1. Motivation is the word derived from the word ’motive’ which means needs, desires, wants or
drives within the individuals. It is the process of stimulating people to actions to accomplish the
goals. In the work goal context the psychological factors stimulating the people’s behaviour can
be -
desire for money
success
recognition
job-satisfaction
team work, etc
how to motivate employee?
Motivating employees isn’t as simple as paying them more. People are complex and lots of
different factors contribute to their overall level of job satisfaction, and what motivates people to
do their best work. Happiness, career aspirations, challenges, money, stress, are all factors that
contributing factors in employee motivation.
There is an optimal level of arousal that is key to motivating people. This can be brought about
in many ways: employee recognition, dialogue with employees, employee coaching, and healthy
relationships with bosses and co-workers.
There is a material impact to having disengaged employees. Human resources professionals must
manage their organizations with finesse, constantly looking for that optimal level workplace
satisfaction which keeps employees motivated and engaged.
Current st.
A firm’s business strategy reflects its leaders. Under Steve Jobs, Apple differentiated itself
through elegantly simple design. This piece explores Apple’s business strategy in the first full
year of Tim Cook’s leadership.
Already, we can see Tim Cook is changing Apple. In contrast to Jobs’ rare appearance before
the press and analysts, Cook took the opportunity to discuss Apple’s business strategy at the
recent Goldman Sachs’ Technology Conference. When questioned about the future of the
iPhone, Apple’s largest revenue stream, Cook underscored that smartphones only represent 9%
of the global handset market and even within smartphones, 3 out of 4 customers bought
something other than Apple.
Apple manufacturing partners and practices have also come into the spotlight following the
unprecedented disclosure of their supply chain partner audit combined with the hiring of a third

2. party employment practices review agency. Most recently, Apple invited ABC Nightline into
their primary supplier Foxconn. In increasing increments, Cook is making Apple more
accessible.
In the past, his operational expertise has been a perfect counter to Jobs’ legendary product
instincts and will serve Apple this year. What we won’t learn in 2012 is whether Cook can plant
the seeds for a new platform in the years beyond. It’s a no-brainer to assume Apple Labs is
cooking away. There just won’t be much evidence in 2012.
What we can expect is that Apple will continue to get paid for the integrated value they deliver.
Apple products initially cost more than most competitors. They win by tightly integrating
hardware and software for a superior user experience. Many would argue Apple’s integration
provides a lower aggregate cost as well.
ple 2012
2012 will be dominated by the following four themes, all targeted at cementing users and
developers into Apple’s lush, walled garden of peerless user experience:
1. Scaling all operations (manufacturing, retail, Internet) to meet global demand
2. Rapid expansion in China and developing economies
3. New product form factor: Apple TV
4. Apple’s iCash Mountain Problem
1. Scaling: Flawlessly Synchronizing Billions of Transactions
With revenue greater than $46B in the fourth calendar quarter of 2011, any conversation about
Apple strategy has to begin with the challenges of scale. The iPhone and iPad have plenty of
runway left for growth as does Apple retail, but as numbers grow, so do the consequences of the
smallest hiccup.
Meeting demand for hundreds of millions of annual units requires flawless execution across the
supply chain, distribution and with their manufacturing partners. We’ve become so accustomed
to high tech products that it’s easy to forget what a shortage of a single component can do.
When floods struck Thailand last fall, it disrupted disk drive supplies for nearly six months.
Last year, Apple sold 156 million IOS-based devices (iPhone, iPad and iTouch) which is more
than the 122 million Macs sold since its 1984 introduction. In Tim Cook’s own words, “the
trajectory is off the charts.”
Geometric growth plays to Cook’s strengths. In fact, if there’s a hallmark to Apple’s business
strategy in 2012, it begins with leveraging his unique competencies.
2. China…and other developing countries

