Organizational Behavior Report: Apple's Leadership and Motivation

This report provides an in-depth analysis of Apple's organizational behavior, examining leadership, motivation, and culture within the company. It begins with an introduction to organizational behavior and its relevance, followed by a discussion of theoretical frameworks including leadership styles (transactional and transformational), motivation theories (Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory), and cultural models (Handy's Four Types of Culture, Johnson and Scholes' Cultural Web, and Schein and Hofstede's definitions). The analysis section assesses Apple's leadership, contrasting Steve Jobs' transformational leadership with Tim Cook's transactional approach. It then explores employee motivation, considering the practical application of Maslow's and Herzberg's theories within Apple. The report also examines Apple's organizational culture. The report concludes with recommendations for improvement and emphasizes the importance of these organizational behavior elements to overall company performance and employee satisfaction. The report uses secondary research to support its findings and recommendations.

Running head: ORGANIZATIONAL BEHAVIOUR
ORGANIZATIONAL BEHAVIOUR
Name of the Student
Name of the University
Author Note

1ORGANIZATIONAL BEHAVIOUR
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
(A) Theoretical framework:...................................................................................................2
Leadership-.........................................................................................................................2
Motivation:.........................................................................................................................3
Culture:...............................................................................................................................6
(B) Analysis:..........................................................................................................................8
Leadership-.........................................................................................................................8
Leadership- Statement of Findings:...................................................................................8
Motivation- Process...........................................................................................................9
Statement of Findings:.....................................................................................................10
Culture-............................................................................................................................10
Organizational Culture at Apple:.....................................................................................11
Recommendations:...................................................................................................................14
Leadership-...........................................................................................................................14
Motivation-...........................................................................................................................14
Culture:.................................................................................................................................15
Conclusion................................................................................................................................15
References:...............................................................................................................................16

2ORGANIZATIONAL BEHAVIOUR
Introduction
The study involving both organizational activity and individual behavior within an
organization is known as the discipline of organizational behavior (Buchanan and Huczynski
2019). The aim of the paper is to assess an organization based on the perspective of
Organizational Behavior (OB) in association with the identification of critical issue(s). In this
report, the concepts, theories, and models of organizational behavior will support the analysis
and discussion. The organization selected for this report is Apple. The main objective of the
report is to determine the effectiveness of Apple as an organization with respect to three
aspects involving, leadership, motivation, and culture. The report will frame the analysis on
the basis of secondary research. Secondary research will help to deduce the significant and
appropriate information for the selected companies and will establish the recommendations
on identified concerns with institutional knowledge and policies. Rephrasing the concepts and
state of organization with respect to Organizational Behavior will conclude the paper.
Discussion
(A) Theoretical framework:
Leadership-
The potential of influencing and motivating individual and group performance with
respect to a common goal reflects the outcome of leadership. Leadership roles aim at
developing futuristic visions for the employed group by motivating and improving their skills
as per the requirement of the ultimate objective. In accordance with the definition of Keith
Davis, Leadership demonstrates the capability of persuading others in order to seek
objectives and goals with active participation and enthusiasm (Northouse 2018). According
to him, leadership can also be considered as the human factor that contributes towards
binding a group.

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Transactional Leadership-
The style in leadership, which is responsible for promoting compliance by adopting
both the methods of punishment and rewards, is known as transactional leadership.
Transactional leaders are capable of motivating the workforce for a shorter duration of the
period. Transactional leadership majorly and mostly relies on self-motivated individuals by
directing workforce participation in a directed and structured environment (Grint et al. 2016).
The characteristics of transactional leadership involve resistance in change, discouraging
independent thinking, rewarding performances and directive.
Transformational Leadership-
The theory or style in leadership in which the leadership position contributes towards
identifying changes and constructing a vision for the execution of the identified change
opportunity reflects the characteristics of a transformational leader. Transformational
leadership helps in motivating and incorporating positive changes. The traits of a
transformational leader involve passion, enthusiasm and urge for change. Unlike transactional
leaders, transformational leaders integrate intellectual stimulation, individualized
consideration, idealized influence, and inspirational motivation.
Motivation:
Motivation can be defined as the drive, desire or experience or even aversion
regarding a thing, person or process. Motivation also represents the state of need and want,
experienced by an individual or group. Motivation can contribute majorly to the context of
accomplishing goals. Motivation can easily be influenced by psychological factors.
Maslow motivation theory-
A) About the theory

