TELETALK BANGLADESH LTD:

UNDERSTANDING BARRIERS TO EFFECTIVE COMMUNICATION

WITHIN THE WORKPLACE OF CUSTOMER CARE CENTERS

Course No: 6201 Business Communication

EMBA, 4th Batch, 2nd Semester, Jagannath University, Dhaka
Submitted to: Rabita Sabah, Lecturer

Submitted by
Md. Imam Hossain
M140201717

Md. Saiful Islam

M140201719

Md. Rafikul Islam

M140201721

Md. Mizanur Rahman

M140201744

TELETALK: UNDERSTANDING BARRIERS TO EFFECTIVE COMMUNICATION WITHIN THE WORKPLACE OF 3C

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Md. Istiaque Hasan

M140201787

Contents
ABSTRACT....................................................................................................................... 3
INTRODUCTION............................................................................................................... 3
BACKGROUND OF TELETALK........................................................................................... 4
LITERATURE REVIEW....................................................................................................... 5
METHODOLOGY............................................................................................................... 7
ANALYSIS & FINDING....................................................................................................... 7
LIMITATIONS OF THE STUDY............................................................................................ 7
CONCLUSIONS................................................................................................................ 8
RECOMMENDATIONS....................................................................................................... 8
REFERENCES................................................................................................................... 8
APPENDIX-A.................................................................................................................... 8
APPENDIX-B.................................................................................................................. 10

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TELETALK BANGLADESH LTD: INFORMATION OVERLOAD BARRIERS &

COMMUNICATION WITHIN THE WORKPLACE
ABSTRACT
Communication is the process of sharing ideas, information, and messages with others in a particular time and place.
Message with too much information, may tend to put up a barrier because the amount of information is bulk & coming
so fast that may have difficulty in comfortable interpretation. An item with many features should be picked by two or
three important features to emphasize instead of overwhelming the receiver of information. In the age of satellite &
computerized information technology, it is natural to gather more information to a desired subject that mixed up with
tested & untested data. Email, social marketing, internet & search engines, press & visual media like TV channels,
traditional advertisements, promotion etc leads to information overload to the receivers.
The purpose of this study was to discover whether or not there are communication barriers or gaps between the
supervisor/Managers and the customer service representatives of Teletalk Bangladesh Ltd. The data were collected
from them by written and verbal correspondence using a multiple choice single answer survey. The survey is conducted
face to face. 100% percent of the questionnaire surveys were responded.
Although once rumored that there was a lack of communication within the organization, the result of the research was
quite the opposite. Majority of the participants straddled the fence when asked about the overall satisfaction of
communication within the organization. They report that their supervisors communicate well and usually receive most
of their required information from the supervisors rather than grapevine discussed clearly in frequent effective meetings.

