ICON COLLEGE

OF TECHNOLOGY AND MANAGEMENT

Course:
BTEC LEVEL 7 ADVANCE PROFESSIONAL DIOLOMA IN MANAGEMENT
STUDIES ( DMS)

UNIT 02

MANAGING CHANGE IN ORGANISATIONS

Submitted by:

MD. AMANAT ULLAH

STUDENT ID # 3062

1
 Task-01
Change is the major factor for the development of any organisation. Every organisation is

changing and it is a process. It effect in four areas: Task, Technology, People and Structure.

Manufacturing process is one of the important factor for change management. Nokia Mobile

Communications is the key organisation about manufacturing process change.

Nokia Mobile Communications:

Nokia Corporation (Nokia) is world leader in mobile phone industry. The Company makes a

range of mobile devices with services and software that enable people to experience music,

navigation, video, television, imaging, games, business mobility and more. Nokia also provides

equipment, solutions and services for communications networks through Nokia Siemens

Networks. During the year ended December 31, 2007, the Company had production facilities

for mobile devices and network infrastructure around the world, sales in more than 150

countries, and a global network of sales, customer service and other operational units.

Company Profile:
Nokia Corporation
Nokia House, P.O.Box 226 Keilalahdentie 4
Espoo 02150

Industry: Telecommunications Equipment

Employees: 1,12,262
Fiscal Year-End: 12/2008
Per share data:
Earnings (TTM): 2.67
Cash Flow: $ 3.08
Annual Dividend: $ 0.78
2
Book Value: $ 5.42
EBITDA: $10.67B
M = Millions B=Billions TTM = Trailing Twelves Months

Production units:

Network Technology: Mobile Devices and Enhancements:

China Brazil
Finland China
India Finland
Germany
Great Britain
Hungery
India
Mexico
South korea

Market Segmentation:

Very few products or services can satisfy all customers in market. Not all customers want or

are prepared to pay for the same things. Market segmentation may be defined as the

identification of individuals or organisations with similar characteristics that have significant

implications for the determination of the marketing strategy,

We identifies four benefits of segment market. Which will now be discussed:

Target market selection

Tailored marketing mix

Differentiation

Opportunities and threats

Of the hundreds of customer-inspired hacks that have emerged, the most powerful is a program

called Podzilla produced by nokia- essentially a bare-bones version of Linux with a graphical

3
user interface that runs on the iPods tiny screens. Not surprisingly then, the Mac OS X based

iPhone bears a lot in common with the Podzilla-based iPod.

Take market segments for example. By understanding the well-established market segments

for the iPod, its possible to predict market segments for the iPhone. And if theres any merit in

that speculation, then one of the surprising demographics for the iPhone will be teens.Teens

have been practically weaned on the iPod. The iPod plus various transportable and mobile

gaming platforms like the PS2, Xbox, etc. Many teens already have cell phones, or will soon.

Although the iPhones USD 500 price tag is steep, the value becomes evident when you consider

its triple-play-plus possibilities for teens.

Theres no question that those of us hooked on our Crack Berries will be interested in tempting

ourselves with the iPhone. However, itll be much more interesting to monitor uptake by teens.

Jobber D(1995), Principles and practice of marketing, 04 th addition

Target market:
Market segmentation is a means to an end : target marketing. This is the choice of specific

segments to serve and is a key element in marketing strategy. A firm need to evaluate the

segments and decide which ones to serve. For example , CNN targets its news programmes

to what are known as influentials. This is why CNN has, globally focused so much of its

distribution efforts into gaining access to hotel rooms. Business people know that whatever

they are in the world they can see international news on CNN in their hotel. Its sports

programming is also targeted, with plenty of coverage of up market sports such as golf and

tennis. Such as BMW uses technology to target a distinct segments of customers.

At the annual Nokia Capital Market Days in New York, Nokia senior management set out clear

targets and milestones to hone existing and build new competitive advantages for continued

leadership in the dynamic mobile communications market.

