CEO: Steven Jobs (APPLE, PIXAR, NEXT) Steven Jobs is not your “run of the mill” CEO. This statement sounds clich’e and it should because every CEO in some way is different. Steven Jobs with considerable confidence can be called the most ingenious, unconventional CEO’s in the world. First off, it is important to look at his upbringing because it proves his approach to management is pure personality. Job’s runs his company with an innovative edge that is far from collaborative. Steve Jobs’ management techniques are a direct reflection of his upbringing.
As a child, Jobs pursued his tasks and goals with a passion and aggression for success. Steven Paul Jobs was an orphan adopted by Paul and Clara Jobs of Mountain View, California in February 1955. his school he simply asked to move to a new one. So instead of attending either Berkeley or Stanford, he decided on the very liberal Reed University in Oregon. This is where Jobs was introduced to philosophies and ideas that would shape how he would treat the business world. At this time school was not important and he withdrew after the first semester of college.
When he returned home, he was thin and disheveled. He embraced a new goal of traveling to India in pursuit of what a friend termed “the electric atmosphere of love.” business world. Jobs work with Apple is where he exploits the best examples of his good and bad management styles. When Jobs started with Apple he had no specific function. He kept himself busy initially by successfully supervising the designs for the company logo and for the hard plastic shell that encased the Apple II.
Essay On Steve Jobs
INDIVIDUAL ASSIGNMENT For this assignment, I chose a very famous and well known entrepreneur. He, however, had already inspires a few famous people and have single handily help change the landscape of technology for people around the world. No, I’m not talking about the other billionaire Bill Gates (good guess though), but of course I’m referring to the one and only Steve Jobs, CEO of ...
The fact is Jobs was talented at most everything or at least seeming like he was. ”If you have a hardware man there, Steve can’t talk hardware. If you have a software man, Steve can’t talk software. He can help design computer cases” (qt d. in Butcher 103).
Job’s was not satisfied with this role and Markku la, who maneuvered himself into a position of great power at Apple.” (Butcher 90-105).
Job’s was smart in that he positioned himself for success. He knew how to be at the right place at the right time. The downside to this was he always wanted more. The He had a hard time putting his vision down in a practical manner. He saw a computer with an elegant exterior but the problem with his vision was that the way he had to have it would make production nearly impossible.
“These unreal expectations resulted in ‘miscommunication between marketing, engineering, and the all-important personal computer infrastructure’ (Butcher 141).
An important and rather sad side to Jobs was the way he treated his employees at Macintosh. Jobs had the technical know how to oversee the company but the way he dictated the company could only prove disastrous. He was extremely negative about the success of the Apple II and became extremely partial to his project the Macintosh. Jobs couldn’t participate in the success of the Apple II because it wasn’t his idea. If you did not work in the Macintosh division he treated you like an entirely separate person.
“The Macintosh division received higher salaries, invitations to company sponsored parties, and front row seats to company meetings” (Butcher 136-48).
‘While Mr. Jobs’s t ated positions on management techniques are all quite noble and worthy, in practice he is a dreadful manager. It is an unfortunate case of mouthing the right ideas but not believing in or executing them when it comes time to do something… Job’s regularly misses appointments. He does not give credit where due.
Job’s also has favorites, who can do no wrong — and others who can do no right. He interrupts and doesn’t listen. He doesn’t keep promises. He is a prime example of a manager who takes the credit for his optimistic schedules and then blames the workers when deadlines are not met.’ (qt d. in Butcher 161) No one can figure out if Job’s has learned from his mistakes at Apple and if he will succeed with his new company “Next.” But Jobs success is not contained in his conduct.
The Homework on Job Leaving Time Left
Leaving a Job Without Burning Bridges How you part ways with an employer can be important to your future success. When Shea Weston began interviewing for a new job last year, she quickly learned that the world is indeed a small, small place. She was living in Iowa at the time and was contacted about a job in Florida. After several phone interviews, she was flown to the company to meet with her ...
He has an informal approach to work hours, dress code, and office behavior. Hypothetically, if he was in charge of say and area of production it’s plain to see he lacks the ability to put together a cohesive team that can meet and execute corporate goals. Job’s obviously lacks the ability to facilitate a company internally. His major strength lies in his curiosity and innovation within the market. “To say that Steve Jobs is something of an enigma is an understatement; his style of management and his ability to accurately predict trends makes him more than just a valuable industry leader, it almost guarantees that those who pay attention will reap the profits of his predictions. Apple has been ahead of the curve time after time” (Chaffin 1) Job’s has the ability to see far beyond the limitations of time and space.
He lives in his own little world where success is inevitable and the steps to get there will not always be appropriate but if it means that those decisions will lead in the direction he wants those steps will not be questioned. There are two different ways the think about Steven Jobs. The first is the way his personality led to the failure of his management style. The other and the more important way is his forth knowledge of the market. Job’s was not successful in leading Apple managerially. He placed his selfishness ambitions first before the most important part of his company the employee’s.
He was also unable to delegate authority to those better qualified than he because he wanted as much recognition as he could get. As bad of a manager he might be the success of Apple speaks louder than his failures. Apple is non-existent without his belligerent passion a motivation for success. The moment speaks for itself. In future years Jobs personality could be extremely destructive throughout his companies but for the moment his ability to produce cash far succeeds his downfalls as a manager. Works CitedBrayan, Chaffin, and Vern Seward.
The Research paper on Job Analysis Assistant Store Managers As Today's Fashion
She was recently promoted to the position of regional sales manager for today;s fashion ,A national chain of speciality clothing stores with 200 outlets across the country marry is the regional manager for the pacific coast. one of today’s fashion’s largest markets. she manages 35 outlets in California. The outlets have a store manager reports to directly to marry. Each outlet has between three ...
‘The New York Times looks at Steven Jobs.’ The New York Times 10 May 2004. 08 Feb. 2004. Butcher, Lee. Accidental Millionaire. New York: Paragon, 1988.
Steven Jobs: A Manager? Vers. 1. 06 May 1992. 08 Feb. 2005.
