Nokia's corporate communications

Résumé du document

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" .

Extraits

[...] They are not worried or superstitious. Sales along with a sense of fun and actions are key characteristics of rites and rituals. Languages play an important part in rituals. Disadvantages can appear when volume displaces quality and when employees think more to their own success and not to the company success The “Bet-Your-Company Culture”. The “Bet-Your-Company culture” organisations takes high risks and waits for a long time for the response to actions and decisions because investments are huge and long term and the outcome is seen in long term future. [...]

[...] 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. They also demonstrate at length the importance of strength corporate culture and finally they made the Identikit of four kind of corporate cultures The five elements of a strong corporate culture. Indeed, business environment, values, heroes, the rites and rituals and the cultural network permit to build the corporate culture of a firm The business environment. [...]

[...] 4th ed., in Harlow: Financial Times Prentice Hall. p 884. CAPON, C. (2004) Understanding Organisational context: Inside and outside organisations. 2nd ed., in Harlow: Financial Times Prentice Hall. p 447. DEAL, T. and KENNEDY, A. (2000) Corporate Cultures: The rites and rituals of Corporate Life. 3th ed., Cambridge: CAPON, C. (2004) Understanding Organisational context: Inside and outside organisations. 2nd ed., in Harlow: Financial Times Prentice Hall. [...]

[...] SCHEIN, E.H. (1985) Organizational culture and leadership. San Francisco: Jossey-Bass Publishers. HUCZYNSKI, A. and BUCHANAN, D. (2001) Organizational Behaviour: An Introduction Text. 4th ed., Harlow: Financial Times Prentice Hall. CAPON, C. (2004) Understanding Organisational context: Inside and outside organisations. 2nd ed., Harlow: Financial Times Prentice Hall. DEAL, T. and KENNEDY, A. [...]

[...] Nokia encourages open discussion and debate. As an example, the annual globally conducted ´Listening to You´ employee survey is a powerful way of getting feedback from their employees on a range of important issues. Another example in addition to this annual survey, other issue-specific surveys and focus group discussions, is the "Ask HR" feedback channel on it human resources Intranet. There, every employee can comment or ask questions about people practices and processes, even anonymously, and receive a prompt and openly published response The Nokia's cultural network It is really difficult to identify the cultural network of a company without depth researches. [...]