Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docx

Running head: STRATEGIC CHANGE: GLOBAL CREATIVE
ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE
ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with
growing complexities in the industry and the market,
uncertainties, workplace diversity, and highly volatile markets.
The changes taking place in the market may affect the
performance of their businesses as well as their competitiveness
in the global market. As the business conditions continue to
change rapidly, the leaders should be in a position to adjust
accordingly and match this pace as a way of maintaining the
performance of the organizations. As a global and creative
organization, a firm should be able to nurture and develop such
creative leaders who are capable of navigating the complexity
of the market and maintain the firm's competitive advantage. As
such, a leader of a creative organization should be in a position
to establish the right direction, pace, and a meaningful work
environment that supports the growth of individuals and the
entire organization (Anderson et al, 2015). The leader should be

able to facilitate the engagement of all the stakeholders and
ensure that they assume responsibility in as much as they are
held accountable for the performance of the firm. Also, one
should lead effectively through maintenance of relationships,
systems, and processes that facilitate the execution, focus,
attainment, and maintenance of the desired results. This essay
explores Apple Inc., as a creative organization that has been
able to attain considerable success in the global market through
effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the
technology industry. Apple has successfully operated in the
market through the application of creative and innovative
strategies, which has enabled them to counter competitive
pressures and attract customers from across the world. As a
successful business organization, it is important to understand
the value of creative leadership as well as innovation as a way
to the attainment of greater competitiveness in the market.
Apple Inc. is an appropriate example of the impact of effective
leadership that is based on creativity and innovation can
transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop
and improve the quality of their products continuously, thus
being able to serve the rapidly evolving needs of their global
customers. Through effective creative leadership, by individuals
such as Steve Jobs, Apple has been able to move to higher
levels of performance and maintain this competitive advantage
in the market by innovating and renovating their products to
suit the market dynamics. Creative leadership is able to focus
on the enhancement of change within an organization, facilitate
the implementation and technical execution of ideas, and ensure
that the resources within an organization are used in the most
effective manner to improve the productivity of the firm. As a
result, it becomes possible to improve the operational systems
and enhance the quality of products and services offered by the
company to their customers (Anderson et al, 2015).
Given its current level of growth and performance in the global

market, Apple Inc., qualifies to be a creative organization as it
meets the desired criteria. A creative organization is based on
various premises, which must be met to ensure that the firm is
able to uphold high standards of performance despite the
changes in the market environment (Mitchell, 2014). The
success in creating a healthy and performance-oriented
organization is centered on various conditions and components
that found within the different organs of the entire organization.
These components include leadership, communication,
performance, delivery, measurement, and accountability. The
leadership within an organization ensures that the identity of
the firm is clearly defined through the provision of a particular
direction and the strategies that should be followed in attaining
the objectives of the firm (Beck & Cowan, 2014).
The leadership within Apple has always focused on the
alignment of its vision, mission, values, strategy, and approach
to be a competitive firm in the entire industry. This ensures that
they are able to obtain sustainable results and a competitive
edge in the global market. In addition, the processes, practices,
and activities within an organization are properly aligned with
the organizational structure to ensure that the company is able
to meet its stipulated vision (Beck & Cowan, 2014). Clearly,
from the example of Apple Inc., effective leadership helps in
the development of a culture in leadership and the overall
organizational culture of innovation and creativity.
Communication is another vital element of a creative
organization as it ensures that the activities and efforts of the
people within the organization are properly coordinated for the
attainment of the desired objectives. In addition, communication
facilitates authenticity, provides focus, eliminates uncertainties
and excuses, facilitates experiential learning, and leverages
individual leadership capabilities at different levels of the
organization. Apple has always upheld effective communication
channels across the entire firm, which has enhanced
contribution by individuals towards creativity and innovation of
new and better products to suffice the market demands. This has

