The Impact of Organisational Culture on Leadership Decisions

Introduction

Organizational structure is defined as the method over which workflows in an organization. In this context, the leaders of any organization ought to be experienced with all the levels of the organizational culture to enhance the reinvention of various functionalities of the organ organization (Bolman and Deal 2017, p. 124). Conversely, to understand how an organizational structure affects a corporation, the research study will explore Nokia, one of the world’s most famous mobile manufacturing organizations. Therefore, the project will examine the impact of organizational culture on leadership and decision-making using Nokia farm as a case scenario.

An organizational culture is a distinct approach that various business organizations utilize to explain the ethical considerations in their behaviours (Deresky, 2017, p. 175). These aspects are further engraved with other elements such as communication modalities, management approaches, and behavioural styles to initiate making a decision. Various organizational cultures are prevalent in the modern business world. These modalities include adhocracy, clan, market, and hierarchy, among other cultures associated with multiple beneficial aspects (Ferrell and Fraedrich, 2021, p. 31). However, most business organizations in the modern world reinforce the constriction of various sophisticated business cultures to enhance the well-being of all the employees, hence reducing the hassle of managing many employees.

Nokia has been working hard to consolidate an affirmative organizational culture within its business premises to influence the core strategies required for effective management of resources and leadership. The corporate culture adopted by this firm has been critical in assimilating the businesses conglomeration that large organizations such as Nokia would consider (Nokia, 2018). The project will seek to identify whether the organizational culture adopted by the firm effectively enhances the process of making critical decisions that might affect the flow of activities within the premises.

Aim of the Research

The main aim of the research project is to examine the impact of Nokia’s organizational culture on its leadership role of making critical decisions.

Research Objectives

1. To achieve a balance between organizational culture and management.
2. To establish the importance of constant communication between the leaders and employees of the organization.
3. To provide a role for hiring strategies in the emerging business culture.
4. To explain the value of leadership style in the organization and decision-making style.
5. To determine the relevance of motivation and training in the company.

Research Question

Some of the research questions that will guide the study include:

1. What is the impact of the adopted organizational culture on leadership and the decision-making process?
2. What are some of the changes that Nokia can adopt to be more productive in enhancing the well-being of the employees and easing the process of making critical decisions?

Literature Review

Striking a balance between the organizational structure of an organization and management is one of the daunting tasks that affect many business organizations in the world today. In addition, the employees in an organization usually influence the design of any organizational culture (Bolman and Deal, 2017, p. 124). As explained by Pettigrew (2014, p. 101), the choices made by leaders have a ripple effect in determining the number of employees to be recruited and the culture to be adopted across the premises. According to Jalal (2017, p. 7), the employees’ performance also plays a critical role in determining the organizational culture to be adopted. In other words, changes in the performance of employees depend on the culture adopted and decisions made by the leaders of such organizations.

The leadership style adopted by the Nokia employees is related to the organizational structure adopted by the organization. In other words, the continuous involvement of the leaders within Nokia has motivated employees towards achieving their organizational goals Most of these goals are intertwined with the mission of the premises. As argued by Hogan & Coote (2014, p. 1609), the leaders of any organization play a critical role in setting the behavioural tone within an organization.

In most cases, the aspect is achieved by effectively utilizing their behaviour to impact other employees within an organization (Jalal, 2017, p. 7). In most cases, leadership is enjoyed by business firms that build a core team by taking into consideration all the accounts that represent the value of this teamwork. Research studies have revealed that most of these pragmatic approaches are further transmitted through hiring strategies that ensure that all the new employees adopt a particular culture.

The organization’s culture also determines the decision-making process adopted by leaders. In most cases, the organizational culture is cultivated through a collaborative approach commonly known as teamwork (Katzenbach and Smith, 2015, p. 17). New employees usually maintain a specific corporate culture that plays a critical role in determining the process taken when making critical decisions following the accepted ethics (Ferrell and Fraedrich, 2021, p. 13). However, this is determined by the leadership style adopted in an organization. Although several factors determine the leadership style in an organization, none is said to be influential compared to the organizational culture when it comes to making any decision. It has been identified that many organizations follow the combination of unique culture and corporate culture to make decisions.

