You are on page 1of 24

Principal of Management

Department: Software Engineering Session: 2009-2013 Group Members: Hira Waseem Iram Abdullah Zahra Kazi Farah Fatimah Momna Naeem Beena Bushra Roha Zulqurnain

Submitted To: Miss Nadia Jamil

Table of Content
Serial Number 01 02 03 04 05 06 07 08 09 10 11 12 13 14 Title Introduction Vision and Core Values Policies Mission Goals Objective Strategies SWOT Analysis BCG Matrix Corporate Social Responsibility Organization Environment Organization Structure Corporate Culture HR Policies and Packages Page Number 03 03-04 04 04 05 05 05-06 06-07 07-08 09 10-15 15-18 18-19 20-23

Telenor Pakistan
We have taken the telecom industry of Pakistan. In which five of all cellular companies are already providing the product and services one of them is Telenor.

Introduction:
2

Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. Telenor Pakistan, a wholly owned subsidiary of Telenor ASA. One of the leading telecom operators providing prepaid, postpaid and value-added services to seven million customers, it is spread across the country with a network of 15 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets selling subscriptions and refills. Differentiated packages include TalkShawk, Telenor Persona and Djuice. Telenor the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times Telenor is the only operator connecting the previously unconnected. Telenor believes: What matters most is the right strategy, at the right time and precision in execution.

Vision:
The vision of the Telenor is; We're here to help We exist to help our customers get the full benefit of communications services in their daily lives. They say; The key to achieving this vision is a mindset where every one of us works together: Making it easy to buy and use our services. Delivering on our promises. Being respectful of differences. Inspiring people to find new ways.

Core Values:
Telenor believe in four core values: Make it Easy We're practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier. Keep Promises Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words. Be Inspiring 3

We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. Be Respectful We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.

Policies:
Telenor has only one set of business conduct policies that apply globally. These universal standards provide a framework for conducting business with safe and positive working environment, encouraging environmental awareness, promoting sound business ethics through out the organization. Environmental and health related effects of our services. Telenor has only one set of business conduct policies that apply globally. The framework for Telenor legal and ethical compliance program is build TWO policies: Compliance Policy It describes the goal that corporations aspire to in their efforts to ensure that personnel are aware of and take steps to comply with relevant laws and regulations. Ethical Business Conduct guidelines It applies to all aspects of business conduct and is relevant to the conduct of individuals and business organizations as a whole.

Mission:
The Mission of Telenor Pakistan is "We shall enable our customers to communicate and interact with ease, and always perceive our services and customer handling to be of the highest quality. Our customers, partners and employees shall view us as a trusted and honest company that always delivers on its promises".

Goals:
Telenor main goal is to create value for share holders through the serving of customers, employees and partners and the general interest. In a long perspective, a strong market and customer focus on well as strong commitment to their employees and to society well provide the best platform for creating incremental value. 4

Value shall be created through profitable and robust growth. Such growth shall be based on the development of solution that simplifies the use to strengthen the usefulness of advanced communication technology. Telenor shall contribute to give customer greater freedom of choice and more options. Telenors solution shell simplifies peoples workday, make business and activities more efficient and increase power.

Objective:
Telenors more precise statement of goals. Telenor is committed to begin both an industry leaders in the management and implementation of corporate social responsibility and to make this and integral part of our business development. The three primary objectives for Telenors social responsibility programs are Telenors customers shall be confident that the group runs its operations in an ethically responsible manner. Investors expecting higher standards of social commitment shell prefer Telenor. Telenors employees shall be proud of the way in which the group handles its social responsibility.

External Strategy:
The main strategies based on the Telenors core values and on the basis of which Telenor will be dynamic and innovative in the way it assumes its responsibilities and they also responsible in innovation and the way they conduct their business. Reaching these above objectives is a complex process demanding a broad approach through out the corporation. Develop closer working relationship between their R&D, Engineering and Technical and Marketing Employees. Design and develop product and services and processes that have minimal impact and which meet the need of the market. Develop internal awareness of our environmental policies, targets and programs and build environment responsibilities in to all aspects of or operations. Work with suppliers and contractors to ensure they provide services that do not transmit environmental problems to Telenor and our customers.

Internal Strategy:
Telenor has developed its position as a mobile operate with substantial operations in 12 countries. Telenor consider its mobile operations to be the most important channel for international growth. Telenor continues to create synergies in its international mobile activities both commercially and operationally. Strategy formulation is offer referred to as strategic planning and is concerned with developing corporations like Telenor mission, objectives, strategies and policies. Strategic decision-making process concerned with find out the resources gap and updated weaknesses. To make Telenor strength as entry barriers and build up strengths up to gain opportunities and also consider weaknesses to fight against threats SWOT can be used to take a broader view of strategies.