been made possible through acknowledging and rewarding
creative talents within the organization and the availability of a
team of leaders who are willing to inspire the development of
ideas and nurture them (Mitchell, 2014).
The organizational culture at Apple Inc. emphasizes on
accountability in performance, which ensures that people
understand what is expected of them. The leaders in the
organization have adopted a leadership process that enhances
the attainment of organizational objectives in a manner that
facilitates accountable behavior, learning, and sustainable
performance in all their departments. The processes within the
company are also efficient and capable of responding to internal
demands of the firm in as much as they are adaptable to the
global environment (Mitchell, 2014). The operations of the
company are focused on prioritization of duties while using
effective techniques, facilitating the alignment of initiatives and
strategic operations as well as improvement of operations to
pursue a higher standard of performance. Thus, the organization
is able to build adequate capacity and capabilities for the future
market trends, which is attained by hiring the best talents and
facilitating increased learning while within the organization as a
way of improving individual productivity and organizational
performance. These performance standards should be
measurable using appropriate metrics, which enables the
company to control quality, ensure consistency in
organizational behavior, and ensure that results and productivity
are predictable (Anderson et al, 2015).
Creative organizations are better positioned to withstand the
shocks in the market. These market variations are brought about
by the dynamic and rapid rate of growth and change in
consumer preferences as well as technological evolution.
Effective and creative leadership is key to the development of
creative organizations. Apple Inc. is an example of a creative
organization, which has flourished in the technology industry
due to its ability to harness the opportunities available in the
market and the capabilities of its workforce. Clearly, the

leadership at Apple Inc. has played a vital role towards the
development of an organization, which has dominated the global
tech market through the provision of high-end products to their
customers (Anderson et al, 2015). From the analysis, it is
evident that for an organization to become creative, it must be
willing to take the lead, anticipate competition, assume risks,
and take advantage of the market and technological changes.
Thus, the leaders within the firm have the role of ensuring that
the company’s strategic objectives are developed in alignment
with the strategies and resources of the firm.
References
Anderson, R. J., Anderson, B., Adams, W. A., & Adams, B.
(2015). Mastering Leadership: An Integrated Framework for
Breakthrough Performance and Extraordinary Business Results.
John Wiley & Sons.
Beck, D. E., & Cowan, C. (2014). Spiral Dynamics: Mastering
values, leadership and change. John Wiley & Sons.
Mitchell, W. (2014). Why Apple’s product magic continues to
amaze–skills of the world’s# 1 value chain integrator. Strategy
& Leadership, 42(6), 17-28.
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3.4
Running Head COMMUNICATION AND BEHAVIORAL
ISSUES 1
COMMUNICATION AND BEHAVIORAL ISSUES 2
Daniel Ortiz
Communication and Behavioral Issues in Workplaces
LDR 531
Farooq Khan
University of Phoenix
February 21, 2017

Ordinarily, communication is considered effective when clear
and concise information is passed to the target audience.
Communication is critical in various aspects of business
operations. Some of the areas where communication may be
needed in a company include marketing, conveyance of good
business practices to the public, and in day to day interactions
among employees and between employees and applicants (Jones
et al., 2004). Effective communication often yields success
while defective communication, on the other hand, hampers the
realization of companies' objectives and goals.
Some of the communication challenges that businesses have
grappled with in some instances include lack of ethics in
people’s communicative behaviors and poor communication
strategies informed by wanting business cultures and leadership
styles. Ethical considerations in communication dictate how
managers deal with issues such as employee dissent and
concerns from the public (Jones et al., 2004). Effective
communication exists in places where a great deal of effort is
put in place to close the gap between ethical standards and
communication. For instance, when a business operates in the
backyard of environmentally conscious individuals, such a
business may only forge harmony with the communities by
expressing its commitments towards its corporate social
responsibilities (CSR).
In cases where the CSR is conveyed to the public,
communication must be made in a way that it removes the focus
from the economic concerns of the stakeholder while putting
emphasis on specific initiatives that affect the community. Such

