Analyse the type(s) of organisational power Steve Jobs used to manage Apple.
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- Please Describe the threats of Microsoft Paul Allen how their leadership style impacted the company. please include the sources as wellUsing one of the four organisational types, identify its key internal and external stakeholders and their interests. Using a stakeholder mapping and the Power / Interest Matrix, evaluate the organisation’s key stakeholder needs and influence. Your matrix should include recommended strategies for managing relationships with the various key stakeholders.You are the Managing Director of the company. You will be leaving the country to attend a meeting outside the country. During your absence you have called the Finance Director to your office to receive a briefing as the incoming Acting Managing Director. As you guide the Finance Director on the forthcoming meeting to discuss the new business strategy, explain the following to him: i. The Broad framework of leadership style citing examples for each leadership Style. ii. Highlight the interrelated dimensions that influence organisational behavior and how the Finance Director could apply these in his position. iii. Citing examples from your workplace, discuss the main Traits and Characteristics of an effective organization.
- Explain the term organisational culture. Critically discuss how organisational culture may affect knowledge management by analysing the 4 types of culture identified by Cameron and Quinn (2006). (adhocracy, hierarchical culture, clan culture and market-based culture) How can Taylor Woodrow ensure that its culture is kept alive in its current and future expansions.Present three of the five types of organizational power. Provide a description of each type, a real-life example or scenario of a person with that power, as well as any potential abuses of that power.How do different leadership styles impact change management, and which styles are best suited for driving successful transformation Initiatives?
- Use the Goretex case to explain how the P.R.O.F.I.T. supports the assertion that it’s managerial practices and organisational culture make it ‘a great place to work’ The Case When Goretex developed the core technology on which most of its more than 2,000 worldwide patents is based, the company’s unique culture played a crucial role in allowing Gore to pursue multiple end-market applications simultaneously, enabling rapid growth from a niche business into a diversified multinational company. The company’s culture is team-based and designed to foster personal initiative. It is described on the company’s website as follows: There are no traditional organizational charts, no chains of command, nor predetermined channels of communication. Instead, we communicate directly with each other and are accountable to fellow members of our multidiscipline teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders…After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…Give me an example and explain of how Amazon company applied one or more of the four principal functions of management (planning,organizing,controlling,leading)
- After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…Uber's culture reflected the personality of the person at the top: overly aggressive and willing to do anything to win. In light of the statement above, critically discuss the roles , functions and implications of organisational culture in business