Organizational culture is the behavior of humans who are part of an organization
and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Ravasi and Schultz state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. t the same time although a company may have their !own uni"ue culture!, in larger organizations, there is a diverse and sometimes conflicting cultures that co#e$ist due to different characteristics of the management team. %he organizational culture may also have negative and positive aspects. Schein , &eal ' (ennedy (otter and many others state that organizations often have very differing cultures as well as subcultures. ccording to )eedle organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, and strategy, type of employees, management style, and national cultures and so on. Corporate culture on the other hand refers to those cultures deliberately created by management to achieve specific strategic ends. Organizational culture refers to culture in any type of organization be it school, university, not#for#profit groups, government agencies or business entities. In business, terms such as corporate culture and company culture are sometimes used to refer to a similar concept,. lthough the new idea that the term became known in businesses in the late *+s and early ,+s is widespread, in fact corporate culture was already used by managers and addressed in sociology, cultural studies and organizational theory at the beginning of the *+s. %he idea about the culture and overall environment and characteristics of organization, in fact, was first and similarly approached with the notion of organizational climate in the -+s and .+s, and the terms now are somewhat overlapping. Part of or equivalent to As a part of organization /hen one views organizational culture as a variable, one takes on the perspective that culture is something possessed by an organization. Culture is 0ust one entity that adds to the organization as a whole. Culture can be manipulated and altered depending on leadership and members. %his perspective believes in a strong culture where everyone buys into it 1 The same as the organization Culture as root metaphor sees the organization as its culture, created through communication and symbols, or competing metaphors. Culture is basic with personal e$perience producing a variety of perspectives. %he organizational communication perspective on culture views culture in three different ways1 %raditionalism1 views culture through ob0ective things such as stories, rituals, and symbols Interpretivism1 views culture through a network of shared meanings 2organization members sharing sub0ective meanings3 Critical#interpretivism1 views culture through a network of shared meanings as well as the power struggles created by a similar network of competing Types Several methods have been used to classify organizational culture. /hile there is no single !type! of organizational culture and organizational cultures vary widely from one organization to the ne$t, commonalities do e$ist and some researchers have developed models to describe different indicators of organizational cultures. Some are described below1 Hofstede 4ofstede 25,*+3 looked for differences between over 5-+ +++ I67 employees in 8+ different countries and three regions of the world, in an attempt to find aspects of culture that might influence business behavior. 4e suggested things about cultural differences e$isting in regions and nations, and the importance of international awareness and multiculturalism for the own cultural introspection. Cultural differences reflect differences in thinking and social action, and even in !mental programs!, a term 4ofstede uses for predictable behaviour. 4ofstede relates culture to ethnic and regional groups, but also organizations, profession, family, to society and subcultural groups, national political systems and legislation, etc. 4ofstede suggests the need for changing !mental programs! with changing behaviour first, which will lead to value change. %hough certain groups like 9ews, :ypsies and 6as"ues have maintained their identity through centuries without changing. 4ofstede demonstrated that there are national and regional cultural groupings that affect the behavior of organizations and identified four dimensions of culture 2later five
in his study of national cultures1 ;ower distance 27auk 7ulder, 5,..3 # &ifferent societies find different solutions on social ine"uality. lthough invisible, inside organizations power ine"uality of the !boss#subordinates relationships! is functional and according to 4ofstede reflects the way ine"uality is addressed in the society. !ccording to 7ulder<s ;ower &istance Reduction theory subordinates will try to reduce the power 2 distance between themselves and their bosses and bosses will try to maintain or enlarge it!, but there is also a degree to which a society e$pects there to be differences in the levels of power. high score suggests that there is an e$pectation that some individuals wield larger amounts of power than others. low score reflects the view that all people should have e"ual rights. =ncertainty avoidance is the coping with uncertainty about the future. Society copes with it with technology, law and religion 2however different societies have different ways of addressing it3, and according to 4ofstede organizations deal with it with technology, law and rituals or in two ways # rational and non#rational, where rituals being the non#rational. 4ofstede listed as rituals the memos and reports, some parts of the accounting system, large part of the planning and control systems, and the nomination of e$perts. Individualism vs. collectivism # disharmony of interests on personal and collective goals 2;arsons and Shils, 5,853. 4ofstede brings that society<s e$pectations of Individualism>Collectivism will be reflected by the employee inside the organization. Collectivist societies will have more emotional dependence of members on their organizations, when in e"uilibrium # organization is e$pected to show responsibility on members. ?$treme individualism is seen in the =S, in fact in =S collectivism is seen as !bad!. Other cultures and societies than the =S will therefore seek to resolve social and organizational problems in ways different from the merican one. 4ofstede says that a capitalist market economy fosters individualism and competition and depends on it but individualism is also related to the development of middle class. Research indicates that some people and cultures might have both high individualism and high collectivism, for e$ample, and someone who highly values duty to his or her group does not necessarily give a low priority to personal freedom and self#sufficiency. 7asculinity vs. femininity # reflect whether certain society is predominantly male or female in terms of cultural values, gender roles and power relations. @ong# Aersus Short#%erm Orientation
which he describes as !%he long#term orientation dimension can be interpreted as dealing with societyBs search for virtue. Societies with a short#term orientation generally have a strong concern with establishing the absolute %ruth. %hey are normative in their thinking. %hey e$hibit great respect for traditions, a relatively small propensity to save for the future, and a focus on achieving "uick results. In societies with a long#term orientation, people believe that truth depends very much on situation, conte$t and time. %hey show an ability to adapt traditions to changed conditions, a strong propensity to save and invest, thriftiness, and perseverance in achieving results.! O'Reilly, Chatman, and Caldell! %wo common models and their associated measurement tools have been developed by OBReilly et al. and &enison. OBReilly, Chatman ' Caldwell 25,,53 developed a model based on the belief that cultures can be distinguished by values that are reinforced within organizations %heir Organizational Cultural ;rofile 2OC;3 is a self reporting tool which makes distinctions according seven categories # Innovation, Stability, Respect for ;eople, Outcome Orientation, 3 ttention to &etail, %eam Orientation, and ggressiveness. %he model is also suited to measure how organizational culture effects organizational performance, as it measures most efficient persons suited in an organization and as such organizations can be termed as good organizational culture. ?mployee values are measured against organizational values to predict employee intentions to stay, and predict turnover. %his is done through instrument like Organizational Culture ;rofile 2OC;3 to measure employee commitment. &aniel &enisonBs model 25,,+3 asserts that organizational culture can be described by four general dimensions C 7ission, daptability, Involvement and Consistency. ?ach of these general dimensions is further described by the following three sub#dimensions1 7ission # Strategic &irection and Intent, :oals and Ob0ectives and Aision daptability # Creating Change, Customer Docus and Organizational @earning Involvement # ?mpowerment, %eam Orientation and Capability &evelopment Consistency # Core Aalues, greement, Coordination>Integration &enisonBs model also allows cultures to be described broadly as e$ternally or internally focused as well as fle$ible versus stable. %he model has been typically used to diagnose cultural problems in organizations. "eal and #ennedy! &eal and (ennedy defined organizational culture as the way things get done around here. &eal and (ennedy created a model of culture that is based on E different types of organizations. %hey each focus on how "uickly the organization receives feedback, the way members are rewarded, and the level of risks taken1 $or%&hard, play&hard culture1 %his has rapid feedback>reward and low risk resulting in1 Stress coming from "uantity of work rather than uncertainty. 