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Steve jobs
Steve jobs
Steve jobs
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Steve jobs
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Steve jobs
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Steve jobs
Steve jobs
Steve jobs
Steve jobs
Steve jobs
Steve jobs
Steve jobs
Steve jobs
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Steve jobs
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Steve jobs

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Apple Inc. A MODEL: AN ANALYSIS “Steve Jobs ” Leadership theory.

Apple Inc. A MODEL: AN ANALYSIS “Steve Jobs ” Leadership theory.

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  • 1. 1 APPLE INC.A MODEL: AN ANALYSIS “STEVE JOBS ” LEADERSHIP THEORY. By Khairi Mohamed Omar DBA ― Stay Hungry , Stay Foolish!‖ - Steve Jobs The Best Leader Accept The Inevitability Of Change
  • 2. Introduction2 Apple Computer, Inc.
  • 3. Apple Inc.3  Formerly Apple Computer, Inc., is a multinational corporation that creates consumer electronics, computer software, and commercial servers.  Apples core product lines are the iPad , iPhone, iPod music player, and Macintosh computer line-up.  Founders are Steve Jobs and Steve Wozniak effectively created Apple Computer on 1 April, 1976, with the release of the Apple I, and incorporated the company on January 3, 1977, in Cupertino, California.  For more than two decades, Apple Computer was predominantly a manufacturer of personal computers, including the Apple II, Macintosh, and Power Mac lines,  but it faced rocky sales and low market share during the 1990s.
  • 4. STEVE JOBS4 Jobs, who had been ousted from the company in 1985, returned to become Apples CEO in 1996 after his company NeXT was bought by Apple Inc., and he brought with him a new corporate philosophy of recognizable products and simple design. With the introduction of the successful iPod music player in 2001, Apple established itself as a leader in the consumer electronics industry, dropping "Computer" from its name. The latest era of phenomenal success for the company has been in the IOS range of products that began with the iPhone, iPod Touch and now iPad. Now , Apple is the largest technology firm in the
  • 5. Apple logo5  The Apple logo in 1977 created by Rob Janoff with the rainbow color theme used until 1998.
  • 6. Apple logo Idea6  The idea fell from tree , literally . Steve Jobs had returned from visiting a commune-like place in Oregon located in an apple orchard , apple co-funder and Jobs , picked him up from the airport . On the drive home , jobs simply said ― I came up with a name for our company –Apple ― Wozniak said the could have tried to come up with more technical sounding names but their vision was to make computers approachable , apple fie perfectly .
  • 7. Apple‘s Culture7  Enhance innovation.  Self- organizing teams.  More rewarding and enriching tasks  Secrecy of information.  Inward focus.  Top ranked support organization.  Brand loyalty.  Provides an environment that enhances change.  Driven by top management.  Abnormal working hours.
  • 8. Product line-up8  Computers  Cellular phones  MP3 players  Software  Online Music Vendor  Distributes third party computer Accessories  ―Apple TV‖ an online television adapter
  • 9. 9 The first Macintosh, released in 1984  The Apple I, Apples first product, was sold as an assembled circuit board and lacked basic features such as a keyboard, monitor, and case. The owner of this unit added a keyboard and a wooden case.Today Macintosh
  • 10. Apple vision10 "To make a contribution to the  world by making tools for the mind that advance humankind."
  • 11. Apple Mission Statement11 "Apple is committed to ensuring the highest standards of social responsibility in everything we do. The companies we do business with must provide safe working conditions, treat employees fairly, and use environmentally responsible manufacturing processes wherever Apple products are made. “ From Apple.inc web page
  • 12. Revenue by Product12 1% 5% 6% Mac Desktop 17% 10% Mac Portables 26% 35% Ipod iTunes - Other Music Related products & Services
  • 13. Main issue13  The key issues to be analyzed are what personal and business characteristics the leader possesses and should possess in business to make it stability and profitable, recognizable and trusted through the application of the leadership style peculiar of Steve Jobs, the Apples CEO and the person who has made Apple company one of the key players on the market of advanced technologies.
