Apple and Nokia Organizations Analysis

Apple and Nokia organizations Analysis

Apple is a multinational technology company headquartered in the United States that focuses on consumer electronics, computers, and the internet. Apple’s corporate structure has aided the team’s growth as a technological company by encouraging creativity. Nokia Company, established in 1865, is Finnish multinational telecommunication, information systems, and consumer technology company. Nokia’s primary offices are in Espoo, Finland, which is part of the wider Helsinki metropolitan area. Therefore, this paper focuses on the organizational structure, culture, mode of communication, and leadership style of both companies, as well as how organizational structure, culture, and management style affect success and failure, HR strategic planning, recruitment and selection strategy, performance, and recommendation.

Apple Organizational Structure

Apple’s organizational structure established by Steve Jobs and Tim Cook’s back-to-back administrations has offered the company many opportunities, ranging from creative human resource management practices to market development and technical specialization. The management structure is very hierarchical, with multiple levels of management. The company’s massive size, with many workers worldwide, necessitates the use of a hierarchical organization. Apple uses a conventional design where it has split into separate units, each with its profit and loss statement (Podolny & Hansen, 2020). Senior managers oversee the Macintosh goods department, the information appliances division, and the server products division. Another notable characteristic of Apple’s design is its utility. High-ranking vice leaders reporting to the chief executive are in control of activities rather than goods, which is an essential feature of organizational structure.

Apple Organizational Culture

Apple has a culture of innovation and creativity. The company’s culture prioritizes maintaining a high level of innovation, which necessitates inventiveness and a mindset that questions existing norms and standards. (Shaari, 2019). When it comes to active and rapid technological innovation, the company relies on cultural support and unity, both of which are important factors in determining competitiveness and industry leadership. The industry focuses on Apple Ansoff’s matrix for strategic marketing model that aids Apple in deciding its product and market strategy because of Apple’s organizational culture, which combines top-notch effectiveness, creative skills, and innovation. 

Apple Organization Mode of Communication

Apple’s mode of communication and how staff engages with one another Apple promotes iPhones through print and electronic media. Additional communication strategies employed by the firm include digital technology, direct marketing, personal selling, sales progression, and public relations (Juska, 2021). Billboards and television commercials promote Apple products and services. Because televisions are now in almost every home, the corporation is assured of reaching a broad target audience. The advertisements are designed to highlight the iPhones’ superior quality.

How Employees Interact with each Other

Good employee relations contribute to better employee engagement and long-term company performance. The biggest and most successful technology company, Apple, places great importance on cultivating positive working connections (Arimie, 2019). It uses a power-sharing model with its employees, allowing them to express themselves through an open communication network. Employee engagement measures a person’s passion for and commitment to the job and their workplace culture, occupational function, and relationships with coworkers. Employees’ dedication to the company they work for has a positive impact on their motivation to put forth effort in their jobs, use their ingenuity, and help the company achieve its goals.

Apples the Leadership Style

Apple’s leadership style was dictatorial when Steve Jobs was Director, but it changed significantly after Tim Cook took over. Apple’s style of leadership is democratic. The CEO is not personally involved in launching a new product, but he collaborates with top managers and other team members (Dudovskiy, 2021). The second type of leadership is quiet leadership, which Tim Cook is known for being more than Steve Jobs. While Steve Jobs was alive, he revolutionized Apple and introduced a flurry of new products, but Tim Cook has stuck to just three types of products.

How Does Apple’s Organizational Values, Structure, and Administration Style Affect/Relate To Its Achievement?

  Apple’s organizational structure promotes market leadership by combining leading efficiency, creative abilities, and innovation to pursue growth and development.

Organizational culture is an essential component of performance and a source of long-term competitive edge (Podolny & Hansen, 2020). Apple is known for its secrecy-obsessed culture. This cultural trait continues to determine the firm’s human resource management. Maintaining confidentiality is one of the firm’s strategies for preventing the theft of personal information. It’s also a purposeful management style that helps Apple keep its competitive edge.

Apple’s success is due to its management style. For strategic decision-making, the Information Technology behemoth mostly relies on technical personnel and executive teams (Dudovskiy, 2021). According to the firm, it is easier to train experts into becoming managers than it is to develop executives to become experts. As a result, for managerial positions at Apple, great competence in their role is necessary.

Apple’s HR Strategy, Employment and Assortment Strategy, and Presentation/Talent Administration Strategy

The firm’s policy to appraising and recollecting the original talent is based on human resources strategies, measures, and methodologies. Apple’s HR strategy prioritizes human capital investment, member of the group acceptance or disapproval, involvement in choice, and a commitment to team constructing (Lordkipanidze, 2019). After signing to managing talent acquisition, Apple seeks applicants engaged at work, dedicated, and precise. The most successful Strategies are always centered on getting the best productivity out of people. Apple emphasizes its key goal of engaging the smartest and brightest candidates. The assortment procedure is centered on direct interaction to find someone who can think of new ideas and is willing to spend their time with the company.

Apple Suggestion and Recommendation

To remain ahead in a competitive and rapidly changing technological sector, Apple must retain its creative thinking and innovative products. Apple must recognize that technological advancements, market needs, and demographic shifts have led to new needs and expectations. As a result, the corporation must continue to innovate and think creatively in all of its products and services (Model, 2021). Additionally, Steve Jobs provides the kind of strong leadership that technology firms deserve. Apple’s long-term strategy was devised by Steve Jobs. Therefore, the new CEO is in charge of developing and communicating innovative plans, as well as ensuring that staff follows them.

