Managing People in the Organisation - Apple Inc.

This presentation discusses the process of managing people in the organization, specifically focusing on Apple Inc. It covers the recruitment, selection, training, and induction process in detail. It also explores the factors that affect behavior and teamwork, as well as the management and leadership style in the organization. The presentation concludes with recommendations and references for further reading.

MANAGING PEOPLE IN THE
ORGANISATION
APPLE INC.

Introduction
 In order to consider managing people
in the organisation, goals and
objectives can be accomplish through
arrange different activities and tasks.

Recruitment, selection, training and
induction
Recruitment process is the first step which creating powerful
resource base. This process undergoes with systematic
procedure that arrange and conducting interview for final
selection of right candidate. In Apple Inc., following steps
taken in recruitment planning:
 Recruitment planning
 Recruitment strategy
 Searching

Continue…
 Screening
 Evaluation & control

Selection process
 Preliminary interview
 Receiving applications
 Screening of applications
 Employment test

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 Interview
 Reference check
 Medical examination
 Final selection

Training and induction program
In Apple Inc., following training process consider
successfully which need to be followed sys
 Needs assessment
 Deriving instructional objectives
 Designing training program

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 Implementation of the training
programme
 Evaluation of the training
programme

Factors affecting behaviour and teamwork
Following are certain factors that
affect behaviour and teamwork:
 Willpower
 Knowledge and skills
 Social motivation

Management and leadership style
(Comparison)
Basis Management style Leadership style
Authoritative/Autocratic leadership
style
As per authoritative style,
managers of Apple Inc. highly
autocratic which show little trust
among subordinates.
As compare to this, autocratic
leadership consider willing to hear
and develop subordinates ideas that
turn into autocratic benevolent.
Consultative/ participative style In this way, managers have
substantial but not complete
confidence and trust among several
subordinates.
In this aspect, participative style
usually consult with subordinates
on proposed actions and decisions
which encourage participation
from them.

Contrasting between management and
leadership style
Basis Management style Leadership style
Authoritative/Autocratic
leadership style
Authoritative style of
management uses rewards and
upward communication that is
censored or restricted.
In contrasting, autocratic
leadership style not involving
subordinates to take part in
decision making.
Consultative/ participative
style
As per consultative style,
managers can easily take
participation of their
subordinates to increase more
effective results at workplace.
Similarly, participative style of
leadership assists to take
suggestions from staff
members and accomplish goals
in business.

Organisational structure and culture
In Apple Inc., line organisational
structure has been followed that
helps to flow authority in vertical
form from top most executive to
the lowest subordinates.

CONCLUSION AND
RECOMMENDATIONS
 From the present presentation, it can be
summarised that in Apple Inc.
recruitment, selection and training &
induction program considered
successfully in the business. In this
regard, factors are also concluded that
affect behaviour and teamwork.

REFERENCES
 Alsop, M., Griffin, E. and Smith, G., 2016. HR and Organisation Development: A Match Made in
Heaven or the Odd Couple?. In A Field Guide for Organisation Development (pp. 47-58).
Routledge.
 Chen, Y.C. and Wang, Y.J., 2018. Application and development of the people capability maturity
model level of an organisation. Total Quality Management & Business Excellence. 29(3-4).
pp.329-345.
 Tortorella, G.L., Marodin, G.A. and Miorando, R., 2015. Learning organisation and human
resources management practices: an exploratory research in medium-sized enterprises undergoing
a lean implementation. International Journal of Production Research. 53(13). pp.3989-4000.

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