  • 14. Steve Jobs14  Full name: Steven Paul Jobs  Birthdate: 24 February 1955  Birth location: San Francisco, California  Social background: lower middle-class. Father was fixing cars for a living.  Education: high-school certificate. Dropped out of Reed College after one semester.  Occupations: chairman & CEO at Apple Inc. + Director at The Walt Disney Company  Net worth: $5.5 billion according to Forbes 2010 ranking — 136th richest man on Earth  Annual salary: $1
  • 15. Family15  Biological parents: Joanne Simpson and possibly Abdulfattah Jandali, political sciences professor from Syria  Adoptive parents: Paul and Clara Jobs, both deceased  Siblings: adoptive sister: Patti Jobs (born 1958), biological sister: Mona Simpson (born 1957)  Spouse: Laurene Powell (born 1964), married in 1991  Children: Lisa Brennan-Jobs (born 1978), with unmarried girlfriend Chris-Ann Brennan. Reed (born 1991), Erin Siena (born 1995) and Eve
  • 16. Steve Jobs Biography16  1976; started apple computers with Steve Wozniak  1984 : introduced Revolutionary Macintosh the market  1985 : was forced to resign by the board of directors of Apple computers  1986 : founded NExt computers  1986: C0-founded Pixar Animation Studio  1997: NExt computers was sold to Apple & Job became the SEO  2001: Launched revolutionary ipod  2007: introduced 3G iphone , first of its kind in the market .  2011 : Steve Job pass away
  • 17. Components of Jobs17 leadership  Focus  Passion  Risk taker  Innovation  Involvement  Effective Communication
  • 18. The leadership style of Steve Jobs18 Transformational leadership  like a transformational leader, he focuses on " transforming " others to help each other to be encouraging and harmonious, and to look out for the organizations a whole .  His leadership creates valuable and positive change in the followers  In his leadership he enhances the motivation performance of his followers group , some people also categorize him as a charismatic leader .
  • 19. Cont‘d …19  ‘Innovation distinguishes between the leader and the follower‘ (Deutschman, 2001) –  This quotation is the key to the leadership style of Steve Jobs; he has made innovations accessible to the customers so that they keep opening their wallets. (ICFAI, 2006).
  • 20. Steve Jobs: an unconventional leader20  Steve Jobs was an unconventional leader. His management style wasnt the stuff of university textbooks, he wasnt known for his consultative or consensus building approach.  He was a "high-maintenance co- worker" who demanded excellence from his staff and was known for his blunt delivery of criticism.  But it was his sheer genius combined with his ability to articulate his vision and bring staff, investors and customers along on the journey ; plus the lessons learned in a major career setback , that made it work. The results: indisputable.
  • 21. Cont‘d…21  one of the peculiarities of Jobs‘ leadership style is that he sees the core company‘s activity through the marketing prism.  Jobs was able to restructure the company and return it to the normal performance through the development of new products and making them popular among consumers. ‘Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings‘ (Young, 2005) This is the mission statement which Apple follows at present.
  • 22. 22  Steve Jobs has brought Apple back from the verge of oblivion, racking up profits and restoring Apples image with the innovative iMac and iBook. Apple stock has increased more than 8 times since Jobs returned. And he left behind a company in the best financial shape of its 35-year history.
  • 23. MacBook Air23
  • 24. Readability gives free online news inbox with upcoming24 Apple apps
  • 25. CHARISMATIC LEADERSHIP25 In the past, many felt that Steve Jobs charismatic leadership and idiosyncrasies caused some internal problems. At Apple, he was seen as a leader whose brilliance and idealistic vision of "providing computers as a tool to change the world," drew other talented people to him. By the same token, his management style tended toward throwing tantrums and to berating and humiliating employees who disagreed with his ideas. Also, his habit of making decisions and then suddenly changing his mind has been given as part of the reason he is difficult to work for.
  • 26. Cont‘d…26  Harveys (2001) study of Steve Jobs charisma at Apple Corporation raises several important points.Jobs uses exemplification (embodying the ideal of being morally responsible, committed to the cause, and taking risks) and self-promotion (and less often organization-promotion) to enact his characterization of charismatic leadership (Harvey, 2001: 257). When leaders cast themselves in the charismatic roles and their followers are cast as allies in pursuit of the charismatic leaders vision (Gardner & Alvolio, 1998: 42; Harvey, 2001: 254), .
  • 27. Visionary leadership .27  ―Visionary‖ is how he is most often described in relation to Apple, the company he founded with high school buddy Steve Wozniak in 1976, was effectively fired from in 1985, and then returned to in 1997 with a renewed sense of purpose.  And what a triumphant return it was. According the LA Times, the market value of Apples shares has grown from about $US5 billion in 2000 to $US351 billion today making it one of the biggest publicly listed companies in the US, up there with the likes of Exxon Mobil.  He worked at Atari and travelled through India before seeing a commercial opportunity in the computer (the original Apple I) Wozniak had built to impress some friends.