efforts may include environmental restoration and empowerment
of the local communities. When new employees are brought on
board, the selection, subsequent training, and induction process
should cover the organizational obligations to communities.
When steps such as proper induction of employees are
overlooked or when policies are miscommunicated to the newly
hired persons, a company may end up with employees who may
not observe policies and guidelines that influence organizational
behaviors thus resulting in complaints from the public and at
worse leading into legal tussles and ruined reputation (Lang,
2005). The lack of ethics in people’s communicative behaviors
could be resolved by creating a business culture that strengthens
ethical communicative behavior among employees.
Secondly, the communication between personnel from the
human resources management (HRM) and applicants may reveal
an undesirable business culture and the leadership style of an
organization. When organizations have leadership styles that
qualify as downright autocratic, employees who secure
employment slots in such organizations may take up their jobs
while at the same time feel demotivated after experiences that
make them feel micromanaged and perhaps ignored. Such
experiences may arise from bad experiences between workers
and supervisors. Adopting more popular leadership styles such
as the transactional leadership style may expand the pool of
motivated workers who may perform optimally after being
hired. In the transactional style of leadership, employee
remuneration may be pegged on employee skills and the level of
experience. Also, employees may be gifted when they
demonstrate exceptional skills and performances in the course
of their duties.
Whereas leadership development should be given priority in
workplaces, the focus should be on deserving individuals across
generational cohorts and not on the millennial alone. The
perception of managers on old workers as a behavioral issue
somewhat degenerated with the advent of technology (Shore, &
Goldberg, 2005). It would not be strange to see organizations

that are inclined towards hiring millennial communicate vaguely
to the older applicants while attempting to explain the mismatch
between the applicants’ skill and the roles outlined for the
sought job. When organizations discriminate applicants by age,
they would do so treacherously to ensure that they do not flout
employment regulations.
Although leadership cycles profiles and leadership workshops
have in many cases been formed to nurture leadership at
workplaces, youthful employees have emerged as beneficiaries
of such initiatives at the expense of the older employees. When
workshops are held, and training conducted, the old and
youthful employees ought to have equal chances of
participation. Age bias does not only affect old employees but
also their ilk who seek employment opportunities. Formulating
policies that ensure level playing field for all qualified persons
irrespective of age may create more suitable work environments
with people of different perspectives, skills, and vision.
Companies that are dominated by young individuals may boast
of cliques of energetic and innovative people who contribute
effectively towards a company’s bottom line. Whereas these
enterprises may indeed have active and progressive employees,
they may as well lack incredible levels of vision, brilliant
creativity and wisdom that the older employees bring to the
workplace. The cries to have individuals perceived as ‘digital’
to some extent reduced the population of the older persons in
employment positions Shore, & Goldberg, 2005). Perceptions
that paint older employees as less efficient could be dispelled
during workshops. Such workshops would breed a crop of
leaders who understand and appreciate age as an element of
diversity and not as a factor that hampers success and hinders
the realization of a company’s objective (Lang, 2005).
The appeal to have young people who demonstrate a greater
understanding of technology has, therefore, impacted on the
population of the old employees who may have greater insights
on issues that may propel organization way ahead of
competitors. The perception of old workers and the respect

accorded to them have equally been affected. It would therefore
not be far-fetched to make an inference that the way millennial
communicate with their old colleagues has been altered in
contemporaneous workplaces, and that includes interview and
training. Although the older employees may lack computer
skills, they may equally bring a host of other beneficial
contributions to the workplace. The older individuals may
understand real client issues more than their younger
counterparts and hence provide more realistic and needed
responses to various topics (Shore & Goldberg, 2005).
If managers need gravitas that has been missing in some
workplace for a while now, then it would be incumbent upon the
human resources management to ensure that they achieve a
healthy mix of young and old but competent individuals at work
(Shore & Goldberg, 2005). In advertising, an overwhelming
majority of human resource managers have demonstrated a bias
towards popular ways of advertising forgetting that basic
advertisement concepts, as well as tools, have been tested and
proven to be effective. While it conceivable that the millennial
have views and opinions that somehow differ with those of the
older generations, the changes in perception and preferences are
sometimes misunderstood in their real and complete context and
hence translate into disrupted business models.
References
Jones, E., Watson, B., Gardner, J., & Gallois, C. (2004).
Organizational communication: Challenges for the new
century. Journal of Communication, 54(4), 722-750.
Lang, M. (2005). Organizational Communication: Challenges
for the New Century. Technical Communication, 52(3), 399-

