Nokia: Values that Make a Company Global
A value is a self defining concept that is held dearly by an individual or an organization and all the activities and actions of the individual or the organization clearly reflect these concepts . (Lawler & Worley, 2006)
Values should be integrated into a company so as to enhance its image to all the stakeholders. If a company has good values, it will most likely attract customers and investors for example. Also the employees in the company will be satisfied and will have the need to belong because the values in the company are friendly. Values therefore will act as the joining force for the company and the stakeholders. According to Geraldine Willigan, Nokia found out that the process of creating values had merit and it allowed the many to connect with the many and demonstrated that hierarchy was more important than hierarchy (Lawler & Worley, 2006). Nokia taking up values would therefore mean good working environments and good self promotion which would lead to good production and massive sales in the market.
The four values arrived at from the café approach were good and a positive move for the company to take. Achieving together would ensure that every person in the company is involved in all the undertakings of the company. This will enhance the sense of belonging in the employees. It will also ensure good communication between the top management and the employees. Engaging you will ensure that the customers as well as other stakeholders feel as part of the company and this will bring forth a lot of goodwill. The third value, passion for innovation, is an encouragement to the employees to always have the will and drive to come up with new ideas that can promote the company and its brand. Finally, very human will enable the company to always have the customers in their mind when do their work in order to ensure that they meet the needs of the customers (Lawler & Worley, 2006).
Involvement of a large number of people from the various diverse regions ensured that all the aspects surrounding the company were captured. The company would leave nothing to chance and thus it would lead to a successful process. It brought about social bonds and thus enhanced communication and problems experienced in one region were shared with successes from another. Therefore at the end of it all, a comprehensive and effective solution was arrived at. At the end of it all the company was able to unite its community which was finally able to share the same culture (Lawler & Worley, 2006).
The senior managers had to be open minded about the implications and outcomes of these values. With open arms they are accepted to receive the outputs. They also had to be willing to let go of those under them and act as on lookers. They should have confidence and trust the employees to deliver and live up to the new values.
Values align people’s hearts and emotional energy and define how Nokia employees (“Nokians”) do business with each other and the rest of the world (Lawler & Worley, 2006). According to this statement, the values define Nokia as a company and will determine its success or failure. Given good values, it will flourish and expand all over the world. It will take over most of the market and will always have a positive impact on all those who interact with it. On the other hand if its virtues are not good and do not compel to the stakeholders, the company would be bound to fail.
In conclusion, positive values should be incorporated into an organization to ensure its existence, growth and survival in the market. Its day to day business should always be customer oriented and should seek to maintain a good public image at all time. Communication must always be there for a company to do well be it internal or external communication and the senior management should always be willing to listen.
References
Lawler, E. E. III, & Worley, C. G. Built to change: How to achieve sustained organizational effectiveness. San Francisco: Jossey-Bass. (2006).
