The document summarizes the conflict between Steve Jobs and John Sculley at Apple in the 1980s. It describes how Jobs recruited Sculley to be CEO in 1983 while Jobs focused on the Mac division, but they later had a power struggle as Apple struggled. In 1985, the board sided with Sculley and removed Jobs from his position, though he remained on the board. The cultural differences between the entrepreneurial Jobs and experienced executive Sculley, as well as their different visions for Apple's future, ultimately led to their falling out.
A short presentation about Apple, its history, evolution, management style, apple products, and market. May helpful for school projects and presentation.
A short presentation about Apple, its history, evolution, management style, apple products, and market. May helpful for school projects and presentation.
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
The 2021 edition of the Global Innovation Index (GII) presents the latest global innovation ranking of 132 economies, relying on 81 different indicators. While tracking the most recent global innovation trends in the new Global Innovation Tracker, this edition also focuses on the impact of the COVID-19 pandemic on innovation.
The GII's overall formula for measuring an economy's innovative capacity and output provides clarity for decision makers in government, business and elsewhere as they look forward to creating policies that enable their people to invent and create more efficiently.
Source: https://www.wipo.int/global_innovation_index/en/2021/
This is our final presentation of PPM Regional Business Case Competition with topic case study TIGA PILAR CORPORATION:A Journey to Greatness. Our paper was number 1 in regional. But unfortunately we only won 5th place for the presentation. But we're still satisfied and proud of our work.
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
The 2021 edition of the Global Innovation Index (GII) presents the latest global innovation ranking of 132 economies, relying on 81 different indicators. While tracking the most recent global innovation trends in the new Global Innovation Tracker, this edition also focuses on the impact of the COVID-19 pandemic on innovation.
The GII's overall formula for measuring an economy's innovative capacity and output provides clarity for decision makers in government, business and elsewhere as they look forward to creating policies that enable their people to invent and create more efficiently.
Source: https://www.wipo.int/global_innovation_index/en/2021/
This is our final presentation of PPM Regional Business Case Competition with topic case study TIGA PILAR CORPORATION:A Journey to Greatness. Our paper was number 1 in regional. But unfortunately we only won 5th place for the presentation. But we're still satisfied and proud of our work.
To be an effective leader you need to know your strengths—but that’s only part of the story. You also need a broad perspective on all the behaviors needed to be an effective leader. This book provides both.
Article regarding Steve JobsThere can be little debate that Stev.docxfredharris32
Article regarding Steve Jobs
There can be little debate that Steve Jobs and Apple Inc. changed the ways in which people communicate over the past two decades. Although Jobs passed away in 2011, Apple's numerous innovative products have dramatically increased access to information of all types and made it easier for individuals to contact one another and interact with various businesses.
Creating and sustaining such an impactful company required quality communication skills. Jobs's career provides an example of the effective use of information and communication. His dramatic launches of new products in front of live audiences were well documented.
Jobs believed in several key principles. One involved being willing and able to say "no." He was personally responsible for stopping a project that would have created a device similar to a Palm Pilot, concentrating instead on developing the iPod and iPhone. Jobs strived for simplicity in communication and in all Apple products. He also maintained small groups in order to effectively facilitate various activities (Qualman, 2011).
While many hailed and praised Jobs's approach to communication, critics also emerged. One coworker noted that "The highs were unbelievable. . .but the lows were unimaginable" (Dumaine & Berlin, 1983). Jef Raskin, a former colleague, once said that Jobs "would have made an excellent King of France" due to his compelling and larger-than-life persona (Appleyard, 2009).
A major communication challenge occurred when Jobs became ill and was forced to first take a leave of absence and then to step down as CEO of Apple. Several health concerns caused him to take temporary leaves starting in 2004, and for the most part his absence was shrouded in a level of secrecy in order to maintain his personal privacy while preserving the appearance that the company remained strong and vibrant. After Jobs's first absence due to illness was announced, the company's stock immediately dropped in value. When he returned, several observers noted that his once-dynamic speeches had become listless and lacked energy. Issues with his pancreas and later a liver transplant created these complications (Wingfield, 2011). Jobs permanently stepped down on August 24, 2011. The announcement led to audible groans from his audience. When Jobs died later that year, industry analysts wondered how the loss of such a dynamic innovator and communicator would impact Apple for the foreseeable future.