4igh# speed action leading to high#speed recreation. ?$amples1 Restaurants, software companies. Tough&guy macho culture1 %his has rapid feedback>reward and high risk, resulting in the following1 Stress coming from high risk and potential loss>gain of reward. Docus on the present rather than the longer#term future. ?$amples1 police, surgeons, sports. Process culture1 %his has slow feedback>reward and low risk, resulting in the following1 @ow stress, plodding work, comfort and security. Stress that comes from internal politics and stupidity of the system. &evelopment of bureaucracies and other ways of maintaining the status "uo. Docus on security of the past and of the future. ?$amples1 banks, insurance companies. 4 'et&the&company culture1 %his has slow feedback>reward and high risk, resulting in the following1 Stress coming from high risk and delay before knowing if actions have paid off. %he long view is taken, but then much work is put into making sure things happen as planned. ?$amples1 aircraft manufacturers, oil companies. (dgar )chein ccording to )chein culture is the most difficult organizational attribute to change, outlasting organizational products, services, founders and leadership and all other physical attributes of the organization. 4is organizational model illuminates culture from the standpoint of the o*server, described by three cognitive levels of organizational culture. t the first and most cursory level of Schein<s model is organizational attributes that can be seen, felt and heard by the uninitiated observer # collectively known as artifacts. Included are the facilities, offices, furnishings, visible awards and recognition, the way that its members dress, how each person visibly interacts with each other and with organizational outsiders, and even company slogans, mission statements and other operational creeds. rtifacts comprise the physical components of the organization that relay cultural meaning. "aniel "enison 25,,+3 describes artifacts as the tangible aspects of culture shared by members of an organization. Aerbal, behavioral and physical artifacts are the surface manifestations of organizational culture. Rituals, the collective interpersonal behavior and values as demonstrated by that behavior, constitute the fabric of an organization<s culture %he contents of myths, stories, and sagas reveal the history of an organization and influence how people understand what their organization values and believes. @anguage, stories, and myths are e$amples of verbal artifacts and are represented in rituals and ceremonies. %echnology and art e$hibited by members or an organization are e$amples of physical artifacts. %he ne$t level deals with the professed culture of an organization<s members # the values. Shared values are individualsB preferences regarding certain aspects of the organizationBs culture 2e.g. loyalty, customer service3. t this level, local and personal values are widely e$pressed within the organization. 6asic beliefs and assumptions include individuals< impressions about the trustworthiness and supportiveness of an organization, and are often deeply ingrained within the organizationBs culture. Organizational behavior at this level usually can be studied by interviewing the organization<s membership and using "uestionnaires to gather attitudes about organizational membership. t the third and deepest level, the organization<s tacit assumptions are found. %hese are the elements of culture that are unseen and not cognitively identified in everyday interactions between organizational members. dditionally, these are the elements of culture which are often taboo to discuss inside the organization. 7any of these <unspoken rules< e$ist without the conscious knowledge of the membership. %hose with sufficient e$perience to understand this deepest level of organizational culture usually become acclimatized to its 5 attributes over time, thus reinforcing the invisibility of their e$istence. Surveys and casual interviews with organizational members cannot draw out these attributesFrather much more in#depth means is re"uired to first identify then understand organizational culture at this level. )otably, culture at this level is the underlying and driving element often missed by organizational behaviorists. =sing Schein<s model, understanding parado$ical organizational behaviors becomes more apparent. Dor instance, an organization can profess highly aesthetic and moral standards at the second level of Schein<s model while simultaneously displaying curiously opposing behavior at the third and deepest level of culture. Superficially, organizational rewards can imply one organizational norm but at the deepest level imply something completely different. %his insight offers an understanding of the difficulty that organizational newcomers have in assimilating organizational culture and why it takes time to become acclimatized. It also e$plains why organizational change agents usually fail to achieve their goals1 underlying tacit cultural norms are generally not understood before would# be change agents begin their actions. 7erely understanding culture at the deepest level may be insufficient to institute cultural change because the dynamics of interpersonal relationships 2often under threatening conditions3 are added to the dynamics of organizational culture while attempts are made to institute desired change. +actors and elements :erry 9ohnson 25,**3 described a cultural web, identifying a number of elements that can be used to describe or influence organizational culture1 The paradigm1 /hat the organization is about, what it does, its mission, its values. Control systems1 %he processes in place to monitor what is going on. Role cultures would have vast rulebooks. %here would be more reliance on individualism in a power culture. Organizational structures1 Reporting lines, hierarchies, and the way that work flows through the business. Poer structures1 /ho makes the decisions, how widely spread is power, and on what is power basedG )ym*ols1 %hese include organizational logos and designs, but also e$tend to symbols of power such as parking spaces and e$ecutive washrooms. Rituals and routines1 7anagement meetings, board reports and so on may become more habitual than necessary. 6 )tories and myths1 build up about people and events, and convey a message about what is valued within the organization. %hese elements may overlap. ;ower structures may depend on control systems, which may e$ploit the very rituals that generate stories which may not be true. ccording to Schein the two main reasons why cultures develop in organizations is due to e$ternal adaptation and internal integration. ?$ternal adaptation reflects an evolutionary approach to organizational culture and suggests that cultures develop and persist because they help an organization to survive and flourish. If the culture is valuable, then it holds the potential for generating sustained competitive advantages. dditionally, internal integration is an important function since social structures are re"uired for organizations to e$ist. Organizational practices are learned through socialization at the workplace. /ork environments reinforce culture on a daily basis by encouraging employees to e$ercise cultural values. Organizational culture is shaped by multiple factors, including the following1 ?