FINAL PROJECT

Topic Helping Fellow citizen policy.

Department: MBA-IV (S.S)

Names of the students: Farah Naz (Group Leader) Najma Razzaq Nimra Afzal Amna Ramzan UmmeHabiba

Submitted To: Ms. Sarosh Imran

CONTENETS:
CHAPTER 1-------------------------------------------------------------------------3 o Introduction------------------------------------------------------------------3 o Problem Statement----------------------------------------------------------4 o 'Hum Qadam policy in Pakistan o Purpose of their policy----------------------------------------------------5 CHAPTER 2 1. ORGANIZATION BRIEF-----------------------------------------------6 I. Introduction II. Vision & Values III. Objective-----------------------------------------------------------7 Chapter 3 1. Literature Review--------------------------------------------------------7 Chapter 4 1. METHODOLOGY-------------------------------------------------------11 I. Population II. Sampling Tool III. Sampling procedure IV. Collection of Data Survey Chapter 5 1. Analysis & results--------------------------------------------------------11 2. Components of the policy-----------------------------------------------23 3. Prior policies 4. Implementation strategy 5. Future implications 6. Ranking on ethical indexes-------------------------------------------24 Chapter 6 1. RECOMMENDATIONS---------------------------------------------24 References-----------------------------------------------------------------------25 Questionnaire-------------------------------------------------------------------28

CHAPTER 1 Introduction: Telenor is built on fundamental values such as responsibility, reliability and commitment. This requires a conscious approach to the impact the Telenor group has on its own working environment and the society of which we are a part. If the group is to achieve its goals for productivity and profitability in the current national and international competitive situation, it is imperative that we nurture and develop the group's human capital. Effective skills development is dependent on the continuous development of a safe, harmonious working environment. Active environmental measures have become necessary in order to minimize environmental impact, increase profitability and comply with environmental regulations set by the authorities, our customers and society as a whole. Issues relating to the business community's social responsibility are grouped under the generic term Corporate Social Responsibility (CSR). While traditional environmental measures concentrated mainly on the business community's impact on the physical environment, CSR looks at organizations impact on people's living conditions. They are also implementing other volunteerism activities such as citizenship etc. The term "triple bottom line" refers to the fact that in addition to financial targets, businesses need to meet requirements for social and environmental value creation. Telenor Pakistans activities should serve to illustrate that business success in demanding markets can be achieved without compromising ethical principles or international norms. The Codes of Conduct cover areas that are important for ensuring solid business ethics in all aspects of our activities. They contain specific and practical rules, and set the standards for how individual employees should conduct business when faced with competition and demands for meeting business objectives. Failure to comply with the Codes of Conduct results in sanctions suited to fit the nature and extent of unauthorized actions. The Codes of Conduct apply to managers, employees, hired staff and anyone acting on behalf of Telenor Pakistan.Telenor citizenship policy is about how we behave towards each other. This figure provides an overview of relevant factors on which much of Telenor's working environment, the external environment and ethics is based. Internationalization/international pressure Authorities/legislation Market/customers Society

Telenor

Reduced burden on the environment Better working environment increased profitability

Image/reputation Reduced risk of harm to Man and environment Lower costs Greater market share Problem Statement: Helping fellow citizen policy adopted by telenor& its effect on organization and a community as a whole.

In 2011, Telenor Pakistan has launched a new and unique CR initiative called 'Telenor Hum Qadam' in which nation-wide employees are to contribute a total of 50,000 paid working hours in programmes supporting fellow citizens in Pakistan. Through this initiative, employees are granted an opportunity to become involved in their communities by lending support to programmes that enrich the quality of life of all citizens. A key component is teaching ICT skills thus building on our business competence. This is a first-of-its kind employee engagement drive being introduced in corporate sector in Pakistan and the first mandatory employee engagement program in the Telenor Group. 'Hum Qadam policy in Pakistan: With this program, Telenor hope to not only give back to communities in which they operate but also develop the spirit of community engagement amongst employees and inspire them to make this a regular part of their lives. Christian Albech, CEO Telenor Pakistan says about the initiative 'Hum Qadam is about how we, Telenor Pakistan employees, can take responsibility, contribute to local communities and offer to make an improvement in the lives of the inhabitants'. It will be mandatory for all permanent employees in Telenor Pakistan to spend at least 20 paid working hours per year working with community engagement projects with partner organizations/NGOs in any of the following areas of interest:

