Organisation That Has Undergone a Change - Case Study Example

Running Head: NOKIA Nokia [Name of the Writer] [Name of the Institution] Nokia Introduction We exist and work in an era of growing worldwide competition, new technologies, variable demographics, and altering social values. A vital reaction to these types of forces has been the materialization of a new type of organization, the high performance organization (HPO). HPOs are speedy, sprightly, and market-driven. They emphasize respect for people, as evidenced by the involvement of workers and managers at all levels and consistent use of teams like those at Nokia. Increasingly, future careers will unfold in high performance work settings. (Schermerhorn, 2001). Nokia is at present the main mobile phone producer in the globe. With sales of twenty seven billion dollar in 2000, it has approximately double the market share of its nearby rival, Motorola. A universal leader in mobile communications, Nokia has recognized itself as the most important and favourite brand in many markets where it is currently in Asia Pacific. Support by its experience, modernism, user-friendliness and a protected solution, Nokia is the world's most important provider of mobile phones, set, mobile and IP networks. Background As Nokia expanded its presence across the globe, however, it became increasingly important for them to establish Nokia's name and reputation as a superior cellular phone manufacturer. Nokia's ideal global strategy was to create a phone that could be used by anyone anywhere in the world, and to that end, they needed the consumer to consistently recognize their brand in every possible country. Nokia have designed hundreds of different model mobiles to cater the markets desires as a mobile phone. Mobile phones were first designed to call from one person to another without the hassle of having a landline, from that day onwards, Nokia have innovated and upgraded their handsets to include other features such as digital camera and camcorder functions, digital walkman (mp3 players), personal organisers, internet features, and many more others. With no doubt, as time flies by, Nokia will consistently upgrade products in meeting the public’s demand. With products that consist of walkmans, media players, cameras as well as the normal mobile function of calling from A to B, who knows what the future may. Nokia has been constantly reaching out to the innovative possibilities of the future by being a pioneer in mobile telephony. In addition, Nokia is concrete the system to the Mobile Information Society with its inventive products and clarifications. While individuality, freedom, inspired technology, enduring quality and the uniqueness of the human touch are among what the company believes in, understanding human needs and connecting people in an all-embracing world of easy communication are its daily business. That's why, "Connecting People" is not just a slogan, and it’s an everyday goal. Being a global innovator, the company is the leading mobile phone supplier and a leading supplier of mobile, fixed and IP networks and services, as well as multimedia terminals. Headquartered in Finland, Nokia is listed on five European Stock Exchanges and on the New York Stock Exchange, with a committed workforce of more than 60,000 worldwide. Restructuring Nokia is a universal head in mobile communications, motivating the development and sustainability of the vast mobility production. Nokia bonds people to each other and the information that subjects to them with easy-to-use and pioneering products like mobile phones, devices and elucidation for imaging, playoffs, media and businesses. Nokia provides equipment, solutions and services for network operators and corporations. The company has successfully implemented a transnational strategy that has enabled it to sustain its dominance in a complex and quickly evolving industry (Hodgetts, 2006). Beside with the new structure just announced for Nokia Corporation, the company is taking on a new appearance to replicate an industry change towards enterprise and multimedia services. The only division that remains as it was prior to the restructuring is infrastructure. The mobile-phones division is slimmer, losing some of its functions to the multimedia division. Nokia's venture organization has been tweaked to focus on enterprise. The changes are rooted in the increasing value of Internet Protocol in the company's strategy, the new structure helps to streamline companies Nokia has acquired during the past few years, some of which were under its ventures organization. At present, telecommunications is one of the main competitive business sectors in the world. The sector is also extremely dynamic. Product life cycles are flattering shorter and shorter, price antagonism is driving down profit limits, and new promotions and business areas require quick action (Gentile, 2005). Target markets have been broken up into six segments each with their own definition based on what Nokia sees these groups requiring in their cell phone. They include basic (people who need an easy to use mobile phone for contacting others), Expression (people who want to customize their phone to their liking), Classic (people who want traditional phone and web browsing functions), Fashion (people who's phone is a fashion accessory as well as a phone - kind of me), Premium (people who want all the technological features they can - definitely me), Communicator (people who want a phone that combines all their communication devices - definitely me). Similar to Specialized Bicycles Nokia has identified a major want for consumers mobile phones to be tailored to anything from their functional requirements of the