Management Styles of Apple, Google, and SEMCO
There are some businesses in the world that stand out more then others due to their success and ability to stay relevant in their sectors. Three such companies, Apple, Google and Semco are like the "all-star" team of corporations that command respect at the mention of their names. The reasons for their success are illustrated in the business articles “Managing Without Managers,” “How Apple Got Everything Right by doing Everything Wrong,” and “Where does Google go from here?” These articles give us some historical information about the companies, and some insights into their management styles. Apple has become very successful with an autocratic system under Steve Jobs, Google is very good to its employees as it uses a participative management style, and Semco has totally redesigned its old techniques of autocracy to allow for a completely democratic, participatory, circular management system. These companies are very successful, so obviously, all of their styles have some merit; however, it is clearly ideal to have a certain amount of participation in a management program, as Semco illustrates. These companies are similar and different in some ways. While these businesses are market leaders, the products and services they offer are very different. Google offers a powerful search engine along with communication and information tools; On the other hand, Apple offers software and technological devices. The types of products and services that are offered by Apple, Google and Semco are the main differences between the companies. Semco produces many different products such as: marine pumps, digital scanners, dishwashers, and mixing equipment. Apple is focused on technology-based products and Google is concerned with information related services, while Semco is concerned with machinery-based products. None of these companies would be successful in any market without the strength of the entrepreneurs who were willing to make difficult decisions. When Semler took over Semco over twenty years ago, the company was failing. His changes in management, which were very difficult to make and questioned by many people, eventually helped the company to be a manufacturing leader in Brazil (Semler 1). Similarly, the success of Apple and Google were the result of very dedicated and intelligent entrepreneurs. For example, the article “How Apple Got Everything Right by Doing Everything Wrong” states that Steve Jobs is a typical entrepreneur who ignores the rules that apply for everyone else, often parking in the handicap spot (1). As Norm Althouse states, entrepreneurs such as Jobs and Semler are often very similar. He describes them as “people with vision, drive, and creativity who are willing to take the risk of starting and managing a new business or to…greatly change the scope and direction of an existing firm (175). While Jobs started Apple from nothing, Semler took over his company from his father and changed it from a top down management style to a new, circular management style. Google, while very similar to Apple in the fact that it is a successful technology company, has a unique management style which is different from the other two. It can be assumed that all three companies have business plans that address past mistakes, present duties and future goals, all organized in a way that allows them to steadily increase their business. This has allowed them to thrive even through the world's economic woes of the recent recession. It goes without saying that all three of these companies are looking to expand their business to stay ahead of their competition, so they continue to improve things like management style. To illustrate this, it is common knowledge that Google is figuring out new strategies to keep themselves relevant after being the top the world market strategies like acquiring Youtube and constantly thinking of new innovations with research and development initiatives....
Cited: Althouse, Norm, Shirley Rose, Laura Allan, Lawrance Gitman, and Carl McDaniel The Future of Canadian Business (Third Addition). Toronto: Tompson Nelson. (2001). Print.
Lashinsky, Adam. Where does Google go Next CNN News Online. (2008).Web.
Kahney, Leander. “How Apple Got Everything Right by Doing Everything Wrong.” Wired Magazine 16.04 (2008). Web.
Semler, Ricardo. Managing without Managers. Harvard Business Review (1989). Print.
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