Somewhat faster than market growth in mobile devices and infrastructure

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- To achieve a mobile device operating margin of 17% - 18% in the medium term (two to three

years)

- To achieve an infrastructure operating margin of 14% in the medium term(two to three years)

"Our target in the mobile phone industry is to continue leveraging our leading position and to

further increase our global market share, said Anssi Vanjoki, Executive Vice President, Nokia

Mobile Phones, Europe & Africa.

Jobber D(1995), Principles and practice of marketing, 04 th addition

Scope and scale of Nokia:

Internet calls on a Nokia phone made possible with the first Nokia UMA network solution,

3GSM World Congress 2006, Barcelona, Spain Today, at the 3GSM World Congress, Nokia

unveiled three new devices; First: introduced its first UMA network solution; announced

collaboration with Vodafone aimed at increasing usage of the S60 platform. Second: Launched

additional frequency variants for the Nokia Flexi WCDMA Base Station and third: Announced

a new cooperation agreement on DVB-H interoperability. Nokia unveiled the Nokia 6131 and

Nokia 6070 mid-range GSM camera phones, as well as the Nokia 6136 Unlicensed Mobile

Access (UMA) device. The Nokia 6131 comes in a folding design and offers a 1.3 megapixel

camera, while the Nokia 6070 comes in a classical form and offers basic camera phone

capabilities at an affordable price point.

Nokia is the largest vendor of telephone handsets in the world with 40% in the global market

and EUR 13.5 billion in operating revenue in 2007. Nokia scale advantage manifests itself in

low cost, high margin handset. The company aim to take advantage of its scale by expanding

into emerging markets in china,India,Latin America, Africa and Middle East which collectively

constitute 40% of the global hand market and are growing.

5
Nokia occupies a dominant position in the global handset market, contributing almost 40% of

the global markets wireless handsets. In 2007 nokia sold 437 millions or 38.4% of the 1,138

million mobile device sold globally.

Nokias size means it can exploit economies of scale, that is average production cost fall as

output increase. The following table suggests the advantage.

Handset Unit sold Revenue per Cost per Profit per

Profit (%)
vendors 2007 data (MM) unit unit unit

NOKIA
437.1 $134 $113 $20.9 15.6%

MOTROLA
250.6 $154 $138 $15.9 10.3%
SAMSUNG
189.5 $205 $177 $27.8 13.6%
LG
99.3 $174 $164 $ 9.5 5.5%

SONY ERICSSON
93.6 $184 $170 $13.3 7.3%

Production Process of Nokia:

Nokia establish nine (soon to be 10) factories around the world, mobile-phone giant Nokia will

churn out approximately 325 million handsets this year alone. That's 10 phones per second,

every hour of every day, all year long.

As a leading global supplier of telecommunications equip-ment, Nokias success is tied not

only to innovation but also to product quality. As a result, the company actively evaluates its

manufacturing processes knowing that any process improvements can directly affect the

quality and reliability of its products. Nokia Finland has recently begun testing its complex

base station printed circuit boards with Agilents BGAOpens Detector, a patent-pending

feature of the Agilent 5DXX-ray test system. This paper describes how Nokia beta-test-ed the

6
BGA Opens Detector as well as the process improvements that resulted from this new

technology.

In the following slides, see how the workers at Nokia's plant in Salo, Finland, make a phone,

from raw materials to finished goods. Process design and product design are most important

about manufacturing process :

Process design:

Process design is a complex process requiring expertise and the correct set of process design

tools to accurately depict the process. Process design, whether designing a new process or

modernizing an existing process, require knowledge of the process equipment, the chemical

components, thermodynamic methods, applicable regulatory requirements, and standard design

practices in order to produce accurate mass and energy balances for the process.

Proper process design incorporates simulation software in order to accurately model a process

to ensure that the process can be designed safely with the lowest total cost of ownership by

increasing the efficiency of the design engineers and reducing the time needed to complete an

accurate design.

Simulation software can create rigorous mass and energy balances based on the processes

chemical components, related thermodynamics, and the equipment configuration.

Product Design:

Product Design is an activity which defines and reacts to society and culture, shaping our

environment, facilitating daily life and providing a powerful medium for communication and

expression.

