Analysis of the Case Oticon Using the Brain Metaphor

Only available on StudyMode
  • Download(s) : 131
  • Published : February 10, 2013
Open Document
Text Preview
Analysis of the Case
Oticon Using the Brain Metaphor

Karlstad Business School
Handelshögskolan vid Karlstads Universitet

Course code: FEAD51 Course name: Competence and Leadership Title: Analysis of the Case Oticon Using the Brain Metaphor Date of Submission: 2013-01-04 Family name Shurrab El Bouassami

Given name
Hafez Mohammed

Name of the teacher: Markus Fellesson and Sofia Molander Name of the administrator: Frania Johansson

TABLE OF CONTENTS
1. 2. 3. 4. INTRODUCTION ..........................................................................................................- 1 BACKGROUND ............................................................................................................- 1 THEORY ........................................................................................................................- 1 ANALYSIS .....................................................................................................................- 2 4.1. 4.2. 4.3. 5. 6. Oticon as Information Processing Brains (Decision Making Theory) ....................- 2 Oticon as a Learning Organization (Cybernetics) ...................................................- 3 Oticon as a Holographic Organization ....................................................................- 3 -

CONCLUSIONS.............................................................................................................- 5 REFERENCES ...............................................................................................................- 6 -

I

1. INTRODUCTION
The implicit images or metaphors of organizations and management have been discussed by Gareth Morgan in his book “Images of Organizations” (Morgan, 1997). Morgan exposed eight metaphorical images of organizations including machine, organism, brain, culture, political system, psychic prison, flux and transformation, and instrument of domination. Each one of these metaphors creates insight, but also obscures some corners. They have both pros and cons. They enable seeing, but also not seeing. No one of them is said to be correct and right.

2. BACKGROUND
Oticon is a Danish company, located in Copenhagen. They used to be one of the best in market for global hearing aid industry. The evolution and advancement of the other competitors, such as Siemens Audiologische Technik and Starkey, put Oticon in a critical slippery position in the market, especially the global one, where Oticon export the majority of its products to. To rectify the situation, the board brought in Lars Kolind, who had great history of science-oriented solutions despite his youngness (30 years old). Kolind analyzed the strengths and weaknesses of Oticon and compared it with the competitors. He found out that no strengths Oticon had to compete with. On the other hand, Kolind found out that the rigidity, inflexibility and low responsiveness the competitors had could be a killing drawback in comparing with Oticon. Therefore, he decided to set a new plan to turn the organization into learning responsive organization. He sought improving this advantage to capture larger market share, especially globally, and gain higher profit margins. In this report, the case is analyzed using the brain metaphor. In other words, it discusses what we could see and reflect when projecting the plane Kolind set and applied on the other principles and approaches of the brain metaphor.

3. THEORY
Brain metaphor organization works with the same logic as the brain of human being. The top management in organizations plays the role of brain for making decisions. There are three theories of the brain metaphor including information processing systems, cybernetics, and holograph. The first theory describes organizations as information systems, communication systems, and decisions making systems. This this theory is known as “decision making approach” (March & Simon, 1958). Cybernetics is relevant to study of systems....
tracking img