Question 1.

Identify the Mental models which had hindered learning at Oticon in early development?

The company was departmentalised.


Resistance to change.

Top bottom communication channel.

Complicated organisational structure.

Unfavourable organisational culture.

Too traditional.

Too departmentalised.

Less employee empowerment.

Lack of team work.

Question 2.

Identify the pulses that Kolind brought to Oticon?

Cost cutting measures.

Staff reduction.

Increased efficiency

Reduction in the price of the hearing aid by 20%.

Development of a sustainable competitive advantage through distribution strength.

Continuous thinking.

New ways of doing business by making the hearing aid smaller.

A new mission statement.

A knowledge based service business.

Team work.

Constructive chaos and disorganised organisation.

Abandonment of departments, job descriptions and job titles.

Open space offices were created.

Informal and face to face dialogues were introduced.

Employee empowerment.

Employee training especially in IT.

Question 3

To what extend would you qualify Oticon as a Learning Organisation.

During the pre- Kolind era Oticon can be categorised as not being a learning organisation, due to traditional way of doing business, departmentalised and slow moving company and it had a strong base in analogue technology whilst the market and its customers were now more into digital technology. After the coming in of Lars Kolind as president of Oticon it can now be qualified as a learning organisation. This can be witnessed by the employees becoming autonomous in doing business and their work.

Oticon company is now treating all the employees as equals as adults not children like the previous scenario.

Fundamental consensus.

Staff is being treated as adults and not as children.

The organisation assumes that everyone knows what he or she is expected to do....

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