Revolution at Oticon A/S: The Spaghetti Organization - publié le 01/10/2009

Résumé du document

Lars Kolind, who was recruited in order to assume the tough task of implementing a new management in Oticon, set a real revolution. He arrived in a crisis context so; his first task was to readjust the company to an acceptable financial situation. He achieved this quite
shortly and everybody looked happy with that, but he wasn't satisfied yet. His dream was to forget about the traditional management of the company and create a total brand new system based on transparency of the information and flexibility of job positions in order to emulate creativity and allow every Oticon employee to give the best of them for the company.
Even if we know about the company situation today, which is thriving, the beginning was not
that easy.

Through this paper, we will try to analyze different areas in which Oticon stands for today.
We will try to determine in which aspects of the company new organizations are designed to
foster creativity.
Then we will try to define leadership in an organization like Oticon. Some human resources
dynamics are emerging, we will try to identify them.
After all of this, we will give our personal point of view about working or not working for Oticon.

Extraits

[...] He is very loyal to his vision of the company management and wants to fulfill it. When a new CEO comes to an organization, people know that things are going to change, because if not 1 Retrieved December 7th from http://en.wikipedia.org/wiki/Warren_Bennis HRMT Oticon 10 that means that it was not necessary to fire the previous one and everything is ok. But for Oticon, during 1980s it was not the case. It was losing its competitive advantage, suffering losses and saw its market share divided by two. [...]

[...] We can also say that the learning organization was well thought of especially concerning the Human Resources Management. For instance, the new headquarters permits employees to enjoy their work environment and that's very important nowadays; coffee meeting are strategically arranged, a spacious staircase replaced the former elevator in order to facilitate communication and conversation, etc. This shows the concern for employees well being, still loyal to the new organization management framework. HRMT Oticon If you had the choice to work for Oticon, would you do so? Explain. I won't create any suspense here. [...]

[...] Explain Oticon's new organization are designed to foster creativity? Conclusion Bibliography HRMT Oticon 3 Abstract Founded in 1904 by Hans Demant, Oticon is today the world's second largest hearing aid manufacturer. Based in the suburbs of Copenhagen (Denmark), it is present in approximately 100 countries. Oticon is now a very successful company but it was not so in the past. The company faced competition issues in the 1980s, which led to the nomination of a new CEO, Lars Kolind, who considerably changed the organizational structure and operation in order to restore the past prosperity of the firm. [...]

[...] Nothing is said regarding work schedules, does that mean that you come to work when you want? More seriously, self-management has a lot of advantages especially for people concerned by the cubicle phenomenon (stress caused by the work environment). But it has also hidden faces that could be very dissuasive. For example, how about rewarding? Kolind said that it was necessary to set a clear reward program because there was no more hierarchy in the HRMT Oticon 16 organization, so basically, there was no possible job promotion. [...]

[...] Retrived December 7th from http://www.lexpansion.com/economie/oticon-l-entreprise-du-chaosorganise_7425.html September 11th New management team appointed at Oticon A/S. Retrieved December 7th from http://www.hearingreview.com/insider/2008-09-11_10.asp Talent Development. Retrieved December 7th from http://en.wikipedia.org/wiki/Talent_Development Oticon. Retrieved December 7th from http://www.oticon.fr/fr_fr/home.htm. Oticon official website Oticon Wikipedia. [...]