INTRODUCTION
Communication is the glue that holds a society together. The ability to communicate enables people to form and
maintain personal relationships. And the quality of such relationships depends on the caliber of communication
between the parties (Brennan, 1974). Communication is the process of sharing ideas, information, and messages with
others in a particular time and place. Communication includes writing and talking, as well as nonverbal communication
(such as facial expressions, body language, or gestures), visual communication (the use of images or pictures, such as
painting, photography, video or film) and electronic communication (telephone calls, electronic mail, cable television,
or satellite broadcasts). Communication is a vital part of personal life and is also important in business, education, and
any other situations where people encounter each other (Encarta, 1998).
Message with too much information, may tend to put up a barrier because the amount of information is bulk & coming
so fast that may have difficulty in comfortable interpretation. An item with many features should be picked by two or
three important features to emphasize instead of overwhelming the receiver of information. In the age of satellite &
computerized information technology, it is natural to gather more information to a desired subject that mixed up with
tested & untested data. Email, social marketing, internet & search engines, press & visual media like TV channels,
traditional advertisements, promotion etc leads to information overload to the receivers.
Barriers to effective communication can retard or distort the message and intention of the message being conveyed
which may result in failure of the communication process or an effect that is undesirable. These include filtering,
selective perception, information overload, emotions, language, silence, communication apprehension, gender
differences and political correctness . This also includes a lack of expressing "knowledge-appropriate" communication,
which occurs when a person uses ambiguous or complex legal words, medical jargon, or descriptions of a situation or
environment that is not understood by the recipient.
Physical barriers. Physical barriers are often due to the nature of the environment. An example of this is the
natural barrier which exists if staff are located in different buildings or on different sites. Likewise, poor or
outdated equipment, particularly the failure of management to introduce new technology, may also cause
problems. Staff shortages are another factor which frequently causes communication difficulties for an
organization.
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System design. System design faults refer to problems with the structures or systems in place in an
organization. Examples might include an organizational structure which is unclear and therefore makes it
confusing to know whom to communicate with. Other examples could be inefficient or inappropriate
information systems, a lack of supervision or training, and a lack of clarity in roles and responsibilities which
can lead to staff being uncertain about what is expected of them.
Attitudinal barriers. Attitudinal barriers come about as a result of problems with staff in an organization.
These may be brought about, for example, by such factors as poor management, lack of consultation with
employees, personality conflicts which can result in people delaying or refusing to communicate, the personal
attitudes of individual employees which may be due to lack of motivation or dissatisfaction at work, brought
about by insufficient training to enable them to carry out particular tasks, or simply resistance to change due to
entrenched attitudes and ideas.
Ambiguity of words/phrases. Words sounding the same but having different meaning can convey a different
meaning altogether. Hence the communicator must ensure that the receiver receives the same meaning. It is
better if such words are avoided by using alternatives whenever possible.
Individual linguistic ability. The use of jargon, difficult or inappropriate words in communication can prevent
the recipients from understanding the message. Poorly explained or misunderstood messages can also result in
confusion. However, research in communication has shown that confusion can lend legitimacy to research
when persuasion fails.
Physiological barriers. These may result from individuals' personal discomfort, causedfor exampleby ill
health, poor eyesight or hearing difficulties.
Cultural differences. Cultural differences affect communication between people from different departments in
the organization. It occurs frequently between people who have experienced different social and religious
environments. For example: words, colors and symbols have different meanings in different cultures. In most
parts of the world, nodding your head means agreement, shaking your head means no, except in some parts of
the world.

The purpose of this study is to determine whether or not there's an internal communication gap or information overload
that exist between the customer service representatives, and unit leaders & supervisors. The three objectives of this
study:
1) Discover whether or not there are internal communication barriers or information gap between supervisors and the
customer service representatives within the Customer Caree Centers (3C) of Teletalk Bangladesh Ltd.
2) Determine the subject's perception of their immediate supervisors level of communication at Teletalk.
3) Identify the ways in which employees usually receive most of their information at Teletalk.

BACKGROUND OF TELETALK
Teletalk Bangladesh Limited is a public limited company, registered under the Registrar of the Joint stock companies of
Bangladesh. Total shares owned by the Government of the Peoples Republic of Bangladesh. It continues to be a part of
the revolution thats connecting millions of Bangladeshi people and around the world. It is the only Bangladeshi mobile
operator with 100% native technical and engineering human resource base, it thrives to become the true peoples phone
Amader Phone. It has already established its network foothold in 64 Districts, 402 Upazilas, and most of the
highways continuing its network expansion to reach more corners of Bangladesh.
Basic objectives:
To provide mobile telephone service to the people from the public sector
To ensure fair competition between public and private sectors and thereby to safeguard public interest
To meet a portion of unmitigated high demand of mobile telephone
To create a new source of revenue for the government.
Scopes: m-Governance is derived from e-governance refers to governments use of information and communication
technology to exchange information and services with citizens, businesses, and other arms of government. Teletalk is
ready to provide with the help of third party software, mobile interactivity for the citizens of Bangladesh with mGovernance. This may includes, but not limited to:

Mobile based Live Citizen Reporting Solution

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Mobile User Info bank (Database of Mobile Users of Bangladesh)

Agriculture information services for the farmers and also for the end users, like product price in different parts
of the country.
Product ID for all consumer products/ Organization.
Interactivity between Government and the Citizens.

