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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

Models of organizational behaviors 16


Social system 18
Impact of individualization on organization 18
Institutionalization 19
Socialization and Mobilink 21
Organizational change 22
Suggestions and Recommendations 27
Conclusion 29
References 31

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Introduction of the project


The aim of the project is, to analyze the culture of an Mobilink, motivation and
productivity of a firm's labor. Incentives, benefits, and some other motivation
techniques that can affect productivity of any organization.

Purpose & Scope


The purpose of the study was to describe the various issues that a firm can face in its
culture.

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 discuss its Organizational Culture, Culture’s functions. Elements of


organizational culture and models of Organizational behavior in Mobilink. Then I
will discuss the social systems, individualization, institutionalization and
environmental factors which affect the company and its services.

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 GSM (PMCL), a subsidiary of Orascom Telecom, started its operations in


1994, and has become the market leader both in terms of growth as well as having the
largest customer subscriber base in Pakistan - a base of over 24 million and growing.
They pride their selves on being the first cellular service provider to operate on a
100% digital GSM technology in Pakistan that also provides state-of-the-art
communication solutions to its customers.

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’s Mission Statement:

To be the leading Telecommunication Services Provider in Pakistan by offering


innovative Communication solutions for our Customers while exceeding Shareholder
value & Employee Expectations.

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.

In my project, from the definition above, organizational behavior encompasses a wide


range of topics that re being practiced in Mobilink Telecom, such as human behavior,
change, leadership, teams etc.

Characteristics:
• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability

The factors that have influenced organizational Culture:

History and Owner ship:

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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Leadership and Mission


Individuals and their values will impact on the culture f the organization.

Functions of Culture:

• Define h boundary between the one organization and the other.


• Coveys a sense of identity for its members.
• Facilitates h generation of the commitment to some thing larger then self-
interest.
• Serves as a sense-making and control mechanism for fitting employees in the
organization.

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

Stories: What people talk about, what is defined as success, Failure.

Routines: What is normal way of dong things, procedures ad practices?

Rituals: What does the organization highlight? Long service, quality, performance,
and innovation.

Symbols: symbols lay office size, size and type of car.

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Organizational structure: Who reports to whom on a formal basis and who have an
informal relationship?

Elements of Organizational Behavior

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.

Analyzing Organizational Culture

In view of the above we would like to propose the following frame work for
analyzing organization culture.

The External Environment

• The political dimension.


• The economic dimension
• The religious dimension
• The educational dimension
• The international dimension
• The reigning ideologies
• The dominant life and world views in society

The Internal Environment

• People ( age, male/female, language and community, religious beliefs,


race, composition0-
• Work place and space
• Labor policies
• Technology
• Resources and resource policies
• And as mentioned earlier the history and ownership of the organization
• The values and beliefs, rituals of the organization.
• The management style

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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Models of Organizational Behavior:

There are four major models or frame works that organizations operate of:

Autocratic:

This model explains the powers with a managerial orientation of authority in


Mobilink. Mostly the middle managers, line workers are in turn are oriented towards
obedience and dependence on the boss. The overall the employee need in Telecom
sector that is met is subsistence. The performance result is minimum.

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

Organization development is the systematic application of behavioral science


knowledge at various levels in Mobilink, such as group, inter-group, organization,
etc., to bring about planned change. Its objective is a higher quality of wok-life,

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productivity, adaptability, and effectiveness. It accomplishes this by changing


attitudes, behaviors, values, strategies, procedures, and structures so that the
organization can adapt to competitive actions, technological advances, and the fast
pace of change within the environment of its employees.

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Social system:

A social system is a complex set of human relationships interacting in many ways.


Within an organization, the social system includes all the people in it and their
relationships to each other and to the outside world. The behavior of one member can
have an impact, either directly or indirectly, on the behavior of others. Also, the social
system does not have boundaries rather the Mobilink is hiring employees from within
the country or from outside of the company it can’t affect it because it already have
diversified business experience to being a subsidy of Orascom telecom. It exchanges
goods, ideas, culture, etc. with the environment around it.

Culture is the conventional behavior of a society that encompasses beliefs, customs,


knowledge, and practice among the employees rather they are from any religion. It
influences human behavior, even thought it seldom enters into their conscious
thought. People depend on culture as it gives them stability, security, understanding,
and the ability to respond to a given situation. This is why people in Mobilink
Telecom fear change. They fear the system will become unstable, their security will
be lost, they w3ill not understand the new process, and they will not know how to
respond to the new situations.

Individualization is when employees successfully exert influence on the social system


by challenging the culture.

Quality of Work Life (QWL):

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.

When redesigning jobs there are two spectrums to follow

• Job enlargement and


• Job enrichment.

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

When an organization becomes institutionalized, it takes on a life of its own, apart


from any of its members, and acquires immortality. As Mobilink institutionalized, it
has become valued fro itself, not merely for the goods or services it produce. It
acquires immortality. If Mobilink’s original goals are no longer relevant, it doesn’t go
out of business. Rather, it defines itself.

Institutionalization operates to produce common understandings among members


about what is appropriate and, fundamentally, meaningful behavior. So an
understanding of what makes up the same thing that Mobilink’s culture, and how it is
created, sustained, and learned will enhance our ability to explain ad predict the
behavior of people at work for Mobilink Telecom culture does for Mobilink
Telecom.