3. Any conversation about scaling quickly turns to Apple’s China opportunity. Focusing just on
iPhone, Apple currently sells it exclusively through China Unicom (196 million subscribers).
This is slightly less than the combined subscriber base of Verizon Wireless and AT&T. But in a
country of billions, it doesn’t compare to China Mobile’s 616 million subscribers. It’s no surprise
that Cook visited China Mobile this past June.
As important as Apple’s innovation machine has been for the developed world, 2012 success in
China and emerging economies will be fed by incremental product improvements. They may be
combined with creative cost and/or pricing strategies that subsidize purchasing much like
Verizon and AT&T has for U.S. iPhone customers. With rapidly growing middle classes, one
might consider market access more important in the developing world than ground-breaking
innovation.
And the above doesn’t account for iPad or iTouch. Apple’s Asia Pacific sales (minus Japan)
grew approximately 200% last year and account for 20% of Apple’s total revenue. Add in an
expanded global retail presence and there’s not much that stands in the way of superior revenue
growth in 2012.
3. Next Platform Form Factor: Apple TV
The speculation regarding an Apple “next generation television” has evolved significantly.
According to Cook, the current Apple TV hockey puck has been a “hobby” product. Shortly
before his death, Steve Jobs told biographer Walter Isaacson that he had finally figured out TV.
True or false, there are several reasons why flat screen TV’s make sense for Apple:
1. Market size & headroom for premium pricing: The global market for flat screen displays
is over 77 million units and grew 15% last year. Apple needs large markets like this to
move the needle even if they only appeal to the high end of the market.
2. Platform expansion via form factor: Just as the iPad is essentially a larger iPhone, an
Apple flat screen will enlarge the form factor again. It will leverage technologies such as
Siri for a new control interface. Facetime will evolve into home video conferencing,
likely enhanced by motion sensing technology that automatically follows action. As
connection speeds improve, iCloud based recording (currently limited by upload speeds)
and playback (available today) will be incorporated.
3. Apple ecosystem lock-in: Just as Frito-Lay thinks about the “share of stomach” it captures
with drinks and snack foods, Apple seeks “share of screens” be it on Mac, iPod, iPhone
or iPad. Just as salty snacks drive you to drink more soda, Apple TV will leverage device
interoperability via iCloud. Apple TV widens the moat that keeps competitors away
while fertilizing the soil in land of Apple.
4. Innovation Bluebird: Borrowing from Donald Rumsfield, the biggest unknowable that we
know today is that Apple’s legions of independent apps developers will provide
something surprising. The causal gaming phenomena of Angry Birds didn’t exist before
mobile apps. TV will offer a new and much larger landscape in which to play.
5. Hardware opportunity: As important as iTunes, mobile advertising and iCloud may be in
Apple’s future, they currently constitute a thin sliver of overall revenue and profits. For
now, the route to growth remains hardware.

4. But Apple TV will face challenges. First are the flat screen incumbents. LG, Samsung and
Visio have not been sleeping and will quickly counter Apple’s moves at lower price points.
They will most likely scale Google’s Android interface; perhaps a long shot might be Microsoft.
Assuming Apple pushes Facetime as a family video conferencing play, you can bet that
competitors will counter with a similar feature based on Google Voice or Microsoft’s Skype and
Kinect technology.
The second and more troublesome foe will be current content producers and distributors. After
watching Apple iTunes disrupt music distribution, pricing and margins, movie and TV studios as
well as cable, satellite and phone companies will be very wary. If you need evidence of their
strength, just look at Neflix’s recent struggles (see
Strategic Initiatives – Strategic initiatives, if you want to keep your entire
top team involved, should be initiatives that everyone can play a part in fulfilling. And they
should be year-long initiatives. The main key thought of a strategic initiative is that it’s
something everyone can contribute to, that will advance the organization. Also, strategic
initiatives are usually designed to overcome constraints (whereas growth initiatives are often
strength focused).
To double the number of leaders who have completed our Level Three Leadership
program and are ready to take on new assignments.
To raise the level of execution excellence so that the number of errors rate falls to less
than one per thousand.
To train everyone in every department in effective customer service skills so that every
customer has a more positive experience regardless of whom they’re interacting with
from our company.