SERVICES:
Teletalk offers a wide range of services to its customers. Following are an outline of the services presently available
with Teletalk:
GPRS: Teletalk offers internet browsing facility for both post-paid and pre-paid subscribers. One can use this facility
by using data-cable in computer also. Handsets with GPRS option enable this facility. Through Teletalk GPRS, the
subscribers can use the facilities like browsing, email, internet chatting, data transfer etc.
Push-pull services: Like ordinary SMS, one can receive answer to a question s/he asks. By using this push-pull service,
one can have the latest updates of important cricket matches. Besides, other important information like weather forecast,
prayer time, quotes, horoscopes and especially sehri-iftar timing during ramadhan are also available.
SMS: An SMS of 160 characters each available both in English and Bangla.
ISD: Every subscriber of Teletalk gets the opportunity of ISD calling any country all over the world.
DPDC Load shedding push-pull service:First time in Bangladesh, Teletalk with co-operation from DPDC has
instituted a service for consumers to obtain evening load shedding schedule through SMS. With minimal charging of
Taka 1.00 per SMS, this service is an welcomed addition to the citizens of Dhaka Metropolitan area who come under
auspices of DPDC services.
Mobile Applications through GPRS: Teletalk has also introduced in collaboration with various content providers
some Java Mobile applications. Not able among them are Cricket Update and Bangla SMS.
Voice SMS: Teletalk has introduced "Voice SMS" service for it customers to send voice message.
Other unique services: Teletalk has instituted some other unique value added services to accommodate growing
customer needs as well as to be in the top edge of current mobile telephony advancements.
CSR (Corporate Social Responsibility): Teletalk believes in the empowerment of the people as well as the power
inherent in all of us to collectively enforce positive change in our own lives. As a company still in its early years,
Teletalk Bangladesh Limited still engaged itself in several CSR activities. Notables among them during the financial
year have been described below:

1.

Service SIM to Freedom Fighters

2.

Short Code SMS Helpline for Children with Disability/Diseases

3.

Childrens Art Initiative

4.

Blanket Distribution Program

5.

Medical Treatment

LITERATURE REVIEW
Communication barriers can pop-up at every stage of the communication process (which consists of sender, message,
channel, receiver, feedback and context) and have the potential to create misunderstanding and confusion. To be an
effective communicator and to get your point across without misunderstanding and confusion, your goal should be to
lessen the frequency of these barriers at each stage of this process with clear, concise, accurate, well planned
communications (Fowler & Manktelow, 2005).

