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20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
20873918 nokia-organizational-behaviour
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20873918 nokia-organizational-behaviour

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  • 1. Nokia connecting people…<br />
  • 2. Agenda<br />• Nokia’s History<br />• Organizational practices<br />• Mission and Values<br />• Organizational Culture and Structure<br />• Employee Engagement<br />• Corporate Social Responsibility<br />• SWOT analysis<br />• Lessons learnt from Nokia<br />
  • 3. Nokia’s History<br />How it all began – the birth of Nokia<br />• Nokia started by making paper – the original communications technology.<br />• The history of Nokia goes back to 1865. <br />• Fredrik Idestam built a wood pulp mill on the banks of the Tammerkoski rapids, in southern Finland. A few years later, he built a second mill by the Nokianvirta River – the place that gave Nokia its name.<br />• A mining engineer by trade, Idestam brought a new, cheaper paper manufacturing process to Finland from Germany.<br />
  • 4. Nokia- then and now..<br />1898: Finnish Rubber Works founded<br />1912: Finnish Cable Works founded<br />1967: The merger Nokia Ab, Finnish <br />Rubber Works and Finnish Cable <br />works formally merge to <br />create The Nokia Corporation.<br />1981: The mobile era begins<br />1982: Nokia makes its first digital <br />telephone switch<br />1994: World’s first satellite call<br />
  • 5. Nokia’s evolution<br />1997: Snake – a classic <br /> mobile game<br />1998: Nokia leads the world<br />2002: First 3G phone<br />2005: The Nokia N-series is born<br />2005: The billionth Nokia phone <br /> is sold<br />2007: Nokia recognized as 5th <br /> most valued brand in the world. <br />
  • 6. Key Members on The board<br />
  • 7. Organizational Behavior<br />
  • 8. Mission Statement and values<br />Mission:<br />• To Bring out the best of abilities and skills of men and women from different cultural backgrounds, lifestyles to Nokia’s success<br />Values:<br />• Diversity: Different people + Different Ideas = Nokia’s success<br />Commitment to diversity:<br />• Heart of Nokia’s ways and values<br />• Equal opportunities to help employees grow<br />• Inclusiveness towards every employee<br />• Nokia seeks respect and benefit from differences<br />
  • 9. Nokia ways and values<br />• a flat network organization<br />• flexibility and speed- helps <br /> in decision making<br />• openness towards people<br />• new ideas- key which they nourish<br />
  • 10. Consumer led company <br />• consumer involvement in technology and global communication<br />• social networks are becoming central- communication<br />• people want to be truly connected : NOKIA DOES IT<br />• people want privacy<br />• One of 3 phones is of NOKIA (100 million users)<br />Overall Goal:<br />• Produce high quality and safe products while upholding law and protecting the environment<br />
  • 11. Organizational Culture and Structure<br />• Clear Vision, goals and shared management principles are integral part hat keeps the company ahead of its rivals<br />• Through brainstorming and formal presentations, company’s vision has been passed on to the lower levels of management<br />• Company’s corporate objectives are conveyed throughout the organization with help of strong internal Public Relations practices<br />
  • 12. Organizational Culture and Structure<br />• “Nokia Way” has laid down rules to follow, and formed a basis for common bond and shared philosophy of all its employees<br />• Nokia’s organizational structure is fluid, flexible and driven by the mentors in the organization, which is task or project-oriented. <br />• It has introduced various innovative measures in its people process that helped achieve a positive employer image, create a platform for growth and development.<br />
  • 13. Organization structure<br />
  • 14. Nokia as an employer<br />• values are the foundation and people the core<br />• its workplace has a world of opportunities, engaging work, global culture and competitive rewards<br />• has a flexible global structure and addresses diverse and changing business and employment environments and specific individual preferences- has an inclusive and diverse work environment<br />• rewards employees for good performance, competence development, and for overall company success<br />• With employees from 120 countries, working at Nokia leads to a world of opportunities. <br />
  • 15. Nokia as an employer<br />Nokia offers rewards, Professional and personal growth and Work-life balance to its employees<br />It also provides:<br />•Learning solutions and training- variety of training activities through Learning Centers and Learning Market Place Intranet <br />•Internal Job Market- all vacancies are advertised internally (Job rotation and internal job opportunities)<br />•Performance Management- a system called Investing In People (IIP) which is alligned to the company strategy and planning processes<br />
  • 16. work life balance<br />• Nokia cares for its employees throughout the cycle of their working life from induction and training, through development and advancement, and on to retirement<br />• Work-Life balance solutions- health benefits and possible local retirement benefits are provided to employees<br />• well-being of employees is important and also fundamental to the Nokia Way <br />• recognizes the importance of the balance between work content and personal interests and needs, as well as the impact of that balance on employee well-being<br />
  • 17. Corporate social<br /> responsibility <br />
  • 18. Nokia and Environment<br />Lifecycle Thinking- use approved, <br />tested and sustainable materials and substances in products<br /><ul><li>improve energy efficiency of devices,enhancements including chargers
  • 19. develop smaller and smarter </li></ul> packaging for products<br /><ul><li>involve the people who use devices </li></ul> via eco software and services and <br /> Recycling(in 85 countries <br />including India)<br />
  • 20. Nokia’s environmental Footprint<br />
  • 21. Nokia And Community<br />Disaster recovery:<br />• Nokia has been funding rebuilding programs and projects over a three-year period<br />•efforts consist of donations to the <br />Edhi Foundation, the President's <br />Earthquake Relief Fund and Red <br />Cross Finland.<br />• Nokia also made a handset <br />donation directly to the affected region.<br />September 11 WTC, 2001<br />Southeast Asian tsunami(2004)<br />Earthquake in Pakistan(2005)<br />Cyclone Nargis in Myanmar(2006)<br />
  • 22. Nokia and Community<br />• Joined hands with 'Hand in Hand', a leading NGO Child labour elimination and education<br />•Self Help Groups (SHGs) and Microfinance for enterprise creation and poverty reduction<br />• Citizens' Centres to strengthen democracy at the grassroots level<br />• Health and hygiene to create awareness improve health standards<br />• Environmental protection via watershed and solid waste management projects<br />• WWF (Climate Savers, connect2earth)<br />• TERI – BCSD(energy conservation in India)<br />
  • 23.
  • 24. .<br />Lessons learned from Nokia<br />• Nokia maintains distinctive advantage over their current and future competition without patent protection<br />• Nokia’s processes are:<br /> -attracting and retaining skilled people<br /> -managing innovation enabled the company to remain innovative and agile, even as its organization grew quite large <br /> -offers ways in which hard-to-imitate processes and systems can be built that can keep the new firm at least a few steps ahead of its current and future competitors<br />

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