Designing new products involves choices and decisions which may have an effect reaching far

beyond an individual designer. In turn the design process is affected by numerous external

factors such as manufacturing process or consumer habits. Such factors are made tangible via
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project stakeholders: the individuals or organisations that provide the requirements from which

a design is generated.

Successful product designers draw upon a wide range of expertise, combining technical literacy

with knowledge of the business context and human factors, while developing creative and

interpersonal skills, in order to meet and exceed stakeholder needs.

Naylor J (2000) Introduction to operations management, 2nd Edition

Nokia (Past):
Nokias first century (1865-1967) a half of innovation, from a riverside paper mill in

southwestern Finland to a global telecommunications leader. The move to mobile from roots in

paper, rubber, and cables, in just over 100 years nokia becomes a powerful industrial

conglomerate. The newly formed Nokia Corporation is ideally positioned for a pioneering role

in the early evolution of mobile communications. The period 1997-2002 marks the beginning of

the third generation of mobile telecommunications, the development of UMTS technologies. In

this period, Nokia had 48 strategic alliance agreements, of which 25 were joint development

agreements, 16 co-production contracts, six joint ventures and one standardization consortium.

Nokia has many joint R&D agreements on relatively new technological capabilities with weak

ties (Granovetter 1973), i.e. with partners it did not collaborate before.

Nokia (Present):
Nokia mobile corporation now is a player in mobile industry. Nokia now plays a lead role in all

aspects of the industry in handsets, networks, operating systems and new gaming software.

From January 1, 2004 through March 31, 2007, Nokia also provides equipment, solutions and

services for communications networks through Nokia Siemens Networks. Nokia now

actively evaluates its manufacturing processes knowing that any process improvements can

directly affect the quality and reliability of its products. Nokia Finland has recently begun
8
testing its complex base station printed circuit boards with Agilents BGAOpens Detector, a

patent-pending feature of the Agilent 5DXX-ray test system. This paper describes how Nokia

beta-test-ed the BGA Opens Detector as well as the process improvements that resulted from

this new technology.

Currently, Nokia establish a new manufacturing plan in Cluj, Romania, which will start

operations in spring 2008. Nokia expand mobile device production in China from Finland to

meet growing market demand, particularly from the Far East. Nokia also expanded Dongguan

plant in China will begin production the third quarter of 2006. The expanded plant will be

located adjacent to nokia's existing facility. More importantly, it established a $150 million

handset manufacturing facility in Chennai in 2005 and Nokia also established several R&

amp;D centers and labs in India.

Task-02
Change management is a structured approach to change in individuals, teams, organizations

and societies that enables the transition from a current state to a desired future state about

Nokia. From a business perspective, the change may be a new business process or new

technology or growth. From an individual perspective, the change may be a new behaviour.

From a social perspective, the change may be a new public policy or the passing of new

legislation. There are two key causes or factors has influenced the change. The factors are

1. External factors and

2. Internal factors

Wiley J and Sons (Nov 2005), Managing organisational change, 2nd Australasian edition

External Factors about change :

Usually the External forces for change are originated outside the organization. Because these

forces have global effects, but it may also cause an organization to question the essence of what
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business it is in and the process by which products and services are produced. The external key

factors for change are technological change, market changes, economic, demographic

characteristics, social and political pressures.

Technological change :

Many organisations have utilized technology as a means to improve productivity and market

competitiveness, automisation and computer technology is two well-known developments in

this regard. The will be there to keep the man from touching the equipment." by Warren Bennis

(Articles relating the cultural change, aol search). As we all know that both manufacturing and

service organization are increasingly using technology to improve productivity and market

competitiveness. Nokia mobile communications is the key organization about technological

change. It is exploiting its technological capabilities for the development or extension of

existing technologies for existing markets.

Market change:

The third change is the market change. Companies have to force new partnerships with their

suppliers or manufacturer in order to deliver higher quality products at lower prices as the

emergence of a global economy is forcing US companies to change the way they do business.

