Nokia’s corporate communications

Type :

Presentation

Pages :

6 pages

Format :

.doc

Published date :

01/12/2009

Category :

Business & market

Sub category :

Business strategy

Oboulo.com selection criteria

$ 12.95 Add to cart

Summary :

Introduction.
Deal and Kennedy's theory of corporate culture.
1. The five elements of a strong corporate culture.
2. The four generic corporate cultures.
Nokia's corporate culture.
1. Nokia's business environment.
2. Nokia's values.
3. Nokia's heroes.
4. Nokia's rites and rituals.
5. Nokia's cultural network.
Nokia's corporate culture analysis.
Bibliography.

Abstract

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" .