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This theory was introduced by Abraham Maslow for categorizing the needs of an
individual into five categories involving, physiological needs, safety needs, social needs,
esteem needs and lastly self-actualization needs. Maslow’s Hierarchy of needs theory
represents the internal drives, which influences the behavior of an individual. The need
categories are:
 Physiological needs: The physiological needs represent basic human needs like air,
water, shelter, and food.
 Safety needs: This category represents the needs that can offer a sense of well-being
or security like financial security, job security, protection from adverse effects and
personal security (Kuvaas, Buch and Dysvik 2018).
 Social needs: The needs like belongingness and love represents the sense of
acceptance in the societal structure and environment. The sense of bond and
relationship amongst the workforce in the organization represents the tier of social
needs.
 Esteem needs: This tier represents the need for self-respect and self-esteem, which
are the most significant factors of earning respect. Recognition, promotion, praise and
even additional responsibilities can contribute to esteem needs.
 Self-actualization needs: This represents the fullest potential of an individual or
employee, where the drive is acquired through self-achievement of a goal or by
holding an executive position in the current state of life or decision-making position
or participation in professional life.
B) Definition
Maslow's Hierarchy of Needs can be defined, as a motivational theory within
psychology, which constitutes the five-tier model representing human needs. Maslow's

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Hierarchy of needs reflects the hierarchical levels in the shape of the pyramid. The order of
the placement of needs demonstrates that the lower need category needs to be fulfilled for
reaching the top-most need.
C) Diagram
Herzberg Two Factor Theory-
A) About the theory
Herzberg Two Factor Theory is also termed as dual-factor theory and motivation-
hygiene theory, which represents the influence of motivating factors and hygiene factors that
can influence the job satisfaction and efficiency of performance in an organization.
Motivators represent the encouragement for the workforce and hygiene factors represent the
aspects that do not encourage the performance and participation of employees but can
influence the work negatively if those aspects are absent. The instance of motivators can be

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recognition, responsibilities, and growth. Supervision, salary, company policies, status, and
security represent hygiene factors of motivation (Porter, Riesenmy and Fields 2016). This
theory was introduced in the year 1923 to 2000.
B) Definition
Herzberg’s Two-Factor Theory can be defined as the model, which states the
availability of two categories of factors in a workplace with the potentiality of influencing the
workforce satisfaction and performance and for stimulating dissatisfaction (Bexheti and
Bexheti 2016).
C) Diagram
Culture:
1. Charles Handy- Four types of Culture-
According to Charles Handy, organizational culture can be defined through four distinctive
forms of culture.
Power Culture- Power can be witnessed amongst a few individuals in an organization, which
influences the behavior and action of the rest of the complete organization.

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Role Culture- This culture is based upon rules, with high control over the system where
everyone knows his or her tasks and responsibilities.
Task Culture- Task culture responds to a specific concern identified by an organization.
Person Culture- Individuals are valued and are prioritized along and sometimes superior to
the goals and strategies of organizations.
2. Johnson and Scholes- Cultural Web-
Johnson and Scholes introduced six distinctive but interconnected constituents that
significantly influence the values or working environment of an organization.
Stories: The representation and identification of the organization.
Routines and Rituals: Accepted practices and norms represent this constituent.
Symbols: Official and unofficial representation of culture like physical artifacts represents
symbols.
Organizational structure: Hierarchical and formal structure demonstrating power, influences,
and responsibilities amongst the workforce.
Power structure: The system and people with the power of influencing strategies and
decisions.
Control systems: Organization’s control over things represents control systems.
3. Definitions of Culture-
A) Schein: Organizational culture can be defined as the primary tactic presumptions
regarding how the globe is in the presence of a group of people, which determines the
thoughts, overt behavior, perception and feelings in them.

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B) Hofstede: Organizational culture can be defined by the process involved in an
organization, where members relate to one another, their outside world and work in
contradiction to other companies.
(B) Analysis:
Leadership-
Transformational Leadership Transactional Leadership
 Followers are motivated or directed
for completing roles in agreement
with the exchange of reward or
punishment (Mendenhall et al. 2017).
 Followers are motivated and made
aware of the required change
opportunities
 The leader focuses on goals.  The leader focuses on vision.
 Integrates punishments and rewards
and maintains the status quo
 Integrates enthusiasm, motivation,
and charisma with individualized
consideration (Fiaz, Su and Saqib
2017)
 Leadership in this case in responsive  Leadership, in this case, is proactive
Leadership- Statement of Findings:
Steve Jobs can be considered as the transformational leader, who strongly believed in
leading the workforce in the company by inspiring or motivating skills, by imparting vision
and by encouraging their contribution through his charismatic personality. Steve Jobs always
led by recognizing change opportunities and has disrupted the market by introducing the
iPhone, iPad, and iPod. However, after the shift of position and role, when Tim Cook became
the CEO of Apple, the workforce experienced a drastic change in the whole system and style