Leadership Style
The topic I have chosen to dive deeper into this week is leadership style! The one thing I love about studying leadership – is the common understanding that everyone should reach in that there is not ONE specific way to be a good leader. There is not one specific personality trait that sets you on the path to being a leader. The debate question is asked all the time “are you born a leader, or can you learn to be one”? Even our text continues to discuss personality traits vs. behavioral theories to establis ...
1-Introductiona. Background information This part explains t.docxjeremylockett77
1-Introduction:
a. Background information: This part explains the basic information about Steve Jobs such as early life, education.
b. Preview of leadership qualities, success : Summary of his leadership skills, knowledge and qualities which caused him the success.
2- Main Body:
c. Growing as a leader: Steve Jobs grows as a leader through lesson learns from his childhood and external environment. Steve Jobs was natural leader but he also earned his qualities from his life.
d. Leadership styles: Steve Jobs was charismatic, transformational and strategic leadership styles. This part elucidates all the styles and behavioural characteristics.
e. Leadership traits: He had a strong personality and exceptional qualities of being a leader which is discussed in this portion.
f. Struggle as a leader: As a leader Jobs also faced some challenges and struggles in the way of success. We will discuss all the failures and understand the lesson from it.
g. Achievements: After hard work and dedication Steve Jobs earned some tremendous success. This portion will detail the achievements of Jobs and devotion behind it.
3-Conclusion:
h. Learning from Steve Jobs: In the concluding remarks we need to learn a lot of things from Steve Jobs. His leadership qualities, skills and styles are encouraging and motivating which will be discussed here.
i. Trend to follow: Steve Jobs started trend of innovation and revolutionizing the future as a leader which we should follow.
Individual paper. Write a brief (6 pages, double spaced) paper about leadership in a business, military, governmental, or non-profit organization with which you have experience. This would preferably be an organization at which you are or have been employed. Questions such as those listed below can be addressed. You do not have to address all of the questions (the paper should not be that long!), but rather focus on the issues that seem most significant to you about leadership in the organization. Connect your analysis to the concepts discussed in the class readings.
· Who become leaders in the organization?
· Physical, psychological, demographic, and other traits
· Professional and educational background
· Values and ethics
· Who are the most effective leaders in the organization?
· How much leadership is formal and informal (outside the “chain of command”)?
· Have you seen other factors substituting for or undermining leadership?
· Is one style of leadership prevalent? How are different styles used? Are they used situationally?
· Directive, participative, task/initiating structure, relationship/consideration?
· Transactional, transformational?
· Are there charismatic leaders in the organization? Are there servant leaders?
· How do leaders address ethical issues in the organization?
A proposal indicating the organization chosen and preliminary ideas about the focus of the paper should be turned in at the time of the mid-term exam The paper will count 15% of the course grade. Note:I ...
The A-Team: How to build a UX team with strengths-based leadershipUXPA International
UX teams are comprised of people with unique strengths that enable them to approach design and user experience challenges from multiple perspectives. Surprisingly, however, these unique traits often go ignored under the assumption that all leaders look and perform the same. Leading a UX team or project using these strengths not only helps designers and researchers contribute more effectively, but also empowers them to take the lead on work that is personally meaningful and satisfying. This session will help UX team managers and individual contributors understand the value of strengths, identify strengths within themselves, and use these strengths to become effective and passionate leaders.
RUNNING HEAD TEAM RESEARCH PROJECT 1TEAM RESEAR.docxjoellemurphey
RUNNING HEAD: TEAM RESEARCH PROJECT 1
TEAM RESEARCH PROJECT 3
TEAM RESEARCH PROJECT
\
Author Note
This research is being submitted on June 15, 2014 to Adam Samuelson for B233/MAN2021 Section 08 Principles of Management Course.
Company Introduction
From the first Starbucks Café that opened in 1971, Starbucks has been “around the block” a time or two. They have had their share of obstacles to overcome from soaring coffee prices in the 1980’s when they were first started trying to expand, fierce competition, operational challenges and difficult business environments especially in international countries like Egypt and Israel, numerous labor disputes and a tumultuous economy. Navigating these obstacles, Starbucks has been significantly successful and maintains an outstanding reputation (Cameron, 2008).
