The Organizational Structure Of Steve Jobs

. Steve Jobs was born on February 24, 1955 is San Francisco, California and was given up for adoption. As a boy, he worked with his dad on electronics in their garage. He enjoyed this hobby because it allowed him to take apart and reconstruct electronics. At the age of thirteen, he met Stephen Wozniak, an electronic wiz kid. In 1975, the 20-year-old Jobs and Wozniak set up shop in Jobs ' parents ' garage, dubbed the venture Apple, and began working on the prototype of the Apple I. To generate the $1,350 in capital they used to start Apple, Steve Jobs sold his Volkswagen microbus, and Steve Wozniak sold his Hewlett-Packard calculator. In 1977, they introduced the Apple II -- the first personal computer with color graphics and a keyboard.

Theoretically, hierarchy empowers top leaders like Tim Cook to control everything that goes on in the organization. Through the hierarchy, function-based grouping and product-based grouping in this organizational structure, Apple ensures that Cook and the senior VPs control all organizational

Hierarchy typically prevents lower levels of the structure to flexibly respond to business needs and market demands. However, Tim Cook has already made slight improvements by increasing collaboration among different parts of the firm. Still, Apple’s organizational structure does not support rapid changes because everything must go through Tim Cook and the senior VPs. Apple’s organizational culture is a key factor in the company’s success. A company’s organizational culture determines capabilities in supporting changes, new policies and new strategies. In Apple’s case, employees are effectively developed and integrated into an organizational culture that facilitates rapid innovation. Such innovation is observable in terms of products like the iPhone, iPad, and Apple Watch. While the company’s organizational culture generally contributes to business strengths, it also imposes limits and challenges to the firm. Nonetheless, Apple has been gradually fine-tuning its organizational culture to properly match the dynamics of its business