Management and Changes Used by Nokia Company to Adjust to Changes in the Global Market - Assignment Example

Name Institution Tutor Date Introduction The paper looks into the management and changes used by the Nokia Company to adjust to changes in the global market. The management of Nokia implemented adjustments in the innovation networks in the organization to ensure that the company adjusted to the changing technology development and increasing competition. The company planned and initiated changes in the global networks of its outlets ensuring efficiency and quality productions in its chains across the global arena. The paper has major application and information collection through theory and testing of theories of R&D collaboration in relation to operations and running of large multinational firms in the current economic environments. The result of the paper research indicates that the company has had effective change in its organization in attempts to capture the global market and beat its world competitors (ABC, 2010). It achieved the creation, establishment and maintenance of credible and effective global brand. The change management and initiatives of Nokia lead to effective innovation strategy for the development of new products and services hence setting standards for purposes of the current and future mobile technology and communication applications. Generally, the company had application of R&D collaborations, open innovation and alliances to meet the change in the organizational management needs in the company for better operations (John, 2010). Task one Strategic change in the management of organizations is viewed as one of the most important aspect of management that makes organizations to survive in turbulent economic times. Generally, there is extensive competition and extensive changes in technology that are the foundation motive for changes in organizations like Nokia. Failure to apply a comprehensive, effective and sustainable change in its operations would give the company disadvantages in its operations (Koen, 2010). The best way to initiate and sustain strategic change in the organization would involve exploration of better and new capabilities plus exploitation of the existing knowledge base of the corporation in an extensive manner. The alliances provide the opportunity of learning from alliance partners and giving knowledge incentives. It would offer the absolute opportunity for comparison and developing new technologies and ideas in relation to the approaches offered by partners and competitors. The process of learning and development would trickle down to exchange of knowledge, technology, expertise and specialization to help in the operations and running of new ventures and departments in the Nokia Company (March, 1991). Each of the partner or collaborating institution posses a wealth of knowledge and skills that are majorly accumulated technical skills over time. The change at the Nokia Company is greatly transformational in its approach to the new management of the company. The organization generally applied a learning process and application that is exploitation associated with extension and refinement of the existing technologies (Koza & Lewin, 1997). This approach provided a great platform for changes that were applied in the operations of the entity both in the local, headquarters and international areas of operations. These transformation approaches equally lead to application that employs exploration as an approach of developing new technologies for the entity. It majorly offers new alternatives and options for the new management model required by the institutions. This kind of learning and organizational change by the institution created significant effect and approach by which the company managed its changes in the operations of its running in an effective and sustainable manner. The general outlook of the institution lead to creation of effective global network institution realignment ensuring production and innovative programs (Schumpter, 2012). The transformation majorly factored in the changing of technology used in the production of new products in the company. These lead to efficient products meeting needs and demands of the ever-increasing customers in the international market. Practically the institution changed the means and management approach of its top operations both at the headquarters and at the branch levels. It created effective changes bringing in new thoughts and management approaches. Management changed practically and the overseeing body moved with new knowledge hence efficiency (Yin, 2004). Theoretically, the institution created new management policies and approaches that ensured efficiency at all levels of its wide and variant global branches. Theoretically, the new approaches lead to massive changes in technological production by the company and its organization (Wernerfelt, 2004). Models, internal and external factors that influenced the changes Management of change in organization eradicate barriers to the development of the goals and aspirations of an organization. The changes involved eradicate the barriers of success in operations of the organizations. The change model applied in the organization is the transformational model. The transformational model applied by the organization factored in the needs of the company in the short term and long term needs. The internal factors included the need for increased profits and expansion of the production units in an efficient and sustainable manner. The external factors majorly comprise of the need to counter competition from rival companies in the international market (Grannoveter, 2003). Objectives of the change The main objective of undertaking the change in the organization is a combination of various technical and economic factors. The global phone market has had increased competition with the entry of smart phone producers like apple and i phone companies. These factors made Nokia as a company to invent and implement new effective change in its organization to meet the demands of the customers in the competitive environment. Therefore, the change had the objective of ensuring increased competitive advantage of the company. Task 2 Key issues and plans for achieving management changes in the organization Transformational change has long history in efficiency of operations in relation to success of organizations. Current critique and research in the organizational change within various sectors have confirmed that the approach is effective and successful in operations of the institutions with similar set up as the Nokia Company. The firm has developed mechanisms of adopting with the competitive business environment and the increasing reduced life span of the hi-tech instruments. These are achieved through collaboration with other firms in the production of its products to meet the needs and demands of the ever changing customer demands. The company enacted and established working collaborations with other companies since it allowed for spread of risks among its collaborators. It equally leads to diversification of ideas and information within the management and inception of new information in the entire system. The innovation networks and collaboration formed by the company are appropriate because they support the model with short-term applications. The stakeholders of the company are many and distributed all over the global market. The owners of the company and the management have realised that they are losing on the global market and do not have the cutting edge and competitive advantage in relation to their competitors like Samsung and apple phone. The clients who form the basis of operations of the company felt that the products provided to them were never efficient and failed to meet their needs and demands hence the reduction in purchasing of the goods and products of the company. With the inception of the new management needs and requirements of the institution, the client