Bryant, 2003, The role of transformational and transactional leadership in creating, sharing and exploring organizational knowledge, The Journal of Leadership and Organizational Studies, 2003, Vol. 9, No. 4, PP 32-44
  • He was a micro manager to the nth degree. He cared passionately about the smallest of items. - pg 75 Steve wasn’t someone who took no for an answer, at least not from people who worked for him. His demand, unreasonable as it sounded, was a wakeup call for everyone on the team. Steve expected a revolutionary machine; they would create one for him. - pg 76 The Macintosh team that showed up for the second retreat in late September, again held in Pajaro Dunes, was nearly one hundred strong. The retreat was a sharing of information, to bring everyone up to date on how each aspect of the development was proceeding. It was also design to keep the ardor at a fever pitch. The slogan Steve wrote on the blackboard this time accurately captured the sprit of the group: “lets be pirates”. It brought a roar of approval. The he wrote another line that goaded the group, yet fired up their dedication: “Working 90 hours a week and Loving it!” he could probably have made the slaves building the pyramids or the rowers in a Roma gallery thrilled to be whipped, as a reminder that they were taking part in a noble effort. - pg 88 Simon, William L. & Young, Jeffrey S. (2005). iCon: Steve Jobs, The Greatest Second Act in the History of Business. John Wiley & Sons
  • Cindy: Steve Jobs strives obsessively to make products for the masses but he is often mean-spirited when one of the little people dares to engage him in a conversation about his work or his products.- Pg 292 – The Second Coming of Steve Jobs by Alan Deutschman (2000), Broadway Books New York He was a businessman posing as an idealistic revolutionary, striving for social change. .- Pg 15 – The Second Coming of Steve Jobs by Alan Deutschman (2000), Broadway Books New York No one denied that Apple’s rise was aided immeasurably by his astonishing energy and persuasiveness and charisma and chutzpah (impudence). It was his personality that created the company’s culture and mystique. He was the media sensation. .- Pg 17 – The Second Coming of Steve Jobs by Alan Deutschman (2000), Broadway Books New York Steve needed vindication and he openly ached to show his vision of the future of computing was correct that Apple’s board was wrong for pushing him aside, that he could change the world again. - Pg 18 – The Second Coming of Steve Jobs by Alan Deutschman (2000), Broadway Books New York In the first few months of 1989, when Next was on the brink of disaster, that Steve Jobs had a fleeting opportunity to turn Next’s initial failure into one of the most stunning successes of modern business. - Pg 132 – The Second Coming of Steve Jobs by Alan Deutschman (2000), Broadway Books New York Overtunes from Compaq and Dell set off intense debates at Next. The software chief wanted to recast Next as a powerful software company, the new Microsoft but this transformation was strongly opposed by seven of the ten executives who were under Steve. Since Steve loved designing and making machines, rather than abandoning the hardware business, he decided to build yet another computer. This was how he would try to save the company. - Pg 135 – The Second Coming of Steve Jobs by Alan Deutschman (2000), Broadway Books New York In his personal relationships and professional life, Steve needed to be surrounded by people who were tough enough to take his verbal abuse and dish it back. - Pg 137 – The Second Coming of Steve Jobs by Alan Deutschman (2000), Broadway Books New York Even as Steve approached his depths of despair, his charismatic personality and his immutable pop-culture legend had a powerful attraction on other entrepreneurs in Silicon Valley. –Pg 181