MANAGEMEN

T FUNCTIONS

01 PLANNING

02 ORGANISING

03 LEADING

04 CONTROLLING
PLANNING
Ma nage rs set c ompa ny go als a nd pl an how t o a c hi eve them . It stee rs a co mpany. Ma na geme nt is ba sed
on i t. Sett ing compa ny goa ls, a sse ssin g the situa tio n, and a pplying stra teg y a re the three ma in ste ps o f
pla nning.

A c ompany's stra tegi c an al ysis and de fini tion ma ke up strate gic pla nning. An orga niz ation's interna l
a nd e xte rna l ca pa bilit ie s a re exa mine d in strate gic ana lysi s. The Boston B ox a nalyses a n orga niza tion 's
inte rnal c apa bilit ie s, while PESTLE a nd Porte r's fi ve forc es a na lyse its exte rnal e nvironme nt. SWOT
a nalys is and the Ansoff m atrix he lp d efine st ra te gy.

The products a re ca te gorise d in to groups suc h as sta rs, c as h c ows, dogs a nd qu estion marks, b ase d o n
the ir rel ati ve ma rke t sha re and ma rk et gro wth.This t ool wi ll he lp Apple in e s tima ting its products and
unde rsta ndi ng whic h produc t nee ds more at te ntion or innova tion. It exa mine s the Politica l, Ec onomic ,
Soc ia l, Tec hnologi ca l, Leg al , and Environme ntal fa ct ors of Apple a nd he lps its de c ision-ma kers by
he lping the m ga in a be tte r unde rs tandi ng of the c ompa ny's e xte rna l e nvironme nt.
 STARS CASH COWS
high market share, high market growth high market share, low market growth
PLANNING

DOGS QUESTION MARKS

low market share, low market growth low market share, high market growth
The strategic planning tool, the Ansoff matrix helps Apple to analyse its growth strategies and analyse
their associated risks. Its four strategies are as follows:

Market penetration - increasing sales with existing products in existing markets. This has the
lowest risk.

Product development - selling new products in an existing market.

Market development - selling existing products in new markets.

Diversification - selling new products in new markets. This has the highest risk.

SWOT is a strategic planning technique that will help Apple identify its Strengths, Weakness,
Opportunities, and Threats.

Based on this analysis, the company can assess its market position and decide on a new strategy if
necessary.
 ORGANISING
T h e o rg a n i s a t i o n a l s t r u c t u r e s p o r t r a y t h e r o l e s , r e s p o n s i b i l i t i e s , r e l a t i o n s h i p s a n d l i n e s o f a u t h o r i t y. A p p l e ' s
o rg a n i s a t i o n a l s t r u c t u r e i s h i e r a r c h i c a l a n d h e l p s t o m a i n t a i n i t s l e a d e r s h i p s t y l e .

T h e f o l l o w i n g a r e t h e c h a r a c t e r i s t i c s o f A p p l e ' s o rg a n i s a t i o n a l s t r u c t u r e :

S p o k e - a n d - w h e e l h i e r a rc h y

F u n c t i o n- b a s e d g ro u p i n g

P ro d u c t - b a s e d g ro u p i n g

S p o k e - a n d - w h e e l h i e r a r c h y : M a n a g e r s h a v e m o re a u t o n o m y u n d e r t h i s f o r m o f h i e r a rc h y, w h i c h e n a b l e s m o re
collaborative work.

F u n c t i o n - b a s e d g r o u p i n g : A p p l e ' s o r g a n i s a t i o n a l s t r u c t u re h a s a f u n c t i o n - b a s e d g ro u p i n g o r a w e a k f u n c t i o n a l
m a t r i x t h a t a l l o w s t h e c o l l a b o r a t i o n b e t w e e n t h e v a r i o u s d e p a r t m e n t s a c ro s s t h e b u s i n e s s . T h i s c o n t r i b u t e s t o
t h e r a p i d i n n o v a t i o n p ro c e s s a n d e f f e c t i v e i n f o r m a t i o n d i s s e m i n a t i o n .