$ternal environment Industry Size and nature of the organizationBs workforce %echnologies the organization uses %he organizationBs history and ownership Communicative ,ndicators %here are many different types of communication that contribute in creating an organizational culture1 7etaphors such as comparing an organization to a machine or a family reveal employeesB shared meanings of e$periences at the organization. Stories can provide e$amples for employees of how to or not to act in certain situations. Rites and ceremonies combine stories, metaphors, and symbols into one. Several different kinds of rites that affect organizational culture1 o Rites of passage1 employees move into new roles o Rites of degradation1 employees have power taken away from them o Rites of enhancement1 public recognition for an employeeBs accomplishments o Rites of renewal1 improve e$isting social structures o Rites of conflict reduction1 resolve arguments between certain members or groups o Rites of integration1 reawaken feelings of membership in the organization Refle$ive comments are e$planations, 0ustifications, and criticisms of our own actions. %his includes1 o ;lans1 comments about anticipated actions 7 o Commentaries1 comments about action in the present o ccounts1 comments about an action or event that has already occurred Such comments reveal interpretive meanings held by the speaker as well as the social rules they follow. Dantasy %hemes are common creative interpretations of events that reflect beliefs, values, and goals of the organization. %hey lead to rhetorical visions, or views of the organization and its environment held by organization members. )chemata Schemata 2plural of schema3 are knowledge structures a person forms from past e$periences, allowing the person to respond to similar events more efficiently in the future by guiding the processing of information. person<s schemata are created through interaction with others, and thus inherently involve communication. Stanley :. 4arris 25,,E3 argues that five categories of in# organization schemata are necessary for organizational culture1 5. )elf&in&organization schemata1 a person<s concept of oneself within the conte$t of the organization, including her>his personality, roles, and behavior. H. Person&in&organization schemata1 a person<s memories, impressions, and e$pectations of other individuals within the organization. I. Organization schemata1 a subset of person schemata, a person<s generalized perspective on others as a whole in the organization. E. O*-ect.concept&in&organization schemata1 knowledge an individual has of organization aspects other than of other persons. 8. (vent&in&organization schemata1 a person<s knowledge of social events within an organization. ll of these categories together represent a person<s knowledge of an organization. Organizational culture is created when the schematas 2schematic structures3 of differing individuals across and within an organization come to resemble each other 2when any one person<s schemata come to resemble another person<s schemata because of mutual organizational involvement3, primarily done through organizational communication, as individuals directly or indirectly share knowledge and meanings. )trong.ea% cultures Strong culture is said to e$ist where staff respond to stimulus because of their alignment to organizational values. In such environments, strong cultures help firms operate like well#oiled machines, engaging in outstanding e$ecution with only minor ad0ustments to e$isting procedures as needed. Conversely, there is 8 weak culture where there is little alignment with organizational values, and control must be e$ercised through e$tensive procedures and bureaucracy. Research shows that organizations that foster strong cultures have clear values that give employees a reason to embrace the culture. !strong! culture may be especially beneficial to firms operating in the service sector since members of these organizations are responsible for delivering the service and for evaluations important constituents make about firms. Research indicates that organizations may derive the following benefits from developing strong and productive cultures1 6etter aligning the company towards achieving its vision, mission, and goals 4igh employee motivation and loyalty Increased team cohesiveness among the company<s various departments and divisions ;romoting consistency and encouraging coordination and control within the company Shaping employee behavior at work, enabling the organization to be more efficient /here culture is strong, people do things because they believe it is the right thing to do, and there is a risk of another phenomenon, groupthink. !:roupthink! was described by Irving 9anis. 4e defined it as !a "uick and easy way to refer to a mode of thinking that people engage when they are deeply involved in a cohesive in#group, when the members< strivings for unanimity override their motivation to realistically appraise alternatives of action.! 2Irving 9anis, 5,.H, p. ,3 %his is a state in which even if they have different ideas, do not challenge organizational thinking, and therefore there is a reduced capacity for innovative thoughts. %his could occur, for e$ample, where there is heavy reliance on a central charismatic figure in the organization, or where there is an evangelical belief in the organization< values, or also in groups where a friendly climate is at the base of their identity 2avoidance of conflict3. In fact, groupthink is very common and happens all the time, in almost every group. 7embers that are defiant are often turned down or seen as a negative influence by the rest of the group because they bring conflict. Healthy organizational cultures Organizations should strive for what is considered a !healthy! organizational culture in order to increase productivity, growth, efficiency and reduce counterproductive behavior and turnover of employees. variety of characteristics describe a healthy culture, including1 cceptance and appreciation for diversity Regard for and fair treatment of each employee as well as respect for each employeeBs contribution to the company 9 ?mployee pride and enthusiasm for the organization and the work performed ?"ual opportunity for each employee to realize their full potential within the company Strong communication with all employees regarding policies and company issues Strong company leaders with a strong sense of direction and purpose bility to compete in industry innovation and customer service, as well as price @ower than average turnover rates 2perpetuated by a healthy culture3 Investment in learning, training, and employee knowledge dditionally, performance oriented cultures have been shown to possess statistically better financial growth. Such cultures possess high employee involvement, strong internal communications and an acceptance and encouragement of a healthy level of risk#taking in order to achieve innovation. dditionally, organizational cultures that e$plicitly emphasize factors related to the demands placed on them by industry technology and growth will be better performers in their industries. ccording to (otter and 4eskett organizations with adaptive cultures perform much better than organizations with unadaptive cultures. n adaptive culture translates into organizational successJ it is characterized by managers paying close attention to all of their constituencies, especially customers, initiating change when needed, and taking risks. n unadaptive culture can significantly reduce a firm<s effectiveness, disabling the firm from pursuing all its competitive>operational options. Charles Handy Charles 4andy 25,.-3, popularized Roger 4arrison 25,.H3 with linking organizational structure to organizational culture. %he described four types of culture are1 K5*L Poer culture1 concentrates power among a small group or a central figure and its control is radiating from its center like a web. ;ower cultures need only a few rules and little bureaucracy but swift in decisions can ensue. Role culture1 authorities are delegated as such within a highly defined structure. %hese organizations form hierarchical bureaucracies, where power derives from the personal position and rarely from an e$pert power. Control is made by procedures 2which are highly valued3, strict roles descriptions and authority definitions. %hese organizations have consistent systems and are very predictable. %his culture is often represented by a !Roman 6uilding! having pillars. %hese pillars represent the functional departments. Tas% culture1 teams are formed to solve particular problems. ;ower is derived from the team with the e$pertise to e$ecute against a task. %his culture uses a 10 small team approach, where people are highly skilled and specialized in their own area of e$pertise. dditionally, these cultures often feature the multiple reporting lines seen in a matri$ structure. Person culture1 formed where all individuals believe themselves superior to the organization. It can become difficult for such organizations to continue to operate, since the concept of an organization suggests that a group of like#minded individuals pursue organizational goals. 4owever some professional partnerships operate well as person cultures, because each partner brings a particular e$pertise and clientele to the firm. #im Cameron and Ro*ert /uinn (im Cameron and Robert Muinn 25,,,3 made a research on organizational effectiveness and success. 