Management Functions of

Robi Axiata Limited

Bangladesh University of Professionals (BUP)

Course No:

Management and Organizational

Behavior
(MGT 7101)
Prepared for:

Asst. Prof. Dr. Khondaker Saifuzzaman

Course Instructor
Prepared By:

Management
Functions of Robi
Axiata Limited

Prashasti Chakma (ID: 15010016)

William Masterson Shah (ID: 15010021)
Md. Nahyan Hasan Sharif (ID: 15010030)
Albert Jeckson Biswas (ID: 15010039)
Section A
1st Semester
EMBA Batch 10
December 12, 2015
Dhaka, Bangladesh

Letter of Transmittal
December 12, 2015

Asst. Prof. Dr. Khondaker Saifuzzaman

Course Instructor
Faculty of Business Studies
Bangladesh University of Professionals (BUP)
Mirpur Cantonment, Dhaka
Subject: Submission of report on Management Functions of ROBI AXIATA LIMITED.
Dear Sir
This is our great pleasure to have the opportunity to submit the report on the
Management functions of Robi Axiata limited as part of our course studies. The report
is prepared based on visiting company, published reports, websites and other related
documents and the documents collected from library. Through our best sincerity we have
tried to present all the related issues in the report within several limitations. We sincerely
hope and believe that these findings will be able to meet the requirements of the course.
Once again, thank you for making our Management and Organizational Behavior class
an enlightening and enjoyable experience. Therefore we would like to place this report
for your kind judgment and valuable suggestion.
Thanking you.

Sincerely yours

William Masterson
Shah
(ID 15010021)

Albart Jeckson
Biswas
(ID 15010039)

Prashasti Chakma
(ID: 15010016)

iii

Md Nahiyan Hasan
Sharif
(ID: 15010030)

Acknowledgement
At first we are very grateful and thankful to the Almighty and Gracious God.
For the completion of this report visiting the company, searching for websites, articles and
related documents were required. However, it was our instructor, Asst. Prof. Dr.
Khondaker Saifuzzaman who played the important role by giving us an insight about the
report. We express our profound indebtedness and gratitude to him, for his valuable
advice that helped immensely in preparing this report.
In addition we would also like to thank all employees of ROBI AXIATA LIMITED who spent
their valuable time to provide us information about their company. Especially we like to
thank Wasiul Islam Wasi, Specialist, Robi Axiata Limited and Sadiqul Haque Jhilam,
Analyst, Robi Axiata Ltd.
We would also like to thank all the team members who worked so hard to the finishing of
the report with such devotion, target, energy and their participation. However, this report
was a combined effort. Therefore, all the credit of our accomplishment spreads to all the
helping hands.

iv

Table of Contents
Executive Summary...vii
Chapter 1: Introduction
1.0 Introduction: .................................................................................................... 1
1.1 Origin of the Report ......................................................................................... 1
1.2 Methodology ................................................................................................... 2
1.3 About Robi Axiata Ltd. ..................................................................................... 2
Chapter 2: Planning
2.1 Vision and Mission ........................................................................................... 3
2.2 Principles & Purpose ........................................................................................ 3
2.3 Planning Process of Robi with KPI: ................................................................... 4
2.3.1 The role of Key Performance Indicators (KPIs): .......................................... 4
2.3.2 Steps of Planning Process of Robi: ............................................................. 4
2.3.3 Some Marketing KPIs of ROBI: ................................................................... 5
2.4 Corporate Strategy:.......................................................................................... 5
2.4.1 Corporate Management & Strategy Planning (CMSP): ............................... 6
2.4.2 New Business Development: ...................................................................... 6
Chapter 3: Organizing
3.1 Organizational Structure of Robi ...................................................................... 7
3.2 Divisions & Departments of Robi: .................................................................... 8
3.3 Top Management of ROBI .............................................................................. 10
3.4 Corporate Strategy Division: .......................................................................... 10
Chapter 4: Leading
4.1 Leadership Opportunities at Robi................................................................... 12
4.2 ROBI follows the rules of AXIATA for creating future leader .......................... 13
v