Starbucks has become the number one coffee retailer of the world. It is also the largest coffeehouse in the world with more than eighteen thousand coffee shops in 60 countries and opens on average, two stores per day (Farfan, 2014). Starbucks success has been accomplished with unconventional methods. For example, Starbucks does not use advertisement on billboards or on commercials. Instead their success is based on building enduring relationships as well as creating a “third place”. This third place is a place in-between home and work. People want to go there because it is convenient, inviting, familiar, safe, comfortable and unhurried. With thousands of stores and over a million of customers, they still focus on “one customer, one partner, one coffee at a time” (starbucks, 2014).
Starbucks has gone from being around the block to being down the block. It is interesting to take a look to see how they got here and the people that have navigated their success.
Howard Schultz – Biography & Introduction
Starbucks’s current CEO, Howard Schultz, has been with the company since 1982 and has held various roles within the organization (Leadership Team, 2013). Before joining Starbucks, he worked for several high profile companies. He eventually became the general manager for a Swedish coffee drip manufacture by the name of Hammarplast and was responsible for their U.S. operations (Coffee King, 2010). He formed a personal interest in Starbucks, who at the time was still a small company; he was particularly curious “as to why it ordered so many plastic cone filters” from his company (Minchom, 2013). He first joined the company as director of marketing and soon after took an eye opening trip to Italy where he noticed the commonality of the coffee bars and their role as meeting places and their influence on the local culture (Coffee King, 2010). He relayed his findings to the owners and began trying to influence the direction of the company towards this model. After several unsuccessful years of doing so, he left the organization to open his own company that filled this desired role within society. After the success of his ...
Working and Managing Across Generations. From Traditionalists to Generation Y...Mike Cardus
Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond…
Outcomes-
This session engages participants to:
Explore generational differences and their assumptions to the access of information in order to effectively manage tasks, teams and people.
Determine how different generations view teamwork.
Develop and hone leadership techniques to effectively manage Traditionalists, Baby-Boomers, Gen. X, and Millennials.
Develop skills for communicating across generational divides.
Explore technology and its application to work and social interactions.
Realize that as generations enter and leave the workforce, competency and respect for people are what drives successful organizations, teams and people.
Managing and working with generational diversity is a significant dimension of what is needed for success in the workplace today. The challenge is getting people to understand one another by exploring differences in expectations, assumptions and language use; then using this knowledge to increase effectiveness of people, teams
and organizations.
Bridging the age gap to build respectful working relationships can mean the difference between a work environment that clicks and one that clashes.
3/5/2019 Print
https://content.ashford.edu/print/Baack.3633.17.1?sections=ch08,sec8.1,sec8.2,sec8.3,sec8.4,sec8.5,ch08summary&content=all&clientToken=1fa2a… 1/23
8Leadership
Blend Images/Blend Images/SuperStock
Learning Objectives
After reading this chapter and studying the materials, you should be able to:
Understand the basics of leadership along with the traits and characteristics that have been
associated with effective leadership.
Use the elements of the behavioral theories to improve leadership activities.
Employ concepts from the situational and contingency theories of leader effectiveness.
Relate late 20th century theories of leadership to the workplace.
Apply contemporary leadership theories to employment settings.
3/5/2019 Print
https://content.ashford.edu/print/Baack.3633.17.1?sections=ch08,sec8.1,sec8.2,sec8.3,sec8.4,sec8.5,ch08summary&content=all&clientToken=1fa2a… 2/23
While the roles of managers and leaders differ, it is ideal
for managers to be quality leaders.
Monkeybusinessimages/iStock/Thinkstock
8.1 The Nature of Leadership and Early Theories
Making a distinction between the terms "leadership" and "management" has been an ongoing
focus of organizational behavior authors (see Simonet & Tett, 2013 for a full discussion). John
Kotter (1990) argues that management focuses on coping with complexity using the basic
managerial functions of planning, organizing, and control. Robert House and R. J. Aditya
(1997) link the concept of management with the use of formal authority that arises from a
person's organizational rank. In contrast, leadership concentrates on coping with change and
providing guidance. Leaders establish direction by communicating a vision and inspiring
followers. Not all managers are effective leaders, and not all strong leaders are managers. The
ideal, of course, would be to employ managers who are also quality leaders whenever
possible.