6ased on the Competing Aalues Dramework, they developed the Organizational Culture ssessment Instrument that distinguishes four culture types. Competing values produce polarities like fle$ibility vs. stability and internal vs. e$ternal focus # these two polarities were found to be most important in defining organizational success. %he polarities construct a "uadrant with four types of culture1 Clan culture 2internal focus and fle$ible3 # friendly workplace where leaders act like father figures. dhocracy culture 2e$ternal focus and fle$ible3 # dynamic workplace with leaders that stimulate innovation. 7arket culture 2e$ternal focus and controlled3 # competitive workplace with leaders like hard drivers 4ierarchy culture 2internal focus and controlled3 # structured and formalized workplace where leaders act like coordinators. Cameron ' Muinn designated si$ key aspects that will form organizational culture which can be assessed in the Organizational Culture ssessment Instrument 2OCI3 thus producing a mi$ of the four archetypes of culture. ?ach organization or team will have its uni"ue mi$ of culture types. Clan cultures are most strongly associated with positive employee attitudes and product and service "uality, whereas market cultures are most strongly related with innovation and financial effectiveness criteria. %he primary belief in market cultures is that clear goals and contingent rewards motivate employees to aggressively perform and meet stakeholders< e$pectationsJ a core belief in clan cultures is that the organizationBs trust in and commitment to employees facilitates open communication and employee involvement. %hese differing results suggest that it is important for e$ecutive leaders to consider the match between strategic initiatives and organizational culture when determining how to embed a culture that produces competitive advantage. 6y assessing the current organizational culture as well as the preferred situation, the gap and direction to change can be made visible as a first step to changing organizational culture. 11 Ro*ert A0 Coo%e Robert . Cooke defines culture as the behaviors that members believe are re"uired to fit in and meet e$pectations within their organization. %he Organizational Culture Inventory measures twelve behavioral norms that are grouped into three general types of cultures1 Constructive cultures, in which members are encouraged to interact with people and approach tasks in ways that help them meet their higher#order satisfaction needs. ;assive>defensive cultures, in which members believe they must interact with people in ways that will not threaten their own security. ggressive>defensive cultures, in which members are e$pected to approach tasks in forceful ways to protect their status and security. Constructive cultures In constructive cultures people are encouraged to be in communication with their co#workers, and work as teams, rather than only as individuals. In positions where people do a comple$ 0ob, rather than something simple like a mechanic one, this culture is efficient. Achievement1 completing a task successfully, typically by effort, courage, or skill 2pursue a standard of e$cellence3 2e$plore alternatives before acting3 # 6ased on the need to attain high#"uality results on challenging pro0ects, the belief that outcomes are linked to one<s effort rather than chance and the tendency to personally set challenging yet realistic goals. ;eople high in this style think ahead and plan, e$plore alternatives before acting and learn from their mistakes. )elf&actualizing1 realization or fulfillment of one<s talents and potentialities # considered as a drive or need present in everyone 2think in uni"ue and independent ways3 2do even simple tasks well3 # 6ased on needs for personal growth, self#fulfillment and the realisation of one<s potential. ;eople with this style demonstrate a strong desire to learn and e$perience things, creative yet realistic thinking and a balanced concern for people and tasks. Humanistic&encouraging1 help others to grow and develop 2resolve conflicts constructively3 # Reflects an interest in the growth and development of people, a high positive regard for them and sensitivity to their needs. ;eople high in this style devote energy to coaching and counselling others, are thoughtful and considerate and provide people with support and encouragement. Affiliativ treat people as more valuable than things 2cooperate with others3 # Reflects an interest in developing and sustaining pleasant relationships. ;eople high in this style share their thoughts and feelings, are friendly and cooperative and make others feel a part of things. 12 Organizations with constructive cultures encourage members to work to their full potential, resulting in high levels of motivation, satisfaction, teamwork, service "uality, and sales growth. Constructive norms are evident in environments where "uality is valued over "uantity, creativity is valued over conformity, cooperation is believed to lead to better results than competition, and effectiveness is 0udged at the system level rather than the component level. %hese types of cultural norms are consistent with 2and supportive of3 the ob0ectives behind empowerment, total "uality management, transformational leadership, continuous improvement, re# engineering, and learning organizations. Passive.defensive cultures )orms that reflect e$pectations for members to interact with people in ways that will not threaten their own security are in the ;assive>&efensive Cluster. %he four ;assive>&efensive cultural norms are1 pproval Conventional &ependent voidance In organizations with ;assive>&efensive cultures, members feel pressured to think and behave in ways that are inconsistent with the way they believe they should in order to be effective. ;eople are e$pected to please others 2particularly superiors3 and avoid interpersonal conflict. Rules, procedures, and orders are more important than personal beliefs, ideas, and 0udgment. ;assive>&efensive cultures e$perience a lot of unresolved conflict and turnover, and organizational members report lower levels of motivation and satisfaction. Aggressive.defensive cultures %his style is characterized with more emphasis on task than people. 6ecause of the very nature of this style, people tend to focus on their own individual needs at the e$pense of the success of the group. %he aggressive>defensive style is very stressful, and people using this style tend to make decisions based on status as opposed to e$pertise. 5. Oppositional # %his cultural norm is based on the idea that a need for security that takes the form of being very critical and cynical at times. ;eople who use this style are more likely to "uestion others workJ however, asking those tough "uestion often leads to a better product. )onetheless, those who use this style may be overly#critical toward others, using irrelevant or trivial flaws to put others down. H. Poer # %his cultural norm is based on the idea that there is a need for prestige and influence. %hose who use this style often e"uate their own 13 self#worth with controlling others. %hose who use this style have a tendency to dictate others opposing to guiding othersB actions. I. Competitive # %his cultural norm is based on the idea of a need to protect oneBs status. %hose who use this style protect their own status by comparing themselves to other individuals and outperforming them. %hose who use this style are seekers of appraisal and recognition from others. E. Perfectionistic # %his cultural norm is based on the need to attain flawless results. %hose who often use this style e"uate their self#worth with the attainment of e$tremely high standards. %hose who often use this style are always focused on details and place e$cessive demands on themselves and others. Organizations with aggressive>defensive cultures encourage or re"uire members to appear competent, controlled, and superior. 