53634006 telenor organization structure and culture

7/22/2019 53634006 Telenor Organization Structure and Culture

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EXECUTIVE SUMMARY

This report aims to study the organizational design in depth

and its various parameters. For this purpose, an organization

from telecom industry is being selected.

Telenor is a well established organization which started its

operations in April 2004. This report is an in depth analysis of

the three maor components of organizational design that

includes organizational structure, its culture and processes.

Along with that personnel management and its characteristics

are discussed in detail. !ince strategies resulting variables are

use to determine the effectiveness of any organization. The

main purpose is to analyze the changing wor"place behavior

and its effect on the organization itself.

#ost of the information is gathered from primary research. An

interview was conducted with #s. $$$$$$$$$$$$$$$ whohelped us in understanding the organizational design.

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ACKNOWLEDGEMENT

%e than" Allah Almighty, who is beneficial and merciful, and

whose blessings enabled us to complete this activity.

%e can&t find words to e'press our gratitude and appreciation

to #s. $$$$$$$, an employee at Telenor, who provided us

with such useful information and for giving us an insight

about the wor"ings of corporate world.

%e admire and respect our parents& who had faith in us. Their

never(ending prayers made us worthy of completing this

activity.

)t is difficult to put in few words our deepest feeling of

gratitude and appreciation to our course coordinator #r.

!aulat *ussain for his constant guidance, valuable suggestions

and consistent encouragement.

%e are also than"ful to our friends who participated in this

activity and helped us throughout.

!incere than"s to all.

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Letter of Transmittal

!ir,+nclosed in this report is what was reuired by you. %e have tried our best

to use our "nowledge and capabilities to meet your reuirement. -indly

e'cuse us if there is any "ind of mista"e.

Than"s

Yours obediently,

A) FA/1)

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TABLE OF CONTENTS

TA+ F 3T+T! ..................................................................................iv

A3-5/67 .......................................................................................................8

/5A)!AT)A 7+!)5 ................................................................2Functionally efficient.......................................................................................................2

+conomically viable.........................................................................................................2+nvironmentally aligned..................................................................................................2

5rowth promoting............................................................................................................2

3hange responsiveness....................................................................................................2

)ndividual wor"................................................................................................................9%or"(organization...........................................................................................................9

rganizational environment.............................................................................................9

36T6/+ ...............................................................................................................4A::A/+T 36T6/+ ..............................................................................................;

Formal .............................................................................................................................;fficial rules....................................................................................................................;

T3reativity culture.............................................................................................................>

!TAT+#+T F )T! ?A6+! / :*)!:*< ..............................@

8.#a"e it easy..................................................................................................................@2.-eep promises...............................................................................................................

9.e inspiring...................................................................................................................

4.e respectful.................................................................................................................+T*)3! .....................................................................................................................

/5A)BAT)A !T/63T6/+ ......................................88

*ierarchical levels ........................................................................................................88

!tructure of Telenor :a"istan .........................................88!pan of control...............................................................................................................88

3hain of command.........................................................................................................82

)ntegration......................................................................................................................827epartmentalization.......................................................................................................82

!tandardization..............................................................................................................89

3entralization and decentralization................................................................................89

+mpowerment................................................................................................................893onflict resolution.........................................................................................................84

Formalization ................................................................................................................84Flow of information.......................................................................................................84

T+3*5< ......................................................................................................8;

+75+ networ" in :a"istan............................................................................................8;

ill payments through +asy :aisa..................................................................................8;lac"berry !ervice.........................................................................................................8;

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Technology and rganizational +ffectiveness..................................................................8=

)nput...............................................................................................................................8=

3onversionC ...................................................................................................................8=utput............................................................................................................................8=

Technical comple'ity and rganization !tructure............................................................8=

*igh technical comple'ity.............................................................................................8>3limate(friendly technology and virtual travel..................................................................8>

3#:+T! F :/3+!!