The ability to lead has been observed and reported on for many centuries. Many ancient
writings tell tales of leaders who served in battle, commanded nations, or taught religious
ideas. In a general sense, the primary qualities associated with leadership are vision,
enthusiasm, trust, courage, passion, coaching, developing others, intensity, love, and even
serving as a parent �igure. In an organizational context, leadership involves in�luencing the
behaviors of individuals and groups to work toward predetermined goals.
Effective leaders in�luence behaviors in positive ways. Examples of effective leaders include
the hard-driving but respected Jack Welch during his tenure at General Electric; the powerful
motivator Sheryl Sandberg from Facebook; the driven, intellectual Steve Jobs of Apple Inc. and
Bill Gates of Microsoft; the fun-loving and tenacious Herb Kelleher, founder and CEO of Southwest Airlines; the charismatic communicator Andrea Jung, CEO of
Avon Products, Inc.; and the unconventional Indra Nooyi, CEO of PepsiCo. As these examples indicate, effective l.
Chapter 1010.1 Leading an Ethical Organization Corporate Govern.docxbartholomeocoombs
Chapter 10
10.1 Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility
Learning Objectives
After reading this chapter, you should be able to understand and articulate answers to the following questions:
· What are the key elements of effective corporate governance?
· How do individuals and firms gauge ethical behavior?
· What influences and biases might impact and impede decision making?
TOMS Shoes: Doing Business with Soul
Under the business model used by TOMS Shoes, a pair of their signature alpargata footwear is donated for every pair sold.
Parke Ladd – Quinn’s new Tom’s – CC BY 2.0.
In 2002, Blake Mycoskie competed with his sister Paige on The Amazing Race—a reality show where groups of two people with existing relationships engage in a global race to win valuable prizes, with the winner receiving a coveted grand prize. Although Blake’s team finished third in the second season of the show, the experience afforded him the opportunity to visit Argentina, where he returned in 2006 and developed the idea to build a company around the alpargata—a popular style of shoe in that region.
The premise of the company Blake started was a unique one. For every shoe sold, a pair will be given to someone in need. This simple business model was the basis for TOMS Shoes, which has now given away more than one million pairs of shoes to those in need in more than twenty countries worldwide (Oloffson, 2010).
The rise of TOMS Shoes has inspired other companies that have adopted the “buy-one-give-one” philosophy. For example, the Good Little Company donates a meal for every package purchased (Nicolas, 2011). This business model has also been successfully applied to selling (and donating) other items such as glasses and books.
The social initiatives that drive TOMS Shoes stand in stark contrast to the criticisms that plagued Nike Corporation, where claims of human rights violations, ranging from the use of sweatshops and child labor to lack of compliance with minimum wage laws, were rampant in the 1990s (McCall, 1998). While Nike struggled to win back confidence in buyers that were concerned with their business practices, TOMS social initiatives are a source of excellent publicity in pride in those who purchase their products. As further testament to their popularity, TOMS has engaged in partnerships with Nordstrom, Disney, and Element Skateboards.
Although the idea of social entrepreneurship and the birth of firms such as TOMS Shoes are relatively new, a push toward social initiatives has been the source of debate for executives for decades. Issues that have sparked particularly fierce debate include CEO pay and the role of today’s modern corporation. More than a quarter of a century ago, famed economist Milton Friedman argued, “The social responsibility of business is to increase its profits.” This notion is now being challenged by firms such as TOMS and their entrepreneurial CEO, who argue that serving other stakeho.
Chapter 1010.1 Leading an Ethical Organization Corporate Govern.docxzebadiahsummers
Chapter 10
10.1 Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility
Learning Objectives
After reading this chapter, you should be able to understand and articulate answers to the following questions:
· What are the key elements of effective corporate governance?
· How do individuals and firms gauge ethical behavior?
· What influences and biases might impact and impede decision making?
TOMS Shoes: Doing Business with Soul
Under the business model used by TOMS Shoes, a pair of their signature alpargata footwear is donated for every pair sold.
Parke Ladd – Quinn’s new Tom’s – CC BY 2.0.
