Apple as the Worlds Leading Technology Company - Assignment Example

? Managing a Project's Human Resources As previously indicated the organization chosen for the project is Apple, Inc. Currently Apple, Inc. is recognized as the world’s leading technology company. While the organization faced bankruptcy for a brief period, following the return of founding member Steve Jobs Apple, Inc. it underwent significant changes and have since experienced a period of staggering growth and innovation. Job’s return carried with it a dramatic shift in organizational culture as a newfound emphasis on quality and innovation became infused into the company. With this new organizational emphasis on innovation, however, came a corresponding emphasis on stringent work elements (Lashinksky 2012). As such Apple is regarded as a highly stratified organization, with great degrees of privacy. In addition, there is tremendous emphasis within the organization on production and commitment to excellence with employees expected to adhere to these organizational elements or risk termination (Lashinksky 2012). Although Job’s has since left the organization, in terms of structure Tim Cook has assumed the chief executive officer position. Cook reports to a board of directors the head of which is Arthur Levinson. Cook then oversees a diverse array of departments that then oversee subordinate departments (Organizational Chart Apple, 2012). As this is a large scale organizational project the project manager will be CEO Tim Cook who will oversee Industrial Design head Jonathan Ive, Software Engineering design head Craig Federighi, and Hardware Engineering design head Bob Mansfield (Organizational Chart Apple, 2012). These individuals will in turn oversee sub-teams of designers under them. The stakeholders are both inter-organizational interested parties, as well as stockholders. 2. There are a variety of methods of project control and coordination. Lock (2007) articulates a number of overarching notions in regards to coordination and control mechanisms, including compiling a work breakdown schedule, planning a timescale, and managing changes and managing costs. To an extent these coordination mechanisms function as large-scale signposts in the project design. In these regards, the project underwent a two-year timescale. During this period the work breakdown schedule was segmented such that overall organizational goals were on a need to know basis, with Tim Cook and Project Management heads being the only individuals informed of the true scope of the project. Project management teams within these spectrums of division undertook specific tasks. Project costs were established from a top-down structure and reassessed accordingly. In terms of managing change, an agile management approach was implemented. Agile management, also referred to as extreme project management, has been noted to be useful new method for technology companies implementing software or hardware development (Maex 2011). Agile management is an approach to design that implements dynamic iteration and change. Figure 1 below demonstrates the iteration process implemented in the project design. Fig. 1 Project Feedback Loops In these regards, upon task completion as distinguished by the previously established timescale, coordinating project elements would be combined and these elements would then undergo project iteration. Apple, Inc. is unique in its limited emphasis on customer feedback, as such iteration was conducted internally, the results of which were then reincorporated into further project design and management. In this context of understanding, the project was coordinated and managed in the most efficient way possible. Still, ultimate success will be determined based on return to stockholder equity, as such the market will determine if differing project management should have been undertaken. 3. There are a variety of leadership qualities that a Project Manager must possess. Kouzes (1997) indicates that one of the overarching elements is that the individual inspire a shared vision. In the context of Apple, Inc. product design has been recognized as taking on not simply job-like motivation, but extending into elements of personal meaning (Lashinksy 2012). This is an approach established by Steve Jobs that extends to current Project Manager and CEO Tim Cook (Lashinksy 2012). Another prominent leadership quality is integrity. Having been an Apple, Inc. employee for over a decade and possessing a strong educational pedigree and professional background Cook demands great professional respect and possesses great integrity (Lashinksy 2012). Lock (2007, p. 65) indicates that, “the project manager must be able to choose, use, or adapt the most appropriate management methods for the particular project.” With the implementation of cutting-edge ‘agile’ management marketing techniques it’s clear that these leadership elements are adhered. Other leadership elements include those of more personal care, including empathy and good communication skills. To an extent Apple, Inc. has gained a reputation at times placing personal empathy secondary to the overarching goals of project management and product design (Lashinksy 2012). In these regards, it appears that Project Manager Tim Cook has taken a slightly unique approach to project leadership. Still, Cook’s strong emphasis on competence, tasks delegation, and team and problem solving skills seems to balance out the limited emphasis on personal empathy and care. Ultimately, Project Manager Tim Cook demonstrates strong and highly competent project management leadership qualities. 4. The Project Manager and the team were selected based on a number of elements. To a large extent delegations were based on already existing organizational structures and culture. Lewis (2000) notes that project teams must function within these institutional paradigms. It was a natural state of affairs then based on the project size that CEO Tim Cook would be the Project Manager. Perhaps the defining feature was Apple, Inc.’s emphasis on segmented and restrictive design processes, where departments were only given need to know information. This necessitated a greater degree of segmentation. The project teams were then based on already existing institutional structures, with a variety sub-teams existing in the context of the overarching project team. These sub-teams were headed by the already existing design heads of the departments that necessitated specific elements of project design, including Industrial Design head Jonathan Ive, Software Engineering design head Craig Federighi, and Hardware Engineering design head Bob Mansfield (Organizational Chart Apple, 2012). While this organizational structure was successful, one recognizes that it could have potentially been improved if the organizational structure had been considered in a dynamic context. This is because product invention and innovation necessitates a correspondingly revolutionary organizational structure. References Kouzes, J. M. (1997). The Leadership Challenge Jossey-Bass Publishers, CA. Lashinsky, A, (2012), Inside apple, Edition of book, Business plus, New York. Lewis, J. (2000). The project manager's desk reference: a comprehensive guide to project planning, scheduling, evaluation, and systems. New York: MacMillan. Lock, D, (2007), Essentials of Project management, Edition of book, Gower, New York. Lock, D, (2007), Project management, Edition of book, Gower, New York. Maex, D, (2011), Agile Management Part I – The importance of adapting to change, . Available from: http://thedoublethink.com/2010/11/agile-marketing-part-i-the- importance-of-adapting-to-change/ [Accessed: Jan 20, 2012]. Organizational Chart Apple (2012). Available from: http://www.theofficialboard.com/org-chart/apple [Accessed: Jan 20, 2012]. Appendix Fig. 2 Apple Organizational Chart Read More