no match ratiouse word formatuse times new roman 12the pdf file is the case study
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College of Administrative and Financial Sciences
Deadline: 30/11/2019 @ 23:59
Student’s ID Number:
Academic Year: 1440/1441 H
For Instructor’s Use only
Students’ Grade: Marks
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only)
via allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks
may be reduced for poor presentation. This includes filling your information
on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from
students or other resources without proper referencing will result in ZERO
marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, doublespaced) font. No pictures containing text will be accepted and will be
• Submissions without this cover page will NOT be accepted.
• This Assignment consists of a Case.
• Assignment is to be submitted by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment-3 students will able to understand the
LO 6. Apply knowledge and function effectively on teamwork activities,
management skills to create a development plan (Lo3.4)
• Please read the case “Steve Jobs’s Personality & Attitudes Drove his
Chapter 11 “Managing Individual Differences &
Behavior” available in your textbook – Management: A Practical
Approach 7th edition by Kinicki, A., & Williams, B., and answer the
(1.25 x 4 = 5 marks)
Q1. How would you evaluate Steve Jobs’s in terms of the Big Five
Q2. How would you evaluate Steve Jobs’s in terms of the five traits
important to organizational behavior? Explain.
Q3. What were Jobs’s attitudes about effective leadership? Use the three
components of attitudes to explain.
Q4. Do you believe that Jobs’s personality and attitudes affected the
workplace attitudes and behaviors of Apple employees? Explain.
Understanding the Chapter: What Do I Know?
1. What are the Big Five personality dimensions?
2. What are four personality traits managers need to be
aware of to understand workplace behavior?
3. How is emotional intelligence defined?
4. How do you distinguish values from attitudes
5. What is the process of perception?
6. What are four types of distortion in perception, and
what is the Pygmalion effect?
7. What are three work-related attitudes managers
need to be conscious of?
8. What are four types of behavior that managers need
9. Explain the two dimensions of diversity.
10. What are six sources of stress on the job?
Management in Action
Steve Jobs’s Personality & Attitudes
Drove His Success
This case is based on an interview of Steve Jobs by
Walter Isaacson, the author of the 2011 book Steve Jobs.
His saga is the entrepreneurial creation myth writ
large. Steve Jobs cofounded Apple in his parents’ garage in 1976, was ousted in 1985, returned to rescue it
from near bankruptcy in 1997, and by the time he died,
in October 2011, had built it into the world’s most
valuable company. Along the way he helped to trans370
form seven industries: personal computing, animated
movies, music, phones, tablet computing, retail stores,
and digital publishing. . . .
When Jobs returned to Apple in 1997, it was producing an array of computers and peripherals, including a dozen different versions of the Macintosh. After
a few weeks of product review sessions, he’d finally
had enough. “Stop!” he shouted. “This is crazy.” He
grabbed a Magic Marker, padded in his bare feet to a
whiteboard, and drew a two-by-two grid. “Here’s what
we need,” he declared. Atop the two columns, he wrote
“Consumer” and “Pro.” He labeled the two rows
“Desktop” and “Portable.” Their job, he told his team
members, was to focus on four great products, one for
each quadrant. All other products should be canceled.
There was a stunned silence. But by getting Apple to
focus on making just four computers, he saved the
company. “Deciding what not to do is as important as
deciding what to do,” he told me. “That’s true for companies, and it’s true for products.”
After he righted the company, Jobs began taking his
“top 100” people on a retreat each year. On the last day,
he would stand in front of a whiteboard (he loved whiteboards, because they gave him complete control of a situation and they engendered focus) and ask, “What are
the 10 things we should be doing next?” People would
fight to get their suggestions on the list. Jobs would write
them down—and then cross off the ones he decreed
dumb. After much jockeying, the group would come up
with a list of 10. Then Jobs would slash the bottom seven
and announce, “We can only do three.”