Nokia had to collaborate with a local manufacturer in order to enter the the mobile phone and

network technology markets in China, and Brazil but also in Australia. The local or national

authorities or government required Nokia to nationalize their production facilities abroad. This

nationalization process usually meant that (part of) a local manufacturer took care of the

production process or that a local company sold the products in the name of Nokia. For many

foreign entrants, this was the only way to sell their products to the local market. In the case of

Australia it used to be so that part of the product (nokia) had to be manufactured in Australia in

order to sell it locally.

Economic factors: The economic factors is another key factor about changing . These are

follows:
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 Income level / GDP

Inflation / Interest

Foreign exchange rate

Balance of Payment

Chinese income level or GDP now 10% which is the highest in all over the world. Inflation,

foreign exchange rate and balance payment are also positive for foreign investment.

The Demographic characters:

The Demographic characters make us understand that the workforce is more diverse and that

there is a business imperative to effectively manage diversity. Mangers play a key role in this

as the organizations need to effectively manage diversity if they are to receive maximum

contribution, dedication and commitment from employees. As we all know that both

manufacturing and service organization are increasingly using technology to improve

productivity and market competitiveness. Nokia established nine factories around the world,

large quantity of skill and dedicate workforce are working in this factories. They are also using

high technology to improve productivity and market competitiveness.

Internal Factors about change:

Internal forces for change come from inside the organization. These forces may be subtle, such

as low morale, or can manifest in outward signs, such as low productivity and conflict. Internal

forces for change come from human resource factors, managerial behavior/decisions and

collective bargaining agents (C.B.A). Nokia is well established company which started from

1865 as riverside paper mill in southwestern Finland to a global telecommunication leader.

Hunan Resource Dept, Managerial Behavior/Decisions and C.B.A of nokia corp. are well

balanced. In that case, internal factors are not influenced to the change of this organisation.

Wiley J and Sons (Nov 2005), Managing organisational change, 2nd Australasian edition

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 Task- 03
Change process:
Change can be viewed as a one-off event , an expectation to the normal running of an

organization and, therefore, something to be dealt on an issue by-issue basis as it arises. On

the other hand, some organisations see change not as an exception but as a norm, a continuous

process that forms part of the organisations day-to-day activities.

The change process are mainly two types. Such as:

Planned change and

Force change

Planned change:

Organisations can and do change through a natural process of development. Any organization
can be different ten years from now whether it desired and planned to change or, conversely
was an unaware of change taking place. This changes will be observable and measurable.
Planned change implies a conscious and positive decision to bring about a desire difference.
The range of change situations and approaches, therefore, need to be borne in mind when
considering the following six interrelated activities that make up the planning and change
process:
Establishing a change management team

Management structures

Activity planning

Commitment planning

Audits and post audits

Training and Development

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Force change:

Organisations, therefore, in seeking to create a willingness and a readiness for change, need to

be aware that stressing the positive aspects of any proposed change may be much less impact

than they might imagine. This point was recognized by Lewin(1947a) when he argued that the

status quo needs to be destabilised before old behaviour can be discarded (unlearnt) and new

behaviour successfully adopted. He referred to this process as unfreezing. Drawing on his

work on field theory, Lewin recognized that the status quo occurred when the forces of change

and the forces of stability were equal. To bring labour change, one had to increase the strength

of the former and reduce that of the latter. Like Machiavelli, however he also recognized that

making proposed changes seems attractive had less effect on increasing the pressure for change

that making the current situation less attractive,i.e it is often easier to create a readiness for

change by making people dissatisfied with their current situation, and thus prepared to consider

alternatives, than to try to paint a rosy picture of the future. Force changes are occurring from

following cases:

Regulatory Agencies

Government legislations

Compliance

Shareholders and

Competitors

Douglas W. Steeples (1990), Managing change in higher education, 2 nd edition

Change process about nokia:

Planned change is a rational change and force is sudden change. The change about nokia is

planned change because of market changes and requirements for global cost efficiency and

flexible capacity growth. However, as Handelsblatt notes, wages add up to less than 5% of
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production costs and Nokia's profit margins are already the highest in the sector. According to

Handelsblatt the companys strategic objective is to restructure manufacturing on a global scale

concentrating its manufacturing plants in 'industrial villages' near suppliers of low-priced

preliminary products.

