Research Operations Report - Essay Example

As found, modern way of managing people does not only require dealing with complexities, but should complement with coping with change. Therefore, it is clear especially in the case of Apple Incorporated that managing people in the age of tough competition should employ leadership skills to gain competitive advantage. As leadership deals with change, managing people in the context of leading the human resource to the right direction should ensure emancipation of change. After all, there is a need for the whole team to walk on the same direction for the achievement of corporate goals and objectives.

The complex level of management especially in dealing with people should be made easy through integrating leadership by coping with change. Therefore, modern organisations should integrate this contemporary idea just as how Apple Incorporated has made it possible to differentiate the way it manages its human resource. . Due to tough competition, organisations learn the importance of managing people as the key to achieving competitive advantage. Apple Incorporated has learned this idea through its adaptation of a highly innovative culture as it continuously seeks its competitive advantage.

Thus, operational and strategic tasks and objectives move Apple to put its foot forward to managing the people as its key resources, prior to the accomplishment of its vision. That is why human resource management has become so important today especially among highly sophisticated organisations like Apple that are seeking to create a significant market share and competitive edge. Due to its innovative organisational structure, managing people at Apple is about influence. So there is a strong point about Steven Jobs’ leadership from the past and even on Apple’s future leaders.

It is crucial on the part of Apple to maintain a high value of leadership in order to emancipate effective management of people, while ensuring the achievement of its vision. However, the complex nature of human behavior and its dynamic response towards change makes managing people a multifaceted activity in an organisation. One could not contest the fact that some organisations might resist change, but this should not stop managers to understand clearly more about people and issues (Johnson-Cramer et al., 2007, p.85).

Managing people should at some point require strong level of leadership skills in order to magnify influence as a significant source of change. According to Kotter (1998), leadership copes with change while management deals with complexity. Therefore, managing change in an organisation should effectively fall on process and people