Describes a major conflict within Apple Computer in 1985 over control of product distribution. The founder and chairman, Steve Jobs, proposed a new distribution process which would transfer many responsibilities away from distribution manager, Donna Dubinsky. Dubinsky believed, however, that this process would be practically and financially unworkable. Presents her defensive and unsuccessful conflict management, culminating in her threatened resignation.
This case deals with the recipients of change, that is the people who are affected by change management and how they cope with change efforts.
Lewin Change model Unfreeze – need for change
Action Research Model Problem Definition, consultation, data gathering
Magnitude of change – significant
Motivating the change, Creating readiness and overcoming resistance. Dubinsky did not see then need for dramatic change progress was being made.
Energizing commitment reasons and vision where not shared. The organisation and Donna were not sensitised to the pressures for change. There was no or inappropriate participation and involvement.
Political support, ultimate power was used by Jobbs. Dubinsky did not influence stakeholders
Dubinsky source of power with her support, knowledge, personality (Griener and V.Schein)
The Business plan on Case Analysis Donna Dubinsky And Apple Computer
... in constant changes of trends within computer market in eighties and nineties that allowed Dubinsky to adopt proper distribution methods for ... being appointed as head of Apples distribution division. Even though this position allowed Dubinsky to continue on with employment of ... It would drastically affect a complex distribution system, which was organized by Dubinsky over the course of four years. ...
Employee involvement, Initial empowerment, High motivation and autonomy
Change was not planned? Little sign of an emergent model not a learning organisation more power struggle.
Nadler Congruence Model – systems approach, change was due to environmental change but there was no planning transformation processes or outputs. Was not change as such but idea or proposal?
Nadler problems of change key
Resistance – no motivation
Control – transition not considered
Power – political dynamics not supporting
Leadership?
Communication
Leadership styles
Conflict – no third part intervention
Cyclical model of interpersonal conlict (Walton) – issues behaviour consequences
Conflicting management style
Leadership grid Blake & Mouton
Dubinsky high regard for people – Team management
Jobbs high concern for production ? Authority compliance?
Clash of culture?
Values approach – Denison and Spreitzer
Internal external focus
Central decentralised
(group to hierarchical)??
Quinn competing values –
Apple values
Indivdual performance
Team spirt – open
Good management -trust the motives and integrity of supervisors, create a productive environment ??? not for Dubinsky
Quinn
Hierarchy against market/adhocracy
Contextual approach Dawson
Context – politics, concern and conflict Apple/Mac
Content – significant
Process – none
Karl Rodgers
Understand subjective reality of others
Respect, geninueness empathy ?????
Story line Themes
Garth Morgan
Walsh /Bridges
Perspectives
Donna Dubinsky
Very successful until then, Not questioned before
Narrow minded ? not proactively raising ideas
Shock, defence, (acknowledge, adapt)
Bill Campbell VP US Sales
Why did Weaver report to him. How interested was he? Sales biased, not cost?
Embarrassed by Weaver/Dubinsky questioning authority/defensiveness
Roy Weaver VP distribution & support
Limited support undermined./ demoted
Debi Coleman Man Director
The Business plan on Plan financial management approaches
The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective The candidate will demonstrate the ability to plan financial management approaches. Assessment description In response to the scenario ...
Additional power, direct relationship with Jobs, ambitious confident
John Sculley CEO
Apple and Mac contension! Undermined by Jobs dual role?
Steve Jobs
Duel roles Chairman & GM for MAC
Entrepreneurial
Right to question status quo, right to consider JIT and request proposal
Change in focus to distribution cost why? Motives not communicated.
IBM competition? Mac sales down.
Taskforce compromise
Still questions Dubinsky’s openness and decision making ability
What is the best proposal for Apple