400.
Shore, L. M., & Goldberg, C. B. (2005). Age discrimination in
the workplace. Discrimination at work: The psychological and
organizational bases, 203-225.
Daniel Ortiz
The Leadership Circle Self Assessment Report
Thursday, February 02, 2017
Daniel Ortiz
Average Response on a 5 - Point Scale
Self
Evaluations
Evaluators Boss's Boss Boss Peers Direct
Reports
Other
Relating 3.82 - - - - - -
Self-Awareness 3.84 - - - - - -
Authenticity 3.98 - - - - - -
Systems Awareness 3.84 - - - - - -

Achieving 3.95 - - - - - -
Controlling 2.12 - - - - - -
Protecting 1.54 - - - - - -
Complying 1.70 - - - - - -
Leadership Effectiveness 4.00 - - - - - -
Number of Assessors 1 0 0 0 0 0 0
© The Leadership Circle 2017 Daniel Ortiz page 2
Daniel Ortiz
Percentile Scores: Comparison to the Norm Group
Self
Evaluations
Reports
Other
Relating 33 % - - - - - -
Self-Awareness 50 % - - - - - -
Authenticity 34 % - - - - - -

Systems Awareness 59 % - - - - - -
Achieving 49 % - - - - - -
Controlling 18 % - - - - - -
Protecting 10 % - - - - - -
Complying 6 % - - - - - -
Leadership Effectiveness 73 % - - - - - -
Leadership Potential Utilization 84 % - - - - - -
Reactive-Creative Scale 84 % - - - - - -
Relationship-Task Balance 58 % - - - - - -
Number of Assessors 1 0 0 0 0 0 0
THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS
Creative Dimensions
Daniel Ortiz
02-02-2017 Self
Evaluations
Reports

Other
1 0 0 0 0 0 0
Relating 33 % - - - - - -
Average Response 3.82 - - - - - -
Fosters Team Play 37 % - - - - - -
Interpersonal Intelligence 53 % - - - - - -
Caring Connection 49 % - - - - - -
Mentoring & Developing 28 % - - - - - -
Collaborator 10 % - - - - - -
Self-Awareness 50 % - - - - - -
Composure 50 % - - - - - -

Selfless Leader 21 % - - - - - -
Personal Learner 35 % - - - - - -
Balance 76 % - - - - - -
Authenticity 34 % - - - - - -
Courageous Authenticity 38 % - - - - - -
Integrity 32 % - - - - - -
Questions Related to Each Dimension
Creative Dimensions
Relating
Fosters Team Play I create a positive climate that supports
people doing their best.
I share leadership.

I promote high levels of teamwork through my leadership style.
Interpersonal Intelligence I display a high degree of skill in
resolving conflict.
I take responsibility for my part of relationship problems.
I directly address issues that get in the way of team
performance.
I listen openly to criticism and ask questions to further
understand.
In a conflict, I accurately restate the opinions of others.
Caring Connection I connect deeply with others.
I form warm and caring relationships.
I am compassionate.
Mentoring & Developing I help direct reports create
development plans.
I help people learn, improve, and change.
I provide feedback focused on professional growth.
I am a people builder/developer.
Collaborator I negotiate for the best interest of both parties.
I work to find common ground.
I create common ground for agreement.

