Analysis of the Case Oticon Using the Culture Metaphor

Only available on StudyMode
  • Download(s) : 117
  • Published : February 11, 2013
Open Document
Text Preview
Analysis of the Case
Oticon Using the Culture Metaphor

Karlstad Business School
Handelshögskolan vid Karlstads Universitet

Course code: FEAD51 Course name: Competence and Leadership Title: Analysis of the Case Oticon Using the Culture Metaphor Date of Submission: 2013-02-11 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
TABLE OF CONTENTS ............................................................................................................ I 1. 2. 3. 4. INTRODUCTION ..........................................................................................................- 1 BACKGROUND ............................................................................................................- 1 THEORY ........................................................................................................................- 1 ANALYSIS .....................................................................................................................- 2 4.1. 4.2. 4.3. 4.4. 4.5. 5. 6. Oticon as Cultural Phenomenon ..............................................................................- 2 Oticon and Cultural Context ....................................................................................- 2 Corporate Culture and Subculture in Oticon ...........................................................- 2 How Could Oticon Change Culture? .......................................................................- 3 Strengths of the Culture Metaphor ..........................................................................- 4 -

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

I

1. INTRODUCTION
The metaphors of organizations and management have been discussed by Gareth Morgan in his book “Images of Organizations” (Morgan, 2006). 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 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 scienceoriented 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 inflexibility and low responsiveness the competitors had could be a 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 culture 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 culture metaphor.

3. THEORY
When we talk about culture we are usually referring to the patter of development reflected in a society’s system of knowledge, ideology, values, laws, and day-to-day ritual (Morgan, 1997)....
tracking img