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Team Development for Apple Inc
Contrisha Smith
MGMT 603
Introduction
 Cultural diversity is a must for effective teamwork in today’s global
business.
 This study’s results might also be used to identify cultural practices
that strengthen the bonds between members of a certain team.
 Working in groups has a higher degree of accountability and a
healthier working atmosphere.
Teams at Apple Inc
 Apple Inc.’s executive team, which has these teams in place,
develops objectives and targets for increasing revenue (Vozza,
2017).
 In order for these groups to be successful, they focus on certain
characteristics and attributes.
 Maintaining high-functioning and able to achieve objectives is the
aim of all teams.
Team Conflict at Apple
 A wide range of skill and knowledge levels are used by Apple’s
personnel when it relates to technology.
 At Apple Company, there always appears to be conflict when
working with people from diverse backgrounds and life
experiences.
 With more open discussion and collaboration, group members’
performance increases..
Literature Review
 Anger and resentment are emotional conflicts; work-related
disputes are substantial (Super, 2020).
 Apple personnel from various divisions may have inter-
organizational disputes.
 Emotional conflicts are subjective, while substantial arguments are
about work (Yang, 2014).
Literature Review: Communication
 Strong communication skills, the foundation of successful
teamwork, are essential for establishing effective connections
among team members.
 Partnerships can only thrive if they are based on mutual trust and
open communication.
 Good communication necessitates mutual understanding and
mutual trust (Super, 2020).
Continued
 Effective communication can boost employee trust and start reducing
change resistance in transitioning firms.
 Successful teams create each member’s and the company’s abilities.
 Complex challenges require a variety of individual and group skills (Yang,
2014).
Literature Review: Global Team
Development
 Global team developers have higher expectations as compared to
local leaders
 There are laws developed globally to guide international working
spaces
 Understanding the global working guidelines makes it easier to
improve team satisfaction (Kur, 2016).
 Communication is the key element for global teams
Bad Communication in Team Development
 The team members require well developed work responsibilities
 Lack of proper instructions leads to poor productivity
 Team leaders need to involve other members in the decision making
process (Kim & Park, 2015).
 The opposite form of communication generates hostility among
team members.
High and Low Context Communication
 Low-context communicators must focus on nonverbal cues and
solid connections (Kim & Park, 2015).
 High-context communicator must remember that what they present
may be disregarded and that explicit questions are meant to spark
discussion.
 Breakdown in communication may result to diverse interests, and
team members putting their own interests before the group’s..
Diversity and Teams
 Transnational teams have been hindered by cultural differences
 The leadership must determine whether to adopt a standard
operational strategy for globally based teams (Yang, 2014).
 Conducting a critical examination of the company’s performance
can help build a unique basis for growing success
References
Kim, B. S., & Park, Y. S. (2015). Communication styles, cultural values,
and counseling effectiveness with Asian Americans. Journal of
Counseling & Development, 93(3), 269-279.
Kur, E. (2016). The faces model of high performing team development.
Leadership & Organization Development Journal, 17(1), 32–41.
doi:10.1108/01437739610106011
Lycke, L. (2013). Team development when implementing TPM. Total
Quality Management & Business Excellence, 14(2), 205–213.
doi:10.1080/1478336032000051395
References
KSuper, J. F. (2020). Building innovative teams: Leadership strategies
across the various stages of team development. Business Horizons, 63(4),
553-563. https://doi.org/10.1016/j.bushor.2020.04.001
Yang, I. (2014). What makes an effective team? The role of trust (dis)
confirmation in team development. European Management Journal,
32(6), 858-869. https://doi.org/10.1016/j.emj.2014.04.001
Vozza, S. (2017). Why employees at Apple and Google are more
productive. Fast Company. Web.
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Team Development for Apple Inc.: Outline
Contrisha (Tyus) Smith
American Military University
MGMT 603
2
Team Development for Apple Inc.: Outline
I. INTRODUCTION
a. Cultural diversity is an important part of team building while working in the
global setting.
b. The knowledge gained from this study may also be used to identify cultural
practices that are more likely to strengthen the bonds between members of a
certain team (Lycke, 2013).
c. With these teams in place, Apple Incorporation’s management team formulates
suitable objectives and targets that may maximize revenue (Vozza, 2017).
d. For a firm that is heavily focused on technology, Apple employs a wide range of
people with varying levels of skill and experience (Vozza, 2017).
e. This research aims to provide an investigation into the role of communication and
conflict to reworking teams’ growth in Apple Inc.
II. LITERATURE REVIEW
a. Affective conflict relates to psychological disagreement, whereas substantive
conflict relates to conflict that affects the team’s work (Super, 2020).
b. Affective disagreement, on the other hand, pertains to interpersonal relationships
and is of a subjective character, whereas substantive conflict has to connect with
the actual task itself (Yang, 2014).