Self-Awareness
Composure I am composed under pressure.
I handle stress and pressure very well.
I am a calming influence in difficult situations.
Selfless Leader I get the job done with no need to attract
attention to myself.
I lead in ways that others say, 'we did it ourselves.'
I am relatively uninterested in personal credit.
I act with humility.
I take forthright action without needing recognition.
Personal Learner I personally search for meaning.
I investigate the deeper reality that lies behind
events/circumstances.
I learn from mistakes.
I examine the assumptions that lie behind my actions.
Balance I find enough time for personal reflection.
I balance work and personal life.
Authenticity
Courageous Authenticity I speak directly even on controversial
issues.

I am courageous in meetings.
I surface the issues others are reluctant to talk about.
Integrity I lead in a manner that is completely aligned with my
values.
I exhibit personal behavior consistent with my values.
I hold to my values during good and bad times.
Creative Dimensions (Continued)
Daniel Ortiz
02-02-2017 Self
Evaluations
Reports
Other
1 0 0 0 0 0 0
Systems Awareness 59 % - - - - - -
Community Concern 65 % - - - - - -

Systems Thinker 64 % - - - - - -
Sustainable Productivity 24 % - - - - - -
Achieving 49 % - - - - - -
Purposeful & Visionary 57 % - - - - - -
Achieves Results 31 % - - - - - -
Decisiveness 37 % - - - - - -
Strategic Focus 51 % - - - - - -
Creative Dimensions (Continued)

Systems Awareness
Community Concern I attend to the long-term impact of
strategic decisions on the community.
I balance community welfare with short-term profitability.
I live an ethic of service to others and the world.
I stress the role of the organization as corporate citizen.
I create vision that goes beyond the organization to include
making a positive impact on the world.
Systems Thinker I redesign the system to solve multiple
problems simultaneously.
I evolve organizational systems until they produce envisioned
results.
I reduce activities that waste resources.
Sustainable Productivity I balance 'bottom line' results with
other organizational goals.
I balance short-term results with long-term organizational
health.
I allocate resources appropriately so as not to use people up.
Achieving
Purposeful & Visionary I articulate a vision that creates
alignment within the organization.
I live and work with a deep sense of purpose.

I communicate a compelling vision.
I am a good role model for the vision I espouse.
I provide strategic vision for the organization.
I inspire others with vision.
Achieves Results I pursue results with drive and energy.
I strive for continuous improvement.
I am proficient at achieving high quality results on key
initiatives.
I am quick to seize opportunities upon noticing them.
Decisiveness I make the tough decisions when required.
I am an efficient decision maker.
I make decisions in a timely manner.
Strategic Focus I have a firm grasp of the market place
dynamics.
I provide strategic direction that is thoroughly thought through.
I focus in quickly on the key issues.
I accurately anticipate future consequences to current action.
I see the integration between all parts of the system.
I establish a strategic direction that helps the organization to
thrive.

I stay abreast of trends in the external environment that could
impact the business currently and in the future.
I integrate multiple streams of information into a coherent
strategy.
I am a gifted strategist.
Reactive Dimensions
Daniel Ortiz
02-02-2017 Self
Evaluations
Reports
Other
1 0 0 0 0 0 0
Controlling 18 % - - - - - -
Autocratic 4 % - - - - - -

Driven 67 % - - - - - -
Ambition 86 % - - - - - -
Perfect 62 % - - - - - -
Protecting 10 % - - - - - -
Critical 6 % - - - - - -
Distance 22 % - - - - - -
Arrogance 16 % - - - - - -
Complying 6 % - - - - - -
Belonging 13 % - - - - - -

Passive 16 % - - - - - -
Conservative 86 % - - - - - -
Pleasing 3 % - - - - - -
Reactive Dimensions
Controlling
Autocratic I have to get my own way.
I tend to control others.
I am domineering.
I dictate rather than influence what others do.
I pursue results at the expense of people.
Driven I drive myself excessively hard.
I am a workaholic.
I try too hard to be the best at everything I take on.