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Employees have their own sources, their own information system, separate from the management channels. These
usually carry the news ahead of communications from management. Not that the employee network is flawless. That
system transmits information indiscriminately by Fragments, Rumors, and Gossips. It may not always operate in the
best interests of the organization, but it does provide a check-point when management fantasies are disguised as
information. Furthermore, it enables employees to participate in the communication process, and it fills their need for
information which at least seems to come from a credible source: another employee (Brennan, 1974).
Employees, like all people, require outlets for their thoughts and feelings. And they find them. So don't arbitrarily
assume that the relative absence of employee complaints is a positive sign. Employees may be expressing themselves
through other channels: meetings with fellow employees, union representatives, and government agents; or through
passive-aggressive behavior such as work slowdowns, carelessness, tardiness, absenteeism, and apathy. These can be
symptoms that employees feel other means of participation are unavailable to them (Brennan, 1974).
The skill of listening becomes extremely important when we talk about "upward communication". There are many
avenues through which management can send messages downward through a business organization, but there are few
avenues for movement of information in the upward direction (Nichols & Stevens, 1999).
Skilled communicators are able to build rapport with coworkers and business associates, which can help move projects
along more efficiently. They know whose expertise to tap when the need assistance and are adept at resolving conflicts
and building consensus among team members (USA Today, 2002). One's effectiveness in employing the attributes of
leadership and the strengths of a company is enhanced by one's aptitude for communication. When leaders and
managers are better understood and appreciated, they are followed and supported (Daedalus, 1 996).
Many popular theories on workplace communication focus on the differences between men and women, suggesting that
the sexual divide causes communication to break down. Women are seen as being more empathetic and oblique than
men. Other variables that cause people to mix their messages include differences in age, culture, and socioeconomic
background. Some tips to help managers bridge any communication gap were (Fortune 1994):
1) Listen actively for the subtext of people's words.
2) Persuade rather than command.
3) Target your words to your audience.
4) React to content, not to people's manner of expressing themselves.
5) Let people know that criticism is welcome.
6) Make your intentions clear before acting.
7) Assume that people take responsibility for what they say.
Unclear communication not only results in errors and missed deadlines, but also lies at the root of many other serious
workplace issues, such as low employee morale and poor job performance. Managers should invest the necessary time
to ensure that project goals and instructions are free of ambiguity and foster an environment that encourages the open
exchange of ideas (USA TODAY, 1999). By successfully getting your message across, you convey your thoughts and
ideas effectively. When not successful, the thoughts and ideas that you convey do not necessarily reflect your own,
causing a communications breakdown and creating roadblocks that stand in the way of your goals-both personally and
professionally (Fowler & Mankelow, 2005).
Getting your message across is paramount to progressing. To do this, you must understand what your message is, what
audience you are sending it to and how it will be perceived. You must also weigh-in the circumstances surrounding your
communications, such as situational and cultural context (Fowler & Mankelow, 2005).
Consistent inattention to communication, its functions and malfunctions, hampers the efficiency and profitability of our
organizations and stifles the development of those who inhabit them. As long as we ignore, rationalize, or deny our
failures as communicators, for that long will we shrink from responsibility rather than grow toward our intellectual,
emotional and contributive potential (Breman, 1974).
In the workplace, supervisors and their employees have opportunities to develop non-threatening, mutually rewarding
relationships. These can be quite conducive to individual and corporate health. They are akin to what in our personal life
we call meaningful relationships. Supervisors who attain such relationships with employees are said to practice
"positive human relations." True. But it's done through communication (Brennan, 1974).

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Some information about Information Overload and Communication Barriers was collected from internet/website
study.

METHODOLOGY
Research Design, Popoulation, Sample, Instrumentation, Data Collection & Recording
A survey can be a powerful tool to improve communication between different parts of an organization. Surveys are
especially useful for establishing upward communication links from lower-level employees to management (Edwards,
Thomas, Rosenfeld, Booth-Kewley, 1997).
A quantitative research methodology was used for the research to determine if there are communication barriers or gaps
within the organization. The survey consisted of ten multiple choices single answer question (close ended). The
participants were asked single answer questions to discover whether or not there was an internal communication gap
between supervisors, CSRs (customer service representative) within the center, to determine the subject's perception of
their immediate supervisors level of communication and to identify the ways in which employees usually receive most
of their information & serving the customers. The survey was distributed to the employees by the researcher via face-toface contact (drop-off-survey). The drop-off survey, combines features of face to face interviews. In this case, surveyors
go door-to-door, personally delivering questionnaires to individual household or businesses. Respondents complete the
questionnaires on their own and then either return them by mail or keep them for the surveyors to collect (Salant &
Dillman, 199). The researcher chose face- to-face contact because it gave the participants the opportunity to ask
questions and to have a visual picture of whom and where to return the surveys. The participants were asked to
complete the survey and return it to the researcher no later than Thursday of the same week. The researcher requested
that the customer service representatives indicate "NP (not participating)" at the top of the survey if they chose not to
participate.
The company has an estimated 49 3Cs around the country. Each customer service center has 3-7 representatives & a
manager each. The representatives report to the manager. The survey was distributed to customer service representatives
and Managers of 5 3Cs (Customer Care Center) located at Dhaka (Palton, Farmgate, Ramna, Jatrabari, and Sadarghat)..
The participant's involved included males and females with 1 to 30 more years of experience within the 3C. A total of
25 surveys were distributed to the CSR and Supervisors by researchers 5 each. All were completed. The participants
were informed per instructions on the survey and through face-to-face conversation that their participation was
voluntary and the answers in which they chose would remain confidential, with the exception of the final results from
all the participants. No one chose to Dont Know that refers to their consciousness in communication effectiveness
using information gathered from various sources. Each questionnaire was given a serial number. MS Word, MS Excel
and SPSS Version 16 used to determine the frequency distribution & percentage analysis for each answer given by the
respondents.