Nokia Organization Structure and Culture

Nokia’s downturn in cellular telephones could be attributed to poor managerial decisions, a corrupt and inefficient organizational structure, culture, and HR planning techniques, such as a poor marketing technique. Nokia’s business group includes the sections of Mobiles, Media, Business Solutions, and Networking. Each management leader is responsible for ensuring that the company’s best interests are served. The structure and culture of an organization are critical for growth and development. They thus must be carefully examined for a company’s success, but you would have observed that it played at least an indirect influence on Nokia’s success. The firm’s management and employees lost interest since they assumed the firm already had achieved success and that nothing more needed to be done. With such a mental approach, you won’t be able to attain long-term success, and it won’t help you achieve your goals as effectively as possible (Peltonen, 2019). Nokia’s reputation culture has produced a culture of social worry that has changed how humans work. When the human element is mixed with structural economic issues, Nokia’s ability to innovate was hampered by a condition of time vision.

Nokia Mode of Communication and How Staff Engage With One Another

Many people automatically think of the various forms of public relations and marketing necessary for brand promotion when it comes to actual interaction within a firm. Large corporations require a high level of communication. Influential firms are critical for maintaining employee relationships and a firm’s prosperity. Internal communication has changed tremendously since the days of introductory emails and employee publications. It’s unlikely that the company’s message was unclear, late, and inadequate (Lamberg et al., 2021). The flow of information can slow to a near-halt when there is significant organizational dysfunction. Top managers might have guaranteed coherence on the firm’s aims and how to achieve them, indicated that information sharing was valued through their words and actions, and worked to minimize middle managers’ fear of providing negative information.

Nokia’s Leadership Style

Nokia employs a democratic style that includes interaction with assistants and contribution in developing initiatives and strategies. He encourages people to participate in policymaking. Rather than instilling fear and intimidation in his subordinates, the manager leads by example and argument (Schoemaker & Kuhn, 2021). Stephen Elop, director of Nokia, claims that Nokia’s leadership focused on the construction and success of individuals than teamwork hence leading to its failure.

How Does Nokia’s Failure Affect/Relate to Its Organizational Culture, Structure, and Management Style

Successful businesses have developed unique and appropriate human resource policies based on internal capabilities and constraints, allowing them to take advantage of international opportunities while avoiding risks. Nokia failed to consider Human Resources when the Nokia smartphone e was launched thus struggled to maintain its dominance in the smartphone market (Bhalodiya & Sagotia, 2018). Nokia officials predicted that people would shun touch-screen smartphones instead of keypad phones. Nokia was adversely affected by changing the organization structure. Nokia’s issues were exacerbated by the lack of innovation in its devices; whereas Apple continued to develop better phones, Nokia continued to manufacture phones with limited capabilities. Nokia was known for its hardware and gave its software abilities scant thought. To reduce the risks of bringing innovation to phones, the company neglected new technologies at first. Nokia’s demise is due to a widespread bureaucracy that prevents it from acting and its inability to act, damaging internal competition. Additionally, Nokia’s demise is the internal corporate rivalries. The lack of cooperation resulted in a slew of operational challenges, especially setbacks in Operating system code generation and marketing strategies failed to work hence the failure of Nokia corporate.

HR Strategic Planning, Recruitment and Selection Strategy, And Performance/Talent Management Strategy 

A strategic human resources primary goal is to increase employee performance by focusing on economic barriers outside the human resource department. Since the backing of the new corporate plan, the need to change people’s attitudes and actions was no longer available; the cultural transformation impacted Nokia’s cooperation (Li et al., 2021). Due to a lack of involvement and contact, persons who are not inventive were chosen, resulting in no improvement in smartphone technology. Nokia’s failure to compete with other competitors was due to a lack of HR cooperation, resulting in hiring unqualified staff with no software experience. Therefore, poor HR led to Nokia’s innovation being weak, chief executives’ arrogance and ignorant due to a lack of strategy hence inability to develop.

Nokia Suggestion and Recommendation

Nokia’s problems stem from the company’s attempt to create an appealing culture for potential Romanian employees. Nokia can build a great culture by emphasizing the company’s core values and conventions of open communication, mutual respect, and high appreciation for team members. Team goals will be able to better connect with corporate goals after Nokia has established a sustainable culture, leading to the highest performance. Therefore, I recommend managers should also make it obvious to potential employees that the firm would advance the best-performing teams, giving them the motivation to work at Nokia because of the chances for advancement.

References

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Bhalodiya, N., & Sagotia, N. (2018). Reasons behind the failure of Nokia: a Case study of Telecom sector. International Journal of Management and Humanity.

Dudovskiy, J. (2021). Apple leadership: A brief overview. Business research methodology https://research-methodology.net/apple-leadership-and-apple-organizational-structure/ 

Juska, J. M. (2021). Integrated marketing communication: advertising and promotion in a digital world. Routledge.

Lamberg, J. A., Lubinaitė, S., Ojala, J., & Tikkanen, H. (2021). The curse of agility: The Nokia Corporation and the loss of market dominance in mobile phones, 2003–2013. Business History, 63(4), 574-605.

Li, S., Jia, R., Seufert, J. H., Hu, W., & Luo, J. (2021). The impact of ability‐, motivation‐and opportunity‐enhancing strategic human resource management on performance: the mediating roles of emotional capability and intellectual capital. Asia Pacific Journal of Human Resources.

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