Steve Jobs Research
[Name]
[Institute]
Author Note
Steve Jobs Research
Discussion: Steve Jobs
My leader of choice for the project is none other than Steve Jobs. He was called one of the most inspirational leaders in Silicon Valley by CEO of Intel, Andy Grove. Jobs was never an easy man to work with. In most circles, he is remembered as a control freak, with an uncanny knack for forecasting the market trends and then moving the product accordingly. It was his efforts and his efforts alone that made Apple make a name for themselves in the market by featuring them as a must-have product ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"a3dsFwUb","properties":{"formattedCitation":"(Isaacson, 2012)","plainCitation":"(Isaacson, 2012)","noteIndex":0},"citationItems":[{"id":744,"uris":["http://zotero.org/users/local/5VyEEXyp/items/2PRNBBWD"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/2PRNBBWD"],"itemData":{"id":744,"type":"article-magazine","title":"The Real Leadership Lessons of Steve Jobs","container-title":"Harvard Business Review","issue":"April 2012","source":"hbr.org","abstract":"Six months after Jobs’s death, the author of his best-selling biography identifies the practices that every CEO can try to emulate.","URL":"https://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs","ISSN":"0017-8012","author":[{"family":"Isaacson","given":"Walter"}],"issued":{"date-parts":[["2012",4,1]]},"accessed":{"date-parts":[["2019",9,5]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Isaacson, 2012).
No one can ever forget how the legendary Steve duo from “Apple Computers” would revolutionize the world of personal computers, starting with the first and only Apple I. The other “Steve” was a lord of all things technical at Apple, Jobs’ expertise primarily lay in marketing products and judge the needs of the consumer and provide it to them in a manner that was always timely. He not only took part in the manufacturing process of products that could single-handedly change the face of technological advancement as we know it, but he also told the general public himself what the product could do and why they need it in their life ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"393XfLR2","properties":{"formattedCitation":"(Yun, Jung, & Yigitcanlar, 2018)","plainCitation":"(Yun, Jung, & Yigitcanlar, 2018)","noteIndex":0},"citationItems":[{"id":739,"uris":["http://zotero.org/users/local/5VyEEXyp/items/ZRVLITWF"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/ZRVLITWF"],"itemData":{"id":739,"type":"book","title":"Open innovation of James watt and Steve jobs: Insights for sustainability of economic growth","publisher":"Multidisciplinary Digital Publishing Institute","author":[{"family":"Yun","given":"JinHyo"},{"family":"Jung","given":"Kwangho"},{"family":"Yigitcanlar","given":"Tan"}],"issued":{"date-parts":[["2018"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Yun, Jung, & Yigitcanlar, 2018).
If one looks back to 2007, to the very first conferences that introduced the iPhones, the first thing he did before unveiling the iPhone was explaining why the market needed a phone with a collapsible keyboard and why none of the products available could just cut it for them. His manner of convincing the people and making room for a product in the market when other products can do the same job was unreal. It was his leadership that made Apple shine ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"gBLe9oFK","properties":{"formattedCitation":"(Sharma & Grant, 2011)","plainCitation":"(Sharma & Grant, 2011)","noteIndex":0},"citationItems":[{"id":746,"uris":["http://zotero.org/users/local/5VyEEXyp/items/QFAFCNB5"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/QFAFCNB5"],"itemData":{"id":746,"type":"article-journal","title":"Narrative, drama and charismatic leadership: The case of Apple’s Steve Jobs","container-title":"Leadership","page":"3-26","volume":"7","issue":"1","abstract":"This article argues that a leader?s narrative and storytelling skills play a critical role in constructing their charismatic identity. In line with Goffman?s (1959) observations, we argue that these skills are effected through ?stage management?: a segregation between back and front ?performing regions? that serves to minimise potential incursions, leaks, disruptions and faux pas that may undermine the leader?s performance. Further, we suggest that Burke?s (1966) observations in relation to the importance of scene setting offer important insights into the impact of leader storytelling and narrative on followers. We revise and extend Gardner and Avolio?s (1998) dramaturgical model of the charismatic relationship in order to reflect these observations, and go on to apply this model to an analysis of three public performances by a case-study leader ? Steve Jobs, co-founder and CEO of Apple Inc. We examine Jobs? performances as discursive texts, exploring the ways in which he uses them, through stage management, to practice narrative and storytelling and explore how, through these discursive activities, he is able to define himself and his world for his followers. In doing so, we empirically demonstrate and extend the utility of the dramaturgical metaphor to the study of charismatic leadership.","DOI":"10.1177/1742715010386777","ISSN":"1742-7150","journalAbbreviation":"Leadership","author":[{"family":"Sharma","given":"Abz"},{"family":"Grant","given":"David"}],"issued":{"date-parts":[["2011",2,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Sharma & Grant, 2011).
The man was legendary in his approach and careful in his appraisal. He called the people he surrounded himself with the crazy-misfits, and ever since then, every misfit is proud to be a part of the “Crazy ones” generation.
References
ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Isaacson, W. (2012, April 1). The Real Leadership Lessons of Steve Jobs. Harvard Business Review, (April 2012). Retrieved from https://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs
Sharma, A., & Grant, D. (2011). Narrative, drama and charismatic leadership: The case of Apple’s Steve Jobs. Leadership, 7(1), 3–26. https://doi.org/10.1177/1742715010386777
Yun, J., Jung, K., & Yigitcanlar, T. (2018). Open innovation of James watt and Steve jobs: Insights for sustainability of economic growth. Multidisciplinary Digital Publishing Institute.
