The competition and the fighting for the top spot in cell phones supplier are the goals where of the value proposition is set. Nokia, the Finnish multinational, is renowned for its organisational culture. Nokia believes in providing individuals with a platform for personal growth in a challenging environment. Nokia’s case provided a very rich content for describing different kinds of resistance from stakeholders. He refocused on leadership and markets, away from bureaucracy and products. The internal forces that influence organizational activities are employee behavior and attitude. A flat, networked organisation along with flexibility and speedy decision-making form the main elements of Nokia's culture. of organization structure, which is being, used by Nokia Corporation is known as the matrix organizational structure. Overall the organizational structure of Nokia can be characterised as flat structure and the organizational culture of Nokia is highly impacted by the technological nature or aspect of the business. "These changes are designed to accelerate the execution of our strategy," said Nokia President and CEO Rajeev Suri. As part of a new organizational structure, 14,000 full-time Nokia employees will be reassigned from corporate to four new business groups. Nokia Resource planning conducted at both organizational/ global and unit /local levels which is done by SHRM of Nokia. Nokia Announces Further Organizational Changes. Ollila has led Nokia's reinvention as a mobile communications company. There was a need for change in the strategy, organizational structure and operations in Nokia. It seeks to destabilize (unfreeze) the statusquo. Engineering Matrix Structure. Nokia's organizational structure is horizontal and it allows for greater flexibility and speedy communication channels between different departments. History and Background of NOKIA 1 Founding Nokia was originally founded as a paper manufacturer by Fredrik Idestam in 1865. Nokia announced further steps to align its organizational structure to its strategy, strengthen its leadership team and position the company for success in the 5G era. Clear vision, goals and shared management principles are an integral part of Nokia's culture. The devices unit looks after the development and management of mobile devices portfolio which is targeted at all major consumer segments. The best structure for any organization will depend upon who its members are, what the setting is, and how far the organization has come in its development. CEO, Jorma Ollila's leadership has played an important role in shaping Nokia's culture. Nokia believed that its business processes, strategies, structure, organization management, and culture and environment drivers are leading to one of the best information systems ever …show more content… As of April 1, Nokia will have a new company structure, which features two distinct business units: Smart Devices and Mobile Phones. Nokia, the Finnish multinational, is renowned for its organizational culture. Workforce planning and recruiting: Workforce planning is the development of assessing a company’s current and future human resources needs. The challenge for Nokia is to retain these core values as it grows in size. Nokia today announced the planned leadership and organizational structure that it intends to implement after and subject to the successful closing of the public exchange offer for Alcatel-Lucent securities announced on April 15, 2015. The people who helped Nokia to … This restructuring initiative resulted in elimination of approximately 7,400 positions in fiscal year 2016. When fear permeated all … Despite all his efforts, sales continued to decline. A year after his burning platform memo, Nokia laid off 4,000 employees. Wednesday, October 07, 2015 | Comments. Nokia’s decline in mobile phones cannot be explained by a single, simple answer: Management decisions, dysfunctional organisational structures, growing bureaucracy and deep internal rivalries all played a part in preventing Nokia from recognising the shift from product-based competition to one based on platforms. - Elop has swept away many elements of Nokia’s previous organisational structure - a significant process of delayering - Elop has refocused the business on leadership (managers taking decisions and responsibility) and markets (innovation driven by people competing in key mobile phone segments) They are inherent in the very idea of an organizational structure. Nokia’s organizational structure is horizontal and it allows for greater flexibility and speedy communication channels between different departments. 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