Quiz navigation 12 3 4 5 Question 16 Not yet answered Marked out of 15.00 Flag question 8/9 10 11 12 13 14 15 16/17 18 19 20 21 22 23 24 25 26 27 128 29 30 31 32 33 Finish attempt ... Time left 1:16:50 Please read the following article and answer the questions below. Case 2: Why did Nokia fail and what can you learn from it? By Amalia Sterescu, Multiplier Magazine Nokia's demise from being the world's best mobile phone company to losing it all by 2013 has become a case study. In order to understand its rapid downfall from its position as a world-dominant and innovative technology organisation, Tim O. Vuori, assistant professor in strategic management at Aalto University and Qui Huy, Professor of Strategy at INSEAD Singapore conducted a qualitative study. Based on the interviews of 76 Nokia top and middle managers, engineers and external experts and in-depth investigations, it was found that: The organisational fear was grounded in a culture of temperamentalleaders and frightenedmiddlemanagers; The middle management was scaredof telling the truth because they feared being fired; Top managers were afraidof the external environment and not meeting their quarterly targets; Executives were afraid to publicly acknowledge the inferiority of Symbian, Nokia's operating system: They knew it would take several years to develop a better operating system that could compete with Apple's Top executives were afraidof losing investors, suppliers and customers if they acknowledged their technological inferiority to Apple; Top managers intimidated middle managers by accusing them of not being ambitious enough to meet their goals; Top management waslied to by middle management who felt telling the truth was useless; Top managers lacked technical competence which influenced how they could assess technological limitations during goal setting; by comparison, the top engineers at Apple were all engineers; Instead of allocating resources to the achievement of long-term goals such as developing a new operating system, Nokia management decided to develop new phone devices for short-term market demands. The experts' conclusion regarding why Nokia failed to adapt and compete is: Nokia's ultimate fall can be put down to internal politics. In short, Nokia people weakened Nokia people and thus made the company mnotitiv forror When fear nermeated all levels the lower rungs of the iOS: goats; Top management waslied to by middle management who felt telling the truth was useless, Top managers lacked technical competence which influenced how they could assess technological Limitations during goal setting: by comparison, the top engineers at Apple were all engineers, . Instead of allocating resources to the achievement of long-term goals such as developing a new operating system, Nokia management decided to develop new phone devices for short-term market demands. The experts' conclusion regarding why Nokia failed to adapt and compete is: Nokia's ultimate fall can be put down to internal politics. In short, Nokia people weakened Nokia people and thus made the company increasingly vulnerable to competitive forces. When fear permeated all levels, the lower rungs of the organisation turned inward to protect resources, themselves and their units, giving little away, fearing harm to their personal careers. Top managers failed to motivate the middle managers with their heavy-handed approaches and they were in the dark with what was really going on Questions: Q1. Explain how organizational culture resulted in the failure of Nokia? Being Organizational Behavior consultant advise the role of positive working climate in enhancing organizational productivity and organizational politics in hampering it? (CLO 2,6) (7.5 Marks) Q2. In your opinion, what leadership style and communication approach must be adopted by the managers to turn-around the given disaster and keep themselves connected to their employees? (CLO 3,5) (7.5 Marks) Paragraph