7embers who seek assistance, admit shortcomings, or concede their position are viewed as incompetent or weak. %hese organizations emphasize finding errors, weeding out !mistakes! and encouraging members to compete against each other rather than competitors. %he short#term gains associated with these strategies are often at the e$pense of long#term growth. (ntrepreneurial organizational culture Stephen 7c:uire 2H++I3 defined and validated a model of organizational culture that predicts revenue from new sources. n ?ntrepreneurial Organizational Culture 2?OC3 is a system of shared values, beliefs and norms of members of an organization, including valuing creativity and tolerance of creative people, believing that innovating and seizing market opportunities are appropriate behaviors to deal with problems of survival and prosperity, environmental uncertainty, and competitors< threats, and e$pecting organizational members to behave accordingly. (lements People and empoerment focused Aalue creation through innovation and change ttention to the basics 4ands#on management &oing the right thing Dreedom to grow and to fail Commitment and personal responsibility ?mphasis on the future 14 Tri*al culture &avid @ogan and coauthors have proposed in their book %ribal @eadership that organizational cultures change in stages, based on an analysis of human groups and tribal cultures. %hey identify five basic stages1 5. @ife sucks 2a subsystem severed from other functional systems like tribes, gangs and prisonFH percent of population3J H. 7y life sucks 2I am stuck in the &umb 7otor Aehicle line and can<t believe I have to spend my time in this lost triangle of ineffectivenessFH8 percent of population3J I. I<m great 2and you<re not, I am detached from you and will dominate you regardless of your intentFE* percent of population3J E. /e are great, but other groups suck 2citing Nappo<s and an attitude of unification around more than individual competenceFHH percent of population3 and 8. @ife is great 2citing &esmond %utu<s hearing on truth and values as the basis of reconciliationFI percent of population3. %his model of organizational culture provides a map and conte$t for leading an organization through the five stages. Personal and organizational culture Organizational culture is taught to the person as culture is taught by his>her parents thus changing and modeling his>her personal culture. Indeed employees and people applying for a 0ob are advised to match their !personality to a companyBs culture! and fit to it. Some researchers even suggested and have made case studies research on personality changing. 1ational and organizational culture Corporate culture is used to control, coordinate, and integrate of company subsidiaries. 4owever differences in national cultures e$ist contributing to differences in the views on the management. &ifferences between national cultures are deep rooted values of the respective cultures, and these cultural values can shape how people e$pect companies to be run, and how relationships between leaders and followers should be resulting to differences between the employer and the employee on e$pectations. 2:eert 4ofstede, 5,,53 ;erhaps e"ually foundationalJ observing the vast differences in national copyright 2and ta$ation, etc.3 laws suggests deep rooted differing cultural attitudes and assumptions on property rights and sometimesJ the desired root function, place, or purpose of corporations relative to the population. 15 2ultiplicity Oibao Nhang 2H++,3 carried out an empirical study of culture emergence in the Sino#/estern international cross#cultural management 2S/#ICC73 conte$t in China. Dield data were collected by interviewing /estern e$patriates and Chinese professionals working in this conte$t, supplemented by non#participant observation and documentary data. %he data were then analyzed in grounded fashion to formulate theme#based substantive theories and a formal theory. %he ma0or finding of this study is that human cognition contains three components, or three broad types of !cultural rules of behavior!, namely, Aalues, ?$pectations, and d 4oc Rules, each of which has a mutually conditioning relationship with behavior. %he three cognitive components are different in terms of the scope and duration of their mutual shaping with behavior. Aalues are universal and enduring rules of behaviorJ ?$pectations, on the other hand, are conte$t#specific behavioral rulesJ while d 4oc Rules are improvised rules of behavior that the human mind devises contingent upon a particular occasion. Durthermore, they need not be consistent, and fre"uently are not, among themselves. 7etaphorically, they can be compared to a multi#carriage train, which allows for the relative lateral movements by individual carriages so as to accommodate bumps and turns in the tracks. In fact, they provide a !shock#absorber mechanism!, so to speak, which enables individuals in S/#ICC7 conte$ts to cope with conflicts in cultural practices and values, and to accommodate and adapt themselves to cultural conte$ts where people from different national cultural backgrounds work together over e$tended time. It also provides a powerful framework which e$plains how interactions by individuals in S/#ICC7 conte$ts give rise to emerging hybrid cultural practices characterized by both stability and change. ,mpacts Research suggests that numerous outcomes have been associated either directly or indirectly with organizational culture. healthy and robust organizational culture may provide various benefits, including the following1 Competitive edge derived from innovation and customer service Consistent, efficient employee performance %eam cohesiveness 4igh employee morale Strong company alignment towards goal achievement lthough little empirical research e$ists to support the link between organizational culture and organizational performance, there is little doubt among e$perts that this relationship e$ists. Organizational culture can be a factor in the survival or failure of an organization # although this is difficult to prove considering the necessary longitudinal analyses are hardly feasible. %he sustained superior performance of firms like I67, 4ewlett#;ackard, ;rocter ' 16 :amble, and 7c&onald<s may be, at least partly, a reflection of their organizational cultures. H++I 4arvard 6usiness School study reported that culture has a significant impact on an organizationBs long#term economic performance. %he study e$amined the management practices at 5-+ organizations over ten years and found that culture can enhance performance or prove detrimental to performance. Organizations with strong performance# oriented cultures witnessed far better financial growth. dditionally, a H++H Corporate @eadership Council study found that cultural traits such as risk taking, internal communications, and fle$ibility are some of the most important drivers of performance, and may impact individual performance. Durthermore, innovativeness, productivity through people, and the other cultural factors cited by ;eters and /aterman 25,*H3 also have positive economic conse"uences. &enison, 4aaland, and :oelzer 2H++E3 found that culture contributes to the success of the organization, but not all dimensions contribute the same. It was found that the impacts of these dimensions differ by global regions, which suggests that organizational culture is impacted by national culture. dditionally, Clarke 2H++-3 found that a safety climate is related to an organizationBs safety record. Organizational culture is reflected in the way people perform tasks, set ob0ectives, and administer the necessary resources to achieve ob0ectives. Culture affects the way individuals make decisions, feel, and act in response to the opportunities and threats affecting the organization. dkins and Caldwell 2H++E3 found that 0ob satisfaction was positively associated with the degree to which employees fit into both the overall culture and subculture in which they worked. perceived mismatch of the organizationBs culture and what employees felt the culture should be is related to a number of negative conse"uences including lower 0ob satisfaction, higher 0ob strain, general stress, and turnover intent. It has been proposed that organizational culture may impact the level of employee creativity, the strength of employee motivation, and the reporting of unethical behavior, but more research is needed to support these conclusions. Organizational culture also has an impact on recruitment and retention. Individuals tend to be attracted to and remain engaged in organizations that they perceive to be compatible. dditionally, high turnover may be a mediating factor in the relationship between culture and organizational performance. &eteriorating company performance and an unhealthy work environment are signs of an overdue cultural assessment. Change /hen an organization does not possess a healthy culture or re"uires some kind of organizational culture change, the change process can be daunting. One ma0or reason why such change is difficult is that organizational cultures, and the organizational structures in which they are embedded, often reflect the !imprint! of earlier periods in a persistent way and e$hibit remarkable levels of inertia. Culture change may be necessary to reduce employee turnover, influence 17 employee behavior, make improvements to the company, refocus the company ob0ectives and>or rescale the organization, provide better customer service, and>or achieve specific company goals and results. Culture change is impacted by a number of elements, including the e$ternal environment and industry competitors, change in industry standards, technology changes, the size and nature of the workforce, and the organizationBs history and management. %here are a number of methodologies specifically dedicated to organizational culture change such as ;eter SengeBs Difth &iscipline. %hese are also a variety of psychological approaches that have been developed into a system for specific outcomes such as the Difth &isciplineBs !learning organization! or &irective CommunicationBs !corporate culture evolution.! Ideas and strategies, on the other hand, seem to vary according to particular influences that affect culture. 