Leadership skills have been observed to be inherent in various organizations. However, in most cases, born-leadership skills are highly appreciated in the business organization. Rothman (2014, p. 106) pointed out that continuous learning is critical in mediating leadership skills. Therefore, understanding the leadership style adopted in an organization is essential in deploying the kind of leaders that fits with the culture that is being adopted. In addition, different leadership styles are required while handling different business situations (Katzenbach and Smith, 2015, p. 12). Leaders play a critical role in enhancing productivity among employees by encouraging and motivating their efforts in achieving the organizational goals.

It is the role of leaders in any organization to foster some internal motivational levels that ensure that the organization’s mission and vision are achieved quickly. Researchers such as Bolman & Deal (2017, p. 121) have identified that most leaders in Nokia use explorative leadership to help achieve their organizational goals. Such executive leadership has been initiated by the core corporate culture defined by the core values adopted within the premises (Wang, Hsu and Chih, 2014, p. 12). The art of empowering and inspiring employees is triggered because the company leaders are mandated to build a trustworthy and loyal relationship between the subordinate staff and the hierarchal members. As pointed out by Wang, Hsu & Chih (2014, p. 141), maintaining such a pragmatic form of leadership is critical in enlightening the organization’s influence toward developing a positive attitude among the employees. Therefore, leaders always have to initiate a positive culture that is then imparted to all the subordinates in the organization. Such an approach creates some productivity along with all; the workers in the organization, and in the long run, more production is enhanced.

Research Process

Research Philosophy

The philosophy that will guide the research study is positivism. The use of secondary data will be vital in determining the changes that have been perceived within the organization.

Research Approach

The study will take more of a descriptive approach as it aims to examine Nokia’s leadership and cultural characteristics and their impact on performance and in making decisions. In this research project, facts will be gathered to demonstrate the relationships between particular phenomenon and their values. For instance, in this case, the study will focus on identifying the features of the organizational culture adopted by Nokia.

Method of Collecting Data

Secondly, data will be used to identify Nokia’s leadership and cultural structure trends. In addition, participants will fill in questionnaires that will help in demeaning either leadership style adopted and its impact on productivity and the decision-making process.

Population Sampling

Random sampling will be used to identify the participants involved in the study.

The Project tasks will be as follows

Preparation: The preparation stage will determine how fast the project will be completed. In addition, relevant authorities who are this project’s primary stakeholders will be consulted during the preparation period. A lot of planning is required to ensure that nothing will hinder enhancing its completion within the set deadline once the project commences.

Data Collection: Data collection will involve interviewing the particionats through the use of questionnaires. The researchers will first prepare the questionnaire by including both closed and open-ended questionnaires.

Data Editing: This will involve editing the order by identifying the incomplete questionnaires and seeking to identify whether the sample taken will be relevant to offer a conclusive discussion.

Data Analysis: Statistical tools such as SPSS and Anova will analyse the data collected. Tables, charts, and graphs will be used to present and store data in an accurate form.

Research Plan and Timelines of Thesis Submission

The thesis is expected to be submitted by the end of the year hence, offering it earlier will provide more time for any proposed changes

Summary of the Project task

References

Bolman, L.G. and Deal, T.E. (2017) Reframing organizations: Artistry, choice, and leadership. New Jersey: John Wiley & Sons.

Deresky, H. (2000) International management: Managing across borders and cultures. New York: Pearson.

Ferrell, O.C. and Fraedrich, J. (2021) Business ethics: Ethical decision making and cases. Boston: Cengage learning.

Hogan, S.J. and Coote, L.V. (2014) “Organizational culture, innovation, and performance: A test of Schein’s model,” Journal of business research, 67(8), pp. 1609-1621. Web.

Jalal, A. (2017) “Impacts of organizational culture on leadership’s decision-making”. Journal of Advances in Management Sciences & Information Systems, 3, pp. 1-8.

Katzenbach, J.R. and Smith, D.K. (2015) The wisdom of teams: Creating the high-performance organization. Brighton: Harvard Business Review Press.

Nokia (2018) Innovate with Nokia. Web.

Pettigrew, A.M. (2014) The politics of organizational decision-making. London: Routledge.

Rothman, J. (2014) “Conflict engagement: A contingency model in theory and practice,” Peace and Conflict Studies, 21(2), pp.104-116. Web.

Wang, K.Y., Hsu, L.C. and Chih, W.H. (2014) “Retaining customers after service failure recoveries: a contingency model,” Managing Service Quality, 24(4), pp. 318-338. Web.