Education
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Disability Emergency Response/disaster preparedness/relief

TP employees will have the option to choose from a variety of different projects being run by partner organizations. Employees will be participating in diverse activities including mentoring high school students from underprivileged backgrounds, teaching ICT skills to government school teachers or students, providing attendant services to persons with disabilities, and conducting disaster preparedness sessions in flood-affected communities. Purpose of their policy: The main purpose of this study is to identify the effect of Telenor citizenship policy on its employees and society. In the wake of the 8th October earthquake which shocked the world by ending and disrupting thousands of lives, Telenor Pakistan identified the need to create a force of volunteers internally to be in a better position to combat such crisis situations in an efficient and timely manner, thus the regional volunteer teams emerged. These teams are comprised of Telenor employees and each region has its own team. The basic idea to formulate these teams was that employees should extend support and encouragement to the less fortunate. Each employee volunteering from a specific region was to dedicate time, with the approval of their line managers, to support Corporate Responsibility's events and help provide crisis intervention when needed, in their respective regions. These volunteers belong to various departments and divisions but have a common goal: Strong will and spirit to contribute and make a difference. Regional teams operate like sleeping cells, functioning normally on a day-to-day basis and coming alive in times of emergencies or when on call. They proved to be especially useful in all Emergency Response initiatives, such as earthquakes, floods and numerous other calamities. Volunteering can bring out mixed emotions; it can be upsetting at times but at others it can be very satisfying and gives one a sense of fulfillment. A lot of volunteers chose to spend time with children of the DUA project in SOS villages. In time, these children have grown with us and have taken to these enthusiastic and affectionate individuals; in fact they look upon them as 'Big brothers' and 'Big sisters'! More recently, Telenor Pakistan volunteers have actively participated in visiting Disabled People Organizations in line with the 'Khuddar Pakistan' initiative in order to discuss issues facing people with disabilities and learn how to better facilitate and help them move forward in society. Our volunteers have also been at the forefront in times of donating for a higher cause whether it is blood donations, supporting a community school being run by a person with disability, or contributing for emergency relief.

CHAPTER 2: ORGANIZATION BRIEF Introduction: Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. Telenor is the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times telenor is the only operator connecting the previously unconnected. Telenor is keeping ahead by investing heavily in infrastructure expansion. With USD2 billion already invested, they have extended agreements with our vendors for network expansion and services until 2009. The agreements, with a potential to result in USD750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry. Telenor is spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities. They have a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets. Vision & Values Telenor vision crystallizes their customer focus as the cornerstone of everything they do. Their values describe what behaviors are necessary to realize that vision. Corporate responsibility mindset ensures that their vision and values nurture social concern and help them to create shared value. Vision Telenor vision is simple: they are here to help& exist to help their customers get the full benefit of communications services in their daily lives. The key to achieving this vision is a mindset where every one of them works together: Making it easy to buy and use their services. Being respectful of differences. Inspiring people to find new ways. Their four core values are: Make it Easy We're practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier. Keep Promises Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words.
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Be Inspiring We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. Be Respectful We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned. Objective: The three primary objectives for Telenor Pakistan's emphasis on Corporate Responsibility are:

Telenor Pakistan's customers shall be confident that the company runs its operations in an ethically responsible manner. Telenor Pakistan's employees shall be proud of the way in which the company handles its social responsibility. Telenor Pakistan's other stakeholders, expecting high standards of social commitment, shall have high regard for the company.

Chapter 3: Literature Review: This paper comprises a literature review outlining the current issues and debates relating to informed consent in social research (De George, 1987).Ethics in business has been an issue for as long as trade and commerce have taken place. The field of business ethics is, however, of more recent vintage, possibly from around 1920 onwards (De George, 1987).Business ethics, is informed by rich and multiple sources including the literatures of philosophy (ethical, theological and legal), political economy, psychology, business and economics, and, importantly, day-to-day practice. The conjunction of philosophical arguments with everyday human practice, often within fraught and contradictory contexts, provides opportunities for new insights into the possibilities for moral agency at a variety of levels.Just as conceptions concerning the role and status of work have changed dramatically through time (as discussed below), so arguments relating to the virtuous life, bounded morality, the ethicality of competing economic and social systems, and the possibilities and desirability of universal (global) ethics add, at the very least, new contexts in which to debate classical ethical theories. At best, they might even influence the way particular classical theories are viewed. Business ethics embraces all of the theoretical perspectives mentioned above: while not being reducible to any of them & its object is the study of the morality and immorality as well as the possible justification of economic systems.