4.3 Learning Agility and Placement Flexibility as Leader ...................................... 14

4.4 Leadership Competencies .............................................................................. 14
Chapter 5: Controlling
5.1: Controlling .................................................................................................... 16
5.1.1 Establishing standards (KPI) ..................................................................... 17
5.1.2 Measuring actual (KPI) Performance ........................................................ 18
5.1.3 Comparing the actual performance with expected performance ............. 20
5.1.4 Correcting Deviations:.............................................................................. 20
Chapter 6: Findings and Recommendations...........21
Chapter 7: Conclusion ..................................................22
Reference

vi

Executive Summary
In this report we discussed about the conceptual knowledge in the viewpoint of Robi
Axiata Ltd. This is a leading business organization not only in Bangladesh but also in
Asia. Management means the designing and maintaining an environment so that the
organization can be run smoothly and targeted goal or surplus can be achieved. We also
discuss a brief history of Robi Axiata Ltd. The conceptual ideas of management are
focused both briefly and thoroughly from the practical viewpoint of Robi Axiata Ltd.
In the report, the core management functions such as planning, organizing, staffing,
leading, and controlling are discussed both briefly and thoroughly from the perspective of
Robi Axiata Ltd. Planning is nothing but the process of selecting missions and objectives
as well as actions to achieve them. Organizing means how activities and resources are
to be grouped. Staffing is the functions of filling the positions in organization structure.
Leading means the procedures of influencing people to get organizational goal.
Controlling means the cross matching of achieved goals with standard and finding
possible reasons for mismatch and revise the planning accordingly.
Initially the report gives a detailed picture of performance about the social responsibility
of the reputed organization. Robi Axiata Ltd has a good reputation for employing highly
professional and experienced managers for their day to day activities like as production,
marketing, financing, purchasing, and various types of activities. Their organization
structure has been made in a good efficient manner. There is a better effect in our society
and country in the corporate mission and vision of Robi Axiata Ltd. Their decisions have
been made in a social responsible manner.

vii

Chapter 1: Introduction
1.0 Introduction:
Effective management and leadership involve creative problem solving, motivating
employees and making sure the organization accomplishes objectives and goals. There
are five functions of management and leadership: planning, organizing, and controlling.
The basic function of telecommunication is to connect people through voice transfer and
via Internet. Apart from this basic function, telecommunication has already started
introducing some diversified areas with the help of its mobile network. Mobile technology
is presently providing various cheap solutions in people's daily life. The traditional thinking
of connecting people through mobile phone is far behind in comparison with the present
scenario. Information technology enables telecom companies to provide economic
solutions with a very cheap and easily available access, which was earlier costly and not
accessible to some extent.
Today, The Globe is a village and telecommunication has become a day-to-day
necessity of the people. Most of the people own and use mobile phones as an important
device and depend on these for their ultimate connectivity. Mobile phone is becoming a
very common measure of communication in our country. The number of mobile user is
increasing day by day. It is a very attractive market for the mobile connection providers.
Presently there are six companies in the market. Each of them is trying to maintain and
increase their market share. Among them Robi Axiata Limited is one of the leading
company in this sector (31.2 million subscriber).

1.1 Origin of the Report

This report is a Post-Graduation requirement for the MBA students of Bangladesh
University of Professionals (BUP). This study is a partial requirement of MBA curriculum
at the Bangladesh University of Professionals (BUP). The main purpose of report is to get
the student exposed to the real business world. Being the student the main challenge was
to translate the theoretical concepts into real life experience.
The report and the study have following purposes:

To get and organize detail knowledge on the practical business world.

To experience the real business world.
To compare the real scenario with the lessons learned in course.

Management Functions of Robi Axiata Limited | 1

1.2 Methodology
Primary Sources:
The primary data was collected from the employee of the Robi Axiata ltd.
Secondary Sources:

Internal sources- Direct Interview, different documents provided by concerned

officers and different circulars, manuals and files of the organization.

External source- Different websites related to the telecom sector and online
resources.

1.3 About Robi Axiata Ltd.

Robi Axiata Limited is a joint venture between Axiata Group
Berhad, Malaysia and NTT DOCOMO INC, Japan. Robi Axiata,
formerly known as Telekom Malaysia International
(Bangladesh), commenced operations in Bangladesh in 1997
with the brand name AKTEL. On 28th March 2010, the service
name was rebranded as Robi and the company came to be
known as Robi Axiata Limited.
Robi is a truly people-oriented brand in Bangladesh. We stand as the people's champion
and are there for the people of Bangladesh where they want and how they want. With
local tradition at its core, Robi marches ahead with innovation and creativity.
To ensure leading-edge technology, Robi draws from the international expertise of Axiata
and NTT DOCOMO Inc. Robi supports 2G voice and 3G video calls, CAMEL Phase II &
III, and GPRS/EDGE as well as 3.5G data service, offering high speed internet
connectivity. The companys GSM service is based on a robust network architecture and
cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind
solutions in terms of voice clarity, extensive nationwide network coverage and multiple
global partners for international roaming.
Robi has the widest International Roaming coverage in Bangladesh connecting 600
operators across more than 200 countries. Our customer-centric solutions include value
added services (VAS), quality customer care, easy access call centers, digital network
security and flexible tariff rates.
Management Functions of Robi Axiata Limited | 2

Chapter 2: Planning
2.1 Vision and Mission
Vision: to be a leader as a telecommunication service provider in Bangladesh.
Mission:
EMPOWERING YOU: We are there for you, where you want and in the way you want, in
order to help you develop, grow and make the most of your lives through our services.