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c. The literature assessment found that little effort had been put into additional
research into the subject (Lycke, 2013).
d. Increasing employee trust and reducing employee resistance to change may be
achieved via effective communication in organizations experiencing
transformation (Super, 2020).
e. For the most part, expatriate managers and specialists in the employment of
multinational corporations (MNCs) operate as peers with host state managers and
experts, although most immigrants are extremely talented or trained individuals
looking for a better work experience (Yang, 2014).
f. Various rules and regulations are in place across the world, which aids in
simplifying processes.
i.
Understanding these rules may help a business come up with better tactics
for improving adherence and commitment, which in turn improves
employee satisfaction.
ii.
The growth of a worldwide team relies heavily on the ability of its
members to communicate effectively.
iii.
Because the judgments made in this situation are communal and take into
account the input of all team members, building a strong international
team necessitates that each team member communicate effectively and
take an active role in decision-making (Kur, 2016).
III. FINDINGS
a. Cultural diversity has hampered the success of developing multinational teams, as
well.
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i. Various personnel from different parts of the world contribute to the
creation of global teams.
b. The leadership must decide whether to follow a uniform operational plan across
all of its worldwide teams or to offer discretion in order to comply with regional
operational rules in each location (Yang, 2014).
i. A unique foundation for increasing success may be formed by conducting
a critical evaluation of the corporation ‘s performance and considering
methods that can be taken into account.
c. When the organization’s employees were first allocated to the team, no conflicts
arose, despite the fact that this constituted a shift in everyday work tasks.
d. The reasons given are aimed to emphasize the importance of conflict and its
resolution in team development (Zanoni, et al., 2014).
e. It was stressed that the BPC’s ability to resolve conflicts and communicate
effectively depended on the efforts of the whole team, not just one person (Super,
2020).
f. Without disagreement, the team can concentrate on the work at hand: system
creation, and as a result, the system will be executed much better since all
procedures are well known and strictly followed.
IV. RECOMMENDATIONS
a. Generally speaking, while working with multicultural groups, it’s best to
minimize conflict and maximize opportunity for departure in the early stages of
team growth.
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b. Using written tools and surveys to collect information before to and throughout
the conference is one method of achieving such (Kur, 2016).
c. Another way to get a sense of how well a multicultural group appreciates the
premises, methods, and objectives of a team development event before to the
conference is to have participants explain the meeting in detail, as if it had
actually been accomplished.
d. Organizational requirements planning identifies a more effective strategy for
fostering change while still preserving a good work environment (Kur, 2016).
e. When employees feel valued and appreciated, they are more likely to stay with
the company and contribute to its growth, which in turn boosts innovation and
keeps the company focused on the long-term goals.
V. CONCLUSION
a. Developing teams that are capable to combine knowledge and activity; employ a
higher use of questioning and contemplation; establish clear, specific rules; and
concentrate on significant challenges and objectives will result in teams that focus
and learns quickly and powerfully.
b. There are a variety of standards and laws that must be taken into account in order
to ensure the efficiency of the program in various situations.
c. An organization’s employees should be kept in good spirits by identifying their
requirements and difficulties and developing measures that will assist them retain
a high degree of devotion to the organization.
d. Teams from across the world need to put more emphasis on adaptable measures
that may assist boost international loyalty and understanding.
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References
Kur, E. (2016). The faces model of high performing team development. Leadership &
Organization Development Journal, 17(1), 32–41. doi:10.1108/01437739610106011
Lycke, L. (2013). Team development when implementing TPM. Total Quality Management &
Business Excellence, 14(2), 205–213. doi:10.1080/1478336032000051395
Super, J. F. (2020). Building innovative teams: Leadership strategies across the various stages of
team development. Business Horizons, 63(4), 553-563.
https://doi.org/10.1016/j.bushor.2020.04.001
Yang, I. (2014). What makes an effective team? The role of trust (dis) confirmation in team
development. European Management Journal, 32(6), 858-869.
https://doi.org/10.1016/j.emj.2014.04.001
Vozza, S. (2017). Why employees at Apple and Google are more productive. Fast
Company. Web.
Zanoni, M., Perin, F., Fontana, F. A., & Viscusi, G. (2014). Pattern detection for conceptual
schema recovery in data-intensive systems. Journal of Software: Evolution and Process,
26(12), 1172–1192. https://doi.org/10.1002/smr
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Team Development for Apple Inc.: Annotated Bibliography
Contrisha Tyus-Smith
American Military University
MGMT 603
July 3, 2022
2
Team Development for Apple Inc.: Annotated Bibliography
Kur, E. (2016). The faces model of high performing team development. Leadership &
Organization Development Journal, 17(1), 32–41. doi:10.1108/01437739610106011
According to the authors structure of team development that depicts teams via five
typical designs, known as “faces,” is presented in this article. In the model, it is assumed
that teams maintain one expression and then switch to another in a relatively random
sequence until members actively encourage their teams to adopt a face or participate in
patterns that they think to be more desired than the others. The “performance” aspect is
described in depth since it is the preferred design for the majority of teams in businesses.
Additionally, this study describes methods for relocating normal teams from one face to
the other, depending on their level of performance. A number of common theories of
group formation characterize groups as passing through a predetermined pattern.