phone to whether or not it matches the handbag (purse) for Friday night's big party; thus Nokia has/is meeting these wants/needs (by now and for some certain functions are needs) in an ever increasing wireless world. Nokia realigned its operations into mobile phones, multimedia, networks and enterprise. It reflects the two dynamics Nokia has to improve, namely flexibility and economics of scale. Under the new arrangement, the multimedia and mobile-phones divisions will work together more closely than the others. The multimedia division will take charge of the consumer-oriented functions like the various forms of imaging products, games, music and other forms of content and data. The division is sub-divided into imaging, entertainment and media, mobile enhancements (like accessories and add-ons), mobile services and Nokia home communications. The mobile services will cover functions such as providing graphics, ring tones, Java downloads and what kinds of content to proffer like streaming services. It will also offer personalized services in terms of what kind of distinctive programs an end user wants on a handheld. The Nokia 3500 handset series is an integral part of its multimedia offerings. Its N-Gage product, which has become its flagship offering for the gaming space, will fall within this division. The division will be led by Anssi Vanjoki as executive vice president and general manager. The enterprise division emerges out of the ventures organization. This division interfaces wireless and wireline, harnessing its IP capabilities. Armstrong said the company took Nokia Internet Communications based in Mountain View, Calif., from the ventures organization with such acquired companies as Eizel Technologies and Nokia One Solution. Business applications units, which were under the mobile-phones division, were also moved to the enterprise division (Stoner, 2004). The head of the enterprise division has not been announced. The goal has been to provision secure solutions for IP network for wireless and wired. Nokia brought all things enterprise into one division. However, Nokia Ventures still exists. The mobile-phones group will cover TDMA, CDMA and mobile entry products, which refers to handsets designed for emerging markets such as India, Russia and China. The Nokia 1100 and 2300 are devoted to these categories. These are basic voice-centric phones with black and white screens but also with short message service capability, explained Keith Nowak, spokesman for the company. Olli-Pekka Kallasvuo will head the division as executive vice president and general manager (www.Nokia.com). According to Hodgetts et al. (2006), Nokia's strategy implements the Total Quality Management (TQM) strategies upon their decisions. Nokia's innovative and creative ideas upon their mobile handsets are purely to benefit the customers' wants and needs. For example, the Nokia N70 handset has the function of a mobile phone in order to call from one person to another, but other features such as MP3 playback, 2mega-pixel camera, expandable memory and countless amounts of compatible software proves itself in creating products to suit the customers' needs. Conclusion The worldwide communications business has been altering during the past few years, and fairly dramatically. In conclusion, wireless communication, proves to be a hot area for telecom provider. Accordingly, the requirement for handset products, from businesses to customers continues to increase. The matter is how handset producer have fit their worldwide marketing strategies to win extensive acceptance as competition deepen. Thus, this study highlights Nokia's current success as a very distinctive case in point to the over question. The company remains for now the top handset maker in the world, but with a world moving toward multimedia services, its handset performance, according to analysts, will be tied to its ability to offer feature-rich materials. The company said the four divisions will work with horizontal units, which include corporate-wide sales, marketing, logistics, manufacturing and technology units as well as corporate strategy, development and research units. This will enable global care of customer relations and channels, economics of scale in operations as well as better horizontal leverage of technologies, business opportunities and common support," said the company. Community at work in organizations these days are part of a new age the institutions of the social order and the public who make them effort are challenged in numerous and very particular ways (Wood, 2006). The public at huge increasingly look forward to high performance and high excellence of life to go hand-in-hand, believes principles and social liability core values, respects the immense potential of demographic and intellectual diversity between people, and understand the impression of globalization on daily living and organizational competitiveness. Nowadays, the organization have to meet with new demands from changing environment. Continuous process enables an organization to survive. References Gentile, M.C. (2005). Managerial effectiveness & diversity: individual choices. Harvard Business Review, July. Hodgetts, R.M., Luthans, F. and Doh, J.P. (2006). International Management: Culture, Strategy and Behaviour, 6th Edition. McGraw-Hill, New York. Shermerhorn, J.R., Hunt, J.G. & Osborn, R.N. (2001). Organizational behaviour (8th Ed.). New York: John Wiley. Stoner, J.A.F., Yetton, P.W., Craig, J.F., Johnston, K.D. (2004). Management 2nd Ed. Prentice Hall, Australia. Wood, J., Zeffane, R., Fromholtz, M. & Fitzgerald, J. (2006). Organisational Behaviour: Core Concepts and Applications, John Wiley & Sons, Milton, QLD. Read More