In 2002, Blake Mycoskie competed with his sister Paige on The Amazing Race—a reality show where groups of two people with existing relationships engage in a global race to win valuable prizes, with the winner receiving a coveted grand prize. Although Blake’s team finished third in the second season of the show, the experience afforded him the opportunity to visit Argentina, where he returned in 2006 and developed the idea to build a company around the alpargata—a popular style of shoe in that region.
The premise of the company Blake started was a unique one. For every shoe sold, a pair will be given to someone in need. This simple business model was the basis for TOMS Shoes, which has now given away more than one million pairs of shoes to those in need in more than twenty countries worldwide (Oloffson, 2010).
The rise of TOMS Shoes has inspired other companies that have adopted the “buy-one-give-one” philosophy. For example, the Good Little Company donates a meal for every package purchased (Nicolas, 2011). This business model has also been successfully applied to selling (and donating) other items such as glasses and books.
The social initiatives that drive TOMS Shoes stand in stark contrast to the criticisms that plagued Nike Corporation, where claims of human rights violations, ranging from the use of sweatshops and child labor to lack of compliance with minimum wage laws, were rampant in the 1990s (McCall, 1998). While Nike struggled to win back confidence in buyers that were concerned with their business practices, TOMS social initiatives are a source of excellent publicity in pride in those who purchase their products. As further testament to their popularity, TOMS has engaged in partnerships with Nordstrom, Disney, and Element Skateboards.
Although the idea of social entrepreneurship and the birth of firms such as TOMS Shoes are relatively new, a push toward social initiatives has been the source of debate for executives for decades. Issues that have sparked particularly fierce debate include CEO pay and the role of today’s modern corporation. More than a quarter of a century ago, famed economist Milton Friedman argued, “The social responsibility of business is to increase its profits.” This notion is now being challenged by firms such as TOMS and their entrepreneurial CEO, who argue that serving other stakeho.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
1. The Big MAC Conflict:
Founder Steve Jobs
vs. CEO John Scully
Jeffrey Fisher, Rose Hastings,
Yelena Naginsky, & Allen Teplitsky
2. 1976: Steve Jobs and Steve Wozniak found Apple computers in Jobs’ parents garage.
1980 – 1983: Apple grows rapidly, becomes a publically traded company and is listed in the Fortune 500.
1983: Jobs recruits Pepsi executive John Sculley to become CEO of the company while Jobs focuses his
attention on running the Macintosh division of Apple.
1984: The Mac debuts to rave reviews but disappointing sales which puts a financial burden on the
company and strains the relationship between Jobs and Sculley.
1985: After a power struggle between Jobs and Sculley, the Board of Directors sides with Sculley and
removes Jobs from his position as Apple VP and General Manager of the Mac department. Although he
still remained a chairman of the board, he is stripped of all authority and resignes from the company
shortly thereafter.
Timeline of Conflict
4. “A descriptive theory that aims to
predict strategy use from combination
of both concern for self and concern
for other” ____ on Pruitt
Dual-concern Model of
Conflict Management
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5. ‘Sculley says he accepts responsibility for his role but also
believes that Apple’s board should have understood that Jobs
needed to be in charge. “My sense is that it probably would never
have broken down between Steve and me if we had figured out
different roles,” Sculley says. “Maybe he should have been the
CEO and I should have been the president.”’
Dual Concern Model of Conflict
Management
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6. Lewicki’s Strategy & Tactics of Integrative Negotiation
Understand and satisfy underlying interests and needs
Interest often stem from deeply rooted human needs or values
Founders Syndrome
Need for control
Need for recognition
Need to execute personal vision
The Founder’s Perspective:
“Giving up control means losing identity. If I trust others with my invention,
they could take the business in the wrong direction. They might try to take
the value away and cut me out. I’ve spent years building this, and I am not
going to give it to some strangers. They don’t really understand it and should
not be the ones to run to the finish line with it.”
Understanding the
Other Party’s Interests & Needs
7. “My sense is that it probably would never have broken down
between Steve and me if we had figured out different
roles…Maybe he should have been the CEO and I should have
been the president. It should have been worked out ahead of time,
and that’s one of those things you look to a really good board to
do.”
