Dharminder Singh (Gcmsl 11538)

Nokia is one of the world's biggest manufacturers of mobile phones. In the 2nd quarter of 2008, it was able to grab 80% share from the global market. It elevated Finland to being an even wealthier country accounting for 30% of it.0's GDP. Nevertheless, the success of Nokia started from its modest launching. Nokia was born in 1895 when Frederick Ides tam built a pulp mill. Originally located in Tampere, a south-western city in Finland, the company transferred to the town of Nokia so it could utilize the river of Nokianvirta. The company took its name from this river, which was used for the production of hydroelectric power. Nokia as we know it today begins in 1967 with the acquisition of the Finish Cable Works, a telegraph and telephone cables company. Nokia started producing lots of products ranging from newspapers, footwear, bicycles, car tires, televisions and communication cables t personal computers, aluminium capacitors and electricity generation equipment, etc. Nokia's first 3G phone, the Nokia 6650, was launched in 2002 and it made them billions of dollars. And so the story continued - rigt up until the smartphone takes hold of the market. At the present time Nokia have some major problems as they are losing market share to several rivals. Only time will tell if Nokia can survive in its present form. But history tells us that this dynamic, innovative company should bounce back at some stage. Ref: www.serviceteam.co.uk

Organizational structure

The framework, typically hierarchical, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. An structure depends entirely on the organization's objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions have varying degrees of autonomy. An organizational chart illustrates the organizational structure.
Ref:http://www.businessdictionary.com/definition/organizational-structure.html

1. Understand the relationship between organisational structure and culture

The relationship between organizational culture and organizational structure is an important theme that is often overlooked. The two can be difficult to clearly distinguish from one another, and even more so to clearly define within an institution. Organizational structure works within an organizational culture, but it is not completely separate. Organizational culture is more of a larger picture, a more general term that refers to a large umbrella of smaller topics and issues within an organization. The structure refers to the infrastructure, and the various methods and practices within that infrastructure, that helps an organizational culture run with the efficiency and consistency that should be the hallmark of any healthy organizational structure, whether it is in a corporation, sports team, or any other set up that is large enough to create its own organizational culture. Another common way to describe how structure works is to say that organizational structure is the way in which the interrelated groups within and organization are set up to allow them to function smoothly from a larger standpoint. The two main purposes of a successful organizational structure is to ensure effective communication between various parts of the company, as well as to increase coordination between different departments.

1.1 Compare and contrast different organisational structures and culture