The change about nokia is also force change . According to Financial Times Germany, a

company spokesperson as saying that most of the suppliers are located in Asia. He also said

that increasing flexibility of production may require an increase in manual work which is

considered too expensive in Germany and Finland. In that case, to continue as a market leader

and increase global market share this change was most necessary for nokia mobile

communications.

Change models:

There is a wide, and often confusing, variety of approaches to strategy development that

organisations can adopt. It follows that the same comment can be made with regard to

the types of strategy that organisations do actually adopt in order to achieve competitive

advantage over their rivals. The change models are

Lewins Change Model

Kotters Eight Step Model

Action Research Model

EckesModel

General Process Model ( Organisational Development)

Now we have to short discussion about those models.

Lewins Change Model :

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 Lewins suggested that organizational change could be understood in terms of three

consecutive processes:

1. Unfreezing : Unfreezing involves introducing measures that will enable

employees to abandon their current practices or cultural norms in preparation for

the change.

2. Movement: Moving to the new level involves bringing about the requisite

change itself. The time period given over to this phase varies widely.

3. Refreezing: Refreezing is necessary to lock in in the changes and to prevent the

organisation from going back to its old ways.

Kotters Eight Step Model:

John Kotters proposed an Eight-Step process to accomplishing change in such a

volatile organizational environment. Chief ingredients in his prescription include

creating the guiding coalition and empowering broad based action. This

framework for change management offers a different perspective from the legacy

management approaches. The eight steps are:

1. Establish the need of urgency

2. Ensure there is powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower stuff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

David Gleicher, Beckhard and Harris model / formula:

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The change model also known as change formula and change equation of David Gleicher,

Beckhard and Harris (1987) is a simple yet powerful tool that gives you a quick, first

impression of the possibilities and conditions to change an organisation. Historically the

change quotation can be seen as a mejor milestone for the field of organisational

development. It has expanded gradually over time, in response to the needs of employers

who not only want to move their organisations forward in terms of business objectives. The

change model formula (change equation) is:

DVF>R
=
Dissatisfaction Vision First Steps > Ressistance to Change

It is important to note that the three components must all be present to overcome the

ressistance to change in an organisation. Dissatisfaction with the present situation, a vision

of what is possible in the future, and achievable first steps towards reaching this vision. If

any of the three is zero or near zero, the product will also be zero or near zero and the

ressistance to change will dominate.

Action Research Models:

The action research model places heavy emphasis on data gathering and diagnosis prior to

action planning and implementation, as well as careful evaluation of results after action is

taken. This process provides information to guide subsequent action, followed by

assessing the results.

1. Change researcher is also an active participant in change process

2. Contrasts with scientific research

3. positive approach

- positive stories

- possibility, vision focus

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Eckes Model:

George Eckes' Six Sigma model approach the most sought after and well respected in the

field is his emphasis on a methodology that encompasses a strategic, tactical and cultural

component embracing management's active involvement. Unlike other consulting

approaches, Eckes' use of Business Process Management helps management identify and

measure the project and process that will drive the organization's improvement in line with

strategic goals, and his emphasis on tactics include DMAIC, where project teams define,

measure, analyze, improve and control the outcome of Six Sigma performance related

objectives. The formula are given below:

Q* A = E, where

Q= Quality

A= Cultural acceptance of Six sigma

E= Extent of achievement of Six sigma as a technical measure of performance.

More generically ..

Q= Any transformational change

A= Cultural acceptance of change

E= Effectiveness of change implementation and change itself

General Process model (Organisational Development):

Each of the theories described above suggest a general framework for planned change.

This general framework describes the four basic activities that practitioners and

organization members jointly carry out in organization development. The main

characteristic of general process models are:

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Entering and contracting: It includes those events which help managers decide whether

they want to engage further in a planned change program and commit resources to such a

process.

Diagnosing: Diagnosis stage focuses on understanding organizational problems, including

their causes and consequences, or on identifying the organization's positive attributes.

Planning and implementation change: Organization members and practitioner jointly plan

and implement OD interventions.