............................................................................................................................................8@/+3##+7AT)! ...........................................................................................20

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BACKGROUND

Telenor :a"istan, a wholly owned subsidiary of Telenor A!A, with telecom operations in

84 countries Telenor acuired the license for providing 5!# services in :a"istanin April

2004, and had launched its services commercially in )slamabad, /awalpindiand -arachi

on 8; #arch 200;, and on 29 #arch 200;. Telenor has its corporate headuarters in

)slamabad,with regional offices in -arachi and ahore. n Danuary 2@, 200;, Telenor

established its first call centre in ahore. #aintaining a wide coverage in the country,

with ;00 destinations covered within less than 8= months of the company&s launch, it is

the 2nd largest networ" of :a"istan after #obilin" with a subscriber base of 28.2

million as of Duly 200 E:TA figures. Telenor :a"istan considers #obilin" as its maor

competitor.

)t is spread across the country with a networ" of 8; company(owned sales and service

centers, more than 200 franchisees and some 800,000 retail outlets selling subscriptions

and refills achieving a 200G increase in the subscriber base in 200= and planning for

further e'pansion of networ" and services.

)t is currently providing prepaid, postpaid and value(added services. )ts pac"ages includeC

Tal"!haw"

Telenor :ersona

7uice.

Telenor :a"istan 3+ statesC

HTelenor :a"istan is obviously different from the competition. ur culture is different,

our values are different and our focus on the fundamentals of business is different.

Telenor :a"istan is fully involved with its "ey sta"eholders and trusted as a friend of the

community.I

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http://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Rawalpindihttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Call_centrehttp://en.wikipedia.org/wiki/Call_centrehttp://en.wikipedia.org/wiki/Mobilinkhttp://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Rawalpindihttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Call_centrehttp://en.wikipedia.org/wiki/Mobilinkhttp://en.wikipedia.org/wiki/Pakistan


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ORGANISATIONAL DESIGN

rganization design is the formal, guided process for integrating the people, information

and technology of an organization. -eeping this in view some of important

characteristics of Telenor&s organization design areC

Functionally efficient

Telenor is a functionally efficient in terms of its input and output as it provides all the

reuired services and products to its customer by fully utilizing its technologies and other

resources.

Economically viable

Telenor is second largest 5!# provider in :a"istan and is generating large profit through

effective cost management.

Envionmentally ali!ne"

Telenor :a"istan is very much environmentally aligned. )t is very sensitive to the socio(

cultural environment of :a"istan. )t ha adopted it to the culture and environment of

:a"istan through its advertising and socially responsible behavior.

Go#t$ %omotin!

)n Telenor :a"istan there are continuous growth and development chances for its

members. The company ensures a secure career development for its employees.

C$an!e e&%on&ivene&&

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Telenor :a"istan is very sensitive to the changes ta"ing place in its surroundings. )t "eeps

on anticipating and responding to the changes continuously through its uniue services.

The design of the Telenor :a"istan ensures the congruency among the following subsets.

In"ivi"ual #o'

From the employees of Telenor it has been confirmed that organizational design of the

company provides them with the opportunities of learning, growth, accomplishment and

self(fulfillment. 7ue to which they wor" with full commitment to give their best to the

organization.

(o')o!ani*ation

The design of the wor" units and the ob are supported by the strategic obectives of the

company. They ensure the full motivation of the employees.

O!ani*ational envionment

!ince environment is continuously changing. To compete effectively it is necessary the

design of the organization should be able to adust emerging demand of the changing

environment. Telenor organizational design is fle'ible which adust itself with the

changes ta"ing place outside the organization to compete effectively.

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CULTURE

The culture at Telenor is top down, the top employees establishes the tone of the

organization. The top level employees ta"e good care while performing any tas" or

action, because it will have to be followed by the subordinates. Things are properly

informed. There is no means of getting misinformation.