I push myself too hard.
Ambition I am aggressive.
I believe to feel good, one must constantly move up.
I believe winning is what really matters.
I am excessively ambitious.
Perfect I try to do everything perfectly well.
I am critical of myself when things don’t go as well as
expected.
I believe average is definitely not good enough.
I need to perform flawlessly.
I am a perfectionist.
I need to excel in every situation.
I expect extremely high standards of others.
Protecting
Critical I am sarcastic and/or cynical.
I am critical.
I hurt people's feelings.
I put people down.
Distance I am emotionally distant.

I remain standoffish.
I am hard to get to know.
I am aloof.
Arrogance I am self-centered.
I have too big of an ego.
I am arrogant.
Complying
Belonging I am overly conservative.
I work too hard for others’ acceptance.
I adopt others’ points of view so as not to disappoint them.
I play it too safe.
I try too hard to conform to the group’s rules/norms.
I try to please others by going along to get along.
Passive I am wishy-washy in decision making.
I lack drive.
I lack passion.
I am passive.
Conservative I am conservative.
I follow conventional ways of doing things.

I conform to rules.
Pleasing I need to be accepted by others.
I need to be admired by others.
I worry about others' judgment.
I need the approval of others.
Sorted by Self Percentile Sorted by Evaluator Percentile
Daniel Ortiz Self
Percentile
Evaluator
Percentile
Dimensions
Conservative 86 % -
Ambition 86 % -
Balance 76 % -
Driven 67 % -
Community Concern 65 % -
Systems Thinker 64 % -
Perfect 62 % -
Purposeful & Visionary 57 % -
Interpersonal Intelligence 53 % -
Strategic Focus 51 % -
Composure 50 % -
Caring Connection 49 % -
Courageous Authenticity 38 % -

Decisiveness 37 % -
Fosters Team Play 37 % -
Personal Learner 35 % -
Integrity 32 % -
Achieves Results 31 % -
Mentoring & Developing 28 % -
Sustainable Productivity 24 % -
Distance 22 % -
Selfless Leader 21 % -
Passive 16 % -
Arrogance 16 % -
Belonging 13 % -
Collaborator 10 % -
Critical 6 % -
Autocratic 4 % -
Pleasing 3 % -
Summary Dimensions
Systems Awareness 59 % -
Self-Awareness 50 % -
Achieving 49 % -
Authenticity 34 % -
Relating 33 % -
Controlling 18 % -
Protecting 10 % -
Complying 6 % -
Summary Measures
Reactive-Creative Scale 84 % -
Leadership Potential
Utilization
84 % -
Leadership Effectiveness 73 % -
Relationship-Task Balance 58 % -
Daniel Ortiz Self

Percentile
Evaluator
Percentile
Dimensions
Pleasing 3 % -
Conservative 86 % -
Passive 16 % -
Belonging 13 % -
Arrogance 16 % -
Distance 22 % -
Critical 6 % -
Perfect 62 % -
Ambition 86 % -
Driven 67 % -
Autocratic 4 % -
Strategic Focus 51 % -
Decisiveness 37 % -
Achieves Results 31 % -
Purposeful & Visionary 57 % -

Sustainable Productivity 24 % -
Systems Thinker 64 % -
Community Concern 65 % -
Integrity 32 % -
Courageous Authenticity 38 % -
Balance 76 % -
Personal Learner 35 % -
Selfless Leader 21 % -
Composure 50 % -
Collaborator 10 % -
Mentoring & Developing 28 % -
Caring Connection 49 % -
Interpersonal Intelligence 53 % -
Fosters Team Play 37 % -
Summary Dimensions
Complying 6 % -
Protecting 10 % -
Controlling 18 % -
Achieving 49 % -

Systems Awareness 59 % -
Authenticity 34 % -
Self-Awareness 50 % -
Relating 33 % -
Summary Measures
Relationship-Task Balance 58 % -
Reactive-Creative Scale 84 % -
Leadership Potential
Utilization
84 % -
Leadership Effectiveness 73 % -
End of Daniel Ortiz's Report

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