Evaluating and institutionalizing: The stage involves evaluating the effects of the

intervention and managing the institutionalisation of successful change programs.

Douglas W. Steeples (1990), Managing change in higher education, 2 nd edition

Change model about Nokia:

Nokia is the largest vendor of telephone handsets in the world with 40% in the global

market and EUR 13.5 billion in operating revenue in 2007. Nokia scale advantage

manifests itself in low cost, high margin handset. The company aim to take advantage of its

scale by expanding into emerging markets in china,India,Latin America, Africa and Middle

East which collectively constitute 40% of the global hand market and are growing.

From January 1, 2004 through March 31, 2007, Nokia also provides equipment, solutions

and services for communications networks through Nokia Siemens.

In 2006, Nokia expand mobile device production in China from Finland to meet growing

market demand, particularly from the Far East. Nokia also expanded Dongguan plant in

China will begin production the third quarter of 2006.

In 2005, it established a $150 million handset manufacturing facility in Chennai and Nokia

also established several R& amp;D centers and labs in India

18
The period 1997-2002 marks the beginning of the third generation of mobile

telecommunications, the development of UMTS technologies. In this period, Nokia had 48

strategic alliance agreements, of which 25 were joint development agreements, 16 co-

production contracts, six joint ventures and one standardization consortium.

After going through the whole procedure of acquiring I can say that the Change Model by

David Gleicher, Beckhard and Harris perfectly fits with Nokia mobile corporation. The

change model explained by Gleicher, Beckhard and Harris there should be dissatisfaction,

vision and first steps and all three has to be greater than resistance to change. Nokia is a

world leader in mobile communications, driving the growth and sustainability of the

broader mobility industry. Chairman of nokia never satisfied, he is always hungry to get

more, get bigger and he wanted to be the true global leader. Secondly, Nokia senior

management set out clear targets and milestones to hone existing and build new

competitive advantages for continued leadership in the dynamic mobile communications

market. And the resistance to this change was historical but nokia chief dissatisfaction,

vision and first steps proved to be greater than the historical resistance to change.

Task- 04

Change process implementation including resistance about Nokia:

The issues that emphasizes as I take on the implimentation of change are most important

factor for the success of any organisation . The real challenge of nokia corporation is the

development program of change process implementation. Nokia company actively

evaluates its manufacturing processes knowing that any process improvements can

directly affect the quality and reliability of its products. Successful product designers draw

upon a wide range of expertise, combining technical literacy with knowledge of the

business context and human factors, while developing creative and interpersonal skills, in

19
order to meet and exceed stakeholder needs. Process design and product design are most

important about manufacturing process. Nokia maintain this product and process design

by using conceptual-analytical research and data gathering techniques .

Although many other questions could be posed, we believe that palnning to impliment

democratically-based comprehensive school improvement can be narrowed down to three

key isssues of change process implimentation:

Your team attitude about problem solving

The process of developing shared leadership

Obtaining the resources needed to support the emerging changes

Currently, Nokia expand mobile device production in China from Finland to meet growing

market demand, particularly from the Far East. Nokia also expanded Dongguan plant in

China will begin production the third quarter of 2006. Dongguan is a strategic location for

Nokia's global supply network for mobile devices. Increasing capacity in Dongguan will

help Nokia to improve its competitive position in the fast-growing Chinese and Asian

markets. More importantly, it established a $150 million handset manufacturing facility in

Chennai in 2005 and Nokia also established several R& amp;D centers and labs in India.

Nokias senior management implement this process by collaborate with Chinese local

companies for continued leadership in the dynamic mobile communications market.

Almost all change management attempts are meet some type of barrier or resistance.

Resistance may be any structural, systematic or human barrier that impedes both

deliberately introduced and extremely pressured change. The purpose of this section is to

draw together the issues associated with fostering acceptance of change and to examine the

avenues for overcoming resistance. We consider the role of change theory and assumptions

in dealing with change responses, positive and negative, as well as the impact on resistance

20
of conventional change management strategies. The source of resistance can be grouped

into five categories:

Distorted perceptions of change need, barriers to interpretation and vague

strategic priorities.

