Whose Turn Is It to Polish Apple

1622 words 7 pages
CASE 3: Whose Turn Is It To Polish The Apple?

GROUP 2 - CASE 3 Whose Turn Is It To Polish The Apple?

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I. Synthesis Locked in an inward looking, closed culture that was proven effective for quite some time, Apple operated in a double agent corporate environment that eventually turned catastrophic to the organization. The founders, Steven Jobs and Stephen Wozniak, relied on their guiding principles: “Do your own thing, defy the pessimists and ignore the Establishment.” Such custom gave birth to what would be Apple’s “insanely great” Mac, largely patronized and loved by users. When the shortcomings of the existing renegade corporate culture started to surface, Apple’s doomsday was inevitable causing changes in the
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Clashes between creators and managers and subsequent events that led to conflict after conflict unmasked major problems in Apple’s corporate culture. VI. Discussion of Frameworks Contingency Management Perspective In this perspective, culture is seen as an independent variable endogenous to the firm, consisting of beliefs and values developed by and within the organization (Morgan, 1997, and Deshpandé and Webster, 1989). The contingency approach to organization, which has established itself as a dominant perspective in modern organizational analysis, treats organizations as open systems that need careful management to satisfy and balance internal needs and to adapt to environmental circumstances (Morgan, 1997). Thus, measures of corporate performance are influenced in significant and systematic ways by the shared values, beliefs, identities, and commitment of organizational members (Peters and Waterman, 1982). It is possible to identify and test the elements of culture given this perspective; however, there are no extant scales or inventories for purposes of empirical analyses and surveys. As William Richard Scott describes contingency theory in the following manner: "The best way to organize depends on the nature of the environment to which the organization must relate" Organizational Cognition This approach is based on cognitive


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