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Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Date post: 08-Apr-2015
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Group number 10 08P016 Deepak Sarda 08P052 Hersh Tolani 08P044 Saurabh Dhiman 08P042 Rohit Chawla 08P039 Reeti Bhatia 08P051 Karan Sud Debi Coleman & Apple Computers
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Page 1: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Group number 1008P016 Deepak Sarda08P052 Hersh Tolani

08P044 Saurabh Dhiman08P042 Rohit Chawla08P039 Reeti Bhatia08P051 Karan Sud

Debi Coleman& Apple Computers

Page 2: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Review of the factsDebi Coleman an MBA from Stanford

University joins APPLE as a project controller in MAC group

She slowly starts building reputation & position in company

Donna Dubinsky Mac group was provided its own factory in

Fremont,California

Page 3: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Situational Analysis

Page 4: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Troubles in Fremont plantBy fall of ‘83 factory was over budgetTwo of the three operations managers were

fired & one quitInventory was out of control & plant was

under producingFinally, in May 84 Coleman was made

controller at Fremont plant

Page 5: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Just In Time DistributionThe Fremont factory finally clickedColeman began to look into logistics,

researching and inventory carrying costs to identify loopholes

Steve Jobs asked her to give presentation at MAC quarterly review meeting on distribution

The marketing staff was very upset by the proposal

Page 6: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

The Distribution task forceA distribution task force was formed to look

into the matterDonnas side came back with point by point

refutations of Coleman's assertionsThe task force meeting trailed off without

reaching any resolutionJean-Louis Gasse was offered the MAC

division and Steve Jobs was pushed out

Page 7: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Problem analysisThe case can be analysed at several levelsOrganizational level conflictInter- personal conflict between Coleman and

Donna DubinskyInner conflict of Debi Coleman

Page 8: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Organizational level conflictNo coordination between departmentsEach division had different role perceptionsSuborganizational goals were given more

importance than superorganizational goalsEmployees had a win-lose attitude rather

than a win-win attitude

Page 9: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Conflict between Debi Coleman & Donna Dubinsky Debi ColemanViewed her division's problems over the

orginisation’s overall benefit (i.e process verses goal conflict)

Later tried to avoid the conflict which made the situation worse

Page 10: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Conflict between Debi Coleman & Donna Dubinsky Donna DubinskyViewed her division's problems over the

organisation's overall benefit i.e. process verses goal conflict

Adopted the method of perceptual defense

Page 11: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Internal conflict of Debi ColemanDidn't know how to respond to Job’s request

to make changes when she didn't believe in them herself

Though she thought that stalled R&D, marketing dropping margins and profit were the real problem she still went with the JIT idea

Wondered whether she was carrying out Job’s idea at the cost of her relationship with other employees

Page 12: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Decision analysisShould have expressed her concerns at the very

beginning (constructive conflict) rather than avoiding conflict with Jobs

Well defined roles would avoid conflicting role perceptions

Better dialogue could have taken place by seeing each other’s point of view

Superorganizational goals should have been given more importance

Employees should have a Win-win rather than a Win-lose attitude

Page 13: Debi 32 Coleman 32 Amp 32 Apple 32 Computer 32 INC

Thank You


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