Focus was ingrained in Jobs’s personality and had
been honed by his Zen training. He relentlessly filtered
out what he considered distractions. Colleagues and
family members would at times be exasperated as they
tried to get him to deal with issues they considered important. But he would give a cold stare and refuse to
shift his laserlike focus until he was ready. . . .
Part of Jobs’s compulsion to take responsibility for
what he called “the whole widget” stemmed from his personality, which was very controlling. But it was also
driven by his passion for perfection and making elegant
products. He got hives, or worse, when contemplating the
use of great Apple software on another company’s uninspired hardware, and he was equally allergic to the
thought that unapproved apps or content might pollute
the perfection of an Apple device. It was an approach that
did not always maximize short-term profits, but in a
world filled with junky devices, inscrutable error messages, and annoying interfaces, it led to astonishing products marked by delightful user experiences. Being in the
Apple ecosystem could be as sublime as walking in one
of the Zen gardens of Kyoto that Jobs loved, and neither
experience was created by worshipping at the altar of
openness or by letting a thousand flowers bloom. Sometimes it’s nice to be in the hands of a control freak. . . .
After the iPod became a huge success, Jobs spent
little time relishing it. Instead he began to worry about
what might endanger it. One possibility was that mobile phone makers would start adding music players to
their handsets. So he cannibalized iPod sales by creating the iPhone. “If we don’t cannibalize ourselves,
someone else will,” he said.
John Sculley, who ran Apple from 1983 to 1993,
was a marketing and sales executive from Pepsi. He
focused more on profit maximization than on product
design after Jobs left, and Apple gradually declined. “I
have my own theory about why decline happens at
companies,” Jobs told me. They make some great
products, but then the sales and marketing people take
over the company, because they are the ones who can
juice up the profits. “When the sales guys run the company, the product guys don’t matter so much, and a
lot of them just turn off. It happened at Apple when
Sculley came in, which was my fault, and it happened
when Ballmer took over at Microsoft.”
When Jobs returned, he shifted Apple’s focus back
to making innovative products: the sprightly iMac, the
PowerBook, and then the iPod, the iPhone, and the
iPad. As he explained, “My passion has been to build
an enduring company where people were motivated to
make great products. Everything else was secondary.
Sure, it was great to make a profit, because that was
what allowed you to make great products. But the
products, not the profits, were the motivation. Sculley
flipped these priorities to where the goal was to make
money. It’s a subtle difference, but it ends up meaning
everything—the people you hire, who gets promoted,
what you discuss in meetings.”
Caring deeply about what customers want is much
different from continually asking them what they want;
it requires intuition and instinct about desires that have
not yet been formed. “Our task is to read things that are
not yet on the page,” Jobs explained. Instead of relying
on market research, he honed his version of empathy, an
intimate intuition about the desires of his customers. He
developed his appreciation for intuition—feelings that
are based on accumulated experiential wisdom—while
he was studying Buddhism in India as a college dropout. “The people in the Indian countryside don’t use
their intellect like we do; they use their intuition instead,” he recalled. “Intuition is a very powerful thing—
more powerful than intellect, in my opinion.” . . .
Jobs’s (in)famous ability to push people to do the
impossible was dubbed by colleagues his Reality Distortion Field, after an episode of Star Trek in which
aliens create a convincing alternative reality through
sheer mental force. An early example was when Jobs
was on the night shift at Atari and pushed Steve
Wozniak to create a game called Breakout. Woz said it
would take months, but Jobs stared at him and insisted
he could do it in four days. Woz knew that was impossible, but he ended up doing it.
Those who did not know Jobs interpreted the Reality Distortion Field as a euphemism for bullying and
lying. But those who worked with him admitted that
the trait, infuriating as it might be, led them to perform
extraordinary feats. Because Jobs felt that life’s ordinary
rules didn’t apply to him, he could inspire his team to
change the course of computer history with a small
fraction of the resources that Xerox or IBM had. “It
was a self-fulfilling distortion,” recalls Debi Coleman,
a member of the original Mac team who won an award
Managing Individual Differences & Behavior
one year for being the employee who best stood up to
Jobs. “You did the impossible because you didn’t realize it was impossible.”
