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The Culture of Apple, Inc.


            
             Various authors have adapted adopted different approaches while discussing culture. According to Flamholtz and Randle (2011), corporate culture cannot be seen, touched, smelled, tasted or even heard even if it is prevalent in every organization. Nevertheless, corporate culture permeates all elements of an organizational life and has a thoughtful impact on the success or failures of an organization. Despite all that, in case organizational culture is effectively managed, it ends up being a valuable asset to an organization while ineffective management of an organization culture can play a considerable role in determining whether an organization will be successful or not (Flamholtz and Randle, 2011). .
             On the other hand Herzog (2011) used Sheine's definition of the organization culture as the ideal definition since organization has been described as "a pattern of shared basic assumptions that the group learned as it solved its problems or external adaptation and internal integration that has worked well enough to be considered valid and therefore to be taught to new members as the right way to perceive, think, and feel in relation to the problems" (p.59). From the various definitions, it is evident that an organization culture of any given organization plays a crucial role in the success or failure of a given organization. The main objective of this report is to critically analyze Apple's corporate culture and establish the impacts that the Apple's culture has on the performance of the organization. To achieve that objective, Schein's theory of basic assumption will be used. The report thus starts with an overview of Apple which will be followed by justification as to why Schein's theory of basic assumption was preferred in the analysis of Apple's culture. Thereafter, the Schein's theory will be used to analyze Apple's culture which and will then be followed by conclusions and recommendations.


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