6urman and ?vans 2H++*3 argue that it is <leadership< that affects culture rather than <management<, and describe the difference. /hen one wants to change an aspect of the culture of an organization one has to keep in consideration that this is a long term pro0ect. Corporate culture is something that is very hard to change and employees need time to get used to the new way of organizing. Dor companies with a very strong and specific culture it will be even harder to change. ;rior to a cultural change initiative, a needs assessment is needed to identify and understand the current organizational culture. %his can be done through employee surveys, interviews, focus groups, observation, customer surveys where appropriate, and other internal research, to further identify areas that re"uire change. %he company must then assess and clearly identify the new, desired culture, and then design a change process. Cummings ' /orley 2H++E, p. E,5 C E,H3 give the following si$ guidelines for cultural change, these changes are in line with the eight distinct stages mentioned by (otter 5. Dormulate a clear strategic vision 2stage 5, H, and I3. In order to make a cultural change effective a clear vision of the firmBs new strategy, shared values and behaviors is needed. %his vision provides the intention and direction for the culture change 2Cummings ' /orley, H++E, p. E,+3. H. &isplay top#management commitment 2stage E3. It is very important to keep in mind that culture change must be managed from the top of the organization, as willingness to change of the senior management is an important indicator 2Cummings ' /orley, H++E, page E,+3. %he top of the organization should be very much in favor of the change in order to actually implement the change in the rest of the organization. &e CaluwP ' Aermaak 2H++E, p ,3 provide a framework with five different ways of thinking about change. I. 7odel culture change at the highest level 2stage 83. In order to show that the management team is in favor of the change, the change has to be notable at first at this level. %he behavior of the management needs to symbolize the kinds of values and behaviors that should be realized in the rest of the company. It is important that the management shows the strengths of the current culture as well, it must be made clear that the 18 current organizational does not need radical changes, but 0ust a few ad0ustments. 2See for more1 &eal ' (ennedy, 5,*HJ KIL Sathe, 5,*IJ SchallJ 5,*IJ /eick, 5,*8J &i%omaso, 5,*.3. %his process may also include creating committee, employee task forces, value managers, or similar. Change agents are key in the process and key communicators of the new values. %hey should possess courage, fle$ibility, e$cellent interpersonal skills, knowledge of the company, and patience. s 7cCune 27ay 5,,,3 puts it, these individual should be catalysts, not dictators. E. 7odify the organization to support organizational change. %he fourth step is to modify the organization to support organizational change. %his includes identifying what current systems, policies, procedures and rules need to be changed in order to align with the new values and desired culture. %his may include a change to accountability systems, compensation, benefits and reward structures, and recruitment and retention programs to better align with the new values and to send a clear message to employees that the old system and culture are in the past. 8. Select and socialize newcomers and terminate deviants 2stage . ' * of (otter, 5,,8, p. H3. way to implement a culture is to connect it to organizational membership, people can be selected and terminate in terms of their fit with the new culture 2Cummings ' /orley, H++E, p. E,53. ?ncouraging employee motivation and loyalty to the company is key and will also result in a healthy culture. %he company and change managers should be able to articulate the connections between the desired behavior and how it will impact and improve the companyBs success, to further encourage buy#in in the change process. %raining should be provided to all employees to understand the new processes, e$pectations and systems. -. &evelop ethical and legal sensitivity. Changes in culture can lead to tensions between organizational and individual interests, which can result in ethical and legal problems for practitioners. %his is particularly relevant for changes in employee integrity, control, e"uitable treatment and 0ob security 2Cummings ' /orley, H++E, p. E,53. It is also beneficial, as part of the change process, to include an evaluation process, conducted periodically to monitor the change progress and identify areas that need further development. %his step will also identify obstacles of change and resistant employees and to acknowledge and reward employee improvement, which will also encourage continued change and evolvement. It may also be helpful and necessary to incorporate new change managers to refresh the process. Outside consultants may also be useful in facilitating the change process and providing employee training. Change of culture in the organizations is very important and inevitable. Culture innovations is bound to be because it entails introducing something new and substantially different from what prevails in e$isting cultures. Cultural innovation is bound to be more difficult than cultural maintenance. ;eople often resist changes hence it is the duty of the management to convince people that likely gain will outweigh the losses. 19 6esides institutionalization, deification is another process that tends to occur in strongly developed organizational cultures. %he organization itself may come to be regarded as precious in itself, as a source of pride, and in some sense uni"ue. Organizational members begin to feel a strong bond with it that transcends material returns given by the organization, and they begin to identify with it. %he organization turns into a sort of clan. 2ergers, organizational culture, and cultural leadership One of the biggest obstacles in the way of the merging of two organizations is organizational culture. ?ach organization has its own uni"ue culture and most often, when brought together, these cultures clash. /hen mergers fail employees point to issues such as identity, communication problems, human resources problems, ego clashes, and inter#group conflicts, which all fall under the category of !cultural differences!. One way to combat such difficulties is through cultural leadership. Organizational leaders must also be cultural leaders and help facilitate the change from the two old cultures into the one new culture. %his is done through cultural innovation followed by cultural maintenance. Cultural innovation includes1 o Creating a new culture1 recognizing past cultural differences and setting realistic e$pectations for change o Changing the culture1 weakening and replacing the old cultures Cultural maintenance includes1 o Integrating the new culture1 reconciling the differences between the old cultures and the new one o ?mbodying the new culture1 ?stablishing, affirming, and keeping the new culture Corporate su*cultures Corporate culture is the total sum of the values, customs, traditions, and meanings that make a company uni"ue. Corporate culture is often called !the character of an organization!, since it embodies the vision of the company<s founders. %he values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior. Senior management may try to determine a corporate culture. %hey may wish to impose corporate values and standards of behavior that specifically reflect the ob0ectives of the organization. In addition, there will also be an e$tant internal culture within the workforce. /ork# groups within the organization have their own behavioral "uirks and interactions which, to an e$tent, affect the whole system. Roger 4arrison<s four#culture typology, and adapted by Charles 4andy, suggests that unlike organizational culture, corporate culture can be <imported<. Dor e$ample, computer technicians will have e$pertise, language and behaviors gained independently of the organization, but their presence can influence the culture of the organization as a whole. 20 Critical vies Criticism of the usage of the term by managers began already in its emergence in the early *+s. 7ost of the criticism comes from the writers in critical management studies who for e$ample e$press skepticism about the functionalist and unitarist views about culture that are put forward by mainstream management writers. %hey stress the ways in which these cultural assumptions can stifle dissent management and reproduce propaganda and ideology. %hey suggest that organizations do not have a single culture and cultural engineering may not reflect the interests of all stakeholders within an organization. ;arker 2H+++3 has suggested that many of the assumptions of those putting forward theories of organizational culture are not new. %hey reflect a long#standing tension between cultural and structural 2or informal and formal3 versions of what organizations are. Durther, it is reasonable to suggest that comple$ organizations might have many cultures, and that such sub#cultures might overlap and contradict each other. %he neat typologies of cultural forms found in te$tbooks rarely acknowledge such comple$ities, or the various economic contradictions that e$ist in capitalist organizations. mong the strongest and widely recognized writers on corporate culture with a long list of articles on leadership, culture, gender and their intersection is @inda Smircich, as a part of the of critical management studies, she criticises theories that attempt to categorize or <pigeonhole< organizational culture. She uses the metaphor of a plant root to represent culture, describing that it drives organizations rather than vice versa. Organizations are the product of organizational culture, we are unaware of how it shapes behavior and interaction 2also recognized through Scheins 2H++H3 underlying assumptions
