Professional Documents
Culture Documents
Acknowledgement
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Acknowledgement:
First of all I am thankful to Allah Almighty, who gave me knowledge and power
to complete this project successfully. I would like to be thankful to our Course
teacher who helped me to complete this project. I would also like to be thankful
to MR A. Jabbar Siddique, Director CS-Systems Mobilink and all those students
of VU who took their time out and co-operate with me.
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TBALE OF CONTENTS
Particulars Page #
Introduction to the project 5
5
Purpose & Scope
Objective 5
Executive Summary 7
Introduction to Mobilink 9
Mission Statement 10
Organizational Behavior 12
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Objective
The project objectives are to:
• Identify the management issues
• Identify the employees problems
• Enhance practical knowledge
• Identify the real world practices
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Executive Summary
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Executive Summary:
The project of Organizational Behavior which I have taken is about Mobilink and its
popular Prepaid service Jazz. In the I will discuss the organizational culture adopted
by the company and the strategies which affect the company policies.
In this project report first of all I will give the introduction of the Mobilink Company
and its mission statement. Then I will give the introduction of its popular Prepaid
service Jazz (Explanation of the service).
Then I will give my suggestions and recommendations that how Jazz can analyze and
improve its Organizational culture. What factors affect its culture? Then I will make
conclusion about Mobilink Company and its Prepaid service Jazz. In the end of this
report I have include an appendix in which I have taken the opinion of different
employees about their job task and organizational culture. Finally the references from
where I have taken the material.
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Introduction to Mobilink
Mission Statement
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Introduction
Mobilink offers exclusively designed tariff plans that cater to the communication
needs of a diverse group of people, from individuals to businessmen to corporate and
multinationals. To achieve this objective, they offer both postpaid (Indigo) and
prepaid (JAZZ) solutions to customers. Compared to their competitors, both the
postpaid (Indigo) and prepaid (JAZZ) brands are the largest brands of their kind in
the Pakistan cellular industry.
In addition to providing advanced voice communication services that makes the lives
of millions that much easy, they also offer a host of value-added-services to
customers. At the same time, Mobilink places high importance to its coverage, which
is why they cover people in 5000+ cities and towns nationwide as well as over 100
countries on international roaming service.
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Mobilink..reshaping lives!
About Jazz:
Jazz is an amazing prepaid service that allows you freedom from monthly bills and
gives you complete control over your cellular expenditure. You decide in advance
when and how much you want to spend. Just load a scratch card whenever you want
to start talking. Jazz is simple, easy and loads of fun.
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Project Report
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Organizational Behavior
Managers are people who do things right, while leaders are people who do the rght
thing.- Warren Bennis, Ph.D. “O becoming a Leader”
Introduction:
Organizational Behavior is the study and application of knowledge about how people,
individuals, and group act in organization. It does this by taking a system approach.
This is, it interprets people-organization relation ships in term of the whole person,
whole group, whole organization, and whole social system.
Characteristics:
• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability
The one-person business, the family business, the small-group entrepreneur will
determine influence, power, style, due to its centralized ownership.
Size
As the enterprise grows and expands, tight ownership and control may dwindle and
others will start influencing style and culture.
Technology
High cost, high Tec high touch, fast changing technologies like in
telecommunications might require a more flexible culture than those technologies tat
are expensive(machinery) where a more formal, well structured culture will be
required.
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Functions of Culture:
The cultural web as instrument in analyzing the elements of the Organization Culture.
Figure 1
Stories
Routines Symbols
and
Rituals
The
Paradigm
Power
Control structures
systems
Organizat
ional
structure
Rituals: What does the organization highlight? Long service, quality, performance,
and innovation.
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Organizational structure: Who reports to whom on a formal basis and who have an
informal relationship?
The organization’s base rests on management’s philosophy, values, vision and goals.
This in turn drives the organizational culture which is composed of the formal
organization, informal organization, and the social environment. The culture of
Mobilink Telecom determines the type of leadership, communication, and group
dynamics within the organization. The workers in Head Office of Mobilink perceive
this as the quality of work life which directs their degree of motivation. The final
outcome of our project is the measuring performance, individual satisfaction, and
personal growth and development.
In view of the above we would like to propose the following frame work for
analyzing organization culture.
The perception of people of a product, a company and even country’s industrial and
technological competency, depends almost entirely on the leaders of industries, ability
to direct restructure and mould the kind of organizational culture that will promote
excellence, benchmarking, capacity building, quality, development, jets., etc. Ad hoc
interventions in capacity building and process evaluation, productivity assessments,
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company audits, data cleansing, staff development, etc,., etc. With out a thorough
analysis and assessment of the organization culture can hardly ensure progress and a
sustainable programmed for success, simply because organization culture provides the
building blocks if not eh cornerstone on which excellence, quality, progress, is built.