2.2 Principles & Purpose

Uncompromising Integrity

We will be legally, ethically, and morally correct.

Our conduct will be fair and honest.
We will listen, seek understanding and encourage open dialogue.
We will be passionate in pursuing our beliefs
We will treat others with dignity, valuing and benefiting from diversity
We will be accountable for our actions and behaviors on fellow employees,
customers, shareholders, and the communities in which we operate.
We will be courageous in sharing our work and bold to learn and improve from our
mistakes
We will adhere to our Code of Conduct, protect and uphold it.
Customer at the Centre
We will be customer centric delivering their needs in terms of value, quality and
satisfaction.
Our customer focus will be unrelenting in creating positive experience, at every
point of interface, sale and post-sale.
Simplicity will be the key for the customer to learn about us, buy from us, and get
support from us whenever, wherever.
We will strive for continuous innovative solutions in every sphere of our work.
We will engagement with the customers to know their demands and design our
actions to care for them better than our competitors can.
We will not be distracted from creating and providing value for our customers.
I Can, I Will
Ensure our efforts produce desired results.
Seize opportunities at the right time and execute them on time.
Go beyond our scope, strive for and achieve excellence.
Management Functions of Robi Axiata Limited | 3

 Do what it takes to ensure delivery of results not waiting for delegation.

Go that extra mile, setting ambitious goals to ensure our efforts bring success.
Have the courage to say and do what it takes in order to ensure success

2.3 Planning Process of Robi with KPI:

2.3.1 The role of Key Performance Indicators (KPIs):
Many institutions make use of Key Performance Indicators or KPIs as part of their
strategic planning activity KPIs can be defined as Financial and non-financial measures
or metrics used to help an organization define and evaluate how successful it is, typically
in terms of making progress towards its long-term organizational goals. (Wikipedia).

2.3.2 Steps of Planning Process of Robi:

Key performance indicators measure the quality of an organizations performance and
assist in developing performance goals and strategies. In many cases, key performance
indicators are posed as questions that need to be answered, and the answers provide the
indications of organizational performance and strategic development. While developing
key performance indicators might seem like a challenging task, it is an essential one for
a company that plans to succeed. What is more, developing key performance indicators
takes time but is not necessarily difficult; it requires largely the ability to bridge the gap
between goals and results.

Step 1

Identify the results ROBI expect. In order to measure your organizations performance
with key performance indicators, ROBI first need to know what the goals actually are. It
is, after all, difficult to establish rate of success without an expectation for success.
Establish clear goals that reflect various areas of ROBI: asset management, revenue and
profit, spending, safety and so forth. Key performance indicators are not limited to income;
focus on a variety of areas. Review the companys business goals, and apply these to the
desired results.

Step 2

Establish the numbers ROBI needs to reach its goals. This step goes beyond just
identifying the results; it gives shape to those results with actual numbers that represent
objectives. ROBI analyze about how much profit the company needs to make, how many
new customers it needs to add, how much money it needs to save, how many safety
Management Functions of Robi Axiata Limited | 4

violations it needs to avoid and so forth. ROBI that makes $50 million a year might have
a goal of making $55 million a year. That $55 million is a specific, clear goalmore than
just a goal of increasing company profits.

Step 3

Identify the progress that has occurred so far. Key performance indicators work alongside
specific company activities, and developing indicators for future activities requires an
understanding of what has already occurred or is in the process of occurring. If the
company has a goal of making $55 million a year and is currently making $50 million a
year, the company is approximately 90.90 percent of the way toward its goal.

Step 4

Determine the percentage of change that has occurred within each area of review. In
other words, take a closer look at the current numbersnot focusing right now on the
future numbersand consider what has happened in the past. Doing so will enable you to
create more effective goals for the future. Look at the percentage of change on different
scales: the change in profits from one July to the next, or the number of safety violations
between one month and the next.

