Essay about Donna Dubinsky and Apple Computer, Inc.

1792 Words Sep 27th, 2007 8 Pages
Donna Dubinsky and Apple Computer, Inc.

As companies today strive for success in the market place, it is the efficiency of the top management in the company, which usually determines whether or not they are able to achieve their goals. Many of these goals and values incorporate concepts surrounding quality products and services, innovation, team spirit, and efficient management, just to name a few. However, many times a disconnect in one or more of these areas can cause communication barriers, leading to various organizational conflicts and problems. In the case of Donna Dubinsky and Apple Computer, Inc. a sudden unexpected change has contributed to such organizational conflict and a break down in many of the necessary communication
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There were no prior instances, which would have highlighted the problems with the current distribution method, involving either the efficiency or the costs. In Dubinsky¡¯s own words ¡°Distribution¡¯s our Job. I couldn¡¯t get out of this mentality that what we had was working so well. The thing had never broken down¡±. It is clear that the firm¡¯s distribution system was not showing any obvious problems and hence the managers were at a loss as to why was Jobs trying to change a system, which was working pretty well. Dubinsky and Weaver were proud that distribution had never caused a delay in product delivery, and they believed that the absence of complaints was probably their highest praise. Jobs argued that new system would help in reducing the costs and would directly affect the bottomline.
Thirdly, the top down management process caused a lack of understanding and motivation of employees to accept the new idea. The vice president for human resources, Jay Elliot, criticized the executive meeting process, pointing out that, counter to Apple values, it was an all-too-familiar instance of top management stepping around its own managers. It seems that Jobs was himself bypassing the hierarchy, which he was supposed to maintain. As the Chairman of the company, he thought that he could simply impose his own ideas on the other managers of the company. This of course caused some resentment, as there seemed to be a lack of clear logic as to why a new system was

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