Tinker & Coomber, 2004present the underline code of ethics: This topic has gained prominence as a result of the broad changes that are taking place in research governance in the UK and the increasingly regulated frameworks within which social researchers work (Tinker & Coomber, 2004).The issue of ensuring the wide-spread implementation of ethical practice goes beyond questions of voluntary versus compulsory codes. As discussed previously, optimum ethical practice involves an internalized disposition to think and act ethically in all aspects of planning, pedagogy and management as well as in interactions with children, families and colleagues. One of the best ways to ensure that the values and principles that underlie a code are compatible with the values and beliefs of practitioners is to include practitioners in the development and revision processes. In the USA, New Zealand and Australia, there was extensive consultation with early childhood professionals during all stages of the development processes. These grassroots consultations allowed early childhood practitioners to give voice to the ethical issues which confront them on a daily basis and thus the resulting code became a document which both reflected and informed their practice. Cherrington (2001) describes the bottom-up process which characterized the development of a national code of ethics in New Zealand. Here, practitioners provided ongoing input and feedback throughout an extensive consultation period which invited comment from both Maori and non-Maori participants. Such an approach helped to strengthen practitioner ownership of the final code as well as providing professional development opportunities. In Australia, Woodrow ET a. (1991) noted that the experienced early childhood practitioners involved in their series of development workshops felt empowered by their participation and valued the opportunity to take a proactive role in the development of the code. These reflections suggest that a code that is valued by the field needs to be one that is generated by those working in the field and that is responsive to the issues that are deemed to be relevant. Rodd and Clyde (1991) advise that a code of ethics needs to be developed from an ethical analysis which includes the identification of core professional values and an analysis of prevailing ethical dilemmas. Because societies and cultures are evolutionary, the value systems of the individuals and organizations within those societies and cultures are also evolutionary. Values are not inherited traits such as hair color and physical stature, rather they are learned characteristics brought about by exposure to various events, environments, and role models. Ethics, then, is largely a question of subjectivity that needs to be addressed realistically and with flexibility (Lonkevich, 1997, page 26) Ethical behavior is more than a matter of legality. According to Rushworth M. Kidder, President of the Institute for Global Ethics, obedience to the enforceable is the law, ethics is obedience to the unenforceable (Kidder and Lloyd, 1997, page 147).Dennis Chookasian, Chairman and CEO of CNA Insurance Companies agrees that improper acts are much harder [to prevent] than illegal acts because they are more subjective (Lonkevich, 1997, page 26). Many companies have created corporate ethics departments and implemented behavioral standards to assist employees in making proper decisions. Ethics must transmit,
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from within constraining surrounding decisions and actions, critically selected value allegiances and criteria (Goulet, 1997, page 1166). Ethics is about behavior and about ways of thinking, Especially in situations where our choice can affect the dignity and wellbeing of others. In the same manner that corporations expect certain standards of behavior from their employees, taxpayers and citizens expect certain levels of conduct from their employees-public servants. In a recent poll of 1,000 U.S. voters, 84 percent of the respondents said that our governments would be better if policies were more directed by moral values (Kidder, 1995, page 8). Public servants, by definition are supposed to serve the public and must understand and accept certain standards of conduct. There are certain things that one cannot do and still be acting as a public servant (Clark, 1991, page 40). The individual ethics of firefighters and officers directly impact the ability of the service to perform its mission, yet, todays public managers face increasingly complex dilemmas, often having to weigh personal and professional values against public opinion and the law (Bonzek, 1991, page 19).Obviously, fire executives have responsibility for the behavior of department members. According to Richard A. Marinucci,Leaders-the Chiefs in many departments-are responsible for establishing and maintaining a climate conducive to the departmentethical code (Marinucci, 1992, page 80). Management and staff should continually promote ethical behavior by their actions. Setting an ethical example encourages others to conduct themselves accordingly. Ethical behavior establishes credibility and distinguishes the capable leader. In the bookThe most effective leaders and managers Achieved success by dealing with others ethically (Fotis, 1996, page 46). Conversely, if leaders routinely engage in dirty work place actions, employees will assume such behavior is acceptable (Matzler, 1992, page 158). What the fire service need, then, are people who can both understand and excel at the practical demands of the business while remaining introspective and thoughtful in their pursuit of moral excellence (Ryan and Scott, 1995, page 460).As previously stated, ethics are subjective in nature and therefore, difficult to define. Certain values however, are found in most discussions of ethics and proper conduct. Perhaps the most frequently mentioned of these values is honesty. Harvard University Ex-President Derek Bok believes that you should not obtain your ends through lying and deceitful practices and you have a responsibility to keep [your] promises (Kidder, 1995, page 6). The 1994 code of ethics of the American Society for Public Administration (Appendix B) advises to maintain truthfulness and honesty and to not compromise them for advancement, honor, or personal gain (ASPA, 1994). The proliferation of technology, especially computers, highlights the need for honesty. Nothing can be kept hidden or secret-not in computers, not in the halls of government, nothing. (Kidder, 1995, page 6). People will feel much more comfortable when dealing with honesty because there is no guilt or stress of disclosure. Another common value of ethical behavior is fairness. Standards of behavior express the basic values that underlie public service, including fairness, integrity, and professionalism (Clark, 1991, page 37).