The employees are provided with the recreational activities, by sending to hilly areas to

get fresh and also perform certain wor" tas"s which are to be completed in normal

routine. They get motivated well by having recreational activities. The employees are

provided by complete resources that if they move from one place, they move as an office,

they are provided with laptops as well.

Telenor :a"istan consists of energetic, youthful, and dedicated employees. An

appropriate match is reuired between the culture and employees at recruitment and

hiring. )f people e'cellence Ehuman resource department of Telenor feels that a person

will not be unable to adust into the organization&s environment, even if heJshe is

performing functionally well, the person is reected.

The dynamic group of people sharing similar mindsets, love being with each other and

meet on other occasions if unable to meet during wor" hours. They employees can be

seen roaming around till at night.

:rimarily culture comes from the top management. 3+ of Telenor :a"istan is humble

and cooperative. The employees get the message that if the top management is

accommodating then the employees should behave similarly. The values of humbleness

and free interaction in putting forth ideas to a harmonious culture and efficient

communication. The management is easily accessible to discuss various issues. )t is

difficult to distinguish between them as the culture is so homogenous that it "eeps

everyone at par with others.

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The *uman /esource at Telenor :a"istan is their core competency. The reason is that the

employees create a culture and all the achievements of Telenor are attributed to its

fle'ible culture. )t is necessary to motivate and retain this asset of the organization. For

this purpose, training and compensation is provided to employees along with other

motivational techniues.

A++ARENT CULTURE

Fomal

The culture at Telenor is uite fle'ible, which is most suitable for the employees on the

other hand ensuring all the targets is met. +mployees are not bound to follow a dress code

unless they are to attend a formal meeting. This culture has been set by the 3+ himself

and the new employees coming into the organization have no difficulties in adusting into

it.

Official ule&

At Telenor :a"istan, the level of standardization and mutual adustment varies across

functions. 5enerally strict obedience to rules is not reuired as long as results are not

affected. As long as individual responsibilities and deadlines are met, there are fle'ible

hours of wor". %or" is important instead of the number of hours wor"ed. +mployees can

select their wor" timings which can even be from afternoon to evening. )nstead of being

bound by office hours, a sense of responsibility is inculcated in them to achieve self

assigned goals. This brings a sense of comfort in wor"ing in such organizational

structure.

/ules and procedures are present to control the behavior of employees and to facilitatesmooth wor"ing of the organization. A level of standardization is reuired to be

maintained in certain vital functions such as udget 3ontrol. !:s are documented in the

case of the financial control or */ related policies.

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T,+ES OF CULTURE

A blend of different type of culture is practiced at Telenor. !ince they believe every type

has its own advantages and disadvantages. They try to use the right ones in the right

manner and at the right time to improve efficiency.

Communal cultue

The culture at Telenor is communal. +veryone is integrated in decision ma"ing.

+mployees are empowered. The employees are friendly to one another. +mployees are

being empowered to carry out the tas" they way they li"e to. The only concern is the

accomplishment of reuired goals. eing empowered, employees feel part of Telenor. As

a result they wor" hard since they consider organization&s success to be their success.

%henever an employee has a new idea, heJshe is encouraged to approach the

management and share it with them. )dea drop bo'es are also placed at various locations

where employees leave their suggestions

Cu&tome &evice cultue

Telenor believes that its success mainly depends on the level of satisfaction of customers.

The more the customers are satisfied, the more customers they will be able to attract and

retain. As a result, their profits and mar"et share will increase.

Telenor&s aim is to "eep the customers satisfied as much as it can. For this reason they

have 3ustomer /elation 7epartment or 3ustomer !ervice 3entre the different customer

ueries and complaints are raised daily by number of customers which are dealt by this

department. !ometimes, the employee&s frustration increases as the wor"load or customer

ueries increases. This issue is dealt with care at Telenor. !ince the management believes

that in service industry, customer delight can only be achieved if the employees are

satisfied. nly a satisfied employee can handle the customer with care.

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Dive&ity cultue

Telenor :a"istan is "een to promote diversity and has achieved good results in this area.

