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Organisational Structure of Apple.Inc

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Organisational Structure of Apple.Inc
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Organisational Structure of Apple.Inc - January 31st, 2011

Organisational Structure of Apple.Inc : Apple Inc. (NASDAQ: AAPL; previously Apple Computer, Inc.) is an American multinational corporation that designs and markets consumer electronics, computer software, and personal computers. The company's best-known hardware products include the Macintosh line of computers, the iPod, the iPhone and the iPad. Apple software includes the Mac OS X operating system; the iTunes media browser; the iLife suite of multimedia and creativity software; the iWork suite of productivity software; Aperture, a professional photography package; Final Cut Studio, a suite of professional audio and film-industry software products; Logic Studio, a suite of music production tools; the Safari internet browser; and iOS, a mobile operating system. As of August 2010[update], the company operates 301 retail stores[5] in ten countries,[6] and an online store where hardware and software products are sold. As of May 2010[update], Apple is one of the largest companies in the world and the most valuable technology company in the world, having surpassed Microsoft.[7]

Established on April 1, 1976 in Cupertino, California, and incorporated January 3, 1977,[8] the company was previously named Apple Computer, Inc., for its first 30 years, but removed the word "Computer" on January 9, 2007,[9] to reflect the company's ongoing expansion into the consumer electronics market in addition to its traditional focus on personal computers.[10] As of September 2010[update], Apple had 46,600 full time employees and 2,800 temporary full time employees worldwide[4] and had worldwide annual sales of $65.23 billion.[4]

For reasons as various as its philosophy of comprehensive aesthetic design to its distinctive advertising campaigns, Apple has established a unique reputation in the consumer electronics industry. This includes a customer base that is devoted to the company and its brand, particularly in the United States.[11] Fortune magazine named Apple the most admired company in the United States in 2008, and in the world in 2008, 2009, and 2010.[12][13][14] The company has also received widespread criticism for its contractors' labor, environmental, and business practices

Jobs, Steve - CEO
Oppenheimer, Peter - SVP and CFO
Schiller, Philip - SVP, Worldwide Product Marketing
Serlet, Bertrand - SVP, Software Engineering
Cook, Timothy - COO
Brandon, John - VP, Americas and Asia Pacific
Fredrickson, Scott - Director VAR/Distribution
Hansen, Jeff - Sr. Director Channel Sales
Wong, Paddy - Operations
Pinkman, Michael - Sr. Director Direct Marketers
Shanahan, Bob - Sr. Director of Sales
Cohen, Seth - National Accounts Manager
Rose, Elaine - MarketSource Program Manager
Rentillo, Leticia - National Programs Manager
Ruff, John - National Sales Manager
Gallagher, Susan - AppleCare Apple Americas
Stroup, Will - Mgr. Refurb
Stuart, Merrill - Mgr. Apple Online Store
Alder, Katie - Executive Assistant
Berger, Susanne - WW Telesales Director
Berning, Tom - Manager 3rd Party Products
Burt, Michael - Hardware
Paulin, Helena - Mgr Consumer & EDU
Levine, Grant - VP Operations
Sewell, Bruce - SVP and General Counsel
Ive, Jonathan - SVP, Design
Johnson, Ronald - SVP Retail
Tamaddon, Sina - SVP, Applications