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In the book of (Fortis, 1996, page 46). Simplistic approach to fairness is the Golden Rule. To bring ethics from the abstract to the real world, we have the Golden Rule-Do unto others as you would others do unto you. While it may seem old-fashioned, it is the foundation of family and civilization as we know it James A. Joseph supports this view of fairness. I relate fairness to treating people as I would want to be treated. I think that the [Golden Rule]ought to be part of any ethic for the future (Kidder, 1995 ,page6). Fairness promotes equality of action regardless of specific circumstances. Virtually all ethical behavior includes respect or tolerance. The Canadian Treasury Board states that each public servant has a right to be treated with dignity and respect; both by supervisors and by the institution as a whole.each is entitled to feel like a valued member of a larger enterprise (Clark, 1991, page 39). Respect for others is not limited to having regard for the feeling of others but includes tolerance of differing viewpoints. It is a question of respect for the dignity of each of usif you have a different idea from mine, its not because youre worse than me. You have a right to think differently (Kidder, 1995, page 8). The idea of dissent without fear of reprisal is the basis for employee grievance policies. Another important characteristic of moral conduct is responsibility or accountability. (Clark 1991, page 42).Personal and organizational responsibility strengthens the rights of the individual rather than decreasing or subordinating them. Accountability of individuals for their actions upholds the elements of mutual trust between managers and employees. It is the individual public servants who exercise judgment. And it is the people who are accountable. Each public servant is a link in the accountability chain and each recognizes a duty to do his or her work in a conscientious and professional manner (Clark 1991, page 42). (Kidder,1991, page 5,7) Personal and organizational responsibility strengthens the rights of the individual rather than decreasing or subordinating them. The talk is all of rights, demands, and desires. But the important thing is not just to assert right but to ensure that they are protectedwhich rests wholly on the principle of responsibility (Kidder,1991, page 7). Personal responsibility decreases the likelihood of unethical or questionable actions and maintains the principle of mutual trust. Kindness and benevolence promote public interest beyond serving oneself by helping or assisting each other (ASPA, 1994). Tribal Chief Richard Snake of Nebraska agrees that we have to be compassionate with one another and help one another, to hold each other up, support one another down the road of life (Kidder, 1991, page 5) Compassion and solidarity imply assistance and cooperation in spite of personal or political differences. Ultimately, ethics will define any organization. Every organization, fire departments included, needs to set its own standards and expectations to enhance proper conduct and avoid ambiguity. Chief executives and key staff must lead by example to avoid employee resentment and public criticism. While organizations should set standards and adopt codes of conduct, all individuals within those organizations must support ethical behavior. Without the principle of individual conscience, every attempt to institutionalized ethics must necessarily collapse (Kidder, 1991, page 7).
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Ethical behavior implies free choice and consistency of action. According to Rushworth Kidder, discussions of global ethics frequently include five core values: honesty, fairness, responsibility, love and respect. Having a standard for dealing fairly and predictably in all situations makes individuals more effective and self-assured in the performance of their job. Chapter 4 METHODOLOGY: 1. Population: Employees of telenor within Rawalpindi city of Pakistan were treated as the population of this study. Survey concentrates to the citizenship policy of Telenor. 2. Sampling Tool: Data is collected through sampling tool of questionnaire. 3. Sampling procedure: Samples of 25 respondents were collected through convenient sampling. A survey based on a questionnaire has also been conducted. The survey was aimed at analyzing the opinion of employees regarding the citizenship policy of telenor in the country as it affects the employees of telenor and society. The questionnaire was distributed among a sample of 25 employees. 4. Collection of Data Survey All 25 surveys were returned. The responses to questions 1-5 were maintained in two groups since one group was from the same department. The responses to questions 6-9 in both samplings were combined and divided into categories. The totals (Appendix A) were converted to percentages rounded to whole numbers as presented in the results section of this paper Chapter 5 ANALYSIS & RESULTS 1: Written ethics policy or code of conduct Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 0 1 2 2 20 25 Percentage% 0% 4% 8% 8% 80% 100%
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The literature review revealed that ethics or ethical behavior is subjective in nature and not merely a matter of right vs. wrong or legality. One of the methods used to promote appropriate conduct is implementing or formalizing ethics policies and guidelines. Many organizations have established ethics departments for their employees. The survey revealed that only 80% of the employees strongly agreed that they had a written policy or code of ethics. All of the departments reporting a written policy also reported that it was regularly enforced.