Telenor has developed reuirements for diversity in both recruitment and management

development programs. There is an appropriate blend of less seasoned and e'perienced

employees. o uota has been assignedK the best(fit candidate Eaccording to the ob

reuirements is employed. At the office level or call centers, even fresh graduates are apt

but the director level reuires a masters degree and preferably some wor" e'perience.

Telenor :a"istan has a large proportion of females who are recruited for internal

leadership development programs and e'ecutive positions on the basis of past

performance. The organization is wor"ing on 7ay 3are 3enters to help female employees

manage their responsibilities after settling down. /elocation issues are dealt

cooperatively when female individuals move out of the city after marriage and wish to

continue wor"ing. They are relocated and facilitated in the new city.

There is an effective hiring process. nly those people are hired which the */

department would believe can easily blend into the culture of the organization. This

ensures harmony within the whole culture effectively manages diversity.

Ceativity cultue

)nnovation and novelty, mainly in the areas of business processes, customer satisfaction

and goal setting, is highly encouraged at Telenor. +mployees are also motivated to come

up with innovative ideas and to convey them to the upper management. )f the ideas are

feasible enough to be implemented then they are applied to respective areas and the

employees are duly rewarded for their contributions. For e'ample the sales personnel

have a greater interaction with customers and "nowledge of their needs. They can convey

this information to the management who can use it to design better consumer pac"ages.

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+fficiency is achieved through ma'imum utilization of resources and also through

adherence to goals set by the top management. Telenor introduced the !i' !igma

program for the improvement of its business operations in the very first year of its

operations in :a"istan. This has helped the organization in maintaining its uality

standards and also in the up gradation of its business processes.

Telenor :a"istan is a young and progressive organization which has a multitude of

strengths in its e'isting organizational design. There are still a few wea"nesses which can

affect the organization in the long(run. eginning with the strengths, there are no

communication barriers. There are seven layers in the organization so one would believe

that there would be a lot of communication barriers between the employees and their

superiors but that is not the case. The policies adopted ensure that there are nocommunication barriers present. They include an open door policy and open wor"

environment where the managers sit with their sub(ordinates and do not have separate

offices. Also employees of the same level have no cubicles so it helps in enhancing the

communication amongst them. +mployees are encouraged to ta"e initiatives and come up

with new ideas. +mpowerment e'ists. Also these ideas can easily be communicated to

their superiors. +mployees are free to e'press themselves. The span of control also

suggests that not all powers rest with any particular individual. )n proects people are

encouraged to come up with the best possible solutions and the manager ust oversees the

performance of employees. The !:s and guidelines have to be followed in order to

ensure smooth functioning of all departments.

STATE-ENT OF ITS .ALUES OR +/ILOSO+/,

The statement of values or philosophy which is commonly "nown as to be the core values

of Telenor has been made. )t includes four points n which Telenor operates worldwideC

01 -a'e it ea&y

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%e are practical. %e don&t complicate things. +verything we produce should be easy to

understand and use. ecause we never forget we&re trying to ma"e customers& lives

easier.

21 Kee% %omi&e&

+verything we set out to do should wor", or if it doesn&t, we are here to help. %e are

about delivery, not over promising, actions not words.

31 Be in&%iin!

%e are creative. %e strive to bring energy to the things we do. +verything we produce

should loo" good, modern and fresh. %e are passionate about our business and

customers.

41 Be e&%ectful

%e ac"nowledge and respect local cultures. %e do not impose one formula worldwide.

%e want to be a part of local communities whenever we operate. %e believe loyalty has

to be earned.

ET/ICS

%hile ma"ing any decision, Telenor :a"istan has been ethically conscious. !ince Telenor

Ethe parent company has its origin in orway, a society with a soft(oriented and

feminine culture, Telenor :a"istan ac"nowledged its moral and ethical duty towards its

sta"eholders and society. Telenor :a"istan will not resort to bribery or illegal offers to

accept any decision, values will not be compromised. )f the organization believes it is not

ethically right, it will never ta"e that decision.

