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Group number 1008P016 Deepak Sarda08P052 Hersh Tolani
08P044 Saurabh Dhiman08P042 Rohit Chawla08P039 Reeti Bhatia08P051 Karan Sud
Debi Coleman& Apple Computers
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
Situational Analysis
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
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
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
Problem analysisThe case can be analysed at several levelsOrganizational level conflictInter- personal conflict between Coleman and
Donna DubinskyInner conflict of Debi Coleman
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
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
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
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
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
Thank You