Percentage%
0% 4% 8% 8% Strongly Disagree Disagree Undecided 80% Agree Strongly Agree

2: Maintain truthfulness and honesty Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 3 4 2 6 10 25 Percentage% 12 16 8 24 40 100%

The survey revealed that 40% of the respondents considered honesty as one of the two most important characteristics for ethical behavior and their organization maintain it. 12% of those surveyed indicated that their organization do not maintain honesty and truthfulness.

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Percentage%
Strongly Disagree 12% 40% 16% 8% Disagree Undecided Agree Strongly Agree

24%

3: Sponsor

Ethics training Percentage% 18 4 0 48 40 100%

Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total

Frequency 2 1 0 12 10 25

Organization conducts ethics training for its employees. Telenor sponsor ethics training for employees almost 48% respondents agree. Periodically, training personnel on ethical issues would exhibit a standard of behavior and help prevent personnel avoid ethical traps. The literature review showed that a fiduciary relationship exists between citizens and members of the fire service. This relationship dictates that executives and subordinates alike maintain high ethical standards. The organizations are responsible for establishing and maintaining behavioral standards consistent with values held by the community

Percentage%
Strongly Disagree 40% 18% 4% 0% 48% Disagree Undecided Agree Strongly Agree

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4: Executives and subordinates be held to the same ethical standard Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 2 1 0 12 10 25 Percentage% 4 40 0 20 40 100%

This relationship dictates that executives and subordinates alike maintain high ethical standards. The literature also revealed the fire service leaders are responsible for establishing and maintaining behavioral standards consistent with values held by the community. All the employees are fully satisfied with their citizenship polices. 40% respondents are strongly agreed and 20% agree so it shows the positive result in the organization.

Percentage%
0% Strongly Disagree 40% 40% Disagree Undecided Agree 20% 4% Strongly Agree

5: Actions usually either right or wrong in a given situation Scale Strongly Disagree Disagree Undecided Frequency 0 10 0 Percentage% 0 4 0
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Agree Strongly Agree Total

5 10 25

48 40 100%

48% of the telenor employees agree that actions taken by their organization are usually right in a given situation.48% of the employees strongly agree that their organization actions are usually right and according to the situation.

Percentage%
0% 4% 0% Strongly Disagree 48% 40% Disagree Undecided Agree Strongly Agree

6: Rules and Regulations address breaches of ethics Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 4 10 6 5 0 25 Percentage% 16 40 24 20 0 100%

Most of the telenor employees (40%) disagree that their organization addresses the breaches of ethics. Only 20% agree that their organization address the breach of ethics. It means telenor needs to improve and take action immediately when someone breaches their ethical policies. 24% employees dont know about it.

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0%

Percentage%
16% Strongly Disagree Disagree

20% 24%

40%

Undecided Agree Strongly Agree

7: The media reporting ethics problems Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 2 18 1 4 0 25 Percentage% 8 72 4 16 0 100%

The survey revealed the respondents (72%) do not think the media reporting these types of issues in our organization. Moral conduct by fire executives would necessarily transfer to subordinates, unethical practices by chief officers could lead subordinates to assume that the behavior was acceptable. 80% of those in favor that top management encourage you to participate in this policy.