)n most of the advertisement, they proect themselves as the care ta"er of the values of

:a"istani people, so they claim to cherish the core cultural norms and values of the

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:a"istani people. %hen the cartoon controversy arose, Telenor condemned such action

moc"ing religious beliefs and portrayed this on their building.

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ORGANI5ATIONAL STRUCTURE

/ieac$ical level&

The organic structure of Telenor :a"istan promotes cultural values that result in

integration and coordination. /oles and responsibilities are clearly defined at the time of

oining the organizationK employees are selected against defined criteria. /oles can be

added later but employees have a fair idea about their ob responsibilities from the

beginning.

Stuctue of Teleno +a'i&tan

S%an of contol

!pan of 3ontrol is determined by the role and ob responsibilities of managers. )t varies

from department to department. n average, the span of control is 4(; people under a

manager. There are two types of span of controlC

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%ide span of control

arrow span of control

The */ and finance department have a narrow span of control but mar"eting and

customer relation have a wide span of control.

C$ain of comman"

3hain of command means a continuous line of authority e'tending from top to bottom.

Telenor :a"istan has a clear chain of command which helps in getting good results for

Telenor.

Inte!ation

3ross(functional teams are a maor integrating mechanism. Further there are temporary

proect teams. Team(building is enhanced by Away 7ays when members of different

divisions and departments ta"e some days away from wor" to meet other geographically

spread employees of Telenor. !ometimes the whole department goes away from wor" for

2(9 days to have fun. +mployees get to "now those with whom they have communicated

before but not met in person. Formal team evaluation does not e'ist. +mployees on teams

are rewarded individually.

De%atmentali*ation

Telenor :a"istan has several departments in its organization. +ach department has its

own importance. !ome of the departments are as followsC

3ustomer /elation 7epartment

*uman /esource 7epartment

#ar"eting 7epartment

Finance 7epartment

)nformation Technology 7epartment

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Stan"a"i*ation

At Telenor :a"istan, the level of standardization and mutual adustment varies across

functions. 5enerally strict obedience to rules is not reuired as long as results are not

affected. As long as individual responsibilities and deadlines are met, there are fle'ible

hours of wor".

%or" is important instead of the number of hours wor"ed. +mployees can select their

wor" timings which can even be from afternoon to evening. )nstead of being bound by

office hours, a sense of responsibility is inculcated in them to achieve self assigned goals.

This brings a sense of comfort in wor"ing in such organizational structure.

/ules and procedures are present to control the behavior of employees and to facilitate

smooth wor"ing of the organization. A level of standardization is reuired to be

maintained in certain vital functions such as udget 3ontrol. !:s Estandard operating

procedures are documented in the case of the financial control or */ related policies.

5enuine reuests from e'ternal customers are ta"en into account by the 3/ E3ustomer

/elationship fficer at !ervice 3enters. The 3/ does all they can or is possible within

authority to process the reuest or complaint. )f the customer&s reuest is beyond the

authority of the 3/, then managers are there to aid the customer or provide some sort of

non monetary compensation to appease him.

Centali*ation an" "ecentali*ation

Apart from strategy, all other functions are de(centralized. :eople at Telenor :a"istan are

motivated to ta"e their responsibilities especially in cross functional proects. #anagers

in each department oversee that the employees ta"e up their roles and duties and theirperformance is monitored accordingly.

Em%o#ement

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The level of empowerment differs across departments and divisions, depending on the

nature of wor". )t varies according to the style of management of functions. )T increases

the level of empowerment. %ithin the networ" service of the Telenor in :a"istan, there is

a Einter and intra net portal system used to communicate information efficiently. An

online */ #! !ystem is being used internally. This locally built system was launched

last year but is still not well integrated at present.