needs were factored in comprehensively. The shareholders main target for the change was to improve on the profits and increase attraction of customers and creation of customer loyalty. It leads to increase in customers who purchased the new products hence improvement of profits and gains to the shareholders. The change in the organization and management has lead to the improvement of operations of the company at all its branches within all the sectors. Task 3 Cotter and Schlesinger approach of managing change in an organization have many pros and cons for the purposes of efficiency and achieving the needs of companies. The approaches to change have a model that aims at prevention, decrease and minimization of resistance to change in the organizational operations. According to these people, there are four reasons that can make an individual or individuals in an organization to resist the process of change creation in an organization. The factors include parochial self-interest, misunderstanding of the issues and factors of change in an organizational set up, characters of having low tolerance to change and different assessment to the situation under study. The approach indicates that there is a group of individuals in the organization who their main concern is in relation to how the change would affect their benefits from the operations of the business rather than how the change would benefit the business as a whole. McKinsey 7 S Model is quite comprehensive and ensures that the operations of an organization are in harmony. It provides a framework evaluating and guiding the operations of an organization for the achievement of its goals and producing desired results and visions of the institution. When this model is applied in an organization, it is effective meeting the needs and demands of areas requiring attention in the organization and its operations. It is equally effective in evaluation and assessment of state of the organization in relation to different needs and aspirations of the institution. However, it does not provide a comprehensive opportunity and option as the Cotter and Schlesinger model. The model of Cotter and Schlesinger would effectively offer options for handling the cases of the organization since it set six strategic approaches to deal with the cases of resistance to change in an organizational set up. The approaches would set up a means and a methodology to deal with the resistance to change in an organization. Resistance to change within the operations of an organization can get encountered at any point in the operations of the institution. The model would have effective measures in the operations of the organizations since it factors in the following factors of concern in relation to implementation of change in an organizational set up. Education and communication issues of employees and the stakeholders of the company hence the application and implementation of informed decisions .In certain cases the information may not have adequate and comprehensive consideration and comprehension to all the stakeholders hence providing effective analysis. The approach suggested here will involve participation and involvement of all the affected parties in a comprehensive way hence providing enough information and involving all the affected parties hence making it impossible for the individuals to resist. The management need to offer support to the employees in cases where the employees face barriers and resist the change programs due to their incompatibility with the demands and needs arising from new changes brought into the system. Resistance to the change in an organization by the employees and stakeholders may arise from the perception that there may arise detrimental effects due to changes in the organization patterns. The need for negotiation and agreement between the employees and management may need to get factored in where a certain group feel that they lose in case that there is a feeling and a perception of loss in relation to new change approaches in an organization. The two also advice and recommend cooption and manipulation in the cases where normal negotiation measures and explanations fail to meet the needs and demands of the stakeholders. Implicit and explicit coercion are necessary in cases where there is the essential need of speed and the application comes as the last available resort. Task four The successes of the organization need monitoring over the short term and the long-term duration. The operation of the Nokia Company especially in the telephone sector has variation depending on the location and region of the world supplied by a specific brand. The successes in the new change measures would get determined and evaluated based on the outcomes of the change management means and methodologies applied by the organization. The executive organizational change need to offer change opportunities and instances of achievement of success through talent management. The establishment and sustenance of talent innovation and skills harbouring in the organization comprehensively and in an effective manner would give an effective measure of success in the operations of the organization. The success in the organization and adapting mechanism of the organization in relation to talent development mindset get achieved through development of proactive talent management strategy. The organization need to have a positioning to distinguish its high potential performance and planning all its operations in an effective and professional methodology avoiding unnecessary delays and poor performance within the organizational management operations. Increase in company revenue and expansion of outlets would be a definite indication of success in relation to these sectors. These would lead to direct benefits the stakeholders and shareholders of the institution and organization (Egyedi, 1999). Consequently, this would lead to an improvement of operations and reduction in operational costs of the institution. Improved organizational change would ensure better products of the Nokia Company. These is a definite increase in economic benefits of the institution spread of customer base .Success would get determined through the recorded customer base and the relative increase in customer loyalty across the global market. Nokia is one of the pioneers in the telephone industry hence initially had a massive market share. However, following the entry of other players like the smart phone producing companies gave a lot of competition to the company .The changes in the organizational management of the company and realignment in the production process and technology used would get lead to a shift in the customers using the company products within the international market. Generally, the greatest measure of the effect of changing organizational management in the organization was shown by the shift in customer loyalty and users of the products of the Nokia Company. Effects of change in organization of the company increased the number of customers and users of the products in relation to the earlier years. Bibliography ABC. (2010). The Seven S Model. 5-12. Egyedi, T. (1999). Examining the Relevance of Paradigms to Base Analysis. 355-373. Grannoveter, M. (2003). The Strength of Weak Ties. American business Journal , 1360 1380. John, R. (2010). Theories and Models of Organizational Change. London: Routeledge. Koen, D. (2010). Nokias Strategic Change in the Management :Case of Open Innovation Paradigm. Erasmus University Press. Koza, M., & Lewin, Y. (1997). The Coevolution of strategic Alliances. Organizational Science , 256-301. March, J. (1991). Exploration and Exploitation in Organizational Learning. Organizational Science , 78-87. Schumpter, J. (2012). Capitalism,Socialism and Democracy. New York: Harper and Row. Wernerfelt, A. (2004). Resource Based View of the Firm. Strategic mangement Jurnal , 171 180. Yin, R. (2004). Designs and Methods in Case analysis. Palry Park: Sage Publication. Read More