Percentage%
0% 4% 16% 8% Strongly Disagree Disagree Undecided 72% Agree Strongly Agree

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8: Involvement of citizens in policy decision-making Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 2 17 1 5 0 25 Percentage% 8 68 4 20 0 100%

Telenor sponsor ethics training for employees almost 68% respondents disagree. Periodically, training personnel on ethical issues would exhibit a standard of behavior and help prevent personnel avoid ethical traps. It shows organization does not consider ethics in their decisions.

Percentage%
0% 20% 4% 8% Strongly Disagree Disagree Undecided 68% Agree Strongly Agree

9: Satisfied with your policy of citizenship Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 3 5 2 10 5 25 Percentage% 12 20 8 40 20 100%
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A significant number of telenor employees (40%) are satisfied with their citizenship policy. 20% employees strongly agree with that they are satisfied with their ethical policy. Only 12% employees strongly disagree with the satisfaction of citizenship policy adopted by the telenor in Pakistan.

Percentage%
20% 12% 20% 40% 8% Strongly Disagree Disagree Undecided Agree Strongly Agree

10: Participation in this policy Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 2 1 0 12 10 25 Percentage% 4 40 0 20 40 100%

40% of the employees are strongly agreed with that they are participating in this policy, and they help the people of Pakistan through this policy. 20% employee agrees, so in total 60% of the employees are taking part in this policy. It means most of the employees contribute in the citizenship policy because telenor make it necessary that every employee has to participate in this policy.

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Percentage%
0% Strongly Disagree 40% Disagree Undecided Agree 0% Strongly Agree 40%

20%

11: Encourages

you to participate in this policy Frequency 2 2 0 1 20 25 Percentage% 8 8 0 4 80 100%

Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total

A huge number of employees (80%) strongly agree that their organization encourge them and motivate them to participate in the citizenship policy. It shows the strong concern of Telenor towards the citizenship policy and help the people.

Percentage%
8% 8% 0% 4%

80%

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12: Behavior of Enthusiasm and motivation towards human welfare Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Frequency 2 1 2 5 15 Percentage% 8 4 8 20 60

Total 25 100% 60% of the employees strongly agree that that this policy develops enthusiasm and motivation towards human welfare which shows the positive improvement in the employees behavior.20% employees also agree that this policy develops motivation towards human welfare.

Percentage%
4% 8% 8% 60% 20% Strongly Disagree Disagree Undecided Agree Strongly Agree

13: Positive improvement in your behavior because of this citizenship policy Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Frequency 0 0 1 5 19 Percentage% 0 0 4 20 76
20

Total

25

100%

76% employees find positive improvements in their behavior due to this citizenship policy. 20%employyes also find positive improvement in their behavior.

Percentage%
0% 0% 4% Strongly Disagree 20% Disagree Undecided 76% Agree Strongly Agree

14: Organization is socially responsible Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Frequency 0 0 1 4 20 Percentage% 0 0 4 16 80

Total 25 100% According to 80% of the employees, telenor is socially responsible. Because telenor not only adopt citizenship policy but they also develop other environmental policies which shows their strong concern towards their social responsibility.

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Percentage%
0% 0% 4% Strongly Disagree 16% Disagree Undecided 80% Agree Strongly Agree

15: Should implement such kind of policies by other organizations Scale Strongly Disagree Disagree Undecided Agree Strongly Agree Total Frequency 0 0 3 12 10 25 Percentage% 0 0 12 48 40 100%

48% of the employees find this policy very useful and they also recommend that others organizations also implement such kind of policies. 40% of the employees strongly recommend that others organizations also develop such kind of policies. Because such kind of policies leads to the development of Pakistan.