One day Jobs marched into the cubicle of Larry
Kenyon, the engineer who was working on the Macintosh
operating system, and complained that it was taking
too long to boot up. Kenyon started to explain why reducing the boot-up time wasn’t possible, but Jobs cut
him off. “If it would save a person’s life, could you
find a way to shave 10 seconds off the boot time?” he
asked. Kenyon allowed that he probably could. Jobs
went to a whiteboard and showed that if five million
people were using the Mac and it took 10 seconds extra to turn it on every day, that added up to 300 million
or so hours a year—the equivalent of at least 100 lifetimes a year. After a few weeks Kenyon had the machine booting up 28 seconds faster. . . .
During the development of almost every product he
ever created, Jobs at a certain point “hit the pause button” and went back to the drawing board because he
felt it wasn’t perfect. That happened even with the
movie Toy Story. After Jeff Katzenberg and the team at
Disney, which had bought the rights to the movie,
pushed the Pixar team to make it edgier and darker,
Jobs and the director, John Lasseter, finally stopped
production and rewrote the story to make it friendlier.
When he was about to launch Apple Stores, he and his
store guru, Ron Johnson, suddenly decided to delay
everything a few months so that the stores’ layouts
could be reorganized around activities and not just
product categories. . . .
Jobs was famously impatient, petulant, and tough
with the people around him. But his treatment of people, though not laudable, emanated from his passion
for perfection and his desire to work with only the
best. It was his way of preventing what he called “the
bozo explosion,” in which managers are so polite that
mediocre people feel comfortable sticking around. “I
don’t think I run roughshod over people,” he said, “but
if something sucks, I tell people to their face. It’s my
job to be honest.” When I pressed him on whether he
could have gotten the same results while being nicer,
he said perhaps so. “But it’s not who I am,” he said.
“Maybe there’s a better way—a gentlemen’s club
where we all wear ties and speak in this Brahmin language and velvet code words—but I don’t know that
way, because I am middle-class from California.” . . .
It’s important to appreciate that Jobs’s rudeness and
roughness were accompanied by an ability to be inspirational. He infused Apple employees with an abiding passion to create groundbreaking products and a belief that
they could accomplish what seemed impossible. And we
have to judge him by the outcome. Jobs had a close-knit
family, and so it was at Apple: His top players tended to
stick around longer and be more loyal than those at other
companies, including ones led by bosses who were
kinder and gentler. CEOs who study Jobs and decide to
emulate his roughness without understanding his ability
to generate loyalty make a dangerous mistake.
“I’ve learned over the years that when you have really good people, you don’t have to baby them,” Jobs
told me. “By expecting them to do great things, you
can get them to do great things. Ask any member of
that Mac team. They will tell you it was worth the
pain.” Most of them do. “He would shout at a meeting,
‘You asshole, you never do anything right,’” Debi
Coleman recalls. “Yet I consider myself the absolute
luckiest person in the world to have worked with him.”
1. How would you evaluate Jobs in terms of the Big
Five personality dimensions?
2. How would you evaluate Jobs in terms of the five
traits important to organizational behavior? Explain.
3. What were Jobs’s attitudes about effective leadership? Use the three components of attitudes to
4. Do you believe that Jobs’s personality and attitudes
affected the workplace attitudes and behaviors of
Apple employees? Explain.
5. What factors were causing stress for Jobs? Explain.
Source: Excerpted from W. Isaacson, “The Real Leadership Lessons of
Steve Jobs,” Harvard Business Review, April 2012, pp. 93–100.
Should Airlines Accommodate
Traveling on an airplane can be extra difficult for
overweight and tall people. Boeing’s 757 standard
seat width is 17 inches, while Airbus’s is 18 inches
wide. Given individual differences in hip width, this
can be a problem, particularly for women. This issue
was investigated by the Civilian American and
European Surface Anthropometry Resource Project
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no match ratiouse word formatuse times new roman 12the pdf file is the case study