Step 5

Establish the frequency of reviewing these indicators. Looking at key performance

indicators should not occur just once but should be a process that occurs at stated
intervals over time. And each area of a company studied will require a different frequency.
Company profits might need to be reviewed only quarterly, whereas safety issues should
be reviewed monthly. Determine the frequency based on the nature of the company
sector.

2.3.3 Some Marketing KPIs of ROBI: Sales, Brand Awareness, Repeat Business, Market
Share, Internet Activity of ROBI.

2.4 Corporate Strategy:

Corporate Strategy Division of Robi Axiata Limited does the planning process. There are
total 26 employees in the division including the Chief Strategy Officer. Main tasks of this
division embraces managing new business development, business strategy, business
Management Functions of Robi Axiata Limited | 5

planning (BP) including BP projects, risk management, performance management and

quality management system. The division is broadly divided into two departments. They
are:

Corporate Management & Strategy Planning (CMSP)

New Business Development.

2.4.1 Corporate Management & Strategy Planning (CMSP):

CMSP is one of the major departments of Robi as it defines strategies, maintaining
management & actions of process documents. The department has 8 employees headed
by the Executive Vice-President of the Division. CMSP controls quality management
system, risk management strategy & control, performance management, long-term &
short-term business development, & business analysis. Responsibilities of each part are
given below

Quality Management System (QMS)

Risk Management Strategy & Control (RMSC)
Performance Management
Long-term & Short-term Business Development
Business Analysis

2.4.2 New Business Development:

This is the second broad category of corporate strategy division consisting 18 employees
headed by the Executive Vice-President of the Division. New Business Development
controls emerging technologies, new business development, business analyst, & project
specialist.

Management Functions of Robi Axiata Limited | 6

Chapter 3: Organizing
3.1 Organizational Structure of Robi
The organization is headed by its Chief Executive designated as the Managing Director
entrusted with overall responsibilities of business direction of the organization and leading
dynamically towards the attainment of its purpose and principles. In attaining the purpose
and principles, the Chief Financial Officer, General Managers & department Heads
assists the MD. Robi has established a strong and formidable sales channel, which
consists of direct dealers and its own sales force.

The organization has an executive committee, which includes Chairman, Directors,

Managing Director, Chief Financial Officer and other General Managers.

Management Functions of Robi Axiata Limited | 7

3.2 Divisions & Departments of Robi:

Robi is operating with following Divisions / Departments having its establishment in
different locations at Dhaka, Chittagong and other regions of Bangladesh. Robi Axiata
Limited consists of 9 big divisions each containing several departments according to the
division & organizational need. The organization is headed by a Chief Executive
Officer/Managing Director. Each division is headed by CXOs & each department is
headed by either an EVP or VP but sometimes EVP holds responsibilities of more than
one department. General Managers are there to coordinate between departmental heads
& employees. Managers are given specific tasks, programs, plans or analysis to be done.
Specialists & Officers are entry level positions who perform different types of job given by
managers or general managers. Here is a brief of all the divisions.
Robi has following divisions and departments:

Finance Division
Commercial Division
Information Technology Division
Technical Division
Human Resources Division
Revenue Assurance Department
Regulatory Affairs Department
Internal Audit Department
Corporate Affairs Department
Corporate Strategy Department
Supply Chain Management Department
Credit Control Department
Legal & Compliance Department
Security & Safety Department
MDs/CEOs Office

Market Operation: Market operation division is responsible for acquiring monthly

targeted sales given by top management. The division works to develop brand & market
communication, sales of corporate & business products, maintenance of contact centre
as well as participate in building up pricing strategy of new products.
Finance: Finance is the heart of any business functions because they are responsible for
budgeting. Finance division of Robi Axiata Limited is accountable for financing into
different proposals, business partnering, as well as new product development. Finance
controls financial accounting, creating salary sheets for employees, maintaining
compliances & so on. SCM & corporate finance is another task of this division.
Corporate Strategy: Main task of corporate strategy division is to analyze monthly
growth, revenue, KPIs as well as develop new business proposals for Robi. The division
is responsible to plan for organizational growth.

