Organizational Culture and Structure
Organizational culture is basically the kind of behaviors that a particular organization expects from its employees. This may comprise of the code of conduct, rules and regulations or simply what the organization considers to be right or wrong. On the other hand organizational structure basically entails all activities that an organization is involved in for instance task allocation, supervision and coordination, which are basically directed towards helping the organization to achieve its organizational goals and objectives. This can also be considered as perspectives through which people who work in an organization view the organization. Most organizations seem to have hierarchical structures, although not all organizations have those many varying hierarchies. Organizations are normally structured in many different ways, depending on their objectives.
What is organizational structure and culture?
An organizational structure and culture does play a number of roles in as far as helping in the formation and execution of organizational strategies is concerned. Organizational structure may help in allowing the allocation expressed concerning responsibilities to be properly done. This helps the different processes and functions to be effected and carried out at the different entities for instance at various levels like at the branch, workgroup, department, and individual. Organizational structure does affect organizational action in many ways. For instance, it provides the basis or foundation on which the organization's standard operating procedures rest. Alternatively, it helps in determining the individuals who are to; for instance, take various roles in the activities that the organization comes up with for instance decision making. The set out organizational structure at times does not necessarily coincide with facts or some of the activities that go on in the organization which actually evolve in the organization's operational action. At times such divergence may tend to decreases the performance, when an organization is still growing, a wrong organizational structure is likely to hamper developmental aspects like cooperation and coordination and thus frustrate the completion and implementation of orders, decisions and strategies that were initially planned to happen within set time frames, limits of resources or even budgets.
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An organizational structure is normally adoptive to virtually all the processes requirements, this normally aims at optimizing the ratio of the effort and the input to the general output and productivity of the organization. Organizational culture helps an organization achieve its objectives and goals. Each organization big or small has its own values, artifacts and assumptions that it operates in. The type of a culture that an organization inculcates in their employees greatly detects the direction the organization goes and also determines whether or not the company or the organization realizes its goals. The culture of the organizations in many ways does affect the productivity, effectiveness and efficiency of the organization. Some of the main reason to why most companies come up with cultures which they strictly adhere to is not only to move or increase profits but also to make the stakeholders happy and satisfied. The culture of Nokia does contribute a lot in helping the company to realize its mission, goals and objectives but it also does destruct in many ways Nokia's culture has greatly contribute to its success, for instance, it has helped the company to have a bigger market share worldwide in the phone business than any other company.
Organizational culture at Nokia Company
The organizational culture of Nokia has made it become a leader in the market and they are now twice as big as their nearest rival, this was one of their missions, leading the phone market which they have achieved through adhering strictly to their culture. The culture which focuses on long-term domination has greatly helped the company to beat American competition that is always coming up with short-term domination measures that only focuses on short-term domination of the market and quick results. The Nokia's culture is believed to be radically different; the authorities at Nokia believe that their culture explains why they perform so well in the global market. Some aspects of Nokia's organizational culture destruct the company from achieving its goals and objectives and even the mission. The culture has sort of made the company to be left years behind some of their rivals like Apple and Google, and also from other Chinese rivals. Another major problem that the culture has caused the company is making it not to be in apposition to open up Nokia's commonly known fiercely insular culture. The other aspect of the culture that has sort of made it impossible for the company to penetrate other markets in far-flung places is the fact the company has been run exclusively by executives and leaders who are Finnish since it started operating long time ago as a paper-milling company in the year 1865.
Most of the senior managers and executives have been working at the company for almost their entire careers. Despite Nokia's global presence and large global workforce, most executives deliberately keep their counterparts who are foreigners far and rarely trust them.Nokia is also believed to have a culture that is overtly masculine in nature. They like sauna to the extend of cutting business deals while there, The sauna is by and large a part of their culture but Nokia goes overboard with this concept, in the sense that they have become so addicted to it that they have sort of made it look like such an integral part of the company's operation in many foreign countries offices around the world to accommodate this addiction and at times at the expense of productivity.