Discussion: Organizational Structure at Three Levels
Organizational culture is a system that informs employees coming into the organization regarding what behavior is considered appropriate and inappropriate in the workplace. This culture is largely invisible to the individuals that become part of this culture. However, it impacts all employees, the way they think, the way they see behave and the way they observe individual patterns within the workplace which has an impact on how they carry themselves while at work. It is company culture alone that allows employees to dress more casually in certain workplaces, while asks them to observe formal dress code in others ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"9p55jHpG","properties":{"formattedCitation":"(Taylor, Suminski, Das, Paxton, & Craig, 2018)","plainCitation":"(Taylor, Suminski, Das, Paxton, & Craig, 2018)","noteIndex":0},"citationItems":[{"id":749,"uris":["http://zotero.org/users/local/5VyEEXyp/items/WC4ENL2D"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/WC4ENL2D"],"itemData":{"id":749,"type":"article-journal","title":"Organizational Culture and Implications for Workplace Interventions to Reduce Sitting Time Among Office-Based Workers: A Systematic Review","container-title":"Frontiers in public health","page":"263-263","volume":"6","archive":"PubMed","archive_location":"30320051","abstract":"Background: Time spent in sedentary behaviors is an independent risk factor for several chronic diseases (e.g., cardiometabolic diseases, obesity, type 2 diabetes, and hypertension). Recently, interventions to reduce sitting time at work (a prominent sedentary behavior) have been developed and tested. Organizational culture plays a critical role in the success of workplace interventions. However, there are a limited number of studies that have examined the role of organizational culture in reducing sitting time in the workplace. Objectives: Therefore, in this systematic review, we summarized the empirical literature investigating organizational culture and sedentary behavior in the workplace and identify gaps in the knowledge base. Methods: We described the procedures of our systematic review and included two study flow diagrams that detailed the step by step process. Combinations of several search terms were used; the databases searched were PubMed, Medline, Academic Search Complete, and Google Scholar. We started with thousands of citations. After applying the inclusion and exclusion criteria, eight relevant articles were identified. Results: For each identified article, the data extracted included citation, sample, objective, intervention, assessment of organizational culture and workplace sitting, findings, and implications. Each article was rated for risk of bias by population, intervention, comparator, outcomes, and study design (PICOS) analysis. The classification for each study was either: high-, moderate-, or low-quality evidence. Given the paucity of data, no definitive conclusions were presented; however, positive trends were highlighted. Conclusions: Work place interventions to reduce sitting time at work may benefit from considering elements of organizational culture; however, the evidence to date is sparse and more high-quality studies in this area are needed. To advance the field of workplace health promotion, organizational culture, and interventions to reduce sitting at work, we present 11 recommendations.","DOI":"10.3389/fpubh.2018.00263","ISSN":"2296-2565","journalAbbreviation":"Front Public Health","language":"eng","author":[{"family":"Taylor","given":"Wendell C"},{"family":"Suminski","given":"Richard R"},{"family":"Das","given":"Bhibha M"},{"family":"Paxton","given":"Raheem J"},{"family":"Craig","given":"Derek W"}],"issued":{"date-parts":[["2018",9,24]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Taylor, Suminski, Das, Paxton, & Craig, 2018).
Some aspects of the organizational culture are visible to us, while there are others that do not lie in plain sight. Three of these aspects are called Assumption, Values, and Artifacts. Assumptions lie just below our basic awareness of a particular situation. They reflect the various nuances of human behavior, nature, and their ultimate reality. This is followed by the next aspect i.e. Value. Value are the shared principles, goals, and standards of the organizational culture that drive the workplace and motivates employees to go out of their comfort zone to achieve certain goals. Finally, artifacts can be seen as a visible aspect of the company culture. It is tangible and is the one that is deeply affected by the physical environment of the workplace ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"hEqGgNo3","properties":{"formattedCitation":"(Dimitrov, 2013)","plainCitation":"(Dimitrov, 2013)","noteIndex":0},"citationItems":[{"id":751,"uris":["http://zotero.org/users/local/5VyEEXyp/items/EYKBKV4X"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/EYKBKV4X"],"itemData":{"id":751,"type":"article-journal","title":"Edgar Schein’s Model of Organizational Culture Levels as a Hologram","container-title":"Икономически изследвания","page":"3-36","issue":"4","author":[{"family":"Dimitrov","given":"Kiril"}],"issued":{"date-parts":[["2013"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Dimitrov, 2013).
For instance, the notion that employees that are satisfied with their jobs are more productive can be called an assumption. This assumption can easily be translated as a value held dear by the company culture, which brings high-quality relationships, social equality, and workplace efficiency into question. Finally, this may lead employees to obtain artifacts such as open-door policies, flexible timing and company picnics ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"cTvZu3Cx","properties":{"formattedCitation":"(Mansfield, 2018)","plainCitation":"(Mansfield, 2018)","noteIndex":0},"citationItems":[{"id":748,"uris":["http://zotero.org/users/local/5VyEEXyp/items/UIJJ7DJT"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/UIJJ7DJT"],"itemData":{"id":748,"type":"article-journal","title":"Employee job satisfaction and attitudes in virtual workplaces","author":[{"family":"Mansfield","given":"Rebecca K."}],"issued":{"date-parts":[["2018"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Mansfield, 2018).
References
Dimitrov, K. (2013). Edgar Schein’s Model of Organizational Culture Levels as a Hologram. Икономически Изследвания, (4), 3–36.
Mansfield, R. K. (2018). Employee job satisfaction and attitudes in virtual workplaces.
Taylor, W. C., Suminski, R. R., Das, B. M., Paxton, R. J., & Craig, D. W. (2018). Organizational Culture and Implications for Workplace Interventions to Reduce Sitting Time Among Office-Based Workers: A Systematic Review. Frontiers in Public Health, 6, 263–263. https://doi.org/10.3389/fpubh.2018.00263
