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Chart 2 In countries like Finland, Europe and some African countries, the company’s products are seen everywhere and the markets are slowly growing.For full functionality of this site it is necessary to enable JavaScript.As strategic tool, Nokia have realized the need to have an effectively managed human capital; a company requires both physical and human resources for its operations; human resources are the greatest asset that an organization can have; without it, no business transaction can take place.The structure is only there to ensure that there is good management and processes within the organization are well managed and controlled.Leaders have the role of developing an organizational structure, which is the framework of operation in the organization, effectively developed structures ensures that resources are effectively managed, customers are satisfied, human resources are well managed, and all stakeholders are satisfied with the position of the organization.Nokia hires from the domestic and international market to ensure that it has the right expertise and have a diverse workforce, with such a people resource the company is able to trade effectively in the local and international markets (Taylor, 2008).Phones are long-lasting equipments and making them as so is one of value and quality assurance of Nokia, however markets are getting saturated with phones thus holding a single phone for a long period of time.Nokia has a human resources management department with the role of ensuring staff needs have been addressed effectively, the department has the role of ensuring that the company has the right number of human capital at the right time at an appropriate cost.Nokia is an international phone company that is currently leading in the phone segment of the electronic market in the world; the company’s organizational structure has enabled it to command the success it has attained.The new products are likely to b ea driving force for the company; Apple Inc. with the invention and invention of IPods and I-phones the company was able to control a niche market; a diversion from its main line of business that was desktops and computer software development.With the current success in the international markets, Nokia should be thinking of a brand extension approach: brand extension is a marketing tool used to market products using the strength of an existing brand.Neither the business group nor the horizontal department work independent, however they are interdependent with each other, the following chart shows the companies organizational culture:An organizational structure has a total quality approach where all areas of the organization are addressed; despite this totality approach, changes in business environments and industries have sometimes made companies to find their strategies ineffective and irresponsive of current business policies (Wheelen & Hunger, 1998). The NYSE corporate governance standards require that the equity compensation plans be approved by a company’s shareholders. Qualitative means the right number of employees and qualitative means employees with right skills.The large number of staffs at Nokia and different management and supervisory levels offers Nokia a tall organizational structure. Members Muhammad Tarek Hussein 11104205 Raouf Abdelwahab Adss 11104457 Sandra Hesham Mahmoud 11104162 3. All other plans that include the delivery of company stock in the form of newly-issued shares or treasury shares require shareholder approval at the time of the delivery of the shares, unless the shareholder approval has been granted through an authorization to the Board, a maximum of five years earlier. The diagram below is an illustration of a tall organizational structure similar to that of Nokia. History and Background of NOKIA 1 Founding Nokia was originally founded as a paper manufacturer by Fredrik Idestam in 1865. Organizational Design project 2. The large number of staffs at Nokia and different management and supervisory levels offers Nokia a tall organizational structure. Under Finnish law, stock option plans require shareholder approval at the time of their launch.