Abstract

Organizational Behaviour and Human Resources (OBHR) is an essential component of Apple

Inc.'s corporate business research and Nokia Inc. The theme is refreshing both Apple Inc. and

Nokia Inc. will be disbanded entirely based on the same OBHR, an investigation of these two

organizations, including external factors influencing organizations with confidence and

analysis of their potential for assets. The report examines these two organizations'

hierarchical designs, culture, and ethics. It also focuses on collaboration between the

representatives and the styles of officials used in each organization.

Introduction

Apple is a globally renowned brand. It designs, produces, and distributes mobile

communication and media devices, personal computers, and portable digital music players. It

is estimated that 70% of the organization's revenue comes from the iPhone because of its high

price and worldwide fame (Apple Inc., 2018).

Nokia by Fredrik Idestam frim in 1992, Finland decided to focus on

telecommunications. In fewer than ten years, Nokia has led the mobile phone revolution. Its

rapid ascent to the top was followed by an equally rapid decline, culminating in the sale of its

mobile phone division to Microsoft in 2013 (Doz, 2017).

Organizational culture and structure

Steve Jobs founded Apple. Tim Cook replaced him as president and modified the

company's structure and cooperation. Tim Cook has made substantial changes to Apple's

corporate organization since 2011, although the company's structure remains hierarchical.

Apple Inc. maintains a high level of collaboration and coordination across all its departments

and divisions. Each gadget in Apple's portfolio is the result of collaboration between product-

based departments (M. Podolny et al., 2022).

 Nokia's organizational structure moved from product-based to matrix. Adaptable

organic organizational structure considers external knowledge. There is an organizational

structure in which all employees are on the same level and there are no specified roles, tasks,

or categories (2008). Nokia CEO Jorma Ollila feared the company's rapid growth had stifled

agility and entrepreneurship. Several decisions were made over the course of five years to

reinvigorate Nokia's earlier drive and excitement, but instead of reviving the business, they

laid the groundwork for its demise. Redistribution of leadership duties and the 2004 matrix

redesign were significant decisions. This caused key executives to leave, reducing strategic

thinking. In a matrix organization, no manager is willing to assume responsibility, therefore it

becomes a dispute between two managers who share power (McShane 2020).

Communication System

Apple Company uses specialty tactics to update clients on features. Apple also uses a

group of employees to express material development challenges to customers. Apple

Company has pushed a number of enticing websites that enable customers to communicate

with company employees about navigating the internet correctly in order to resolve customer

issues. A firm can manage clients' post-purchase experience to keep up with them.

Additionally, Apple Company has resolved effective advertising and formal communications

among representatives (Meyer, 2019).

Nokia's Social Media Communications team was established in early 2008 to boost

communication channels and employee engagement. The aim of the team is to promote the

use of internal and external social networks to represent the company's unique voice, engage

in external social media on behalf of Nokia, and contribute to service and product

announcements by promoting interaction and involvement (Cavero Avalo, 2012).

 Management and Leadership Styles

Tim Cook, Apple's new CEO, favours democratic leadership over Steve Jobs'

autocratic style. Cook believes senior leadership unanimity is crucial for corporate decisions.

Cook has given the product innovation team more authority since becoming CEO,

diminishing his direct involvement. Steve Jobs, who passed away in 2011, introduced

numerous manufactured goods and services, including the iMac, iPod, iTunes, iPhone, App

Store, and iPad. On the other hand, CEO Tim Cook introduced the iPad Retina, Apple Watch,

and iPad Mini due to his reputation as a quiet leader (Dudovskiy, 2021).

In the instance of Nokia, it's obvious to see a disconnect between the company's

executives and developers. The latter comprised a capable staff that excelled at foreseeing

emerging trends and alerting management to them. On the other hand, the leaders appear to

have favoured an autocratic leadership style in which they suppressed any recommendations

that contradicted or challenged the organization's values, restricting employee engagement,

prescribing work techniques, and centralizing decision-making. The company's dynamics had

deteriorated to the point whereby engineers and technicians were afraid to speak the truth for

fear of upsetting or frustrating bosses. Conversely, executives were content to be ignorant at

the expense of the firm's future revenues (P. Robbins & Coulter, 2007).

