In 1 985 over control of product distribution. The founder and chairman, Steve Jobs, proposed a new distribution process which would transfer many responsibilities away from distribution manager, Donna Dubbing's. Dubbing's believed, however, that this process would be practically and financially unworkable. Presents her defensive and unsuccessful conflict management, culminating In her threatened resignation. This case deals with the recipients of change, that Is the people who are affected by hang management and how they cope with change efforts.
Lenin Change model Unfreeze - need for change Action Research Model Problem Definition, consultation, data gathering Magnitude of change ; significant Motivating the change, Creating readiness and overcoming resistance. Dubbing's did not see then need for dramatic change progress was being made. Energize commitment reasons and vision where not shared. The organization and Donna were not sensitizes to the pressures
...for change. There was no or inappropriate participation and involvement. Political support, ultimate power was used by Jobs.
Dubbing's did not influence stakeholders Dubbing's source of power with her support, knowledge, personality (Greener and v. Shell) Employee involvement, Initial empowerment, High motivation and autonomy Change was not planned? Little sign of an emergent model not a learning organization more power struggle. Needle Congruence Model - systems approach, change was due to environmental change but there was no planning transformation processes or outputs. Was not change as such but idea or proposal? Needle problems of change key Control - transition not considered Power - political dynamics not supporting Leadership?
Communication Leadership styles Conflict - no third part intervention Cyclical model of interpersonal conflict (Walton) - issues behavior consequences Conflicting management style Leadership grid Blake & Mouton
Dubbing's high regard for people - Team management Jobs high concern for production ? Authority compliance? Clash of culture? Values approach - Dimension and Sprinter Internal external focus Central decentralized (group to hierarchical)?? Quinn competing values - Apple values Individual performance Team spirit - open Good management -trust the motives and integrity of supervisors, create a reductive environment ??? To for Dubbing's Hierarchy against market/autocracy Contextual approach Dawson Context - politics, concern and conflict Apple/Mac Content - significant Process - none Karl Rodgers Understand subjective reality of others Respect, genuineness empathy ????? Story line Themes Garth Morgan Walsh 'Bridges Perspectives Donna Dubbing's Very successful until then, Not questioned before Narrow minded ? Not proactively raising ideas Shock, defense, (acknowledge, adapt) Bill Campbell UP US sales Why did Weaver report to him. How interested was he? Sales biased, not cost?
Embarrassed by Weaver/Dubbing's questioning authority/defensiveness Roy Weaver UP distribution & support Limited support undermined.
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