If quality and progress does not become an internalized value in the hearts and minds
of the entire workforce, then all the abovementioned interventions and facilitations
might be in vain.
This brings us to the basic cultural style of the organization
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There are four major models or frame works that organizations operate of:
Autocratic:
Custodial:
This model is the core of economic resource with a managerial orientation of money.
Most of the employees are interested to be a secured, that is why, and the employees
in turn are oriented towards security and benefits and dependence on the organization.
The employee need that is met is security. The performance result is passive
cooperation.
Supportive:
In this model, leadership is also required for the employees, especially in sales of post
a paid connection and for those employees that are working outside from the office
like acquisition mangers, erection officer and with a managerial orientation of
support. The employees in turn are oriented towards job performance and
participation. The employees’ need that is met is security. The performance result is
passive cooperation.
Supportive:
In this model, leadership is also required for the employees, especially in sales of post
paid connection and for those employees that are working outside from the office like
acquisition mangers, erection officersa and with a managerial orientation of support.
The employees in turn are oriented towards job performance and participation. The
performance result is awakened drives.
Collegial:
The basis of this model is partnership with a managerial orientation of team work
within the organization rather it is in head office or in regional offices of Mobilink
Telecom. The employees in turn are oriented towards responsible behavior and self-
discipline. The employee need that is met is self-actualization. The performance result
is moderate enthusiasm of which the management of Mobilink is trying to be
achieved.
Organization Development
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Social system:
Quality of Work life is the favorableness or unfavorable ness of the job environment.
Its purpose is top develop jobs in Mobilink and working conditions that are excellent
for both the employees and the Mobilink itself. One of the ways of accomplishing
QWL is through job design. Some of the options available for improving job design
are:
• Leave the job like call centre of Mobilink where is at inflexible time hours as
it is but Mobilink Telecom employ only people who like the rigid
environment or routine work. Some people do enjoy the security and task
support of these kinds of jobs.
• Mechanize and automate the routine jobs. Like Mobilink has created software
which provides most of the services like when we dial 111 then operator
respond, for specific troubleshooting the customers can consult customer care
centre.
• Leave the job as is, but pay the employees more.
• And the area the OK loves-redesign the job.
Job enlargement adds a more variety of tasks and duties to the job so that it is not as
monotonous. This takes in the breadth of the job. That is, the number of different
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tasks that an employee performs within the boundaries of Mobilink Telecom. This
can also be accomplished by job rotation
Institutionalization
It is necessary to create a difference between strong and weak culture. Strong Culture
have a greater impact on employee behavior and are more directly related to reduced
turnover in Mobilink
Core Values
The primary or dominant values that are accepted throughout the organization
Strong Culture
A culture in which the core values are intensely held and widely shared.
In strong culture, the Mobilink core values are both intensely held and widely shared.
The more members who accept the core values and the greater their commitment to
those values is, the stronger the culture is. A strong culture will have a great influence
on the behavior of Mobilink’s employees because the high degree of sharpness and
intensity creates an internal climate4 of high behavioral control. For example in
Mobilink call centre, has developed one of the stronger services culture in the
outsource industry. Now the employees know in no uncertain terms what is expected
of them and these expectations go a long way in shaping their behavior.
The results of strong culture should be lower employee turnover. A strong culture
demonstrates high agreement among members about what the Mobilink stands for.
Such unanimity purpose builds cohesiveness, loyalty, and organizational
commitment.
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The period of learning in the socialization process that occurs before a new employee
joins the organization.
Encounter Stage
The stage in the socialization process in which a new employees sees what the
organization is really like and confronts the possibility that expectations and reality
may diverge.
Metamorphosis Stage
The stage in the socialization process in which a new employee changes and adjusts to
the work, work group, and organization.
No matter how good a job the organization does in recruiting and selection, new
employees are not socially indoctrinated in the organization’s culture. Maybe most
important because they are unfamiliar with the organization’s culture new employees
are potentially likely to disturb the beliefs and customs that are in place. The
organization will there fore want to help new employees adapt to its culture. This
adoption process is called socialization.
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1. local arts
2. education
3. sports
It also encourages its large customer base also donate generously through SMS
donations for various causes. Mobilink also supports other organizations such as.
1. Khidmat Foundation
2. Umeed-e-Noor
3. PIMS Children Hospital, in making lives of millions in Pakistan more
comfortable.
Achievements
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Organizational Change:
Introduction
Change encompasses many aspects and forms includes many concepts and due to the
dynamics and consequences included, unleashes many varied responses from leaders,
mangers and the workforce in and around organizations.
There are many models and blue prints about organizational charge, strategic change,
management and organizational development at large. Mergers, acquisitions,
outsourcing, downsizing, streamlining, restructuring, re-engineering, creating a new
organizational landscape and architectures, transformation, transition, revolution,
creating the winning organization, etc. etc. is almost old hat with most managers in
any established organization.
Forces of change
• External Forces
The external forces effecting charge could be summarized with the following
headings.