ANALYSIS & FINDING

A survey was hand delivered to 20 customer service representatives and 5 Managers who had been employed within the
organization from 1 to 30 more years. All were completed and returned to the researchers. The representatives and/or
Managers responded to questions regarding the communication within their organization. The overall result of the study
indicates that there are no major communication barriers or information overload, but possibly a lack of communication
from supervisors within a few employees those could not understand their conversations perfectly and requires
immediate consultation for remedy.
Please refer to frequency analysis and graphical presentation sheets attached herewith.

LIMITATIONS OF THE STUDY

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The limitations of this study were that the researcher had little time allocation to distribute and complete the surveys.
The sample numbers may seem quite small in quantity but they are selected by deep observation and representation of
gender, age and designation are well counted. The number of surveys might have been more if some of the staffs were
available in the workplace. They were busy to customers and some were absent due to vacation, personal time, sick,
maternity leave etc and/or assisting other colleagues on the day the surveys were completed.

CONCLUSIONS
Communication is very important in every aspect of our lives. In order for any relationship to work properly we have to
learn to communicate effectively with each other. The importance of corporate conversation still remains that in order
for any business whether entrepreneur, partnerships or corporate offices to succeed we have to communicate with
someone to voice our ideas and/or concerns.
The literature review addressed the importance of internal communication. It provided the researchers background
information on the different ways and styles of communication. Needless to say, face-to-face communication seemed to
remain the number one style of communicating within organizations. Researchers have also found that a lack of
communication within an organization can decrease productivity or service output, lower moral and be the cause of
other serious workplace issues. It is found that the outcome of the survey was the complete opposite to what was
overheard in previous rumors.
Based upon the answers given on the survey, more people were neutral and/or thought that the communication was
satisfactory within the organization. Majority of the participants also felt that their supervisor communication skills
were very good. Although they agreed that the supervisors communicated effectively, more customer service
representatives and/or managers admitted to hearing most of their information through the grapevine were effective
referring to a well consciousness about the organization.

RECOMMENDATIONS
The researchers would recommend for future research that the survey exclude any neutral options. Although by
eliminating this option it forces the participants to answer one way or the other. The supervisors can also follow
communication techniques can be used by any leader to increase the level of internal communication in the company
and therefore the level of the company's efficiency as under (Fishman, 2000):
1) Find out if those listening to you hear what you say and interpret it correctly. One way of doing this is to ask
questions that will show the understanding level of those with whom you are speaking. If you are addressing a group
meeting, allow time at the end of the meeting for questions.
2) Supervisors can also share information with the employees through more frequent meetings including any
information that is bringing about a change within the organization. If representatives have questions about other
personnel issues the supervisor should direct the customer service representatives to the correct source that can give
them an answer.