Low motivation for change

Lack of creative response

Political and cultural deadlocks

Others

Douglas W. Steeples (1990), Managing change in higher education, 2 nd edition

The main resistance of change process implementation about Nokia are given below :

Government :

Government is the main factor about change process implementation in China. It is a

socialist country and they have a some specific law and regulations about investment.

Chinese government now remove subsidies and other support from investors. Nokia also

expand mobile device production in China with new linkages to foreign companies This is

the main resistance of change process implementation about nokia.

Legislation:

Chinas legislative power is carried out by two or more power organs, which means the

country has multi legislative powers, including at national level, that for administrative

laws and local laws, each subject to different organ authority. As a foreign investor nokia

see local sourcing for overcome multi legislative powers in China . In that case, Chinese

companies can take advantage of new linkages to foreign companies to expand and upgrade

their operations. This is the another problem for nokia about change process

implimentation.

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Language:

Language is another resistance about change process implementation. Since the late 1980s

there has been a top-down movement to reform English language teaching (ELT) in the

Peoples Republic of China (PRC). The total number of Nokia employees in China area is

nearly 6,000. An important component for nokia of this reform has been an effort to import

communicative language teaching (CLT) in the Chinese context. CLT, however, has failed

to make the expected impact on english language teaching (ELT) in the peoples republic of

China.

Nokia mobile corporation now is a player in mobile industry. Nokia now plays a lead role

in all aspects of the industry in handsets, networks, operating systems and new gaming

software. Currently, Nokia expand mobile device production in China from Finland to meet

growing market demand, particularly from the Far East. Nokia also expanded Dongguan

plant in China will begin production the third quarter of 2006. More importantly, it

established a $150 million handset manufacturing facility in Chennai. As a leading global

supplier of telecommunications equipment, nokias success is tied not only to innovation

but also to product quality. As a result, the company actively evaluates its manufacturing

processes knowing that any process improvements can directly affect the quality and

reliability of its products. In that case, we can say that design is the main factor whose

effected in the nokias change process and the design are specially manufacturing process

design.

22
References:
Douglas W. Steeples (1990), Managing change in higher education, 2nd edition, Pearson

Education 2000

Jobber D (1995), Principles and practice of marketing, 04 th addition, McGraw Hill

Naylor J (2000) Introduction to operations management, 2nd Edition ( FT Prentice

Hall,2002)

Wiley J and Sons (Australia NOV 2005), Managing organisational change, 2nd Australasian

edition. Prentice Hall, 2005

Bibliography:

Banks J (1989) The principles of quality control (Wiley,1989)

Bernard B (2004) Managing Change: A Strategic Approaches to Organisational

Dynamics, Pearson Education 2000

Carnal C Managing change in organisations (FT Prentice Hall,2002)

Harrison A et al(1999) Cases in operations Management, 3rd edition ( FT prentice

Hall,2002)

Jim Stewart (1991) - Managing Change through Training and Development, Kogan Page

Ltd - 1996

Mabey C and Maynon Managing Change ( Paul Chapman Publishing,1993)

Senior B Organisational Change ( FT Prentice Hall, 2001)

Slack N et al (2003) Operations Management ( FT Prentice Hall,2003)

Todd D. Jick (1993), Managing Change Cases and Concepts, Published 1993

Wyatt Warner Burke (1994), Managing Organisational Change, Amacom 1995

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Journals / Magazines:

A good daily broadsheet eg, The Times, The Guardian, The Financial Times

Harvard Business Review (Harvard Business School)

Production, Planning and Control ( Taylor and Francis Group)

Academy of Management Journal ( Academy of Management)

Websites:

www.nokia.com Nokia mobile communications

www. dti.gov.uk/mbp
www. ft .com
www. european - quality .co.uk
www.managerwise.com
www.quality.co.uk
www.tandf.co.uk
Department of Trade and Industry management
best practice
Financial Times Archive
European Quality Management
Business Management Information and Resources
Quality Network- guide to subject of quality Management
Taylor & Francis international publishers of academic
books and journals.

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