P r o d u c t - b a s e d g r o u p i n g : T h i s i s a d i v i s i o n a l t y p e o f o r g a n i s a t i o n a l f u n c t i o n , w h i c h m e a n s t h a t t h e re i s a
S e n i o r V P a n d a V P f o r e a c h p ro d u c t o r s e r v i c e . T h i s s t r u c t u re h e l p s t h e c o m p a n y t o m a n a g e t h e p ro d u c t s i t
delivers to its customers.
LEADING

Ac c o r d i n g t o M i n t z b e rg ,( 2 0 0 4 ) “ Le a d e r s h i p i n c l u d e s From t he sim pl ificati on of the hardware and

sources of social and informal influence that companies soft ware, he used t o fol low t he saying, ‘sim pli city
u s e t o i n s p i r e t h e a c t i o n s o f o t h e rs . Th e re f o r e , i f
is t he ul ti mat e evoluti on.’ He li kes to creat e
m a n a g e r s a r e e ff e c t i v e l e a d e r s , e m p l o y e e s wi l l b e e a g e r
com peti tive advant ages am ong his compet it ors
t o m a k e a n e ff o r t t o a c h i e v e o rg a n i z a t i o n a l g o a l s . Th e r e
because compet it or products are m ore com pl icated
i s a l o t o f re s e a r c h a n d s t u d i e s t h a t t a l k a b o u t c a r e e r
s i t u a t i o n s a n d p r o v i d e i m p o r t a n t i n f o rm a t i o n a b o u t h o w to use, so St eve Jobs’s sim pli cit y was not i gnori ng
m a n a g e r s c a n l e a d S t a ff m o r e e ff e c t i v e l y. com plexi ty but rat her overcom ing i t and the
com pany wit nessed very large developm ent and
S t e v e Em p l o y m e n t s h e i s w o r k i n a p p l e c o m p a n y i n 1 9 7 6
t h e c o - f o u n d e r S t e v e a n d S t e v e Wo z n i a k a n d R o n a l d growt h and achi eved t remendous success in the
Wa y n e e s t a b l i s h e d Ma c . B u t i n 1 9 8 5 J o h n S c u l l y whol e worl d thanks t o it s l eader Steve Jobs, and
e x p e l l e d S t e v e J o b s f r o m t h e c o m p a n y, a n d a f t e r s e v e ra l after his death, Ti m Cook took over The leadershi p
years, specifically in the year 1997, Steve Jobs returned of Apple, whi ch had a different leadership st yle to
t o t h e c o m p a n y a n d b e g a n t o l e a d t h e c o m p a n y Ap p l e , change the corporate environm ent ,. Apple focuses
a n d h e r e b e g a n h i s f i r s t m i s s i o n , wh i c h i s t o i n c re a s e t h e
m ore on operati onal effi ciency whil e cont inuing
c o m p a n y ’s f o c u s o n t h e p r o d u c t t h a t m u s t b e p r o d u c e d ,
and st ri ving t o preserve t he unique cult ure t hat
S t e v e J o b s h a s a l wa y s b e e n wa r n i n g e m p l o y e e s .
Steve Jobs form ed before his death
 CONTROLLING
According to Henri,(2004) “ Monitoring includes ensuring that standards do not deviate. Control also
c o n s i s t s o f t h r e e s t e p s t h a t i n c l u d e s et t i n g p e r f o r m a n ce s t a n d a r d s , c o m p a r i n g a c t u a l p e r f o r m a n c e w i t h
s t a n d a r d s , a n d t a k i n g c o r r e ct i v e m e a s u r es w h e n n e c e s s a r y. P e r f o r m a n c e ca n b e m e a s u r e d a f t e r
m e t h o d s b a s e d o n p e r f o r m a n c e s t a n d a r d s , i n c l u d i n g f i n a n c i a l s t a t e m e n t s , s al e s r e p o r t s , p r o d u c t i o n
r e s u l t s , a n d s a t i s f a c t i o n . C u s t o m e r s a n d o ff i c i a l p e r f o r m a n c e e v a l u a t i o n s .

T h e C E O ’s m i s s i o n i s t o m o n i t o r p e r f o r m a n c e a n d e v a l u at e t h e o rg a n i z a t i o n ’s s u c c e s s i n a c h i e v i n g i t s
g o a l s a n d t a k i n g c o r r e c t i v e ac t i o n s a s n e e d e d t o m a i n t ai n a n d d e v e l o p p e r f o r m a n c e . A f t e r t h e d e a t h o f
S t e v e J o b s , A p p l e d i d n o t r el e a s e a n y t h i n g n e w b u t h a d m a d e i m p r o v ed c o p i e s o f t h e i P h o n e a n d i P a d
d e v i c e s , a n d t h e n t h e co m p a n y a n n o u n c e d t h a t t h e r e q u e s t T h e i P h o n e 5 h as e x c ee d e d $ 2 m i l l i o n i n
just 24 hours and also sold iPads at $ 3 billion in three days, so the quarterly profit increased from $
8 . 2 b i l l i o n t o $ 3 6 b i l l i o n a f t e r s e l l i n g t h e i P h o n e a n d i P a d d e v i c e s i n o n e y e a r, a n d t h e c o m p a n y ’s
share has increased It has nearly doubled since the death of Steve Jobs .
THAN KS