Conflict e&olution

%hen different departments wor" together in an organization, their interests may differ

due to functional and structural differences. 7ue to these variations, conflicts among

departments are inevitable. The issues are not ta"en to the top management and there is

no coordination post in the organization which can facilitate the departments to increase

coordination with each other. %henever a conflict arises among functions, the heads or

managers from those functions sit together and discuss the source of conflict. They try to

resolve all their differences amicably. )f, however, a maor issue arises which they are

unable to resolve themselves then it is ta"en to a level higher. The management then

discusses the reason for the conflict, addresses the concerns of both the parties and then

arrives at a conclusion which is in the interest of all departments.

Fomali*ation

There is no formalization at Telenor :a"istan. *igh level and lower administration wor"

together as a team.

Flo# of infomation

Telenor has very liberal and free flowing information unless it is not private. This helps

in brea"ing the communication barriers and generation of new and innovative ideas from

employees. The free flow of information also helps them in understanding the current

situation to act accordingly.

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TEC/NOLOG,

Telenor :a"istan for further enhancements in technology especially in data capability

over the core 5:/! J 5!# networ" will be provided in both networ"s with the

installation of +nhanced 7ata for 5lobal E5!# +volution technology. This component

of the two systems will be installed after the initial roll(outs and will allow the

subscribers to have the use of advanced mobile services such as downloading video and

music clips, full multimedia messaging, high(speed color )nternet access and email on the

move.

EDGE net#o' in +a'i&tan

+75+ is a 95 technology that can delivers broadband(li"e data speeds to mobile devices.

)t allows subscribers to send and receive data, including digital images, web pages and

photographs, three times faster than that possible with an ordinary 5!# J 5:/! networ".

6sing +75+, operators can handle three times more subscribers than 5:/!, triple their

data rate per subscriber, or add e'tra capacity to their voice communications.

Bill %ayment& t$ou!$ Ea&y +ai&a

The way the organization converts its i"e, Telenor :a"istan and Tameer #icrofinance

an" together have announced the launch of +asypaisa, a uniuely convenient and safe

way for everyone to carry out financial transactions. +asypaisa users will have the

freedom to ma"e bill payments and send and receive money at thousands of outlets and in

addition manage their ban" accounts over their mobile phones. +asypaisa combines the

best from the financial and mobile sectors, offering the first branchless ban"ing solutionof its "ind in :a"istan and neighboring countries. The Telenor 5roup is an international

provider of high uality telecommunication, data and media communication services.

Blac'bey Sevice

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Telenor and /esearch )n #otion E/)# announced the launch of the lac"erry solution

in :a"istan. This technology smartphones, software and services to allow easy wireless

access to email, messaging, phone, organiser, web and multimedia applications, as well

as thousands of other business and lifestyle applications. Telenor customers in :a"istan

will now be able to enoy the freedom and productivity benefits of using

lac"erryLsmartphones to stay connected to people and information on the go.

All this shows that technology e'ist al all the levels of Telenor And they are using state

of the art technology. Telenor is pioneer in many things They were also the first ones to

reach remote areas where no other telecom company had courage to 5o.

Tec$nolo!y an" O!ani*ational Effectivene&&

Technology usage at Telenor is for creating high value for the firm by ma"ing sure its

presence in all the organizational activities of Telenor.

In%ut

y the use of technology at input level enables the each organizational function of

Telenor to handle relationships with outside sta"eholders so that the Telenor can

effectively manage its specific environment.

Conve&ion6

Technology helps to transforms inputs into outputs Ehigh valued services.

Out%ut

6se of technology at output level allows the Telenor to effectively dispose of services to

e'ternal sta"eholders

Tec$nical com%le7ity an" O!ani*ation Stuctue

As far as technical comple'ity of Telenor is concern it governsC

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/i!$ tec$nical com%le7ity

The conversion processes at Telenor for providing out in the form of services can be

programmed in advance and it is fully automated.

An organic structure is the appropriate structure for this type of technology as we "now

that the Telenor :a"istan is more inclined towards the organic structure.