In 1985, the microcomputer industry suffered its worst slump in over a decade. Many new
computer products had been promised or rumored but were not yet available, causing consumers
to delay purchases until they could evaluate the new machines. Also, the home market was
saturated. Hobbyists and professionals who worked at home were pausing to “digest” their
recently purchased systems and were not buying newer models.24 Other potential home users did
not yet see the need to have a computer in their homes, which made this market difficult to
penetrate. The business market also experienced a decrease in sales. Businesses, concerned about
an impending recession, delayed capital equipment purchases. Only one market—education--was
still growing. Apple was still the dominant player in this segment. Unfortunately, it was smaller
than either the business or home segments.
Consumer preferences also changed. Service and how new products fit into an existing family of
products had become more important. There was a growing demand for personal computers that
could communicate and share information or that were tied together into cohesive information
systems. It was estimated that this demand was growing at 30% a year, or twice the rate of the
overall industry.25
Apple Computer, Inc.
Apple focused its efforts on developing the Macintosh as an alternative business computer. In
January 1985, Apple introduced the “Macintosh Office” which consisted of the computer, a laser
printer, a local area network called Appletalk, and a file server. The company’s emphasis on
gaining acceptance in the business market led it to finally acknowledge IBM’s preeminence,
which, in turn, led to a change in its competitive strategy. In the past, said marketing director
Michael Murray, “We would have vowed to drive IBM back into the typewriter business where
it belongs.”26 In 1985, according to Bill Gates, chairman of Microsoft Corp., Apple began to
preach coexistence.27 It now emphasized developing a comprehensive line of compatible
computers that worked well with those made by other manufacturers. The company targeted
small and medium-sized businesses, accounting for 80% of personal computer sales, and tried to
win several accounts from major corporations to be used as “showcase accounts.”28
Despite these changes, Apple’s efforts to sell Macintosh to business were making little progress,
and the company experienced its first quarterly loss. The Macintosh fell short of its 150,000 sales
goal over the Christmas season by approximately 50,000.29 Sales then declined to an average of
19,000 units a month, falling even further after that.30 Sales of the Apple II, Apple Iie, and the
Apple IIc were also disappointing. The Apple II line of products was the company’s cash cow,
but in 1985 it was not bringing in the revenue it had in the past.31 Although the company
experienced stunning Christmas sales, the following quarters were worrisome. The company
earned only $10 million on sales of $435 million for the three months following Christmas, as
compared with $46 million on sales of $698 million the previous quarter.32 Apple had no
backorders left over from Christmas; rather, it had inventory excess for the first time.
Internal Problems
Disappointing market performance was attributed to internal problems. Jobs and his director of
engineering were missing schedules for crucial parts of the system. They were “months behind
with a large disk drive that would help Mac run sophisticated software programs for business and
make it easier for users to share information.”33 In addition, Apple had no salesforce with direct
access to corporations. Unlike IBM, which had 6,000 to 7,000 direct salespeople, Apple relied on
300 manufacturers representatives over whom they had no direct control. These representatives
also sold the products of other manufacturers. In the early 1980s, Apple established a 60-person
direct sales staff. However, soon after, the staff began to experience conflict with the
independent dealers who still provided most of Apple’s revenue. The direct salespeople were
accused of selling Macintoshes at lower prices than dealers, “elbowing” them out of markets.34
There were also marketing problems. The company failed to communicate a business image for
the Macintosh to the market. A former Macintosh employee stated, “Mac was being perceived as
a cutesy, avocado machine for yuppies and their kids, not as an office machine or as the
technology leader that it is.”35 This image problem was compounded by the fact that Jobs and
Sculley disagreed over marketing strategy. Jobs believed that Apple should focus on technology,
which would be the motivating force behind purchases of computers. Sculley thought the focus
should be on customer needs. Customer needs should determine the product. Therefore, getting
close to the market was of fundamental importance. Jobs complained that Sculley didn’t
understand the nuts and bolts of the business or how products were developed and questioned
Sculley’s competence.36
Apple Computer, Inc.
These problems were heightened by conflicts between the Apple II and Macintosh Divisions.
The members of the Apple product group, led by Del Yocam, were frustrated by Job’s favoring
the Macintosh product group.
According to several insiders, Jobs, a devout believer that new technology should
supersede the old, couldn’t abide the success of the venerable Apple II. Nor did he
hide his feelings. He once addressed the Apple II marketing staff as members of
the “dull and boring product division.”37
Jobs’ intense involvement with the Macintosh project had a demoralizing effect on Apple’s other
divisions. The Apple group considered this intolerable favoritism, especially since their division
was producing more than twice the revenues as the Macintosh division.38 Apple had become
“two different warring companies,” and the internal competition was self-defeating. Sculley
described his own perspective of the organization:
Initially, I saw Apple in PepsiCo terms. Frito-Lay and Pepsi-Cola could
comfortably and successfully exist as separate entities under Pepsi-Co. The Apple
II group could have its own factories and sales organization for the K-12
[kindergarten through 12th grade] education and consumer markets. Macintosh,
with its own independent operations, targeted the university and business markets.
What I didn’t realize was that it wasn’t working. The two groups became too
competitive with each other. People were getting burned out.39
In February 1985, Stephen Wozniak, designer of the Apple I and an engineer in Yocam’s group,
Sculley was losing confidence in Jobs’ ability to manage the Mac division.40 When Jobs failed to
order necessary parts for the Macintosh XL, and Apple had to discontinue the product after
having introduced it only three months earlier, Sculley became concerned.41
The organizational structure contributed to these management problems. As Sculley explained,
[The] organization created two power bases and removed me from day-to-day
operating decisions. I became more remote from the business. As chairman, Steve
was over me. And as head of a product division, he was under me. He really had
more knowledge about what was going on in the business than I did because all
the information was coming up through the product divisions. They had all the
power. The corporate staff basically became an impotent group, largely a
financial organization.42
Sculley felt that he was losing control:
It was nearly impossible to get the right information quickly when I needed it
most. I was constantly surprised by new and disturbing findings, including the
failure to order parts for the Macintosh XL. The management inexperience of
many of Apple’s key players as well as my own lack of experience in the personal