• Internal Forces:
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Without spending too much time on aspects like different types of change, resistance
to change, factors inhibiting change – which in itself is important to the management
of the change process, we would like to focus our attention on a few critical aspects
pertaining to change in organizations.
At Mobilink, our belief is that “Our people are our greatest assets. We take grate
pride in acknowledging the contribution each one of us makes”.
1. Staff Mobilink with world class Professionals and ensures that the right
systems are in place to encourage them to develop to their full potential.
2. Create a collaborative and mutually supportive work environment that
encourages people to grow
3. Build a team of professionals who deliver expertise by participating in
business decision
4. Develop Performance Management and reward systems underlying our
business strategy.
In every organization employees demand for motivation. Because when they work
for the organization they need reward whether intrinsic or extrinsic. Organizations
also care for their employees and use the various techniques to motivate their people.
Usually organizations use the following techniques to motivate their employees:
1. management by Objectives
2. Employee recognition Programs
3. Employee Involvement Programs
4. Variable Pay Programs
5. Skill-Based Pay Plans
6. Flexible Benefits
Organizations use one or more of these techniques according to the suitability of their
cultures. Mobilink uses the following techniques tot motivate their people:
Mobilink believes in supporting the community not only through sponsorships but
also through employee involvement. In addition to sponsorships, Mobilink
encourages its employees to be engaged in community welfare work and to support
relevant causes. On average, employees clock up over 170 dedicated hours of
community service in the span of six months. Voluntary donations are also regularly
collected and directed towards the deserving.
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Mobilink uses this technique to their employees when required. It was used for last
time in previous year after arrival of Warid Telecom and Telenor in Pakistan market.
Because they came into the market of Pakistan, the sale of Mobilink started
declining. So to handle this situation Mobilink called for proposals and
recommendations from their sale executives and other sale staff including franchisers
and other lower sale staff.
After this Management of Mobilink, took some immediate steps and made decisions
with the help of their employees to face this competition. The major decisions took by
the management to handle this situation were:
1. Calling rates were reduced: Mobilink reduced the calling rates after the taking
suggestion from their sale staff to compete the situations because the calling
rates of Warid and Telenor were low than Mobilink so sale staff faced
difficulties in attaining the sale target. So management had to revise the rates.
2. Availability of free connection: Mobilink started selling connections free to
attract their customer back to Mobilink because its competitors started to sell
their connections at lower rates so Mobilink started to sell its connections
totally free to defeat its competitors.
3. Differentiation of target market: To attract the attention of its potential
customers by dividing into different customers and providing them different
packages suitable for different type of peoples. Packages are
• Jazz Budget
• Ladies First
• Jazz Octane etc
This method is also used to increase the motivation of employees. Through this
technique organizations give a portion of employee’s pay based on his individual or
organizational measure of performance. What differentiates these forms of
compensation from individual or organization measure of performance? Unlike more
traditional base pay programs, variable pay is not annuity. There is no guarantee that
just because you made 600,000 rupees last month that you will make the same amount
this month. With variable pay, earning fluctuate up and down with the measure of
performance.
Mobilink has adopted this strategy just to motivate its employees as much as they
need. Because when a worker works hard, he needs motivation at least extrinsic. So
through this technique Mobilink is working well because main department of
Mobilink is sale department. So employees get reward through increase in sale.
Because of this method hard working employees are satisfied. This method is base on
# connection sold or # of cards sold (volume in Rs.)
Professionals are typically different from non professionals. They have a strong and
long term commitment to their field of expertise. Their loyalty is more often to their
profession than to their employee. To keep current in their field they need to update
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their knowledge regularly and their commitment to their profession means they rarely
define their work week in terms of 8 to 5 and five days a week.
Mobilink is motivating its professionals time and again through different techniques
like:
1. Training workshops
2. Bonuses
3. High compensation
4. Accommodation packages etc
Mobilink is motivating its sales by arranging training sessions for its employees to
increase the skills and knowledge of its employees. They also get reward when they
work in the field by making more sales and getting high benefits.
Promotion
Organization Structure
Decision Making
It involves employees in the action and enlists their participation in decision making
process.
It encourages and reward entrepreneurial behavior.
They make decisions at the level that is qualified to do so competently.
Performance Appraisal
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Conclusion
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Conclusion
To move the organization in new directions and to engage everyone in the process,
• You must first understand the current culture of the organization.
• Is it a team-oriented workplace?
• Does everyone have a clear understanding of the association's vision, values,
and strategies?
• Are the skills needed to deliver services today in place, and are new skills
being developed for the organization to be successful in the future?
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References
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References
0092-42-5166734
• http://www.mobilinkgsm.com
• http://www.ufone.com
• http://www.waridtel.com
• http://www.telenor.com
• http://www.charityvillage.com/cv/research/roch9.html
• http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-
dm/cont.html
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