Apple Inc. Organization Study Report


Apple Inc is an American based multinational company that is involved in developing and selling computer software, electronics and online services. The Corporation was founded in 1976 by Steve Jobs, Ronald Wayne and Steve Wozniak with the main objective of developing and selling personal computers. This focus shifted in 2007, where there was an adjustment towards development of consumer electronics (Lashinsky, 2014). The company has been operational for 40 years, and it has experienced ups and downs during this period. Much of the success started to be actualized after the company shifted its focus in 2007.

Apple Inc is the second largest cell phone manufacturer and the largest information technology corporation in the world. At the beginning of 2016, the company had a total of 478 retail stores distributed in seventeen countries (Shonk, 2016).

The company’s mission aims at ensuring that consumers are accorded the best experience by provision of easy-to-use software, innovative hardware and sleek product design. The company is driven by various goals and objectives. Among them is bringing the ultimate user experience to all consumers through its technologies and innovative products. Apple Inc also aims at increasing sales volume by launching new products, opening more stores, using smart market tactics and streamlining production (Jargosch & Jurich, 2014). There is also the objective of ensuring they avail high quality services to consumers at all times.

Apple’s primary stakeholders include consumers, investors, communities, competitors and employees. All the stakeholders are treated in the best way possible since they are responsible for the growth and success of the organization in one way or another. Based on the industry of operation, Apple has several competitors. Under the software segment there is Android, Windows and Blackberry. In terms of laptops there is Dell, Sony, HP, Asus, Acer and Toshiba. With regards to smart phones, Samsung seems to be the major competitor. This is just to mention a few of the competitors since there are several. The technological industry is quite dynamic in a way that even startups can mount due pressure to already established companies.

Over the years, Apple has established various resources that have made it possible for its success. Among the tangible resources there is tailored software and hardware system, massive technical patents, well-fortified and global supply chain (Lashinsky, 2014). Intangible resources include Steve job’s vision, competent software development team, industrial design capability and favorable relationships with original equipment manufacturers.


Structural Analysis

Apple Inc’s organizational structure has been among the factors contributing to the company’s successful innovations. A structure in any organization has the ability to create opportunities to enhance growth as well as act as a stumbling block depending on how it augments with the available resources.

During the Steve Jobs era, the company was known to exert an autocratic leadership style. Steve Jobs was known to micro-manage several business operations that were taking place in the company, where almost everything had to flow through him (Jargosch & Jurich, 2014). Under the current CEO (Tim Cook), the company seems to have adopted a more collaborative approach. Among the notable aspects that have been initiated by Tim Cook is embracing decentralization with regards to decision making. This move was taken with the objective of encouraging creativity and innovation at different levels.

The structure used at Apple Inc has been effective in supporting performance to ensure leadership within the industry.

Features of Apple Inc’s Organizational Structure

The company’s organizational structure has several characteristics. Apple’s significant characteristics can be deduced as:

Function-Based Grouping

Function-based grouping is observed at the upper tier of the organizational structure. Every vice president that is mandated to report to Tim Cook is allocated a specific business function. A good example is where there is an SVP for marketing, an SVP for industrial design and an SVP for retail. The top leaders in the company tend to address the company’s needs with regards to function areas (Jargosch

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