Organisational Culture Analysis Of Oticon

4559 words - 19 pages

S.I.D- 0574220
IntroductionOticon, a Danish company founded in 1904 was the first company in the world to invent an instrument to help the hearing impaired. In the 1970's, Oticon was the world's number one manufacturer of the "behind the ear" hearing aids. During the 1970's and 1980's as the market for "in the ear" hearing aid grew, Oticon's fortune suddenly declined and they lost money and market share. The main problem for all of this was that Oticon was a very traditional, departmentalized and slow-moving company. Even though Oticon had 15 sites and 95 distributorships around the world, Oticon was operating in a market dominated by Siemens, Phillips, Sony, 3M and Panasonic and most ...view middle of the document...

Employee involvement is crucial to successful change; especially in situations as Oticon's that require attitudinal and cultural change. Planned and emergent perspectives stress that this is a slow, learning process. Rapid organizational transformations can only be successful if focus is on structural as well as cultural change. Kanter et al emphasized that an organization's structure can be changed relatively quickly through a 'Bold Stroke' but that cultural change can only be achieved by a 'Long March' requiring extensive participation over time. Oticon's transformation was that of a rapid organizational change, which was based on the vision imposed on the company in a directive fashion by the CEO. This lead to the widespread change of attitudes and behaviours. Kolind's vision was the reason for this rapid change in attitudes across Oticon. A more planned approach, facilitated by this change in attitudes was used to achieve this rapid structural change. This was then followed by a period of emergent change where staff had to develop and adjust to new ways of working with and behaving towards each other.Schmuck and Miles (1971) argue that the level of involvement required in a project is dependant on the impact of the change on people concerned. Building on earlier work by Harrison (1970), Huse (1980) developed this difference further. He categorized change interventions along with continuum based on the 'depth of intervention, ranging from the 'shallow level' to the 'deepest level'. The greater the depth of intervention, Huse argues, the more it becomes concerned with the psychological make-up and personality of the individual, and the greater the need for full involvement of individuals if they are to accept the changes. Therefore, linking levels of involvement to the types of change proposed is necessary. The key is that, the greater the effect on the individual, especially in terms of psychological constructs and values, the deeper the level of involvement required if successful behaviour change is to be achieved.The theory of cognitive dissonance of Burnes and James (1995) helps in seeking to understand and explain why major rapid attitudinal changes at Oticon were successful without a great deal of initial involvement. The theory of cognitive dissonance states that people want to behave in accordance with their attitudes and usually will take corrective action to alleviate the dissonance and achieve balance. At Oticon, fundamental attitudinal change was achieved relatively quickly because management and employee recognized the need for change and saw why new vision is the only hope for the company's survival.Organizational culture, or corporate culture, comprises the attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the...

Other Essays On Organisational Culture- Analysis Of Oticon

Organisational Culture, How It Develops And How It Is Effected By External And Internal Forces

4670 words - 19 pages IntroductionThe rise in non-western organisation's and their successes in the world economy (mainly Japanese) has been the main cause for the research into, and the development of the concepts which underline the key aspects of organisational culture i.e:*What is culture?*How can these cultures be catagorised?*How does culture develop?*How culture is effected by internal and external influences?*And how it can effect other aspects of the

STRATEGIC AND INTERNATIONAL HUMAN RESOURCE MANAGEMENT - UNISA - ASSIGNMENT

2382 words - 10 pages the experts the role of HR is to add value to the structure and operation of the business. The structural weakness was to revamp by identifying and making appropriate changes or improvements .And after this approach employee’s job description were enriched or changed. The performance was reviewed on a daily basis which motivates employees to deliver excellent customer service. 5. Organisational culture · Culture is usually described as the way

ceva logistics decision making and how it affects organisational structure - utas , AMC MLM - assignment

2571 words - 11 pages 5 Ceva’s Corporate Social Responsibility Drive 5 Impact of Organisational culture on Ceva 6 Culture and Strategic management at Ceva 8 Business Process Excellence in Ceva 9 Conclusion 10 Reference 10 Organizational chart

A case analysis of Uber and its progress in exploring the Australian Market - Deakin - Case analysis

2435 words - 10 pages drivers to their competitors that offer earnings that match that of Uber. Although effective at times, Kalanick’s leadership has created an organisational “culture of misbehaviour”. It is crucial for sustainable growth and global success of Uber to reconfigure their aggressive strategies and create set of organisational values that can be radiated throughout Uber’s management and its drivers. Organisational culture is the shared values and