Management Functions of Robi Axiata Limited | 8

Corporate Regulatory Affairs & Legal: This division is known as CRL which is in charge
of all the CSR activities approval, analysis of event management & sponsorship,
maintaining relations with media, handling legal issues by govt. & so on. Two of the most
renowned faces are incorporating the division.
Human Resources: Human resource or HR mainly works for recruiting new employees,
providing training for existing employees; circulate salary to employees account,
employee motivation, as well as organizational development. HR also takes the
responsibility of maintaining good relations among all the employees.
Technology: It is the division which provides IT support to all the divisions & departments
of Robi. Main tasks of this division is maintenance of regional IT operation along with
establishing BTS, central network monitoring, technology compliance, supporting
employees by providing necessary hardware & software, support contact centre etc.
Controlling Robi website as well as intra-division & departmental websites is also an
important task of technology.
Administration: Administration division works to control the business facility layout,
safety & maintenance, controlling overall employee management, security staffs &
personnel management etc. Besides, maintaining alternative sites for emergency
evacuation is also a part of administrative job.
Enterprise Program Management: Enterprise program management (EPMO) works
closely with the CXOs in developing or participating different management programs.
Along with the Corporate Strategy division, EPMO defines business objectives, goals,
policies for business & contribute for dissimilar projects to take place.
Internal Audit: Internal audit division of Robi works to ensure worth of operations,
reliability of financial reporting, determining & investigating fraudulent activities,
safeguarding assets in accordance with the law & regulations.

Management Functions of Robi Axiata Limited | 9

3.3 Top Management of ROBI

In robi there is one CEO, Michael Kuehner. There are five Chief Executive Officers such
as Matuil Islam Nowshad (CHRO), Mahtabuddin Ahmed (CFO), A.K.M Morshed (CTO),
Pradeep Shrivastava (CMO), Rozano Marius Planta (Country Head, Digital
Service).Under this five Chief Executive Officers there are seven Executive vice
Presidents. Under these seven Executive vice Presidents there are Thirty one vice
presidents. In ROBI there are four General Managers. All are the part of top management
of ROBI.

3.4 Corporate Strategy Division:

Corporate Strategy Division of Robi Axiata Limited. There are total 26 employees in the
division including the Chief Strategy Officer. Main tasks of this division embraces
Management Functions of Robi Axiata Limited | 10

managing new business development, business strategy, business planning (BP)

including BP projects, risk management, performance management and quality
management system. The division is broadly divided into two departments. They are:
Corporate Management & Strategy Planning (CMSP) &
New Business Development.

Management Functions of Robi Axiata Limited | 11

Chapter 4: Leading
Robi represents a world of opportunity, challenge and fulfillment. This is a performance
driven organization which believes that performance comes from belongingness and
ownership and we always reward the performers in all aspects. Functional skills
development focuses on developing & sharpening the technical skills of our people that
they may be the best-in-class in their areas of expertise - technology, marketing, sales,
finance, customer analytics, strategy, human resource, internal audit, regulatory & legal.
At Robi, we care about our people and their development. Here you will find opportunities
for continued education and training. We are working on the process and strategies to
empower our people through leadership program.
At Robi, we are committed to help our people learn, develop & enhance their functional
skills, leadership capabilities & personal effectiveness. Our leadership development
focuses developing leaders who think before they act and act according to the values that
the organization embraces. Along with that we run Group Accelerated Development
Program and Opco (Operating Country) Development Program. We carefully design our
training and development activities keeping in mind the industrys best practices. We also
offer international career for the employees through Open resourcing policy among the
other operating countries of Axiata Ltd.
Robi offers a market competitive rewards package that is designed to make you feel an
integral part of the team and directly involved in the company's success. Our asset is our
diversified workforce who is making the mark in the industry to create a unique workplace.
Performance Management System (PMS) helps you make the most of your working life
at Robi. The process supports you in identifying and delivering against challenging goals
that impact the organization. It helps you plan how you'll develop skills and leadership
behaviors for your current position and for the years ahead. Our diversified workforce is
the main asset of our organization. We believe diversity is one of the key factors for
success in any organization and hence we focus in this area consciously.

4.1 Leadership Opportunities at Robi

Robi Axiata Limited (formerly known as TM International Bangladesh Limited) is popular
by its brand name Robi, which is a joint venture international company operating in
Bangladesh as a Telecom Service Provider since 1997. Robi Axiata Limited is planning
to recruit some bright and dynamic individuals, who will make a difference and drive
towards success. Applicants must have the highest ethical standards, strong leadership
skills, excellent judgment, a sense of personal initiative and problem solving abilities.

