Beruflich Dokumente
Kultur Dokumente
Submitted to: Mr. Tahir Masood Submitted by: A. Rahman Munir Faizan Imdad Gulfam Ahmad Haider Khan* Samia Saleem Usman Saeed
Contents
Executive Summary.....................................................................................................................................1 Industry Overview.......................................................................................................................................2 Organization Background............................................................................................................................2 Company Profile..........................................................................................................................................3 Vision and Values.......................................................................................................................................4 Organizational Behavior..............................................................................................................................5 Organizational Behavior in Telenors Context............................................................................................5 Five Anchors of Organizational Behavior...................................................................................................5 Schwartzs Value Circumplex.....................................................................................................................6 Johari Window............................................................................................................................................7 Workplace Emotions, Attitudes, and Stress.................................................................................................8 Causes of Job Stress......................................................................................................8 Warning Signs of Job Stress............................................................................................9 How to reduce job stress.................................................................................................9 Organizational Changes to reduce Job Stress in Telenor.............................................................................9 Team Effectiveness Model........................................................................................................................10 Media Richness.........................................................................................................................................11 References.................................................................................................................................................13 Annexure...................................................................................................................................................14 Annexure
Table of Figures
Figure 1 - Schwartz's Value Circumplex................................................................................6 Figure 2 - Johari Window...................................................................................................7 Figure 3 - Model of Team Effectiveness...............................................................................10 Figure 4 - Team Task Performance.....................................................................................11 Figure 5 - Model of Media Richness...................................................................................12 Figure 5 - Model of Media Richness
Executive Summary
You can teach a student a lesson for a day; but if you can teach him to learn by creating curiosity, he will continue the learning process as long as he lives. Clay P. Bedford. Our study is focused on employee individual as well as team behavior at Telenor Pakistan. In this, we have study the how employees behave in the organization, how they perceive whatever is happening around them and how they learn with passage of time. Also we have looked into the prospects that how organization motivates its employees and facilitates them to achieve the organizational goals. Employee engagement is also one of the topics under consideration in contextual analysis of Telenor Pakistan workplace which spotlights the utilization of resources in exploring the potentials & abilities of their employees. Schwartzs Value Circumplex, Johari Window, and Media Richness Models have been implemented. Moreover, Organizational Behavior Survey and Stress Management Survey have also been used to assess in what behavioral model Telenor prefers to operate in.
Industry Overview
Cellular industry of Pakistan has matured into a competitive and progressive market which requires new ventures to be explored by cellular operators and ultimately delivered to end users. From a mere 5 million cellular subscribers in 2004, cellular subscribers jumped to 100 million in 2010. Voice has been the focus of cellular operators since the inception of cellular mobile services in Pakistan but now the focus is shifting towards utilizing the huge potential lying in data and value added services (non-voice). Pakistans cellular sector is best known for low-cost mobile connection charges, reduced tariffs, almost complete coverage area and better mobile services for the general public throughout the country. As of Today, cellular teledensity has reached 62.5% from just 3.3% in 2004 while almost 92% of the land area and more than 10,000 cities/towns/villages are under the umbrella of by cellular services. From only 2000 cell sites to 30,417 in just six years, cellular services have reached to every nook and corner of the country. However, there still exist challenges for the regulator and industry alike such as quality of service, heavy taxation, lack of local content on mobile phones and economic slowdown. Five major cellular players are: Telenor, Mobilink, Ufone, Warid, and Zong.
Organization Background
Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality voice, data, content and communication services in 11 markets across Europe and Asia. Telenor Group is among the largest mobile operators in the world with over 127 million mobile subscriptions (Q2 2011) and a workforce of approximately 31,000. Telenor Pakistan is the country's single largest European investor, with investments in excess of US$2 billion. It acquired a GSM license in 2004 and began commercial operations on March 15, 2005. At the end of June 2011 it had a reported subscriber base of 26.7 million, and a market share of 24% making it the country's second largest mobile operator.
Company Profile
Offering mobile financial services Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November 2008. In 2009 it launched 'easypaisa' to become Pakistan's first telecom operator to partner with a bank to offer mobile financial services across Pakistan. Contributing to Pakistan's economy The company continues to contribute to Pakistan's economy. It has created 2,500 direct and 25,000 plus indirect jobs and has a network of 30 sales & service centers, more than 250 franchises and some 150,000 retailers, thus providing a means to livelihood to thousands. For 2010 it is estimated that Telenor Pakistan contributed over Rs. 21 billion in various forms of direct and indirect taxes to the economy of Pakistan. Internet service provider Telenor Pakistan provides wide EDGE connectivity across the country. It has one of the largest data networks (GPRS) in Pakistan providing Internet services to customers. Today Telenor Pakistan has grown to become a leading mobile communications services provider of the country.Telenor Pakistan's corporate headquarters are in Islamabad, with regional offices in Karachi, Lahore, Faisalabad, Multan, Hyderabad and Peshawar Corporate Responsibility Telenor Pakistan's flagship corporate responsibility program, Khuddar Pakistan, aims to create dignified opportunities for persons with disabilities. The purpose is to become the most disabledfriendly organization in Pakistan in terms of employment, service, and community support. Environmentally conscious Telenor Pakistan has taken and continues to implement a number of environmentally-friendly initiatives. These include mainstreaming energy efficiency and alternate energy solutions, and implementing occupational health & safety practices that comply with international standards. Telenor Pakistan Growing Responsibly
Telenor Mission Statement "Telenor has an inspiring vision: ideas that simplify. Telenor is committed to creating, developing and launching new solutions that simplify our customers workday. We believe that by simplifying our own organization and routines we can achieve competitive power and valuecreation.
Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
The Multidisciplinary Anchor The Systematic Research Anchor The Contingency Anchor The Multiple Levels of Analysis Anchor The Open System Anchor
What weve observed, that Telenor Operates in The Open System Anchor because they take their sustenance from the environment, and, in turn, affect that environment through their output. Furthermore they take external environment and stakeholders as well as organizational systems very seriously.
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Along the left side of horizontal dimension is openness to change (which represents how much a person is motivated by innovative ways). The opposite side of openness to change is Conservation. (How much a person is motivated to preserve status). The vertical dimension covers Self Transcendence (how much a person is motivated by selfinterest) to Self Enhancement (how much a person thinks for welfare of whole people) Telenor Pakistan lies between Self Enhancement and Openness to change. It has achieved 26 Million in 6 years which shows it has high need of achievement. It also encourages its employees to give their own innovative ways to solve a specific problem. With this, it does not only encourage participative decision making but also promote openness to change dimension. There is no need to follow blindly orders of immediate boss. Employee can argue with his boss and can give his/her own opinion to solve a problem.
Johari Window
Johari window is one of the best tools to improve perception. The chief purpose of this tool is to enhance Open are and to minimize Blind and Hidden area. Feedback is necessary to know about yourself and disclosure is the thing through which people know to you.
As for as Telenor Pakistan is concerned, Open area is enriched by: 1. IVC 2. TDP 3. WOW (Internal Value Creation) (Telenor Development Process) (Web portal to express views and give comments for employees)
IVC (Internal Value Creation) is online survey provides 360 degree feedback. In TDP, (Telenor Development Process) an employee evaluates him/herself first and then his/her line manager evaluates the employee and give remarks according to the performance which is also known as 180 degree feedback. CONEXA (an agency) does this survey. WOW is a web portal which is available for employees to share views and give comments about an event or anything. With the help of these measures, Telenor has enhanced its open area and minimizes hidden and blind area.
Environmental conditions - unpleasant physical conditions such as crowding, noise, air pollution; ergonomic problems; Work conditions that pose risk to health and safety.
Stress Management to improve a worker's ability to cope with difficult work situations. Companies sometimes offer stress management training or offer assistance through an Employee Assistance Program. Organizational Change by the company upon identifying stressful aspects of work, and designing strategies and improving work conditions to reduce or eliminate the identified stressors.
Ensuring the workload is in line with workers' capabilities and resources; Designing jobs to provide meaning, stimulation, and opportunities for workers to use their skills; Clearly defining workers' roles and responsibilities; Giving workers opportunities to participate in decisions and actions affecting their jobs; Improving communications; Providing opportunities for social interaction among workers; and In-House Psychologists
Design Team Size Team Roles Team Composition Team Process Team Development Norms (Undefined) Team Cohesiveness Team Effectiveness Organization & Team Goals
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Moderate
Highest
Low
Lowest
Media Richness
Media richness is define as, the ability of media to change understanding within an interval. Quantity (quantity of communication) and Variety (variety of communication tools) both determine the richness.
Its clear from diagram that written form of communication is clear but it has lean medium. Communication becomes ambiguous by using rich medium.
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Telenor Pakistan relies Rich Media by interacting more through face to face, video conferencing and cellular communication. There exists open Communication style which is responsible for a little grapevine there. We also came to know after visit that paper work is almost zero there. They prefer and encourage employees to perform tasks on laptops and phone calls. Employees can go directly to CEO office and they can give their views and opinions to solve problems.
References
1. 2. 3. 4. 5.
Miss. Sana Rizwani (HR Executive) Mr. Shan Ul Haque (Director HR ) Mr. M. Asif Amin (HR Specialist) www.telenor.com.pk Organizational Behavior (Steven L. McShane and Mary Ann Von Glinow)
Annexure
Call Report Sample Questionnaires - Stress Management; - Organizational Behavior Model; and - Values, Workplace, and Organizational Characteristics * Haider Khan worked with the group since inception. Later his Organizational Behavior course got exempted. So he left.