Lycke, L. (2013). Team development when implementing TPM. Total Quality Management &
Business Excellence, 14(2), 205–213. doi:10.1080/1478336032000051395
According to the authors, a wide range of TQM implementation tools and procedures
have been created throughout time. If implemented appropriately, they might aid firms in
increasing production and, as a result, revenue. Working in teams necessitates the
utilization of a wide range of techniques and approaches. It’s critical that we understand
how to turn our teams into productive units of work. The article provides a useful case
study from a medium-sized Swedish corporation, which looks at team formation and
growth from a social science approach. This will be crucial in the definition and
identification of recommendations which Apple company may
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implement. TPM implementation necessitated the formation of development teams by the
organization.
Super, J. F. (2020). Building innovative teams: Leadership strategies across the various
stages of team development. Business Horizons, 63(4), 553-563.
https://doi.org/10.1016/j.bushor.2020.04.001
According to Janice Francis Super everyone is affected by globalization, technological
advancements, and changing consumer tastes. Due to external influences, organizations
are subjected to frequent and fast change. Because of this, corporations depend largely on
highly skilled and inventive work groups. Them takes time for these highly developed
teams to emerge; they do so in phases, and the team’s management should evolve along
with it. In this essay, the author describes the foundations for team innovation, detail the
internal developments that are at the heart of inventive productivity, and offer important
management techniques for each level of team growth. He concludes with suggestions for
producing leaders who are capable of nurturing and building creative teams.
Yang, I. (2014). What makes an effective team? The role of trust (dis) confirmation in team
development. European Management Journal, 32(6), 858-869.
https://doi.org/10.1016/j.emj.2014.04.001
In regardless of the reality that the team members have never met before, most freshly
established teams are able to perform well. Team morale may deteriorate with time, but it
can also rise to a point where it is lower than it was when the group was formed.
Researchers describe how this might happen by looking at how team
members’ confirmation of assumptions in conjunction with the growth of trust can lead to
such conflicting results. The procedure of confirmation of assumptions generated
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primarily on early fast trust is critical in determining the path of team growth, since it
generates feelings that progressively underlie (distrust). The authors We propose a
theoretical framework for future empirical investigation of the influence of personal
encounters on group dynamics.
Zanoni, M., Perin, F., Fontana, F. A., & Viscusi, G. (2014). Pattern detection for conceptual
schema recovery in data-intensive systems. Journal of Software: Evolution and
Process, 26(12), 1172–1192. https://doi.org/10.1002/smr
An in-depth grasp of communication and its importance to the evolution of a company
are comprehensively addressed and explained in this article. Leaders must always make
sure that this is taken care of when they are in front of a group of people. The authors
indicate that workers and executives alike must learn how to manage problems in a way
that doesn’t erode trust in the workplace, according to this article. Developing a team is a
process that needs communication activities that will assist the leader connect with his or
her team as well as aid when managers are undertaking administrative adjustments so that
workers are less inclined to put hurdles in the way. This will contribute to the formulation
of team management processes which improve innovation.
Al-Hassan, K., Chan, J. F. L., & Metcalfe, A. V. (2019). The role of total productive
maintenance in business excellence. Total Quality Management, 11(4-6), 596-601.
As a result of this case study, technological teams in China were evaluated. This paper
performed an amazing job. The objective of the article is to provide suggestions to team
associates on how to deal with conflict and provide guidance to team leaders on how to
carry out day-to-day operations of the organization. According to the article,
disagreements in a group context may be a catalyst for the group’s creativity and a
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catalyst for teamwork. Ironically, the team’s ability to adapt and work closely together to
achieve the same shared objectives has been aided by the presence of conflict inside this
setting. Case studies were done on three separate teams, each with a unique approach to
resolving conflict throughout the course of the project. It was via these clashes of styles
and methods that the issue was solved while also strengthening team cohesion or
escalating the situation.
Al Salman, W. and Hassan, Z., 2016. Impact of effective teamwork on employee
performance. International Journal of Accounting & Business Management,4(1),
pp.76-85.
The authors investigate the effect of cooperation on employee productivity. Observing
and evaluating the impact of good cooperation on employee productivity in the
entertainment sector is the primary goal of the study. Efficient communication, degree of
trust, interpersonal skills, team cohesion, responsibility, and leadership all have an impact
on employee productivity, according to the study. Form, storm, norm, and perform are all
parts of the four-stage paradigm, which is important from the perspective of cooperation.
There is solid evidence to support the hypothesis that the effectiveness of employee
engagement has a significant influence on performance. The other possibility is that the
effectiveness of an organization’s workforce is significantly influenced by its leadership.
According to the third assumption, confidence has a significant impact on employee
productivity. The fourth hypothesis suggests that responsibility has a significant influence
on employee performance. According to the last premise, worker productivity is greatly
enhanced when members of a team are cohesive. The article includes both observational
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and analytical studies. According to the author’s findings, good communication has a
significant impact on team development and performance.

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