and so how can we categorize it and define what it is 21 CA)( )T3"4 $orld Call Telecommunications 5roup Corporate Profile&&/orld call %elecommunications :roup began life in 5,,8 when Dirst Capital Securities Corporation @td started incubating /orld call ;ayphones, now /orld call Communications @imited. %he ne$t few years were spent in e$panding payphone network across ;akistan, creating new businesses and drawing investor attention to the value of /orld call businesses. nd now, there are 5E5,+++ payphones all over the country and /orld call holds the largest share with HH Q of the market. %oday, they are number one, and pioneers in franchised payphones In 5,,* ;repaid Calling Cards were launched by /orld call phone cards under the brand name !4ello!. In the private sector 4?@@O is number one and again the first. In the following year the group established dial#up internet services through /orld call &ot Com. In 5,,, /orld call %elecom @anka established the groupBs first overseas presence when payphone operations were established in Sri @anka. %oday, they operate over 5H++ payphones in Sri @anka. In H+++ /orld call 6roadband established a 4ybrid Diber Coa$ial 24DC3 network in @ahore by the name of !7agic!, thus becoming the first 7ulti service operator in the country, providing cable television and cable internet. In Cable %elevision in @ahore, /orld call was the last entrant and by far the largest. In H++I they launched a state of the art 4DC network operation in (arachi branded /orld call 6roadband @imited. ;hase 5 of the pro0ect, covering &efense and Clifton is complete and over the ne$t eighteen months the pro0ect envisions a fiber network all over (arachi. +uture (6pansion and ,nitiatives&&/orld call plans an aggressive e$pansion in all its e$isting businesses. Internationally /orld call is evaluating other opportunities in infant regional markets with similar profiles like 6angladesh, Sri @anka etc. as well as international markets that have become telecom hubs for these regions like =(, =S, 4ong (ong, ustralia ' Singapore. )ew @icenses > 6usinesses /orld callBs strategy is to position itself in advance to gain a first 22 mover advantage in various communications businesses. ;akistan %elecommunications uthority 2;%3 issued licenses for @&I and @@ to /orld call on the 5Eth and 5-th of 9uly, H++E. )ew @icenses # @ocal @oop 2@@3 /orld call was awarded this license on 5-th 9uly, H++E and was the first new entrant in this segment. It will offer voice services utilizing its 4DC network to ensure access to the last mile. /orld call then plans to e$pand this business using alternate technologies as well. @@ 2telephony3 service providers will offer telephone connections either by laying cable or through wireless technology. /orld call will provide customers with additional telephony choices, better "uality of service, attractive pricing plans and a new set of features such as conference calling, call# waiting, call forwarding, free#phone 2+*++ service3, and the like. /orld call will launch telephony services using the following1 R /orld call will be the first to launch telephony to its Cable customers in @ahore and (arachi in addition to Cable %A and 6roadband Internet services as a true multi#service offeringJ R %elephony ' 6roadband Internet over copper 27ulti Service ccess )odes # 7S)3J R /ireless home telephony with limited mobility )ew @icenses # @ong &istance ' International 2@&I3 =nder the deregulation process, the ;% has issued @ong &istance and International 2@&I3 licenses. /orld call, already a leading player in the telecom market is a natural contender for this license and has become one of the first companies to ac"uire the said license. /orld call was awarded the license on 5Eth 9uly H++E and services has started in )ovember H++E. /orld call has selected state of the art#technology to offer ne$t generation services and will be the first operator to deploy a full )e$t :eneration )etwork 2):)3. Contracts for e"uipment supply and network deployment have been finalized with leading international telecom vendors including Siemens, Cisco and )uera. /orld call @&I network will cater to the needs of different market segments by offering competitive voice and value added services tailored to their individual re"uirements. /ith the /orld call @&I network in place, the end customer will be able to get better "uality of service and care. /orld call is investing in scalable ' 23 fle$ible ):) solutions providing cost effective and future proof investments. %his means lower fi$ed and capital e$penditure and more efficient structures creating lower operating e$penditure, better "uality of service, more competitive products, "uick#to#market and new revenue rich services. )ew @icenses C /ireless @ocal @oop 2/@@3 /orld call has completed all preliminary work for successfully launching the services across ;akistan at very attractive pricing and "uality of service after grant of license by ;%. /orld call plans on deploying a %hird :eneration capable )etwork C&7 H+++ 5O and will be offering Di$ed %elephony, @imited 7obility %elephony and all the latest value added services likeJ S7S, 77S, :;RS, ;ush#to#talk, ?7S, etc. $orld call 2ultimedia 7td##/orld call 7ultimedia @imited 2S/7@T3 is the first# ever broadband infrastructure deployed in ;akistan to provide interactive multimedia services through hybrid fiber coa$ial 24DC3 network in the city of @ahore. %his is a -8,+++ house pass pro0ect that began offering *+U crisp %A channels to its customers in &ecember H++5 and high#speed Internet#over#Cable service has recently started as well. /7@ is currently servicing around I-,+++ Cable %A ' over E,+++ Internet#over#Cable subscribers. Other value added services such as AoI; > telephony, pay#per#view, video#on#demand, distance learning, security and data network services will be added gradually sub0ect to relevant approvals. %heir brand name S/orld of 7agicT is reflective of the companyBs commitment to fill their customersB world with the magic of infotainment. %heir service gives the subscribers the opportunity to be entertained by a wide range of engaging channels in ?nglish, =rdu and ;un0abi1 7ovies, sports, news, documentaries, music, children programs and other entertainment and information content. Other value added services include Software downloads, 7;I streaming, Online 7ultiplayer :aming, Internet Radio ' Aideo Streaming through their website www.magic.net.pk. Sponsors of /orld call 7ultimedia included DCSC, /orld call Communications ' Cairn wood :lobal %echnology Dund. fter a ma0or restructuring to bring local operational telecom companies in the group under one umbrella, /C@ now holds ,,., Q shares of /7@. /orld call Communications is in the process of ac"uiring 24 the balance shares of /7@ after which /7@ shall become a wholly owned subsidiary of /C@. 8ision /orld call 7ultimedia @imited is committed to achieving the highest "uality in all that it does. Our endeavor is to consistently satisfy our customers, shareholders, fellow employees, and communities by giving them the best possible services. 6eing the pioneers of providing 6road 6and services and Cable %A on fiber optic continue to strive for providing state of the art technology in order to bring ;akistan at par with the most advanced countries in the world. chieving Competitive dvantage through Information %echnology 6roadband is the term used to describe internet services that are much faster and more powerful than home connections. =ntil now, these <dial#up< connections have been the most available and affordable forms of internet access, but now there are broadband pitons in many areas so it is worth knowing what is out there to decide when to make the switch. )ew services using your e$isting telephone lines, for e$ample, can allow you to access the internet and make a telephone call at the same time, meaning your friends don<t have to get an engaged tone when they try to ring you any more 0ust because someone in the house is always on the internetV 90 Ho fast is fast:##O(, so we all know broadband internet means fast internet. 