- John Sculley in 2010
Understanding the
Other Party’s Interests & Needs
1983 – 1985 "Jobs basically created his own team to create his own product, the Macintosh. His team actually had its own building. He even flew the pirate flag there. He said, 'It is better to be a pirate, than to be in the navy.' He had this company-within-a-company that became pitted against other parts of the company that actually made money."
1985- They basically stripped Jobs of responsibilities and gave him an office that he referred to as 'Siberia.' Well, someone like Steve Jobs could not sit in Siberia."
There are four sectors in the figure that express how someone can strategically manage conflict through being concerned for others and oneself (problem solving), Concern only for self (contending), No concern for anyone including oneself (inactivity), and yielding which is a high concern for others and low for oneself. Most of these were used during the conflict, and even possibly in combination with one another, because they are strategies by choice they can be changed.
-Problem solving is an common strategy used by supervisors toward subordinates, Sculley describes (in his interview) how he personally used this strategy with force in hopes of influencing Jobs which led to noncompliance and ending in contending.
-Inactivity, which in the textbook was referred to as “Avoiding” or “Inaction” was not displayed by anyone saying “I will do nothing now” but the entire notion of having a team work in a separate building allowed an absence of confrontation. With a pirate flag up Jobs conveyed simultaneously that he only cared about himself and would plunder the rest of the company to take care of his own division. As well the board then used the inactivity strategy against jobs, putting him into an office he dubbed, “Siberia”, but he left. Jobs leaving could be analyzed with low concern for Sculley, who he cut communication with, and having high concern for himself and his needs by leaving to start a company again, so essentially the final strategy was contending through quitting.
http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&docid=c5KJx9HssgSYvM&tbnid=L7JOj6OqGyDYtM:&ved=&url=http%3A%2F%2F2012books.lardbucket.org%2Fbooks%2Fprinciples-of-social-psychology%2Fsection_16_02.html&ei=cyTBUfDHHceE0QGhioGgCw&bvm=bv.47883778,d.dmQ&psig=AFQjCNEK3HemQAzxKy26bazwmxqa__PgYA&ust=1371698605132491
During an interview with Sculley, he expresses how the board should have switched their roles. This care for the company and for Job’s needs above his own was an avenue not explored when the conflict was occurring. If jobs could have been CEO earlier the conflict might have been averted. Exploring the opposing parties interests through yielding is an avenue that was worth looking into in the conflict between Steve Jobs and Sculley.
After the conflict arose btwn Jobs and Sculley, there was still an opportunity for a resolution if the two sides had taken the steps to understand and address each others needs.
Jobs needs stemmed from his vision of himself as the lifeblood of Apple. He epitomized “Founders Syndrome” which is very common among entrepreneurs. It is very common for people with this condition to have an extremely high need for control, down to the smallest details of the company’s operations. They have a need for recognition and visibility which ensures that everyone knows that the company is theirs. They are driven by the need to execute their vision of what the company or product should be.
Had Sculley and the board understood these needs they could have tried to work out some arrangement with Jobs that would have allowed him to keep control over the aspects of the company that he cared most about – such as the product design- which allowing the CEO to control the more operational details. Sculley ultimately understood this but by then it too late.
Coleman talks about limited power vs. expandable power. In the case of Jobs v. Sculley, the assumption was that there was a limited amount of power – which they couldn’t share. Either Jobs would have the power or Sculley would. Had they instead been operating under the assumption that there was an expandable power there could have been room for both of them.
Sculley in a 2012 interview): “I wasn’t as sensitive as I wish I had been on that. On the other hand, there was no question in my mind, either then or later on, that we had no choice but to follow the business strategy which we did. It was to continue to focus on the Apple II until the (Macintosh) technology became powerful enough — which it later did in 1986 — when we could launch what (we called) Desktop Publishing, and it became wildly successful.”
Ultimately, this conflict had a fairly happy ending for Steve Jobs. He returned to Apple as the company’s CEO in 1997 and worked in that capacity until he resigned in August 2011. He passed away from pancreatic cancer just two months later. In a commencement speech he gave at Stanford University in 2005, Jobs reflected on his conflict at Apple in the 1980’s and said that all in all it had been for the best. Referring to several good things that happened in his life after leaving Apple, he said, “I'm pretty sure none of this would have happened if I hadn't been fired from Apple. It was awful tasting medicine, but I guess the patient needed it” (Jobs, 2005).