Management

1.Steve Jobs wasunconventionalleaderwhoemployedconsultative andconsensusbuildingapproachthat neverearnedhim anypopularity.Hewasalsoa charismatic leaderwhodemandeda lotof loyaltyfrom his employees.Heis a perfectionist whodemandeda lotof excellencefrom his employeesandwould openlycriticizethem whentheydidmistakes.Steve iscreditedforbeingvisionaryandwould alwaysarticulatethepoliciesproperlyto theemployeesandstakeholders thusputtingthem on thecorrectdevelopmentpath.Jobsisa risktolerant leaderwhocould takeall therisksthat veryfewmanagerscould takewhileestablishingtheir organizations.Through thesequalities,hemanagedto establishApple Company andbuilditfrom scratchto a companyof global importance.

2.In Apple, Steve Jobs has managedto employeeleadershipskillsin severalways.First,hecontrolledallaspectsof businessandoperationsin thecompany.This,hedidbecause wasa perfectionist andneverwantedto delegatetheJobs to his juniors whoto him would havefailedhim. Secondly,hewould openlycriticizetheemployeeswhodida mistakein their operations.Hemanagedto produceperfectproductsby insistingon takingfaultyproductsbackto thelab with theintentionof producingthebest.Hewould assessthequalityof theproduct,andifhefeelsthatitis not perfect,hewill insistthatitisperfected.

Attimes,Steve would insiston destroyingthewholecompleteproductandre-doing it.Heusedprocessanddetailsto determinehowgoodsare rolledout to themarket.In termsemployment,hebelievedon employingthebest.Hewould pickonlythemostqualified,competentandwith relevantknowledgeandskillsin thefieldwhereheintendsto work.Through this,hemanagedto establisha reliableandcompetentteamthat enabledtheorganizationto achieveits best.

3.Steve Jobs’ managementstylehas affectedthatof othertopmanagersin a numberof ways.Forinstance,someof them feelthatSteve has beenoversteppinghis mandateby supervisingthem andbeingin chargeof allaspectsof businessincludewhattheyshould manage.Thishas madethem to be demoralized.Majorityof thetop-managers are alsospecialistswhoonlyconcentrateon their lineof service.Theyare, however,not generalists as Steve onlyexpectsthem to concentrateon their lineof work.Jobsisa high-handedleaderwhodoesnot consultothertopmanagersin decisionmaking.Mostof thesemanagersare, therefore,not alwaysgroomedtowards beingmanagersoutside their lineof Jobs.

Ithinkthecompanymay not maintainits level of performancewhenSteve leaves.Thisis because heplaysa centralrolein settingthetrackforperformanceandhis departuremay leavea hugegapsince hehas not beendelegatingthisduty.Thecompanyequallyhas a numberof star roleplayerssuchas Jonathan Eve whois a famousindustrialdesigner.Theexitof Jobs in thecompanywill makeithard for any newmanagertosteerthemixing of suchestablishedandworthytalents.Someof theseemployeesmay decideto leaveorperformperfectly.Jobshasnevergroomeda successor.Findingonewhocan fullyfitin his shoesandleadwith charismajustlike him may be a pipedream.Thecompanymay, therefore,be forcedto incurlossesat theinitialstagesof thenewmanagementas hesetthetrack.

WorksCited

Bloomberg.&quotApple with orwithout Steve Jobs.&quotBloomberg(2011): 33.