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employees of organisation The management of Apple Incorporation are need of those LITERATURE REVIEW KEY TRANSFERABLE job, to make an effort to attain a goal, or role, subject etc (Vanthournout et al 2014) Motivation comes 

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International Journal of Human Resource Development and Management.

Volume 9, Number 1 (2019), pp. 1-9

© Research India Publications

http://www.ripublication.com

A Study on Development of Personal and

Management Skills in Apple Inc.

Dr. Sonal Trivedi*

SVNIT, Surat 395007, Gujarat, India.

E-mail: trivedi.sonal86@gmail.com

Abstract

This paper studies the process of HRD in Apple Inc. Apple Inc. recruits people who can demonstrate a good set of transferable skills. This paper suggests a list of key transferable skills required in workplace. This paper also describes supportive leadership style and relevance of path goal theory in it. Management and leadership skill model is described to identify skills which influence supervisors and peers in achievement of the goals of any particular organization. facilitates an increased level of leadership and management skill. This report concludes that key transferable skills, supportive management and leadership style and path goal theory are inter-related and support each other. Keywords: Key transferable skill, supportive management, leadership, motivation, performance

INTRODUCTION

HRD is a set of processes system which is carried out for the management employees whose are working in an organisation and also said to as a formal system for the employees of organisation. The management of Apple Incorporation are need of those workers who really fit the culture of company along with their work experience; they are also need of people who have assessing computer knowledge. The company are in need of both side equal opportunities for employer and also to promote the organisational diversity. The company offers a compensation for competitive and numbers of benefits to its employees. This report explains the development of personal and management skills at Apple Incorporation.

* Author's autobiographical note - I am Dr. Sonal Trivedi. I have done PhD from University of Kota. I

have 10 years of academic experience. Presently, I am working as Teaching Assistant at SVNIT, Surat.

2 Dr. Sonal Trivedi

LITERATURE REVIEW

KEY TRANSFERABLE SKILLED REQUIRED IN WORK PLACE

It is very important to have an abilities, skills, and transferable skills that are relevant and helpful across different areas of life whether it may be in school, socially and school etc which is called as PORTABLE SKILLS (Smith and Paton 2014). Here are some of the transferable skills which are explained briefly to understand the reality of transferable skills (Bellotti et al. 2014)-

1. MOTIVATION

Motivation is defined as for external and internal factors that stimulate the energy and desire in people to continue their work; they must be an interest and committed to a job, to make an effort to attain a goal, or role, subject etc (Vanthournout et al. 2014) Motivation comes from both side of interaction like conscious and unconscious and it is divided in three factors

Incentive or rewards value of the goal

Expectations of the individual and of her or his peers

Intensity of need or desire

APLICATION

Motivational theories are applied into workplaces like some are more committed than others or why some employees work harder, which can lead a manager to think how to motivate the employees to perform at peak level.

2. SUPPORTIVE COMMUNICATION

Supporting communication is known to be as INTERPERSONAL COMMUNICATION which help individual to communicate accurately in difficult times and situations. It creates a positive relationship between another person and you while still addressing a problems, or tackling a difficult issue, or giving a negative feedback. Supportive communication is very good and useful for the person because it creates a strong relationship when delivering negative feedback or when you find out some common mistake of another person. Therefore it is seek to be a preserve or enhance a positive relationship between two people while still addressing issue (Jones and Hansen 2015). It allows information by communicating to other which is not complementary but it strengthens the relation.

APPLICATION

By supportive communication company may fostering faster problems solving, fewer conflict and subversive activity than group or organisations where relationships are less, they may enjoy higher productivity and also higher quality outputs. It is proved A Study on Development of Personal and Management Skills in Apple Inc. 3 that companies who have a good understanding between manager and its subordinate , they are three times more powerful in predicting profitability in major over a five years period than the most powerful variables such as in firm size, rate combined, market size and saves growth.

3. TEAM EFFECTIVENESS

Team effectiveness means those team members who makes the necessary skills to accomplish or to achieve their goals, each team members brings their own viewpoints and knowledge to share in group. Group members they have open communication by using active responding and by listening. Ineffective team tasks are divided so that no one should overwhelmed by their responsibilities (Wang Waldman and Zhang 2014). In team work individual used to have an eye amongst each other, achievements and every member of team is accountable for their achieving goals and they motivated as well.

APPLICATION

When workers work as team even organisation also performs well because GOOD TEAM WORK CREATES SYNERGY. This means where ever workers combine together their work becomes more effective in organisation. SYNERGY is known to be the highest activity of life because it has psychological difference between people, it creates new untapped alternatives, emotional, it values and exploits the mental etc. Working as a team is good for organisation by its workers prospective, skill to solve complex problems, experience, ideas that may be beyond the scope of any one individual, creating a new solutions and as well as ENHANCING ORGANISATION too perform good and beneficial work for organisation. Its learning, support, and sense of belonging and commitments can take organisation in high profitable stage.