Implementation of Staff Planning, Recruitment and Selection Strategy

In terms of talent acquisition, Apple is a game-changer. Rather than providing adequate

training, Apple requires employees to do so on their own. Although exercise is provided,

Apple does not provide or design a lesson program for its employees. Apple instils in its

employees a strong sense of self-reliance and the ability to develop their abilities

independently. Apple requires all design teams to meet twice a week to encourage

freethinking and innovation towards the end of the development process. Its first meeting is

standard, with tiny refinements discussed, and the next is a go-crazy meeting. Many people
worldwide have been paying close to the Go Crazy meeting since Apple allows anyone to

think and speak about anything that comes to mind (HR Guru, 2014).

According to the "HRM policies of Nokia 2007," the recruiting process is managed

by the CGD and the HR manager for Talent acquisition. Each country has distinct labour

demands for local projects and clients, ensuring its personnel remain within the country's

borders. Only the regional head and HR are responsible for hiring staff for the regional head

office and senior managers such as CGD. Due to the country's business demands, each unit's

HR will select suitable training programs to adapt to the new circumstances. For example,

when a new device is introduced to the industry, which leads to a rapid sales increase, CGD

and country HR managers will consider whether training on the particular model should be

made available to employees or not. CGD and national HR managers have the authority to

determine pay decisions based on recommendations and regional HR advice, including

compensation budgets and wage grades. Under the direction of CGD, country managers are

directly responsible for performance review. Employee engagement programmes are mainly

held within countries to improve communications and strengthen connections between

workers and country management. HRM practises in nations will be evaluated by the

Regional Head in the future (Pham,2011).

Recommendations and Conclusions

Given the above checks between the two organizations, Apple Inc. can be viewed as

an active organization without a Nokia status in OBHR examination (Sparrow et al., 2016).

Proposals are divided in this way into two categories of two organizations:

Apple Inc.

 Apple should avoid creating a tumultuous work environment as it implements training

programs but doesn't direct the employees on the success ladder.

  The company fires under workers quickly. They're being unethical and robotic to

achieve success. They should teach below-average workers.

 The organization must promote a straightforward application and registration

procedure, such as meetings geared to identify possible competitors in terms of

talents.

 Identify competitors when looking, such as Samsung, to point higher than their

opponents.

 The organization must also adopt position strategies that will include a culture of

collaboration to promote growth and development and empower employees to engage

in a flexible cycle.

Nokia 

 Mismanagement caused Nokia's failure. When they used the matrix structure, they

should have delegated clear responsibilities to each manager because none of them

took responsibility for problems (McShane,2021))

 The Nokia Management team were autocrats who never embraced fresh ideas; as a

result, Nokia was forced to exit the market due to its leaders' obstinacy. The

administration should have been participatory and open to new suggestions. In the age

of innovation, it is sometimes necessary to alter one's practices.

 Nokia should have a strong talent management team which could recruit leaders who

are democratic in nature. HR should also conduct games and picnics where an

informal environment could be built, so there is less stress and more innovation at

work. 

 Nokia should learn from its mistakes. Understand the market and analyse where is it

going wrong, what everyone is doing and not Nokia? 4

  Nokia should have informal communication between departments. Establish an

environment in which individuals can cooperate and invent collaboratively. How

people bump into each other makes the place joyful. Informal communication

between the departments will encourage efficiency and innovation. 

Conclusion

Nokia has been a great example for the upcoming and existing companies how a market

leader can be forced out of the business because of poor OBHR and leadership. There was no

problem in design but they couldn't keep up with the innovation because of the arrogance of

the leaders. On the other hand, Apple has been successful because of the way it has kept it's

priorities of being the market leader above anything else. The leadership style is also

recommendable. However, Apple must review it's training system and make the workplace

joyful so that productivity can rise more than ever before.