REFERENCES

Mary Ellen Guffey (8th Edition); Essentials of Business Communication; ISBN-13: 9780324588002
Shirley Taylor; Communication for Business; Fourth Edition; Pearson- Longman
Rajendra Pal & J.S. Korlahalli; Essentials of Business Communication; Eighth Edition; Sultan Chands & Sons
Argenti, P.A. (2009); Corporate Communication (8th Ed); Boston: McGraw-Hill/Irwin; ISBN 13: 978-0-07337773-5
Kenneth Button, & Fabio Rossera; Barriers to communication; The Annals of Regional Science;
1990, Volume 24, Issue 4, pp 337-357
http://www.chegg.com/homework-help/questions-and-answers/communication-skills-mcm301-questionnairebarriers-effective-communication-name-gender-org-q396751
http://www.businessperform.com/workplace-communication/employee_communication_survey.html

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http://www.consortiacademia.org/index.php/ijrsm/article/view/140/144
http://en.wikipedia.org/wiki/Communication#Barriers_to_effective_human_communication

APPENDIX-A
QUESTIONNAIRE

Barriers to effective communication

Name ____________________
Designation _____________________
Gender: Male/Female/Others
Age _________
Experience ________ years
Organization: TELETALK BANGLADESH LTD
Wing: Customer Care Center
Pick an answer:
(1) Yes
(2) No
(3) Partially
(4) Dont Know
1. Do you think that physical/costume appearance, verbal & non-verbal expressions effect your
decision when communicating with other persons?
2. Do you feel that receivers gender and age are important factors in communicating with
other person?
3. Do you think that level of education is a prominent factor in effective communication?
4. Do you feel uncomfortable while communicating with a person whose intellectual level is
lower or higher than yours?
5. Do you think that compatibility of environmental setting (temperature,
arrangement, surrounding, audience etc) is a significant factor in communication?

seating,

6. Do you feel that while communicating with other person, absence of mind of the receiver
could be a barrier in effective communication?
7. Do you feel that if people are overloaded by information cannot respond effectively to
messages?
8. Do you think that, information passed through advertisement, publication, press releases,
promotion etc run by Teletak is appropriately addressed to the customer needs?
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9. Do you receive appropriate directions/information required for smooth operation daily from
your supervisor/ colleagues?
10. Do the top/immediate supervisors arrange regular effective open discussion/meetings to
mitigate information overload received through rumour/grapevine/internet/informal channels?

APPENDIX-B
Customer Care Centers: 49 in Bangladesh

Station

Dhaka (21)

Address

Head Office
And
Banani Customer Care Center
House # 41, Road # 27, Block # A
Banani, Dhaka.
Uttara Customer Care Center
AB Super Market
(2nd floor, west side), Road # 2, Sector # 3,
Uttara, Dhaka.

Help Line
Cell: 015 5015 7750, 015 5015 7760
Fax: 02-8857592

Cell: 015 5015 0061

Fax: 02-8955007

Dhanmondi Customer Care Center

Dr. Refatullah's Happy Arcade (2nd floor)
House # 3, Road # 3,
Dhanmondi, Dhaka.

Cell: 015 5015 0073

Fax: 02-9673636

Palton Customer Care Center

Surma Tower (1st Floor)
59/2 Purana Palton, Dhaka

PSTN: 02-9561111
Cell: 015 5015 0074
Fax: 02-9561188

Mirpur Customer Care Center

Cell: 015 5015 0098
Akhanda Tower (Press Market) Block-Kha,
Road-1, Plot-12, Section-6, Mirpur-10, Senpara Parbota, Dhaka.
Cell: 015 5015 0060
Farmgate Customer Care Center
BTI Centre Plaza, Ground Floor,
Farmgate, Tejgoan, Dhaka-1215.
Tongi Customer Care Center
TSS Bhavon, Tongi.