Management Functions of Robi Axiata Limited | 12

4.2 ROBI follows the rules of AXIATA for creating future leader
Join as professional leader
We are constantly on the look-out for experienced professionals with strong leadership
capabilities. Axiata's selection process focuses on picking the right person for the job, in
terms of functional capabilities, behavioral fit, leadership capabilities and future potential.
The process is broken down into three parts:
First Interview: As a first step, you will be invited to an interview with the hiring manager
and human resource representative to discuss your resume in more detail. The interview
aims to assess your experience and functional competence against the requirements of
the position in question, as well as to gauge your fit to Axiata's culture and values. You
should use this opportunity to ask us any questions you might have, in relation to the role,
the team, work culture and any other areas of interest. Though this interview is
traditionally conducted face- to-face, we may also conduct telephone interviews to
accommodate candidates who are located out of Malaysia.
Assessment: If you are successful in your interview, we may ask you to sit for two
assessment exercises to provide us with a more holistic view of your capabilities, in terms
of behavioral compatibility and learning agility.
Behavioral Profiling: This exercise enables us to determine your behavioral profile and
to gauge your behavioral tendencies in different situations. It will also give us an indication
of your behavioral fit, to the job, and with the team
Learning Agility: This exercise provides us with a gauge various aspects of your learning
strengths and styles. As we believe your development should begin at the point of
selection, this input enables us to better plan your future learning and development
Final Interview: Depending on the role you are being considered for, you may be invited
to interview with one or more members of the senior leadership team. This will be an
opportunity for you to gain more insights into Axiata's vision, strategy and core values and
for us to engage with you before a final decision is made.
Young talents: Axiata aims to identify & develop young talents to become the future
leaders of the organization, industry and nation. In our selection process, our focus is to
select fresh graduates who are seeking for challenges and with high-potential to be
accelerated in their development from the start of their career.
There are 3 parts to the selection process: Pre-Screening: At pre-screening, we examine your qualifications. You must meet the
following criteria: Holder of Bachelor degree equivalent to minimum Second Class Upper or CGPA
3.
Management Functions of Robi Axiata Limited | 13

 Strong evidence of undertaking a leadership role at both school and university,

particularly evidence of working with people that are different to yourself.
Strong evidence of a high sense of achievement.
In summary, we are looking for fresh graduates with a global outlook and all-round
capability. We are open to various academic disciplines but chiefly Engineering,
especially Electrical and Electronic, Business and Management, Finance and Accounting,
Computer Science or IT, Law, Psychology, Natural Sciences, Social Sciences. Career
Opportunities and Professional Development are possibly in the areas of Technology,
Sales and Marketing, Finance, Internal Audit, Regulatory, Human Resource, Legal.

4.3 Learning Agility and Placement Flexibility as Leader

If you meet the above criteria, we will ask you to sit for two assessment exercises to
provide us with a more holistic view of your capabilities, in terms of behavioral
compatibility and learning agility which will ensure leadership in Robi.
Behavioral Profiling: This exercise enables us to determine your behavioral profile and
to gauge your behavioral tendencies in different situations. It will also give us an indication
of your behavioral fit, to the job, to the culture and with the team so that we can assign
you roles that best fit you.
Learning Agility: This exercise provides us with a gauge of various aspects of your
learning strengths and styles. As we believe your development should begin at the point
of selection, this input enables us to better plan your future learning and development
Leadership Competencies: You will also go through structured interview and an
assessment center for us to gauge the following leadership competencies: Results Achievement: Bias for action and tangible results and is able to understand the
basis of action to organize work in anticipation of possible roadblocks to deliver the
desired results relentlessly.
Relationships: Able to engage and build relationships with diverse people in garnering
their support and buy-in leading to win-win situations.
Strategic Thinking: Able to analyze and pull together varying information and data in
forming steps towards achievement of the strategic objectives.

4.4 Leadership Competencies

Results Achievement: Bias for action and tangible results and is able to understand the
basis of action to organize work in anticipation of possible roadblocks to deliver the
desired results relentlessly.
Management Functions of Robi Axiata Limited | 14

Relationships: Able to engage and build relationships with diverse people in garnering
their support and buy-in leading to win-win situations.
Strategic Thinking: Able to analyze and pull together varying information and data in
forming steps towards achievement of the strategic objectives.

Management Functions of Robi Axiata Limited | 15

Chapter 5: Controlling
5.1: Controlling
Its one of the managerial functions like planning, organizing, and leading. It is an
important function because it helps to check the errors and to take the corrective action
so that deviation from standards are minimized and stated goals of the organization are
achieved in a desired manner.
According to modern concepts, control is a foreseeing action whereas earlier concept of
control was used only when errors were detected. Control in management means setting
standards, measuring actual performance and taking corrective action.
Robi is the 3rd largest telecommunication service provider in Bangladesh. Robi axiata ltd.
has a special and unique controlling system. Robi follows KPI based controlling system.
They first establish standards (KPI) to measure performance, second they Measure
actual performance (KPI), after that they compare performance with the standards,
finally they Correct Deviations.