4. EMPOWERMENT

Employee empowerment means supporting work by giving employee to a certain degree of responsibility and autonomy for decision making regarding their specified organisation tasks, empowerment allow its employees to make decision at a lower levels of an organisation for their unique view of issue and problems which organisation has facing at a certain level. Employees are considered to be as loyal, committed, and conscientious even they are waiting an opportunity to share individual ideas and can serve as strong ambassadors for their organisations (Sok and O'Cass

2015).

4 Dr. Sonal Trivedi

APPLICATION

Employees who puts up their thinking in front of organisation they listen to it and act upon and also respect their ideas for the benefit of employer and its employees. Empowered employees have ability to create the feeling of true customer service which has yield customer loyalty. Empowered employees are always having freedom to challenge the status quo and change that is considered quite critical for companies and are driven by technology and environment.

5. CONFLICT MANAGEMENT

Conflict management is a management which plays an important role in conflict among individuals, it main goal is for JOB REQUIREMENT for numbers in different type of positions. This is because conflict within the organisation can create a difficult work environment and can able to reduce productivity, also able to lead in unwanted turnover in staff and reduced morale (Kijang and Register 2016). Some of the following skills which are important for conflict resolution are firmness, negotiation skills, responsibility, assistance, listening skills, inventive problems solving and compassion.

APPLICATION

Conflict management goes a long way in strengthening the bond in employees and half of the problems automatically disappear.

SUPPORTIVE MANAGEMENT AND LEADERSHIP SKILLS

Supportive leadership style is one which is found in path goal theory. This method plays an important role in reducing the stress and frustration of the employees when the tasks of the work become complex and tedious and dangerous. Companies impart some competences but neglect to train the employees for key skills like competences regarding change, relations and creativity and leadership which ensure a power of success and a flexible employability even in critical situations (Armstrong 2016). The future leaders will have to establish knowledge in a systematic way and innovative management for developing a sense for intelligent work and team work according to the need of the situation. The way of thinking and acting in a way with the environment and also from errors will become part of our lives.

PATH GOAL THEORY

The behaviour of the path goal theory of independent variables is to adjust the way of behaviour to the employees and characteristics of tasks so that employees will get motivated to reach the goal (Northouse 2015). Based on two factors the styles or behaviour of leader are defined are consideration and initiating structure. A Study on Development of Personal and Management Skills in Apple Inc. 5 CONSIDERATION: it includes relationship behaviours such as trust and respect. INITIATING STRUCTURE: it consists of task beha such as organizing and scheduling and seeing the work is completed. The first style of the leader is directive which is based on structure and initiating. The achievement, supportive, participative are based upon the consideration (Malik Aziz and Hassan 2014). Four types of styles of leader of path goal theory are as follows. They are

1. DIRECTIVE : in this the leader advise them of what is expecting from them

and informs them that what to do, how to perform the task ,and making schedule and coordinating of work and it results, when people are ensure about the task and uncertainty within the environment.

2. SUPPORTIVE : the leader shows concern on workers by making the work

easy and by being friendly and approachable and it is most effective in the tasks and relationships which are physically or psychologically challenging.

3. PARTICIPATE : the leader approaches the followers before they make

decision and how to proceed further. It is most effective when the highly trained subordinates are joined in their work.

4. ACHIEVEMENT : In this style the leader sets some goals to reach and that

are expected from her followers to a high level and their confidence and ability to meet that expectation .and this is effective in professional work environments such as technical and scientific etc.

APPLICATION

The path goal theory assumes that leaders are flexible that they can change their behaviours depending on the situation as earlier mentioned in independent variables of path goal theory.

MANAGEMENT AND LEADERSHIP SKILL MODEL

K

The leadership that was suggested by K

skills. They are

1. Technical skills

2. Human skills.

3. Conceptual skills

1. TECHNICAL SKILLS: It plays a vital role at supervisory levels of management

and quiet less important for middle managers and least important for top managers such as CEO and senior manager (Laud Arevalo and Johnson 2016). The person to have this skill means he has to competent and should have the knowledge of the particular organization activities, protocols and operating

6 Dr. Sonal Trivedi

procedures and their product and services to get the technical skills of that particular area of work which is proficiency.

2. HUMAN SKILLS: Human skills are nothing but knowing the knowledge of the

other person the skills are taken .based on the persons knowledge and the way they behave and how they are doing operations in the groups and their attitude and feelings the leader will act on that basis. These skills influence supervisors, peers in achievement of the goals of that particular organization. Human skill proficiency means that the leader has to know their thoughts on various issues and situations. The leaders with high level of interpersonal skills are more sensitive and empathetic and they are better able to adjust their own ideas to the ideas of the others in reaching the goals of the organization.

3. CONCEPTUAL SKILLS: These skills help us to think through and work with the

ideas .it allows the leader in giving an abstract ides and make a sense for that ideas for their superiors and peer and subordinates. These skills are least important for supervisory managers, less important for middle managers and most important for top managers. The leaders with high level of these skills are wise thinking through the ideas that forms an organization and expressing the ideas in verbal and written forms. And they are good in understanding and expressing the economic principles and vision for future for the effectiveness of their organization.