Percentage%
0% 0% 12% 40% Strongly Disagree Disagree Undecided 48% Agree Strongly Agree

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Components of the policy: Basically the components of the policy are o Education o Disability o Emergency Response/disaster preparedness/relief Prior policies: Telenor aim is to understand and respond to the challenges that society is faced with, using technology and competence to find innovative solutions. They believe that they have important contributions to make on key issues, such as alleviating poverty, combating climate change and encouraging safe use of Information Communication Technology (ICT). Telenor had adopted many volunteer ship policies earlier like volunteer extraordinaire and many others but helping fellow citizenship ship policy it had adopted in 2011. Implementation strategy: Implementation strategy of policy is that it is mandatory for all permanent employees to spend 20 paid working hours per year in projects which are for the development of wellbeing. Future implications: Employees can choose any of the area where they want to voluntaries. Fellow citizenship policy is Telenor Pakistan's flagship corporate responsibility initiative. With, Fellow citizenship policy they want to make a difference in the lives of their fellow persons with disabilities by addressing challenges, Under the umbrella of awareness, accessibility and inclusion, they are striving to change the public mindset by raising awareness about persons with disabilities and help develop technologies that will give them the opportunity to actively participate in society. They value diversity and pledge to integrate persons with disability fully into our workforce. Employees also voluntaries in education as well as in Emergency Response/disaster preparedness/relief. This Fellow citizen ship policy is really contributing to the society because organizations are not just for their own benefit but for the society as well if a company which is not socially responsible but earning profit is not sound company because company which has good environment as well as good for the society as a whole get more success. So the fellow citizenship policy shows that the company is socially responsible. Fellow citizenship policy is very effective in a sense that other companies can also follow this policy and can serve also for the development of wellbeing/ society. They are fulfilling the corporate social responsibility.

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Fellow citizenship policy is giving the employees the enthusiasm and motivation to work for the development of the human and society. This research project was originated to provide information and insight regarding ethics and codes of conduct to the Telenor organization. The leaders of the department have endured a positive image from its members because of the actions of previous administrators. The intent of the project was to uncover a means to promote ethical behavior. Ranking on ethical indexes: Based on the company's performance relating to social, ethical and environmental aspects, Telenor has achieved a strong position on prestigious international indexes. The leaders in this area are Dow Jones Sustainability Indexes andFTSE4Good. Telenor was also awarded Store brands Best in Class distinction. So from these indexes we can analyze or can consider that Telenor is ethically strong organization.

