Révolution des ressources humaines chez Oticon (appareils auditifs) : l'organisation "spaghetti"
Date de publication :
01/10/2009
Langue :
Anglais
Format :
Nombre de pages :
17 pages
Sommaire :
Sommaire
- From the perspective of a learning organization, please identify which aspects of Oticon's new organization are designed to foster creativity?
- How would you define leadership in an organization like Oticon?
- What human resource development dynamics do you see emerging at Oticon?
- If you had the choice to work for Oticon, would you do so? Explain
Résumé :
Founded in 1904 by Hans Demant, oticon is today the world's second largest hearing aid manufacturer. Based in the suburbs of Copenhagen (Denmark), it is present in approximately 100 countries.
oticon is nowadays a very successful company but it has not been like that in the past. The company faced competition issues in eighties, which leaded to the nomination of a new CEO, Lars Kolind, who deeply changed the organizational structure and operation in order to restore the past prosperity of the firm.
Thanks to him, the company is now known as the "spaghetti Organization", partly because of the flexibility and the transparency very present within the organization, but also because there is no formal job distribution. Even if this approach appears nonsense, it has been tremendously effective for the Danish company.
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