Apple, branding and product differentiation
Over the years, branding and product differentiation approaches have emerged as powerful platforms to generate and sustain competitive advantages of the organization. To an extent, this approach yields sustained success for the organization in the form of large market share, profitability and customer loyalty. However, it is vital for the management appreciate the role of individual employee whose contribution directs the organization through the right channels. This suggests why recruitment teams aim to acquire the best minds to help the organization flourish as great employees translate to a great organization.
HR managers must realize that building workforce comprising members destined to succeed, involves ensuring that goals of employees are in line with the organizational objectives. Knowledge of organization behavior mandates the human resource team to identify active interaction points between the individual's attitude and behavior as basis of supporting organization culture.
[...] Although they make several mistakes, employees work hard to attain perfection. Contrary to other companies that believe in getting it out there and fixing it later, Apple believes in getting it right the first time and thereafter improving their products with newer versions (Anthony para 9). The organization culture demonstrated by the design culture permeating throughout the organization begins at the leadership level and flows to other levels, where each employee is responsible to 8 understand and exercise it. This makes it difficult for rival organizations seeking to surpass the success of Apple Inc. [...]
[...] Organizational culture involves the defined set of values and behavior which forms the basis for corporate objectives, and which all levels of the company should comply with to attain success Apple Organization Culture Secretive Core Management should avoid underestimating the potential of strong organization culture to propel the firm to heights of success. This arises in the ‘magic' culture injected by Job during his second reign at Apple, which turned the enterprise he cofounded from bankruptcy to the most valuable enterprise in the world. The success of Apple owes to the secrecy core that defines it as an organization poorly understood from both internal quarters and the external environment. Despite the business world striving towards corporate transparency, Apple emphasis lay in the secrecy core as the foundation of its culture. [...]
[...] Secondly, the rationale of Apple secrecy operates beyond opaque similar to opening a film. During the security briefing, employees are aware that when the company is launching a new product, it remains top secret to the internal quarters and any prelease amount to ultimate firing. The organization values secrecy as worth millions of dollars from the media coverage, as this generates suspense. Any prelease of product information to the external environment would dampen the suspense. Similarly, releasing details of new projects would cause consumers to postpone purchasing existing products as they await better generations of products. [...]
[...] Firstly, the leader should communicate one's desire and operationalize the ideas to keep the organization culture outward focused beyond financial gains. Secondly, one requires leading from the front by representing clearly the tone of the culture through personal priorities and values when regularly engaging team members and other stakeholders. Finally, living and acting as per one's desired legacy to attain the ultimate 10 goals, ensures the sustenance of high standards for others to notice and desire attaining the excellent culture demonstrated Bibliography Anthony. [...]
[...] Two Faces of Apple. [...]
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