Until the 1980s, Nokia was a Finnish company, in the 1980s Nokia was a Nordic company and in the beginning of 1990s an European company. Now, we are a global company," declared Jorma Ollila, President and Chief Executive officer of Nokia, in 1997. Through this declaration, she emphasised the company's evolving vision, strategy, and values. Nokia's value debate also gave rise to the slogan, "Connecting people". According to Edgar Schein's , slogans, which are short, catch phrases that are regularly changed and are used both for customer advertising and to motivate employees are a part of organisation culture. In Britain and within Europe the term of "organisation culture" is used, in the USA, it is "organizational culture" and the management literature prefers to use the term "corporate culture". Culture as Webster's New Collegiate Dictionary defines it, is "the integrated pattern of human behaviour that includes thought, speech, action, and artifacts and depends on man's capacity for learning and transmitting knowledge to succeeding generation". Every organisation has a culture more or less strong. Whether weak or strong, culture has a strength influence throughout an organisation. However, mythical leaders of American businesses such as Thomas Watson of IBM or Harley Procter of Procter & Gamble believed that strong culture lead to success. The concept or organisation or corporate culture, is "a collection of relatively uniform and enduring values, beliefs, customs, traditions and practices that are shared by an organisation's member, learned by new recruits and transmitted from one generation of employees to the next." "It results from the organisation's structure, employees and their behaviour, and the type of power and control present" .
[...] In companies with a strong corporate culture, detail with precisions routine behavioural rituals they expect their employees to follow”. 6 The cultural Network. Everybody as a part of its jobs that is informal. “Spies, storytellers, priests, whisperers, cabals-these people form the hidden hierarchy which looks considerably different from the organisation chart.” To grasp how the network run is the only to things done or to understand what's really going in effect. Indeed, all those factors values, heroes, rites and rituals - pulling together formed a corporate culture. [...]
[...] After a description of the Deal and Kennedy's Theory and an outline of the Nokia's corporate culture, an analysis will permit to identify the elements of Nokia's atypical corporate culture and the superordinate purpose of the organisation and to discourse whether the culture appears to be weak or strong and give evidence to support an analysis. Deal and Kennedy's Theory of corporate culture. Deal and Kennedy, in Corporate Culture: The Rites and Rituals of Corporate Life determined the five elements that, according to them, lead to a strong corporate culture. [...]
[...] DEAL, T. and KENNEDY, A. (2000) Corporate Cultures: The rites and rituals of Corporate Life. 3th ed., Cambridge: www.nokia.com STEINBOCK, D. (2001) The Nokia revolution: the story of an extraordinary company that transformed an industry. New York: AMACOM. pp 183-184. SCHEIN, E.H. (1985) Organizational culture and leadership. in San Francisco: Jossey-Bass Publishers. p 14. HUCZYNSKI, A. and BUCHANAN, D. (2001) Organizational Behaviour: An Introduction Text. 4th ed., in Harlow: Financial Times Prentice Hall. p 884. CAPON, C. (2004) Understanding Organisational context: [...]
[...] Nokia's corporate culture analysis Nokia is a global phone maker, which has a strong culture, characterised by innovation, cosmopolitism, customs satisfaction, respect, professionalism. It wants its employees together but also their customers. Nokia have a Work hard/Play hard company. Risks are not very important when it commercialises new products because their range is important and because they renew their products very often. Feedbacks characterised by sales are quick because managers and employees just have to consult commercial results to have them. [...]
[...] Risks are small because in a service provision organisation failing to sell a single item will not severely damage the salesperson, and in a manufacturing organisation examinations and inspections will ensure that departures from the normal standard of product are minimised. Quick feedback on performance is easily obtainable in such an organisation, for instance whether staff have achieved sales or production targets. Organisations with a focus on sales and meeting targets are often customer oriented. It may be reinforced by the utilisation of contests, games or rallies that focus on the achievement of individuals and teams of employees and are meant to motivate staff to succeed. [...]
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