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of leadership. Although, Tim Cook believed to be the work in the path and improve the state
of Apple in the market by incorporating efficiency his leadership style is different from Steve
Jobs (Yahaya and Ebrahim 2016). The first 'direction' introduced by Tim Cook was, 'time-
based competition', which demands more focus on time within designing, manufacturing as
even marketing of the products (Wilson 2018). This strategy resulted in the direction of an
approach for the workforce, which needs to invest in varieties, price erosion, and faster
competition response. This fast approach needs specific directions more than motivation,
requires boundaries and norms for the subordinates for accomplishing faster short-term
results (Dhiman 2019). The goal is set to have a time-based competitive response to the
growing market rather than focusing on the ultimate vision. These approaches and
characteristics of actions represent the transactional style of leadership in Apple currently.
Motivation- Process
Maslow’s Hierarchy of Needs model is considered to be one of the most significant
and well-categorized theoretical frameworks as it divides all possible needs of an individual
in orders and placed them from the series of attainment. However, the practical presence and
attainment of all categories of needs in an organization are not possible or existent. The
hierarchical position represents the order of priority for an individual but the order and
hierarchy may differ for the employees working in varying levels (Fallatah and Syed 2018).
Moreover, the theory also has not considered the integration of cultural differences in
categorizing the hierarchical position of the needs.
The Herzberg Two-Factor Theory has also been proven to be one of the major
influencers of integrating and reframing the motivational paradigm of organizations since its
introduction. However, the changes introduced in the knowledge and digital era, where
organizational environment and influencing factors have changed, it possess a threat to the
application of the theory (Alshmemri, Shahwan-Akl and Maude 2017).

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Statement of Findings:
Employee motivation or demotivation at Apple-
Apple has been maintaining its workplace culture in alignment with the goal of
employee motivation for a very long time. Steve Job has critically incorporated every need
from Maslow's Hierarchy of Needs in the workplace, making it engaging and creative. Apple
maintains a decent average salary ensuring satisfying survival. Apple offers a variety of
applications and policies, which protect the employability of the workforce. Apple also
invests in the social network structure of the workplace by improving work teams,
infrastructure and by integrating flexibility. Moreover, Apple also improves and shifts its
rewards and recognition by adding various innovative incentives and appraisals, which
maintains the self-esteem of the workforce (Lee and Raschke 2016). However, after the
drastic shift in the leadership function at Apple with the joining of Tim Cook, the
motivational priorities and attainment have changed and the leadership approach represents
the state of insecurity and state of dissatisfaction with the experiences of directive style
(Hopper 2019). Although, the organization still maintains the benefits required for satisfying
hierarchical needs the focus has been majorly directed at the goal of responding to
competition rather than incorporating continual change, innovation and flexibility in the
workplace. The newer approach restricts the individuals to have flexibility and ownership
(self-actualization need) to create something disruptive, risky but innovative for the
organization.
Culture-
Culture can be divided into four types, Market, Hierarchy, Adhocracy, and Clan.
Clan-oriented: Family Like culture with a concentration on nurturing and mentoring
Adhocracy-oriented: Dynamic and entrepreneurial with a risk-taking approach

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Market-oriented: High focus on accomplishments, ‘getting jobs done’ and competition
Hierarchy-oriented: Controlled and structured with a concentration on stability, 'doing things
right' and focus over efficiency (Driskill 2018).
Organizational Culture at Apple:
Earlier the organizational culture of Apple was strictly focused on innovation, family-
like and mentoring with the flexibility of being dynamic but currently, under the leadership of
Tim Cook, the organizational culture is market-oriented. The organizational culture is based
upon the strategy of 'time-based competition' with a high focus on market trends and 'getting
the job done' with accomplishments at every short-term step. Moreover, the culture also
represents an evidence glimpse of role culture, which restricts the practice of flexibility to a
greater extent.
Johnson and Scholes Web culture-
Constituents Organization- Apple
Stories  Apple has evolved a lot
under the leadership of
Steve Jobs.
 Over the years it has
partnered with IBM,
Cisco, and SAP.
 The company took 150
million dollars of
investment from Bill
Gates to turn around its
decline.