6ut how fast is fastG Is it 0ust as good simply to buy a whizzy new modem and carry on dialing up, for e$ampleG /hile there is no single precise definition of broadband or broadband speeds, there are some generally accepted features. Dirst, however, you need to understand how internet speed is measured. standard home computer modem these days operates at a ma$imum speed of 8-k 2precise speeds can vary due to congestion on the internet and other factors, but that is what it is capable of in perfect conditions3. 8-k 2sometimes seen as 8-(bps3 means 8- <kilobits per second<. /hat<s a kilobitG 9ust over 5,+++ bits. /hat<s a bitG It<s the simplest element of digitized data # a 5 or a zero, which are the building blocks of all computer data. So, a modem can send around 8-,+++ bits of data every second down the line. %his might sound like a lot, but as users 25 of dial#up modems know, it can seem awfully slow as one waits for the 8+th photograph on a page crammed with images to download 0ust as someone else in the house is waiting to use the telephone. nd this is 0ust the ma$imum speed # sometimes modems seem to freeze up altogether or you have problems connecting to your IS;. So how fast must a connection be before it is called broadbandG Some say 5H*(bps, others 85H(bps. Certainly 85H(bps is fast enough that accessing websites seems instantaneous. 6ut all agree that even higher speeds of at least H7bps # 7egabits per second, or 0ust over a million bits # will be needed before services involving live video beamed over the internet will become practical. ;0 )peed isn't everything0 ##6roadband is not 0ust about higher speeds, though. %here are other things to recommend it. 7ost types of broadband internet service are <always on< # in other words, you don<t have to keep connecting and disconnecting, you can 0ust sit at your computer and start surfing the web whenever you like. s we have already mentioned, they also usually allow you to make phone calls at the same time as using the internet, sometimes with several phone lines as well # a real godsend in households where some people love the internet and others love the phoneV Dinally, faster speeds mean not only that you can retrieve web pages faster, but that you can start to use the internet in new ways which are simply not worth trying with a slow connection. Wou can listen to %A and radio over the webJ watch <web casts< of your favorite pop groupJ and send holiday snaps to friends and family with ease. Small businesses can also find it<s much easier to work both inside their offices and with e$ternal customers and partners with broadband connections. "(PART2(1T) 90 Administration < )ecurity##%his department is responsible for housekeeping, controlling logistics, security of offices ' network and liaison to authorities like /;&. %he basic problem encountered by the department is the security of the scattered network. ;0 Advertising )ales < Content &&%his department sells media and air time to companies and ad agencies. Content editing is also performed by the 26 department. Restrictions imposed by the government on the content are the barriers on the performance of the department. =0 Customer Care&&%his department is responsible to record customer complaints, forwarding them to the specific department and giving feedback to customers. ;roblems arise when there are more number of calls then the number, call center can handle. >0 +inance < Accounts&&%his department performs activities like accounts keeping, financial analyses and forecasting, banks dealing, procurement management, inventory recording, cash collection and cash distribution. %he basic problem faced by the department is field inventory damage evaluation. ?0 Human Resources##%his department performs recruitment, training, appraisal, salary and discipline of employees. Inappropriate attendance system creates problems for the department. @0 2,)&%his department performs software development, @ocal re network operations ' maintenance and value added services management. ;roblems are encountered when virus attacks happen. A0 )ales < 2ar%eting&&%his department is concerned with sales management ' enhancement, collection ' recovery of revenues, distribution management, and brand promotion. ;roblems are faced when government imposes restrictions on content relayed, which lemmatize sales growth. "istri*ution )trategy&&/orld call 7ultimedia @imited has wisely made use of its network by e$tending lines to areas where it canBt operate directly. &istributors have been appointed to provide C%A services. &istributors install their own webs and maintain by themselves by paying certain percentage to /orld call 7ultimedia @imited. /orld call 7ultimedia @imited establishes its authorized sales outlets in the e$isting offices distributors on following conditionsJ R ;rime location of distributorBs office in the locality. R %he signboard and other office fi$tures to be provided by the /orld call 7ultimedia @imited. R &istributor will display and sell /orld call products at its outlet like ;CO, calling cards, &ial#up cards, C%A and IOC sales booking forms, &aily %imes, 27 dvertising for C%A etc. R &istributor is re"uired to install at#least H phone lines for customer care. R %he customer care number in the distributor area to be publicized by the distributor. R ll the ;OS material for all products will be available with the distributors. R %he addition of services will increase the business and potential to increase revenue for distributors 2ar%et Profile BPa%istanC Internet usage has been gaining ground in the past few years in ;akistan. Recently 66C reported that there are about H++,+++ internet users at the beginning of H++H. %his number has been growing with the increase in the number of cities that are now on the /orld /ide /eb. On last count the number of cities in ;akistan that had Internet access was 8H5. 6elow is the breakup of the number by state1 ;un0ab H88 Sindh 5+I )./.D.; ,E 6aluchistan -. :ilgit 5 Dederal 2)ot a state3 5 )egmentations /orldcall 7ultimedia @td is working on the concept of 7ass 7arketing. So under the given concept it is targeting every kind of customer. (ey Success Dactors 2(S?3 R %echnical ?$pertise R 4ybrid Diber Coa$ial 24DC3 R ?ntrepreneurship Pricing )trategy /orldcall 7ultimedia @td has offered its Internet services on the following prices. Sr. X &escription 7onthly Subscription 2Rs.3 Muarterly 2Rs.3 4alf Wearly 2Rs.3 Wearly 2Rs.3 28 5 -E kbps E8++ EI** EH.8 E+8+ H 5H* kbps ,+++ *..8 *88+ *5++ I H8- kbps H++++ 5,8++ 5,+++ 5*+++ E I*E kbps H8+++ HHEH8 H5*8+ H+.++ 8 85H kbps I8+++ IE5H8 IIH8+ I58++ - 5+HE kbps .++++ -*H8+ --8++ -I+++ Installation Charges Cable 7odem ;rice Rs. E+++ Installation Dee Rs. I+++. Advertisement Tools R ;ress advertisements 2;rint 7edia3 R ;osters> brochures R dvertising on /7@ C%A. R In#house channel sponsorship R Scroll works mobile advertising R @it pole signs R 6lock signs advertising R 7agazines R 6ill 6oards )$OT analysis )trengths R %echnical ?$pertise. R State of the art 4DC ;lant. R Skilled work force 2%echnical, Sales, Collection3. R Aalue added services 2A..S3 R dvertising on cable by the leading brands. R In#house community channels. R Computerized billing system. R HE hour customer care. R )OC by :ovt. of ;akistan. $ea%nesses 29 R @imited =rdu > Indian content. R 7aintenance down time is high. R Centralized customers care. R Call Center inability to receive large number of calls. R Insufficient space to accommodate staff at various area offices. R @ack of coordination among departments and cross functional coordination. Opportunities R =navailability of a state of the art C%A ' IOC service in the market place. R ?stablished brand name /orld call. R c"uisition of distribution rights for various channels. R dvertisement potential, as companies are moving towards cable advertising. R =navailability of technical e$pertise in the market. R IOC packages for the new segments. R 6etter business solutions to corporate sector in IOC. R ;romotion of /orld calls other products in the market. R )ew 4ousing schemes. R Increase in population R :lobal ?vents like Dootball /orld cup, terrorist attacks etc. Threats R )ew entrants in the market. R ;oor technical back#up to distributors. R Small cable operators. R ;oor :overnment control over the illegal cable operators. R vailability of other IS;s with cheaper hourly rates and better speed. R ?mergence of IS&) ' &S@ with better business solutions. R &S@ rates going down fast with time. ;roduct @ife Cycle /orld call #/orld call is at maturity level. R Informing the technical staff to give a connection of internet on the address provided by the caller. R If there is any customer who wants to roll back 2want to discontinue3 from our 30 services. /riting it and informing the technical staff. Reference&Internet ##website www.magic.net.pk. 31