Climate)fien"ly tec$nolo!y an" vitual tavel

As part of the climate change strategy, Telenor aims to increase awareness of climate(

friendly technology. )n several of the mar"ets they offer mobile music stores.

7ownloading music instead of purchasing 37s helps to reduce 32 emissions. :roducts

and services also include alternatives to physical travel, such as holding virtual meetings,

video conferences and phone conferences.

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CO-+ONENTS OF +ROCESS

)nnovation mainly in the areas of business processes, customer satisfaction and goal

setting, is highly encouraged at Telenor. +mployees are also motivated to come up with

innovative ideas and to convey them to the upper management. )f the ideas are feasible

enough to be implemented then they are applied to respective areas and the employees

are duly rewarded for their contributions.

+fficiency is achieved through ma'imum utilization of resources and also through

obedience to goals set by the top management. Telenor introduced the !i' !igma

program for the improvement of its business operations in the very first year of its

operations in :a"istan. This has helped the organization in maintaining its uality

standards and also in the up gradation of its business processes. Telenor :a"istan is a

young and progressive organization which has a multitude of strengths in its e'isting

organizational design. There are still a few wea"nesses which can affect the organization

in the long(run.

There are no communication barriers.There are seven layers in the organization so one

would believe that there would be a lot of communication barriers between the

employees and their superiors but that is not the case. The policies adopted ensure that

there are no communication barriers present. They include an open door policy and open

wor" environment where the managers sit with their sub(ordinates and do not have

separate offices. Also employees of the same level have no cubicles so it helps in

enhancing the communication amongst them.

+mployees are encouraged to ta"e initiatives and come up with new ideasCempowerment

exists. Also these ideas can easily be communicated to their superiors. +mployees are

free to e'press themselves. The span of control also suggests that not all powers rest with

any particular individual. )n proects people are encouraged to come up with the best

possible solutions and the manager ust oversees the performance of employees. The

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!:s and guidelines have to be followed in order to ensure smooth functioning of all

departments

Strong integrationwith in the organization has been a "ey success factor.All conflicts are managed by the concerning departments and if not they are ta"en one

level above but there have been no such cases which have been reported to the 3+. The

managers of the concerned departments sit and come up with a solution which is

acceptable to both the departments. !ocial gatherings also help in enhancing the

integrating capabilities of the organization.

+mployees are evaluated on the basis of individual evaluation. +ven when they are

wor"ing in a group this ensures that there are no free riders. 6nderperforming employees

are provided with counseling sessions or shifted to another position where they can

perform in a more effective manner. All employees are assigned specific roles and

responsibilities for which they are held accountable. There are no specific wor" hours but

employees are supposed to meet the specific deadline. This also increases the motivation

level of the employees as they are not bound yet increases their level of productivity as

they are motivated. This results in effective evaluation. !imilarly there is an effective

hiring process. nly those people are hired which the */ department would believe caneasily blend into the culture of the organization. This ensures harmony within the whole

culture effectively manages diversity.

All the point discussed above lead to a flexible culture which is most suitable for the

employees on the other hand ensuring all the targets is met. +mployees are not bound to

follow a dress code unless they are to attend a formal meeting. This culture has been set

by the 3+ himself and the new employees coming into the organization have no

difficulties in adusting into it.

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RECO--ENDATIONS

7ealing with challenges reuires a coordinated effort so that the company is able to

sustain itself in the ever(changing competitive environment and continues to provide

superior value to the customers. The group recommends the followingC

There should be an effective employee e'change program even at the level of

middle management so the organization can share the level of s"ill and e'pertise

at all levels with the parent company

)ntroduction of employees stoc" options would further enhance the motivation

level because then the employees too would have a sta"e in the organization.

M)n their wor"force there should be a uota for the disabled people. This is

currently being practiced in the parent company. This would enhance the image of

the organization being socially responsible

53634006 telenor organization structure and culture

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