CULTURE AND EMPOWERMENT

The following six values with corresponding practices are imbedded in an organizational culture developing the full potential of its employees.

1. Self Responsibility: Individuals take responsibility to have their job, team, function, organization, the way they wish it to be. This is the counterpoint to being a victim within the organization.

2. Authentic Communication: Individual communication is open, honest, transparent, and vulnerable. Individuals are talking about the real issues going on in the organization.

3. Trust: Individuals feel safe enough to try out new behaviors and take risks without fear of reprimand or put down by their superiors or colleagues if they make mistakes. There is a genuine sense of good will that pervades the organization.

4. Personal and Group Process Skills: Individuals and the organization have established protocols and developed skills which are regularly deployed to resolve interpersonal issues that come up in project management. Issues are resolved quickly and cleanly.

5. Learning and Growing: Individuals are encouraged and rewarded to work on the real growth issues necessary for professional and personal development within the framework of the organization. Individuals are ever challenging themselves and supporting each other to develop and grow.

6. Caring: The organizational leadership demonstrate in tangible ways concern for individual employee well being. Employees feel valued and are inspired to give their very best effort on behalf of the organization.

successful changes in some organizations

Nokia’s Changes Management

The organization is an essential part of the business that composes of different creative minds and if the ideas are insufficient, the brainstorming steps in. Sometimes, organizational change happens for the good of the business, they are only inviting the fresh ideas to come.

Organizational Change on Nokia

Some firms have had to change dramatically to stay in business. Nokia began life as a lumber company, making the equipment and supplies needed to cut down forests in Finland. It moved through into paper and from there into the ‘paperless office’ world of IT – and from there into mobile telephones.

Organizational Change Models

There are two possible organizational change models that the Nokia used in establishing their efforts that falls under the Strategic Planning model. There is various kind of approach and two are picked-up for careful examination. The two models are Alignment Model and Scenario Planning Model.

Alignment Model

This kind of model ensures the strong alignment among the organization’s mission and its resources to effectively operate the organization. This model is useful for organizations that need to fine-tune strategies or find out why they are not working. An organization might also choose this model if it is experiencing a large number of issues around internal efficiencies. Overall steps include:

1.      The planning group outlines the organization’s mission, programs, resources, and needed support.
2. Identify what’s working well and what needs adjustment.
3. Identify how these adjustments should be made.
4. Include the adjustments as strategies in the strategic plan

Scenario Planning

This approach might be used in conjunction with other models to ensure planners truly undertake strategic thinking. The model may be useful, particularly in identifying strategic issues and goals.

1. Comes with the selection of several external forces and imagining the related changes which might influence the organization.

2. For each change in a force, discuss three different future organizational scenarios which might arise with the organization as a result of each change. Reviewing the worst-case scenario often provokes strong motivation to change the organization.

3. Suggestions are formulated what the organization might do, or potential strategies, in each of the

three scenarios to respond to each change.

Nokia changes smartphone management ahead of Nokia World

Nokia has decided to replace its CEO Olli-Pekka Kallasvuo with Stephen Elop, from Microsoft. The market applauded the move with a 5 percent rise in Nokia's share price. Kallasvuo will remain in place until 20 September. Shortly after the appointment, Nokia announced that Anssi Vanjoki, head of its unit Mobile Solutions (smartphones), has decided to resign, with a notice period of six months.
The management changes follow a restructuring and are clearly aimed at dealing with Nokia's weak spot: smartphones, and especially smartphones in North America. The company is currently going up against Apple (iPhone, iPad), Research In Motion (BlackBerry) and the numerous Android phones hitting the market. Rumours of Kallasvuo's departure have been brewing for some time.

SONY

Sony announced a major management change . Mr. Stringer takes now also over as President of Sony Corporation in addition to his current responsibilities of Chairman and CEO. Mr. Stringer has now all strings (pun intended) in his hands to turn Sony around. 

Sony says that the changes, effective April 1 will fundamentally reorganize the company’s electronics and game businesses to improve profitability and strengthen competitiveness in the midst of the continued global economic crisis. They will also accelerate the production of innovative networked products and services by strategically integrating these two business groups.
At the heart of the Sony reorganization is the formation of two new business groups: Networked Products & Services Group and the The New Consumer Products Group (“the New Sony CPG”).

The Networked Products & Services Group will include Sony Computer Entertainment (“SCE”); personal computers (VAIO); new mobile products, including the current WALKMAN lines; and Sony Media Software and Services, which develops a common service platform across Sony products.

The group also plans to incubate new products leveraging Sony’s best technologies. Integral to this process is the utilization and expansion of thePlayStation Network service platform, which currently has 20 million registered accounts globally. 
This unit is led by Kazuo Hirai. 

The New Consumer Products Group (“the New CPG”) will include the current Television, Digital Imaging, Home Audio and Video businesses. The New CPG will focus on profitability and sustained growth by enhancing product innovation and competitiveness and improving the speed and efficiency of operations. The New CPG will also concentrate resources on further development and growth in emerging markets.

HERO HONDA

Hero Honda Motors on Friday said it has changed its name to Hero MotoCorp following the exit of its erstwhile Japanese promoter, Honda, from the company.

The company is also in the process of introducing a new global brand identity in London next month.

"Hero Honda Motors Ltd  was on Friday formally renamed as Hero MotoCorp Ltd. In the run-up to the unveiling of its new global brand identity, the world's largest two-wheeler manufacturer received the necessary statutory approval from the Registrar of Companies on Friday for the changeover to the new name," the company said.

Earlier last month, the shareholders of the company had approved the changing of the name.

"It is not just a change of name, it marks the ushering in of a new era that will unlock the immense potential of this company to build its own capabilities to grow beyond boundaries and set new benchmarks," Hero MotoCorp chairman Brijmohan Lall said.

Commenting on the development, Hero MotoCorp managing director and chief executive officer Pawan Munjal said: "It marks the beginning of a new era of innovations -- be it in the field of technology and product development or customer satisfaction and expanding our footprint across global markets."

Decision Making( Heuristics)

Heuristics are simple rules of thumbs for problem solving that follow a logic that is quite different from consequential logic. They have long been regarded, as an inferior technique for decision making that is the source of irrational decision behavior. Recently, decision making researchers have demonstrated that some heuristics are highly efficient and can compete with complex decision models in some application domains

Heuristic principle is a method of decision making that proceeds along an empirical lines, using rules of thumb, to find solutions or answers (Stoner & Freeman, 1992, p. 259). In politics, heuristics defined as shortcuts voters use to decide between candidates (Allen & Wilson, 2009). Heuristics can speed up decision making, but they are fallible if individuals rely too heavily or taint them with their own biases. There are two advantages of employing heuristics in decision making: (1) heuristics have reasonable rationales, so they generally produce correct results, (2) they save enormous amounts of time for the decision makers (Stoner & Freeman, 1992, p. 262). This heuristic enables us to be rational actors in many situations. However, it fails miserably when the consequences turn out to be much different from what we anticipated. In the latter circumstances, the rational actor may well become the rational fool.

Second Year of PGDM

After completing Summer Internship I am back to college now. It seems very unusual after spending a long duration of two and half months with family at home once I am back. But this is starting of my career and I have long way to go. Now I became senior and work load has also been doubled.Whole day spends in HR concepts and Articles. No leisure time but life has to move on so I am.