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Nokia’s corporate communications

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  1. Introduction.
  2. Deal and Kennedy's theory of corporate culture.
    1. The five elements of a strong corporate culture.
    2. The four generic corporate cultures.
  3. Nokia's corporate culture.
    1. Nokia's business environment.
    2. Nokia's values.
    3. Nokia's heroes.
    4. Nokia's rites and rituals.
    5. Nokia's cultural network.
  4. Nokia's corporate culture analysis.
  5. Bibliography.

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? .

[...] In companies with a strong corporate culture, detail with precisions routine behavioural rituals they expect their employees to follow?. 6 The cultural Network. Everybody as a part of its jobs that is informal. ?Spies, storytellers, priests, whisperers, cabals-these people form the hidden hierarchy which looks considerably different from the organisation chart.? To grasp how the network run is the only to things done or to understand what's really going in effect. Indeed, all those factors values, heroes, rites and rituals - pulling together formed a corporate culture. [...]

[...] After a description of the Deal and Kennedy's Theory and an outline of the Nokia's corporate culture, an analysis will permit to identify the elements of Nokia's atypical corporate culture and the superordinate purpose of the organisation and to discourse whether the culture appears to be weak or strong and give evidence to support an analysis. 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. [...]

[...] Indeed, its slogan ?Connecting people? is the best illustration of it. The achievement trend to concern the company but also all employees: drive to achieve can only start from within each of They consider that everybody has a responsibility to contribute to Nokia's success. Professionalism is at the heart of their activities but no one can realize company goals alone. That's why the Nokia Way aims to connect people in teams, for the sake of debating the goals, but for reaching them faster?. [...]

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