Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Organizational structure of three companies in the mobile telephony industry, namely Ericsson, Nokia and Motorola.
The Organisational Structure of Ericsson:
The Business Organisation at Ericsson-- the international leaders in telecommunication based in Sweden -- is segmented as Business Units, Core Units, and Other Business Operations. The business units comprises of Systems, Mobile Systems CDMA, Global Services and Transmission and Transport Networks and the Core Units include Core Network Development, Radio Network Development, Service Network and Applications, Supply and Sourcing. The Other Business Operations include Mobile Platforms, Enterprise, Technology Licensing, Network Technologies, Microwave Systems, Business Innovations, Power Modules and Test Environments. The global market and sales organization is spread across three primary market areas- the Americas, Asia Pacific, and Europe, Middle East and Africa. (www.ericsson,2003)
The company is geared by the Executive Management Team headed by the President and CEO, who is reported to by the Deputy CEO and First Executive Vice President who is in charge of the Corporate Functions, along with the CFO and Executive Vice Presidents. The Corporate Management team comprises of Executive Vice Presidents for the three market areas and Vice Presidents for the different Business units and Core Units and also R&D, technology, Market Development, Corporate Communications and Legal Affairs. Ericsson's organizational structure emphasises decentralization of authority and with fewer market units the executive management of the company exercises closer control over the business and market segments, enabling a leading edge in global...
(www.ericsson,2003)
The Organisational Structure of Nokia:
The business of Nokia-- the Finnish Mobile Telephony leaders-- is organized essentially into two business groups-- Nokia Networks and Nokia Mobile Phones. Along with that the company also has Nokia Research Center, which is the corporate research unit. It also has a separate Nokia Ventures Organization. The Nokia Networks Division comprises of IP mobility Networks, Broadband System, Mobile Internet Application and Professional Mobile Radio and also includes Product Operation responsible for functions including manufacturing, contract manufacturing and delivery of products. Customer Operations is comprised of regional organization, that is responsible to the locally and regionally operating customers as well as global customer unit. Nokia Mobile Phones operates in over 130 countries worldwide. (www.nokia.com,2003)
The main market segments of Nokia are the Americas, Europe and Asia Pacific. The Nokia Ventures organization explores new business areas and includes Nokia Mobile Internet Technical Architecture, Nokia Internet Communication, Nokia Home Communication, Nokia Venture Partners and Nokia Entrepreneurial Web. The Nokia Research Centre undertakes the R&D activities of the group centrally and the different business units also undertake research activities independently. The Company adopts a more decentralised, hierarchical form of structure with the key strategic decisions being taken by the Board of Directors-- comprising of Chairman, Vice Chairman and members -- and Group Executive Board. The Group Executive Board is headed by the Chairman and CEO of Nokia Corporation and seconded by the…
Bibliography
Rory, Chase L. Knowledge Management Benchmarks. Journal of Knowledge Management, 1(1). 1997
Company Information and Reports Available at www.ericsson.com. Accessed 2.07.2003
Company Information and Reports Available at www.nokia.com. Accessed 2.07.2003
Company Information and Reports Available at www.motorola.com. Accessed on 2.07.2003
Laura Camplin, Divya Gupta, Elaine McNabb and Dori Thomas, Technological and Social of Impact Motorola Inc., 2000, Available at http://www.ecisseattleu.edu/students/Grads/divya/FinalInfo91.doc. Accessed on 2.07.2003
Organizational Structure There is one structural issue that will be examined. The hierarchical structure of CI is causing problems that affect the contingency factors most important to the CI organization including, Strategy, Sales cycle, and culture (Cengage, 2010). In the case study, Daly has assessed internal and external weaknesses and threats due to strategic direction. The analysis reveals two internal threats to the organization that stem from the hierarchical organizational structure and
In this study, the researchers explored the concept of "psychological contract" and how it applies to and potentially determines cultures and sub-cultures that would emerge in organizations. Defining it as "individual beliefs or perceptions concerning the terms of…relationship between the individual and the organization," psychological contracts are identified into the following dimensions: (1) vertical or horizontal, referring to social status and power in "exchange relationships" and (2) individualism and
Organizational Development Fortsworth Company Fortsworth Manufacturers designs and sells personal computers, software, related services, peripherals, and network solutions. The company also develops and markets portable digital music devices along with accompanying accessories such as an audio book, third party music, short films, music videos, and television shows. Primarily, this company operates across Japan, America and Europe with its headquarters in California. Vision The current vision of Fortsworth Company is to ignite the revolution in
Org Structure An organization's structure affects many aspects of the organization. Kanter (1999) notes that people within an organization tend to operate in line with the messages that they are receiving, so structural elements do affect culture and vice versa. An organizational structure reflects how the people at the top of the organization view how the organization works. So if you have, for example, few new products, you might just work
For this reasons, employees report higher level of supervisory trust in such organizations. 'The effect of interactional justice on supervisory trust is more pronounced in organic organizations." (p.301) the reason for this is that in mechanistic organizations, supervisors are constrained by rigid rules and hence they are allowed to develop as close an interaction with subordinates as in organic structures. The second article which occupies a central place in business
Resolution often needs to be imposed from above. A third type of communication problem at firms operating a matrix structure is that of corporate culture clash. In the case of Spectrum, the regional head office may wish to impose upon the different product functions the head office corporate culture. Each of the functional firms, however, may have its own culture and may find that it benefits from certain cultural differences.