Establish
Standards
(KPI)

Corrections
Deviations

Controlling

Measure
actual
performance
(KPI)

Compare
Performance
with the
standards

Controlling system of Robi.

Management Functions of Robi Axiata Limited | 16

5.1.1 Establishing standards (KPI)

Standards are criteria against which results are measured. They are norms to achieve
the goals. Standards are usually measured in terms of output. They can also be measured
in non-monetary terms like loyalty, customer attraction, goodwill etc. Some of the
standards are as.
Key Performance Indicators
On 21 February 2015, the Company announced the Headline KPIs set and agreed upon
by the Board and Management of the Group as follows:FY15 Headline KPIs FY13 Headline KPIs
Revenue Growth (%) 7.6
Earnings before Interest, Tax, Depreciation and
Amortisation (EBITDA) Growth (%) 0.2
Return on Invested Capital (ROIC) (%) 10.3
Return on Capital Employed (ROCE) (%) 8.3
a. Time standards:
The goal will be set on the basis of time lapse in performing a task. Robi sets a time
standard to measure time efficiency.
b. Cost standards:
These indicate the financial expenditures involved per unit, e.g. material cost per unit,
cost per person, etc. Robi also sets cost standard to measure material cost per unit, cost
per person.
c. Income standards:
These relate to financial rewards received due to a particular activity like sales volume
per month, year etc. Robi wants to earn Earnings before Interest, Tax, Depreciation and
Amortisation (EBITDA) Growth (%) 0.2.
d. Market share:
This relates to the share of the company's product in the market. Robi wants to increase
market share by increasing revenue growth by 7.6(%)
e. Productivity:
Productivity can be measured on the basis of units produced per man hour etc. Robi sets
standard of productivity by Return on Invested Capital (ROIC) (%) 10.3.
f. Profitability:
These goals will be set with the consideration of cost per unit, market share, etc. Robi
sets this standard by Return on Capital Employed (ROCE) (%) 8.3

Management Functions of Robi Axiata Limited | 17

5.1.2 Measuring actual (KPI) Performance

Measurement involves comparison between what is accomplished and what was
intended to be accomplished. The measurement of actual performance must be in the
units similar to those of predetermined criterion. The unit or the yardstick thus chosen be
clear, well-defined and easily identified, and should be uniform and homogenous
throughout the measurement process.
The performance can be measured by the following steps:
(a) Strategic control points:
It is not possible to check everything that is being done. So it is necessary to pick strategic
control points for measurement. Some of these points are:
(i) Income: It is a significant control point and must be as much per unit of time as
was expected. If the income is significantly off form the expectation then the
reasons should be investigated and a corrective action taken.
(ii) Expenses: Total and operational cost per unit must be computed and must be
adhered to. Key expense data must be reviewed periodically.
(iii) Inventory: Some minimum inventory of both the finished product as well as
raw materials must be kept in stock as a buffer. Any change in inventory level
would determine whether the production is to be increased or decreased.
(iv) Quality of the product: Standards of established quality must be maintained
especially in food processing, drug manufacturing, automobiles, etc. The process
should be continuously observed for any deviations.
(v) Absenteeism: Excessive absenteeism of personnel is a serious reflection on
the environment and working conditions. Absenteeism in excess of chance
expectations must be seriously investigated.
(b) Meclzanised measuring devices:
This involves a wide variant of technical instruments used for measurement of machine
operations, product "quality for size and ingredients and production processes. These
instruments may be mechanical, electronic or chemical in nature.
(c) Ratio analysis:
Ratio analysis is one of the most important management tools. It describes the
relationship of one business variable to another.

Management Functions of Robi Axiata Limited | 18

The following are some of the important ratios of Robi:

(i) Net sales to working capital: The working capital must be utilized adequately.
If the inventory turnover is rapid then the same working capital can be used again
and again. Hence for perishable goods, this ratio is high. Any change in ratio will
signal a deviation from the norm.
(ii) Net sales to inventory: The greater the turnover of inventory, generally, the
higher the profit on investment.
(iii) Current ratio: This is the ratio of current asset (cash, receivables etc.) to
current liabilities, and is used to determine a firm's ability to pay the short term
debts.
(iv) Net profits to net sale: This ratio measures the short-run profitability of a
business.
(v) Net profits to tangible net worth: Net worth is the difference between tangible
assets (not good will, etc) and total liabilities. This ratio of net worth is used to
measure profitability over a long period.
(vi) Net profits to net working capital: The net-working capital is the operating
capital at hand. This would determine the ability of the business to finance day-today operations.
(vii) Collection period on credit sales: The collection period should be as short
as possible. Any deviation from established collection period should be promptly
investigated.
(viii) Inventory to net working capital: This ratio is to determine the extent of
working capital tied up in inventory. Generally, this ratio should be less than 80 per
cent, ix) Total debt to tangible net worth: This ratio would determine the financial
soundness of the business. This ratio should remain as low as possible.
(d) Comparative statistical analysis:
The operations of one company can be usefully compared with similar operations of
another company or with industry averages. It is a very useful performance measuring
device.
(e) Personal observation:
Personal observation both formal and informal can be used in certain situation as a
measuring device for performances, specially, the performance of the personnel. The
informal observation is generally a day-to-day routine type. A manager may walk through
a store to have a general idea about how people are working.
Management Functions of Robi Axiata Limited | 19

5.1.3 Comparing the actual performance with expected performance

This is the active principle of the process. The previous two, setting the goals and the
measurement format are the preparatory parts of the process. It is the responsibility of
the management to compare the actual performance against the standards established.
This comparison is less complicate if the measurement units for the standards set and
the performance measured are the same and quantified. The comparison becomes more
difficult when these require subjective evaluations Robi identifies four phases in the
comparison.
1. Receiving the raw data.
2. Accumulation, classification and recording of this information.
3. Periodic evaluation of completed action to date.
4. Reporting the status of accomplishment to higher line authority.
At the third phase, deviations if any are noted between standards and performance. If
clear cut deviations are there, then management must study the:
(i) Causes for deviation
(ii) Effect of deviation
(iii) Size of deviation
(iv) Positive or negative deviation.

5.1.4 Correcting Deviations:

The final element in the process is the taking corrective action. Measuring and comparing
performance, detecting shortcomings, failures or deviations, from plans will be of no avail
if it does point to the needed corrective action.
Thus controlling to be effective, should involve not only the detection of lapses but also
probe into the failure spots, fixation of responsibility for the failures at the right quarters,
recommendation of the best possible steps to correct them. These corrective actions must
be applied when the work is in progress. The primary objective should be avoidance of
such failures in future.
The required corrective action can be determined from the qualified data as per the
standards laid out and the performance evaluation already done. This step should be
taken promptly, otherwise losses may be cumulative and remedial action will be all the
more difficult to take.
Corrective action must be well balanced, avoiding over controlling and at the same time
letting not things to drift.

Management Functions of Robi Axiata Limited | 20

Chapter 6: Findings and

Recommendations
From the above discussion we can easily understand that Robi Axiata Ltd. (Robi) is one
of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network
(98.7% network coverage by population). There are many product and services of Robi
is available in Market. At this moment the company is in growing position. But the
strategies of the company will make the company number one mobile company of
Bangladesh.
So we can easily find out the Planning, organizing, human resource practice, recruitment
and selection process, leading, controlling, employee satisfaction and relations at Robi is
a very developed and effective one. As a multinational company for making the process
more effective Robi should analyze the Management process of other multinational
company of home and abroad. That can make Robi perfect in recruiting people and the
company will get efficient professionals, which will increase the productivity as well as
revenue.

Management Functions of Robi Axiata Limited | 21

Chapter 7: Conclusion
Management is an important issue for any organization. Management will select the
efficiency of an organization. Without efficient management no organization can success.
Planning is the most important part of management functions. Without proper planning
organization cant success in the long run. Staffing allows an organization to assess the
vacancy and choose the best personnel who will lead the organization in future. So the
organization should give more emphasize on selecting a person. A person who can carry
forwarded the organization in terms of development, values and ethics. Mainly the
precious resource for any organization is their knowledge based efficient workers. The
organizations should more cautious on this issue to ensure the quality and ethics.
Controlling is the last part of management functions. It is the important for measuring
efficiency of the organization.

Management Functions of Robi Axiata Limited | 22

References
1. www.axiata.com
2. www.telecompaper.com/news/article.aspx
3. www.linkedin.com/.../axiata-bangladesh-ltd
4. www.robi.com.bd
5. www.btrc.gov.bd/
6. www.btrc.net
7. www.btrc.org/
8. www.genecards.org/cgi-bin/carddisp.pl
9. www.fao.org/sd/.../highlight_37167en.html
10. en.wikipedia.org/wiki/Axiata_Group_Berhad
11. en.wikipedia.org/wiki/Robi,