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Fundamentals of Management MGMT1000

   

Added on  2020-03-23

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NameStudent IDClass TimeClass DateFundamentals of Management – MGMT1000Email addressName of Tutor.(1500 words)Full NameStudent ID

Apple vs. Nokia in Application Fayol’s Four Management Functions Introduction In any business environment, firms are often seen strategizing on ways to keep ahead oftheir competitors, basically by enhancing market dominance among other techniques. Thisconcern evokes the very concept of management, which is most definitely the core of anyorganization’s strategies. In this context, this paper will explore the supremacy battle betweenthe two technological giant companies, Nokia and Apple Inc., in which the paper will endeavorto elaborate how the implementation of Fayol's four functions have resulted in notabledifferences between the two firms. While Nokia is an old giant whose prowess in makingsmartphones was once irrefutable, the fact that Apple is now far much ahead of Nokia can bepurely attributed to strategies in place over the last decade.1 Technically speaking, in the lastquarter of 2009, Apple made more sales out of hardware (smartphones) and software (Appstorepurchase and subscriptions), revealing important lessons in the technology business ecosystem.2This paper will explicitly highlight the variations in planning, organizing, leading and controllingas in the Fayol’s model of management, citing possible reasons why the trend reversed in favorof its furious competitor Apple Inc. First and foremost, planning is the most fundamental aspect of progress, and thereforeany vicious managerial team would take into account extensive measures to forecast the mostsuitable course of action. As much as Nokia, the earlier giant having crafted long-termobjectivities of staying in the lead, Apple seemed to be more ambitious, from the way theydesigned their products to the way they embraced innovation. Bob, Brown, a technologyenthusiast notes that “Apple was about to launch a phone that nobody in the mobile worldthought they had much of a chance. The company was just being too ambitious” (p.26)3. Havingnoted that Nokia was selling half a billion phones a year before the iPhone, it seemed ridiculous1STL Partners. “Apple vs. Nokia: Strategic Lessons from the Smartphone / Appstore Wars” In GrowingDigital and Telco 2.0. London Penguin, 2011.2Adam, Harntung. “Get Rich, not Lost - Change your planning - Apple, Google v Nokia, Samsung, RIM, Microsoft in Smartphones.” Forbes. Last updated 05:27 Nov 23, 2010. https://www.forbes.com/sites/adamhartung/2010/11/23/get-rich-not-lost-change-your-planning-apple-google-v-nokia-samsung-rim-microsoft-in-smartphones/#4e669bbc3beb3Bob, brown. “Apple's management team: Before & after Steve Jobs left." Network World. No. 14 (2013). 24.Full NameStudent ID

enough for Apple to ever think of reversing the charts without proper planning.4 While thebiggest trick behind the huge success of Apple has been largely pointed to the uniqueness of itsproducts, one cannot ignore the fact that the firm conducted a comprehensive research whichultimately aided the customization of their next-generation technology gadgets. Thus, as much asit is unfit to claim that Nokia did not plan, most consumers widely admit that the latter did notforge sustainable plans including advancing technology and changing customer preferences inboth hardware and software.5 Lastly, Apple is credited for taking consideration of both local andinternational markets, while Nokia majorly focused on local consumption, which directlytranslated to wide acceptability and consumer loyalty of the former’s merchandise.6Conclusively, the rapid advances in Apple products and eventual superiority over the fairly rigidNokia's masterpiece demonstrate the need for proper planning for businesses. Most importantly,the planning must as well take consideration of competitors and dynamics in the trade. Secondly, leadership, which is loosely defined in terms of quality management andeffective planning by the people in authority is as well a vital factor in any organization. Inanother perspective yet, leadership in terms of market share indicates that both Nokia and Applehave been at the top of the pinnacle of tech products sales.7 Before Apple overtook Nokia as themaker of the leading smartphone in September 2011, Nokia had been an uncompromised geniusfor good running years. Taking a keener look into the leadership of Nokia, we see quite a numberof flaws that badly ruined the firm’s performance and lack of vision. Unlike Tim Cook, whosetenure at Apple since Jobs left has been all through inspirational and client-centered, StephenElop’s ill-fated leadership has landed Nokia in bad terms.8 Any organization that intends toremain steadfast in its place in the market and would first install a cutting-edge management,which runs from the chief executive officer all the way through all ranks to marketers and public4Adam, Harntung. “Get Rich, not Lost - Change your planning - Apple, Google v Nokia, Samsung, RIM, Microsoft in Smartphones.” Forbes. Last updated 05:27 Nov 23, 2010. https://www.forbes.com/sites/adamhartung/2010/11/23/get-rich-not-lost-change-your-planning-apple-google-v-nokia-samsung-rim-microsoft-in-smartphones/#4e669bbc3beb5Patel, Nilay. “Nokia vs. Apple: The In-depth Analysis”. Engadget. No.5 (2010). 38-55.6Haydn, Shaughnessy. "Apple's Rise and Nokia's Fall Highlight Platform Strategy Essentials." Forbes. No.28. (2013). 24-33.7Patel, Nilay. “Nokia vs. Apple: The In-depth Analysis”. EnGadget. No.5 (2010). 38-55.8Jonathan, Bean. “Bye Bye Nokia – A failure of management over leadership." Jonobean. Last modified Nov 12th, 2014. https://jonobean.com/2014/11/12/bye-bye-nokia-a-failure-of-management-over-leadership/Full NameStudent ID

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