Case Study of ComSyst Technologies - Management, People and Teams - Case Study

3879 words - 16 pages committed to firstly make an analysis about the key topics and secondly recommend techniques and steps for CST in order to achieve objectives such as ensuring the company is well positioned for the future by attracting and retaining the best talent possible, creating a team-based high-performance culture and build employee capability and performance. MGT600 – Managing People & Teams – Case Study 3 Table of Contents 1. Introduction

Management, People & Organizations

4215 words - 17 pages organisational culture of Quinlan's. What factors explain this culture? To what extent is this culture responsible for the company's current difficulties?IntroductionQuinlan has been UK's foremost retail giant for a long period of time. By end of 1998 there was evidence of a crisis and since then the company has been on a decline. The company has been ignoring market changes and trying to maintain its corporate image and identity. This has caused the

business strategy development at X Coffee organisation - HR level 5 management - assigment

2358 words - 10 pages CHR assessment activity 1 template Business strategy development and the role of HR – briefing document Name: Petra Juricekova Word count: 2192 Organisation analysis X Coffee is private, quality and genuinely customer driven coffee company. X Coffee want to be the most preferred choice for customers, while running profitable business. X Coffee offering quality coffee and range of superior hot and cold drinks, patisseries, cakes and gourmet food

Information Technology: An Important And Successful Tool In Business Process Management Pro Gramme

2322 words - 10 pages introduction in a socio-economic system, management serves as a discipline developed to investigate the business process for the effective achievement of an organisational goal. The business process is a sequence of activities which transform resources to generate added value for customers. Previous attempts at scientific analysis in the field of business management have had their origin in the Newtonian paradigm. The most notable example is

Does strategic HRM effect business progression? - Human Resources Management - Essay

2157 words - 9 pages organisational goals, the functions of HRM, and how responsive practitioners are to external factors. Although there is no fixed definition of SHRM, it can be summed up as being concerned with the decision aspect of human resources, as well as the conformation and performance of human resources, and the efficiency of these decisions given various business strategies and competitive situations where their link with strategic management is

'There Is A General Reluctance To Examine Ways In Which HRM Can Be Integrated With And Contribute To The Overall Direction Of An Organisation.'critically Discuss

1994 words - 8 pages the basis for managed organisational change.ConclusionIn conclusion, in order to gain a competitive advantage, it is fundamental that the Human Resource Management function is a key player in the formation of business strategies for an organisation. Without the link between business strategy and HRM, the HR function simply becomes a "Personnel" Department and looks after only the transactional activities. It is apparent that performance culture

Liberty Recycling Strategic Analysis - University of South Australia, MBA - Essay

2114 words - 9 pages demonstrate this commitment to the business. My recommendation of a Marketing and Branding Campaign would be the first step in demonstrating GFG’s commitment to its employees and its customers. This demonstration of commitment would be backed up by my recommended measures of updating processing equipment and operational sites, but more importantly these would improve the customer experience and service times, capitalising on an already positive culture

Similar Papers

Analysis Of Human Cultural Identity As Seen In Five Cultural Periods. Enlightenment Culture; Greco Roman Culture; Judeo Christian Culture; Renaissance Reformation Culture; And Industrialization Mo

1141 words - 5 pages This paper is intended to contain the analysis of the human cultural identity, as seen inthe following five historical cultural periods: Enlightenment Culture; Greco-RomanCulture; Judeo-Christian Culture; Renaissance-Reformation Culture; andIndustrialization-Modernism Culture. It also embodies examples of each era that areclearly stated, and how they relate to the cultural period.The cultural identity of the Enlightenment can be described as

10 Ways To Promote A Culture Of Literacy Nwmsu Lit Analysis Article Analysis

639 words - 3 pages The article that I chose for my second journal critique is called “10 Ways to Promote a Culture of Literacy” by Barry Gilmore. The following are three discussion points that were included in my journal critique: 1. Why is it important to build a literacy community in our schools? In the article, Gilmore tells us a story of one of his 6th grade science classes. Gilmore found out that one of the 6th grade science classes was building their own

Creativity Innovation And Design Argumentative Essay Rmit Essay

2449 words - 10 pages the centre of this idea is the knowledge worker whom may possess, or can be induced to create novel and useful ideas through the implementation of various socio-organisational factors (Dul et al., 2011). These individual creatives can also be referred to as the “creative class”. The umbrella term of socio-organisational work environment can be dissected further into culture and leadership style; and diversity and collaboration. Dul et al. (2011

Organizational Change Management Aai/Business Assignment

570 words - 3 pages Notes on Organisational Transformation vs Organisational Development Organisational Transformation 1. Transformative, radical & massive changes · This suggests wholesale changes in every respect of the way an organisation is run. (very different structure, systems, processes, functions, tasks, etc) 2. New Ways of Doing Things, New Paradigms · This means fundamental changes in culture and mindsets. · It also means to question old beliefs, values