FINDING AND ANALYSIS

Apple inc. recruits people who can demonstrate a good set of transferable skills. The key transferable skills identified in Apple Inc. includes Motivation - Here are some interesting points which helps to motivate the employees of Apple Inc for their work like providing bonuses to top performers and using rewards to monetary compensation to reach employees on a deeper level etc Supportive communication The objective of Apple Inc is to resolve conflict and bring problem solving communication. That is why Apple Inc takes feedback of its employees timely. Team effectiveness to bring team effectiveness in Apple Inc. Steve Jovs always believes in one person in charge who will be accountable for a project. All the project teams meet once in a week to be updated. Team work can be seen in Apple Inc from top to bottom. Teams are motivated to take initiative and participate in decision makings. Empowerment for employee empowerment, Apple Inc provides educational courses and onsite training to its employees. It believes in preparing its employees not only to handle task or project at hand but beyond it. Conflict management- Apple Inc has set standards for treating its employees well. But it faced issue when the workers at biggest supplier of Apple in China A Study on Development of Personal and Management Skills in Apple Inc. 7 committed suicide. Apple managed the conflict and set an example by improving the working condition of workers at Foxconn.

GAP ANALYSIS

Apple Inc. identifies the importance of learning and provides timely training to its employees for developing key transferable skills but neglect to train its employees for key skills like competences regarding change, relations and creativity and leadership which ensure a power of success and a flexible employability even in critical situations

SUGGESTION

According to the organization culture of Apple Inc and training need assessment of employees at Apple Inc it is suggested that leadership style suggested in Path goal Theory is suitable in Apple Inc. Another approach which is suitable for Apple Inc is as the industry environment of Apple Inc is dynamic and its employees need skills to face changing environment.

SUGGESTED PERSONAL DEVELOPMENT PLAN

A personnel development plan is designed and suggested for the employees of Apple Inc to facilitate an increased level of effective management and leadership. Goal What is to be learn What resources are required Criteria to measure success

Skills to increase

effective management and leadership

Training and development

manager, training content, projector, training room

Feedback from team and

project manager

Objective

Short term Medium term Long term

Employees develop

accountability for their job

To make employees

responsible for leading and managing team and business

Employees can be promoted

to management level

Skills to be developed

Skills Benefit Application

Oral presentation Increase confidence Prepare reports and present

Language To communicate better with

clients

To express and understand

foreign clients in better way

8 Dr. Sonal Trivedi

CONCLUSION

This report explains that the key transferable skills required in the workplace are supportive communication, motivation, empowerment, conflict management and team effectiveness. These skills foster faster problems solving, fewer conflict and subversive activity than group or organisations where relationships are less, they may enjoy higher productivity and also higher quality outputs. Supportive management and leadership skills play an important role in reducing the stress and frustration of the employees when the tasks of the work become complex and tedious and dangerous. Path goal theory also supports the concept of supportive management and

REFERENCES

Armstrong, M., 2016. Armstrong's Handbook of Management and Leadership for Hr: Developing Effective People Skills for Better Leadership and Management.

Kogan Page Publishers.

Bellotti, F., Bottino, R.M., Fernández-Manjón, B. and Nadolski, R., 2014. Guest editorial: Game based learning for 21st century transferable skills: Challenges and opportunities. Educational Technology & Society, 17(1), pp.1-2. Ford, D. and Education, D., 2014. Leadership and Interpersonal Skills for Managers:

05 Coaching, Counselling and Supportive Communication.

Jones, S.M. and Hansen, W., 2015. The impact of mindfulness on supportive communication skills: Three exploratory studies. Mindfulness, 6(5), pp.1115- 1128.
KIJANG, L. and REGISTER, T., 2016. Conflict management skills. Laud, R., Arevalo, J. and Johnson, M., 2016. The changing nature of managerial skills, mindsets and roles: Advancing theory and relevancy for contemporary managers. Journal of Management & Organization, 22(4), pp.435-456. Malik, S.H., Aziz, S. and Hassan, H., 2014. Leadership behavior and acceptance of leaders by subordinates: Application of path goal theory in telecom sector. International Journal of Trade, Economics and Finance, 5(2), p.170. Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications. Smith, A.M. and Paton, R.A., 2014. Embedding enterprise education: A service based transferable skills framework. The International Journal of Management

Education, 12(3), pp.550-560.

Sok, P. and O'Cass, A., 2015. Achieving service quality through service innovation explorationexploitation: the critical role of employee empowerment and slack resources. Journal of Services Marketing, 29(2), pp.137-149. A Study on Development of Personal and Management Skills in Apple Inc. 9 Vanthournout, G., Noyens, D., Gijbels, D. and Van den Bossche, P., 2014. The relationship between workplace climate, motivation and learning approaches for knowledge workers. Vocations and Learning, 7(2), pp.191-214. Wang, D., Waldman, D.A. and Zhang, Z., 2014. A meta-analysis of shared leadership and team effectiveness.

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