Cell: 015 5015 7780

Fax: 02-9816799
Cell: 015 5015 7784

Ramna Customer Care Center

Ramna BTCL Compound,
Ground Floor, Gulistan,
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Ramna, Dhaka-1000.
Cell: 015 5015 7783
Jatrabari Customer Care Center
33/2 Uttor Jatrabari, Nowab Stone Tower,
1st Floor, Dhaka-1204.
Cell: 015 5015 0004
Shamoli Customer Care Center
Laila Plaza, Ground Floor, Shamoli, Dhaka.
Cell: 015 5015 7799
Sadarghat Customer Care Center
Nagar Siddique, Shop # 220, Johnson Road, Sadarghat, Dhaka1000.
Cell: 015 5015 0054
Savar Customer Care Center
Savar Thana Bus Stand, Savar, Dhaka.
Cell: 015 5015 0024
Azimpur Customer Care Center
Opposite of New Market Main Gate, BTCL card centre, New
Market, Azimpur, Dhaka.
Cell: 015 5015 7798
Badda Customer Care Center
Holland Centre, Shop# 218, 2nd Floor
(Mobile Market), Middle Badda, Dhaka .
Cell: 015 5015 0025
Bashundhara City Customer Care Center
Level # 6, Shop # 34, Block # D
Bashundhara City, Panthopath, Dhaka-1215.
Cell: 015 5015 0007
Keranigong Customer Care Center
Hasnabad, 1st Floor, Sajeda Bhaban,
South Karanigong, Dhaka-1311.
Cell: 015 5015 0094
Jamuna Future Park Customer Care Center
Shop# 43-A, Level - 4, Block # C,
Mobile Zone, Jamuna Future Park, Dhaka.
Cell: 015 5015 7816
Gulshan Corporate Office Customer Care
House No- C.E.S (A)-39, Road No-116,
Gulshan-1, Dhaka-1212.
Cell: 015 5015 7835
Begum Rokeya Sarani Customer Care
Holding # 220/1, West Kafrul, Taltola, Ground Floor, Begum
Rokeya Sarani,
Mirpur, Dhaka.
Cell: 015 5015 7837
Uttara Sonargoan Janapath Road Customer Care
House # 14, Sonargoan Janapath Road, Sector # 12, Ground
Floor, Uttara, Dhaka-1230.
Cell: 015 5015 7847
Malibagh Customer Care
House # 92, Malibagh Shahid Faruk Taslim Road, (Opposite
Sohag Bus Stand),
1st Floor, Malibagh, Dhaka-1217.
Cell: 015 5015 7846
Sher-e-Bangla Nagar Customer Care
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Manik Mia Avenue, BTCL Compound, Opposite to Shangsad

Bhaban,
Sher-e-Bangla Nagar, Dhaka.
Cell: 015 5015 7848
Banasree Customer Care
House : 07, Block: B (Main Road),
Ground Floor, Banasree, Rampura, Dhaka.
Chittagong

Agrabad Customer Care Center

C & F Tower (2nd Floor)
1222, Shaikh Mujib Road,
Agrabad, Chittagong.

PSTN: 031-2516800
Cell: 0155 015 0078

Dampara Customer Care Center

Idris Center (1st floor)
444 M. M. Ali Road
Dampara Chittagong.

PSTN: 031-2857866
Cell: 0155 015 0079, 0155 0150080
Fax: 031-2857899

Muradpur Customer Care Center

Holding # 429/575 Muradpur,
Shollosahar, CDA Avenue,
Chittagong.
Anderkilla Customer Care Center
CPDL Paragon City,Ground Floor,
10/11 Nabab Siraj Ud Daula Road,
Anderkilla,Chittagong.

Fax: 031-2516802

Cell: 0155 015 0026

Cell: 0155 015 0027

Khulna

Teletalk Customer Care Center

Amin Plaza (2nd Floor)
68/B, K D A, Avenue
Khulna.

PSTN: 041-733946, 041-733947

Cell: 015 5015 0065
Fax: 041-733948

Rajshahi

Teletalk Customer Care Center

282, Ahamad Plaza (2nd Floor)
Alupotti, Ghoramara, Rajshahi.

PSTN: 0721-812323, 0721-812324

Cell: 015 5015 0063
Fax: 0721-812333

Sylhet

Teletalk Customer Care Center

R. N. Tower (1st Floor)
Chowhatta, Sylhet

PSTN: 0821-724455, 0821-813033

Cell: 015 5015 0067
Fax: 0821-715500

Bogra

Teletalk Customer Care Center

Islamic Studies Group Bhaban (1st Floor)
Station Road, Satmatha, Bogra.