Chapter 6 RECOMMENDATIONS: In Pakistan, Telenor has educated a good image not only in its employees but towards the customers as well. On the whole the policies of the companies are employees friendly, thats why people love to work here, besides this life at telenor, is very active, one of the important characters of Telenor is to provide its employees the complete growth opportunities which motivate and encourage the employees to be the part of this prestigious organization. As far as our study is concerned we found its ethical policies and procedures much effective, but as the room for improvement is always there so we will recommend some of the important things which will definitely helpful for the Telenor: Make a check and balance criteria in all the departments Evaluate the daily based employee performance Motivate their employees by giving them allowances Yearly based tours for regaining the focus on job It is recommended that the Telenor provide regular ethics training to all personnel. Initially, it is suggested that the training concentrate on familiarity with the new standard to increase employee understanding and impact. It is further suggested that further training include situational cases to enhance decision making skills. It is further recommended that the department develop and implement a behavioral standard or code of ethics for all employees. It is suggested that the standard be general enough to allow for individuality but specific enough to effectively gauge acceptability of actions. It is also suggested that the standard provide consistent disciplinary measures for
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inappropriate behavior of any and all employees. This would give the standard credibility and enhance the possibility of acceptance. References: Newman, L., Combed, K., Arefi, M., Davidson, F., & Humphries, J. (1999).Facing the hard questions: Ethics for early childhood fieldwork programs. Australian Journal of Early Childhood, 24(2), 35-42. Newman, L. and Pollnitz, L. (2005).Working with children and families: Professional, legal and ethical issues. Frenchs Forest, NSW: Pearson Education Australia. Newman, L. &Pollnitz, L. (2002).Professional, ethical and legal issues in early childhood.Frenchs Forest, NSW: Pearson Education Australia. Stonehouse, A. (1991). Our Code of ethics at work. Australian Early Childhood Resource Booklets.No.2 May. Storehouse, A. (2001). NSW Curriculum Framework for children's services: The practice of relationships. NSW Department of Community Services: Sydney Coombe, K., & Newman, L. (1997). Ethics in early childhood field experiences. Journal for Australian Research in Early Childhood Education, 1, 1-9 Thompson, P. (2003) towards ethical practice in the use of archived transcript interviews: a response International Journal of Social Research Methodology 6, 4: 357-360. Tinker, A. &Coomber, V. (2004) University Research Ethics Committees: Their Role, Remit and Conduct Kings College, London: London. Truman, C. (2003) Ethics and the ruling relations of research production Sociological Research Online 8 (1 Cherrington, S. (2001). From a code of practice to an 'ethic of caring': Perspectives from Aoteroa/New Zealand. Australian Journal of Early Childhood, 26(4), 12-17 Woodrow, C. (2001). Ethics in early childhood: Continuing the conversations. Australian Journal of Early Childhood, 26(4), 26-31. Woodrow, C., Ryan, S., & Harley, E. (1991). A code of ethics - a process model for in-service. Australian Journal of Early Childhood, 16(1), 35-39.Lonkevich, Dan (May, 1997) Profits, Ethics Not Mutually Exclusive: NationalUnderwriter Life and Health-Financial Services, page 2 ASPA, 1994, Code of Ethics, Washington, D.C., American Society for Public Administration Borzek, Stephen J. (Oct. 1991) Creating an Ethical Work Environment: Enhancing Ethics Awareness In Local Government:, Public Management. pp 19-23 Clark, Ian (spring, 1991) Ethics in Human Resource Management: Basic Bargains and Basic Values Canadian Public Administration, pp. 37-44 Encyclopedia Americana. (1985) Vol. 10 Danbury, Connecticut, Gromer Incorporated Federal Emergency Management Association, Executive Leadership. Emmitsburg, MD.,National Fire Academy, SM 3-33 Fineman, H. (June 13, 1994) The Virtuecrats) Newsweek, pp 30-36
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Fotis, George W. (Dec., 1996) Interactive Personal Ethics, Management Review, page 46 Goulet, Denis (Nov., 1997) Development Ethics: A New Discipline, InternationalJournal of Social Economics, pp 1160-1172 Kidder, Rushworth M. (June, 1995) Universal Human Values: Finding A CommonGround, Public Management, pp 4-10 Kidder Rushworth M. and Lloyd, Bruce (Feb. 1997) Ethics for The New Millennium,Leadership & Organizational Development Journal, pp 145-149 Lonkevich, Dan (May, 1997) Profits, Ethics Not Mutually Exclusive:, NationalUnderwriter Life and Health-Financial Services, page 26 Matzler, J. (1992) Advanced Supervisory Practices International City ManagementAssociation Training Institute Marinucci, Richard A. (March, 1992) Ethics-An Issue for the 90s, Fire Engineering, page 80 Ryan, Lori Verstagen and Scott, William G. (April, 1995) Ethics and Organizational Reflection: The Rockefeller Foundation and Postwar Moral Defits 1942-1954, Academy of Management Review, pp 438-462
http://www.telenor.com.pk/corporate-volunteerism/telenor-hum-qadam

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Work Allocation Sheet:

What will be done & by whom: Farah Naz 1: Introduction Introductory Paragraphs Problem statement Purpose Research Questions AmnaRamzan 2: Literature review 3: About organization. 4. References UmmeHabiba 4: Methodology Sample size Main instruments used (e.g. interviews, questionnaire) Scope and limitations Assumptions (If any) NajmaRazzaq 5: Analysis and Results Ethical concerns prior to the policy Components of the policy Implementation strategy Degree of Effectiveness of the policy Nimra Afzal 6: Recommendations and Conclusion

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Questionnaire_ (Employees) Dear Respondent

We are conducting a research on your ethical policy recently adopted by your organization (Telenor co). Find below please a series of questions to be answered by you. We assure you that whatever information is obtained will be used for research purposes only. We will be extremely grateful for your cooperation. Age ____ Education______ Sex_ M/F
Strongly disagree your organization have a written ethics policy or code of conduct Maintain truthfulness and honesty and does not compromise them for advancement, honor or personal gain your organization sponsor ethics training for employees In your opinion, should fire executives and subordinates be held to the same ethical standard With regard to ethics, are actions usually either right or wrong in a given situation your organization Rules and Regulations address breaches of ethics as cause for Disciplinary action Are the media reporting ethics problems more frequently about your organization Your organization Involve citizens in policy decisionmaking Are you satisfied with your policy of citizenship You fully participate in this policy. Your top management encourages you to participate in this policy. This policy gives you enthusiasm and motivation towards human welfare. You feel positive improvement in your behavior because of this citizenship policy. Your organization is socially responsible. Other organizations should also implement such kind of policies. disagree

kindly the box agree with

undecided Agree Strongly agree

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