computer industry should have been early warning signs that a decentralized
organization wasn’t suited for our volatile marketplace. It set up a system under
which people would fight for what was best for their groups, not what was best
for the company as a whole.43
According to middle managers at Apple, Sculley was in Jobs’ shadow. He was not taking the
action he needed to run the company. Jobs was making all the decisions and was being favored
over all the other vice presidents.44 The board was also unhappy with the way Jobs was running
the Macintosh division. They encouraged Sculley to exercise his authority as CEO and hire a
new general manager to improve the Macintosh’s sales.45
A New Organization without Jobs
In May of 1985, Sculley announced another reorganization. The three product divisions were
consolidated into one called Product Operations. Exhibit 5 is an interoffice memo from Sculley
introducing the new organizational structure to Apple’s employees. The company was downsized
in an effort to reduce operating costs. Advertising was reduced, factories were closed, and the
Lisa computer and some development efforts were eliminated. The direct sales force was
dismissed except for those on established accounts. A total of 1,200 employees were laid off,
60% of whom were in manufacturing.46 Other cutbacks were made across the organization
except for R&D.
The other part of the reorganization called for bringing in a new general manager of the
Macintosh Division to replace Jobs. Also, Jobs operating role in the company as chairman was
taken away. On September 17, 1985, he resigned from Apple. Yocam was placed in charge of
engineering, manufacturing, and distribution, and William V. Campbell became responsible for
U.S. marketing and sales. Sculley imported two top-level executives to headquarters in
California from Europe. Jean-Louis Gassee, head of Apple France, was promoted to replace Jobs
as head of product development, and Michael Spindler, a German national, who had been
running European marketing and sales, was promoted to head all of Apple’s international
operations. Apple became one of few companies to have two Europeans at the highest levels of
senior management.

Last edited by bhautik.kawa; July 19th, 2016 at 03:18 PM..
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Ritesh Maratha
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Re: Organisational Structure of Apple.Inc - September 2nd, 2014

Thanks for Sharing Organisational Structure of Apple.Inc, Excellent Work
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Re: Organisational Structure of Apple.Inc - June 3rd, 2015

Organisational Structure of Apple is systematic and productive but, yet there are some loopholes in them but they are coping with it. Apple is leading the market on the niche market,it is very important to understand that leading doesn't mean number 01, it means they have shared a healthy market among their target audience. Niche market is basically targeting the the selected audience and not all.
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