  • 28. On finding talent28 ―When I hire somebody really senior, competence is the ante. They have to be really smart. But the real issue for me is, Are they going to fall in love with Apple? Because if they fall in love with Apple, everything else will take care of itself. They‘ll want to do what‘s best for Apple, not what‘s best for them, what‘s best for Steve, or anybody else. ―Recruiting is hard. It‘s just finding the needles in the haystack. We do it ourselves and we spend a lot of time at it. I‘ve participated in the hiring of maybe 5,000-plus people in my life. So I take it very seriously. You can‘t know enough in a one-hour interview. So, in the end, it‘s ultimately based on your gut. How do I feel about this person? What are they like when they‘re challenged? Why are they here? I ask everybody that: ‗Why are you here?‘ The answers themselves are not what you‘re looking for. It‘s the meta-data.‖ Passion rules! Passion is about our emotional energy and a love for what we do. Without passion it becomes difficult to fight back in the face of obstacles and difficulties. People with passion find a way to get things done and to make things happen, in spite of the obstacles and challenges that get in the way.
  • 29. 29
  • 30. Problems faced and how did he30 overcome those ...  " you have probably had somebody punch you in the stomach and it knocks the wind out of you and you cannot breathe . the harder you try to breathe , the more you cannot breathe. and you know that the only thing you can do is relax so you can start breathing again ."  Steve Joabs, after he was ousted from Apple Computer ,in 1985.
  • 31. Steve Jobs . Leadership Lessons31 Persistence is the key  Steve Jobs was a very persistent person and it was most exempilifed through his exit from Apple. He would not give up, but went on to start NeXT computers which would eventually be acquired by Apple Computers Inc.  If Jobs was like most people, he would have given up and spent the rest of his life being bitter about his loss.  As a leader, you have to be ready to face setbacks. Setbacks are a part of life and whether you become successful or not often depend on your ability not to give up. It is all the more important to display this attribute, especially if you want to build a never-say-die team.
  • 32. Cont‘d …32 Innovation brings leadership  Jobs saw the power of innovation in building his company. Till today, we can see the innovating power of Apple Computers Inc as it continues to take market leadership in the industry.  If you want to maintain your leadership, you have to be the one who‘s constantly up with new ideas, new initiatives, all in the spirit of moving your organizational mission forward. In whatever industry you‘re in, your constant innovation in alignment with your mission will keep you ahead of the pack.
  • 33. Conclusion33  Interestingly, in general Jobs personality traits would not be characterized as the traits of an effective leader. In a way, he is far from a classical ―text-book‖ example. Nevertheless his charisma, self-confidence and passion for work overshadow all his negative characteristics thus making him one of most successful CEO‘s of the decade.
  • 34. 34
  • 35. REFERENCES AND35 BIBLIOGRAPHY  Bass, B.M., 1985. Leadership and Performance Beyond Expectations . New York, NY: FreePress.  Conger, J.A and Kanungo, R.N., 1987. Toward a behavioural theory of charismatic leadership in organizational settings. Academy of Management Review , 12 (4), pp. 637-647.  Growthink, 2010. Entrepreneurial Leadership: The Definition of an Entrepreneur. [online] Available athttp://www.growthink.com/businessplan/help- center/entrepreneurial-leadership [Accessed 20 October 2010].  Gupta, A., 2010. Steve Jobs, CEO Apple. [online] Available at :http://www.practical- management.com/Leadership/Steve-Jobs-Apple.html[Accessed 20 October 2010].  Harvey, A., 2001. A Dramaturgical Analysis of Charismatic Leader Discourse. Journal of Organizational Change Management , 14 (3), pp. 253±265.  Hormby, T., 2008. The Roots of Apple¶s Retail Stores. [online] Available at:http://lowendmac.com/orchard/08th/roots-of-the-apple-store .html[Accessed 10 November 2010].  Kahney, L., 2008. Inside Steves Brain. London: Atlantic Books.  Moisescot, R., 2010. Steve Jobs: Long Bio. [online] Available at:http://www.allaboutstevejobs.com/bio/long/05.html[Accessed 20 October 2010].  Mullins, L.J., 2007. Management and Organizational Behaviour . 8 edition . Harlow: FT Prentice Hall.  Northouse, G.N., 2010. Leadership: Theory and Practice . 5th ed. London: SAGEPublications

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