Strong versus weak Cultures of Mobilink Telecom

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 process that adapts employees to the organization’s culture.)

Pre arrival Stage

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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Socialization and Mobilink


Mobilink believes in playing an active role in supporting the community and social
development of Pakistan. Each year, Mobilink and its staff contribute significantly to
charities and community projects to help bring about a better quality of life to the less
privileged in the community and enrich the lives of Pakistanis through support in

1. local arts
2. education
3. sports

A caring Corporate Citizen

Mobilink has been actively making regular donations to

1. Shaukat Khanam Memorial Cancer Research Hospital


2. Roshni Homes and Zindagi Trust.

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

Mobilink’s major achievements due to a strong culture are:


1. ISO 9002 Quality Management System Certification for Billing, Engineering
Departments and CS Contact Center.
2. Implementation of a full intelligent network (IN) platform form Siemens for
the prepaid platform.
3. Largest Call center in Pakistan, which is there to assist the customers 24th
hours.
4. Only cellular service In Pakistan to provide coverage on the M2 motorway.
5. Bilateral roaming in over 100 countries around the world with true
international roaming with over 300 operators across the globe.
6. First mobile operator in Pakistan to offer extensive GPRS Roaming and Black
berry roaming services.

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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.

It is however important to take careful note of some aspects pertaining to


organizational changes before we focus on what we believe should be factored in on
any organization change strategy.

Forces of change

• External Forces

The external forces effecting charge could be summarized with the following
headings.

1. Demographic characteristic: This includes age, gender, race and more,


particularly the increase in diversity and the imperative to manage diversity.
2. Technological developments: Many organizations like Mobilink have utilized
technology as a means to improve productivity and marker competitiveness,
atomization and computer technology is two well-known developments in the
regard.
3. Market Changes: The emerging global economy is a reality facing more and
more companies and organizations to change the way in which they do
business or in which they operate. The international demand for quality
products, lower prices, after sales services, client satisfaction, etc, have forced
many companies into collaborative arrangements, cooperative ventures and
even alliances with former competitors.
4. Social and political pressure. Employee and public values, needs, priorities
and motivation are influenced by political and social developments and events.
Managers need to adjust their management styles to meet these values and
needs.

• Internal Forces:

Human resource factors. Employee perceptions about working conditions, treatment,


and the alignment between individual and organizational needs are important in this
regard. Fact is that without the employees’ by-in and commitment and dedication, no

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progress is possible. Therefore stressors need to be removed; sources of conflict


indemnified and removed, role conflict, overload and ambiguity need to be reduced.

Managerial behavior/decisions: Excessive interpersonal conflict is often a clear sign


that change is needed. Due to the important role of the manager in introducing and
managing change in the organization, skills training and capacity building programs
for both manger and employee might be necessary.

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.

How employees are motivated at Mobilink

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:

Employee Involvement Programs (Participative Management)

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

Variable Pay Program

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.)

How is Mobilink motivating its professionals?

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

How is Mobilink motivating its sale staff?

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

Promotion is done on merit. The determination of merit is solely the management


function. Where employees are considered suitable by the company to fill the
vacancies in higher position, they are given prior consideration i.e. company believes
in inside promotion.

Organization Structure

The organization structure is flexible in a way that no bureaucratic environment


exists. Any employee is allowed to enter the room of any executive or manager at any
time and discuss any important issue. Even the top management people can be
interrupted during meeting, provided that the meter is of important nature. The people
are very co-operative and friendly with each other, which creates conductive working
environment.

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

The immediate supervisors prepare performance appraisal reports and the


management then decides about the future of the employee in the company. Sub-
ordinates are not allowed to discuss their performance appraisal reports with their
supervisors, while the reports are being prepared.

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Suggestions & Recommendations

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Suggestion & Recommendations

• The employer should show a greater trust of employees.


• Work should be made more interesting.
• Profit if a company is to offer continuing or repeated employment.
• Pay should be increased as a Employee’s skills improve.
• Employers should be strict about enforcing performance requirements.
• Employees should feel good about the employer.
• There should be no artificial barriers to communication between Employees
and management.
• Employees should be given authority to work on their own time.
• Salary reviews should be held irregularly to stimulate enthusiasm; regular
raises tend to be taken for granted.
• Employees should be kept appraised of the performance levels of other
Employees, because such work crews tend to compete.

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Conclusion

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Conclusion

Improving organizational culture has become a necessity in today's ever-changing


business environment. People want to work for an organization where they can be
happy and balance work and life. Organizations who treat their members well
experience a better retention rate, increased productivity, and a happier overall
culture. Improving organizational culture can be a big challenge for the organization
and its members. Focusing on a few important steps will help you get started in
improving organizational culture. Getting the right training for your employees is the
first step toward improving organizational culture. The other important steps for
enhancing organizational culture include:
• Analyze your organization's existing culture and compare it with clients'
expectations and perceptions.
• Form a diverse team of interested and enthusiastic people within an
organization to enhance the organizational culture.
• Get your team to discuss the current culture and explain the parts of the culture
that are already great and need to be supported. Then create a vision of the
culture you want to create, taking into account the entire current picture of the
organization.

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

• Book “Organizational Behavior” By STEPHEN P.


ROBBINS

• MR A. Jabbar Siddiqui, Director,

Customer service Systems.

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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