PSTN: 051-60000
Cell: 015 5015 0064
Fax: 051-60499

Barisal

Teletalk Customer Care Center

01 no, East Bagura Road, (Ground floor of Hotel Ababil),
Barisal.

PSTN: 0431-2176011
Cell: 015 5015 0066
Fax: 0431-2176012

Comilla

Teletalk Customer Care Center

325/365 Jhawtola (1st Floor)
Comilla.

PSTN: 081-71111
Cell: 015 5015 0068
Fax: 081-71114

Mymensingh

Teletalk Customer Care Center

3, Ganginarpar (1st Floor)
Mymensingh.

PSTN: 091-66300
Cell: 015 5015 0062
Fax: 091-65300

Faridpur

Teletalk Customer Care Center

PSTN: 0631-66670

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Dinajpur

Bahadur Market
14/111, Hazratala Mohalla,
Faridpur Sadar, Goalchamat, Faridpur.

Cell: 015 5015 0075

Fax: 0631-66673

Teletalk Customer Care Center

Alam Corporation, (1st Floor),
Jail Road, Munshipara, Dinajpur.

Cell: 0155 015 7782

Fax: 0531-52680

Bandarban
Teletalk Customer Care Center
Nuel Plaza (1st floor), Jahangir Bhaban,
K B Road, (In front of Bandarban Sadar Thana), Bandarban.

PSTN: 036-163422
Cell: 0155 015 0096
Fax: 0361-63588

Khagrachori

Teletalk Customer Care Center

Court Road, Diginala Road, Khagrachori.

PSTN: 037-161145
Cell: 0155 015 0081
Fax: 0371-61149

Rangamati

Teletalk Customer Care Center

S.K. Market, 1st Floor Happier more, Bonorupa Rangamati

Cell: 0155 015 0095

Jessore

Teletalk Customer Care Center

4, BK Road, Bejpara, Jessore.

Cell: 015 5015 7781

Fax: 0421-63555

Kushtia

Teletalk Customer Care Center

Shatabdi Bhaban Market (2nd floor),
92, N.S Road, Thana Traffiq more, Kushtia.

Cox's Bazar

PSTN: 071-71009
Cell: 015 5015 0097
Cell: 015 5015 0059

Teletalk Customer Care Center

BTCL Bhavan, Motel Road , Cox's Bazar.
Pabna

Cell: 015 5015 0070

Teletalk Customer Care Center
Tati Market (1st floor), Traffic Moor, Pabna.

Narayangonj

Cell: 015 5015 7786

Teletalk Customer Care Center
Al-Joynal Plaza, 1st Floor, Maleh Road (Opposite Narayangonj
Model Thana), Tanbazar, Narayangonj.

Rangpur

Cell: 015 5015 7787

Teletalk Customer Care Center
Rangpur Bhaban, Station Road Ground Floor, Rangpur.

Hobigonj

Cell: 015 5015 7785

Teletalk Customer Care Center
BTCL Compund, Hobigonj.

Tangail

Teletalk Customer Care Center

Kali Bari Road, 1st Floor, Shachin Mansion, Adalat Para,
Tangail.

Joydebpur

Cell: 015 5015 0055

Cell: 015 5015 0023

Teletalk Customer Care Center
Noor plaza, Ground Floor, Joydebpur Chowrasta, Joydebpur,
Gazipur.

Manikgonj

Teletalk Customer Care Center

House # 75, Anjali Super Market, Ground Floor, Manikgonj
Sadar, Manikgonj.

Cell: 015 5015 0028

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Patuakhali

Cell: 015 5015 7836

Teletalk Customer Care Center
House # 85, Ward # 4, Unit # 8,
Hotel Safari International,
Ground Floor, Sabusbag Moor, Patukhali.

TELETALK: UNDERSTANDING BARRIERS TO EFFECTIVE COMMUNICATION WITHIN THE WORKPLACE OF 3C

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