SWOT Analysis:
Strengths: International expansion Strong position in satellite communication One of the leading suppliers of satellite communication for many years Successfully defended its strong position Telenor mobile (Leading provider for mobile services) Strong customer relationship Strong marketing strategies Low price Provide best quality Global positioning Easy load and crystal clear voice

Weaknesses: Poor infrastructure in some cities of Pakistan Limited base area Few customer oriented features Weak service Technical problem in Pakistan 6

Opportunities: Continued profitable growth and development Formal/ networking system Lot of space of expansion THREATS: Number of competitors like (Mobilink, Insta, Paktel, U-Fone, Al- Warid)

BCG Matrix:
Boston Consulting Group is used to help corporations with analyzing their business units or product lines. This helps the company allocate resources and is used as an analytical tool in brand marketing, product management, strategic management, and portfolio analysis. Telenor divided its customers according to the market niche. They use to give its packages to facilitate the people in every walk of life. Telenor sermonizes its products/packages according to the following table: Segmentation: Market Segment Youth/ Students Women Financially Constraint Corporate/ SME Today 25% 10% 40% 25% Feature Year Estimate 27% 20% 23% 30% Existing Product Djuice, TalkShawk TalkShawk TalkShawk, Telenor Azadi Postpaid Packages Profitability 29% 21% 20% 30%

The Financially constraint market segment/share is on the highest rate that is 40% but the output is totally opposite the profit from this market segment is only 20% that show that market growth is very low so we put the packages of financially constraint in the category of Cash Cows. The Women market segment/share is 10% and the profits gain from this segment is 21% that show that market growth is very low as well as the market share so packages of women we put in the category of Dogs. The Corporate market segment/share is 25% and the profits gain from this segment is 30% that show that market growth is high and market share is also so we put these packages in the category of Stars. The Youth market segment/share is 25% and the profits gain from this segment is 29% that show that market growth is very high as well as the market share so packages of youth we put in the category of Stars.

Corporate Social Responsibility:


Telenor Pakistan acts responsibly and respectfully towards the people and authorities in different societies and aims to contribute to social and economic development in the local market. This is the essence of Telenors commitment to Corporate Responsibility.

Khuddar Pakistan is Telenor Pakistan's flagship corporate responsibility initiative. With Khuddar Pakistan, Telenor want to make a difference in the lives of our fellow persons with disabilities by addressing the challenges they face. They want to change the public mindset by creating awareness about their abilities. They want to help develop technologies that will give them the opportunity to actively participate in our society. Currently, Telenor is the only company in Pakistan to have a formal disability advisor and a disability advisory panel. Telenor says: Join us in our drive. You too can make a difference. Corporate Volunteerism: Telenor Pakistan believes that corporate volunteering has arrived as a major focus in the way business and community form and view their relationships. It is an initiative in which the corporation supports and encourages employees, partners, and/or franchise members to volunteer their time to support local community organizations and causes. Currently, Telenor is also operating a Zakat Fund through which employees can donate part of their monthly salaries for the earthquake-affected children in SOS Shelters. Whether Dua, Telecom Futures, apnaPCO, Naya Qadam, emergencies and others, the support and hard work of Telenor employees has helped position Telenor Pakistan as a leader in corporate responsibility. Environment Excellence Award 2008: Telenor Pakistan received the Environment Excellence Award for 2008 at the 5th Annual Environment Excellence Awards (AEEA) distribution ceremony which was recently held to honor the 36 most environment friendly companies of Pakistan. The award has been instituted to recognize and promote organizations, which make an outstanding contribution toward sustainable development. This is the first environment award ever won by a mobile operator.

Organizational Environment:
General Environment: Political and Legal Forces: Tax rates Government Regulations 9

Pakistan Telecommunication Authority Tariff Economic Forces: Price fluctuation Income difference by customers Demand shifts for goods or services Consumption Pattern Social Forces: Ethical Concern Average level of education Attitude towards product quality Attitude towards customer services Social responsibility Buying habit Technological Forces: Power cuts(Load Shedding) Fiber and optics Competitive Forces: Low market share Active competitor like u-fone Task Environment:

Supplier:
Two vendor strategy Nokia and Siemens In this regards two companies are providing or supplying Telenor with logistics and support with regards to their infrastructure. These are namely: Averox and Planet Beyond. Production: Production here is referred to the different packages provided by the company. Telenor clearly leads the industry in an overall scenario. It excels in providing most innovative (mobile TV, EDGE/ GPRS, Auto location etc) and on the other hand, conventional packages (A1 package, Har second etc) to its customers. Following is the list of the packages; Telenor TalkShawk A1 package Telenor TalkShawk Har Second

10

Telenor TalkShawk 30 second Telenor's TalkShawk Har Minute Following are the Services Provided by Telenor;

Aik Paisa SMS Basic Services Bubble Message Bollywood Downloads Content Gifting & Download Contact Backup Cricket Companion Careline Content Download Content Download IVR - 1704 Cell Info Display Dynamic Sim Menu d-calendar Ezetop Easyload EDGE GPRS / WAP Portal Handset Settings International SMS Djuice Tool Box IIFA Awards International MMS Service

IVR Music Mantra International Direct Dialing Islamic Portal Info Junction Missed Call Alerts MIG33 MMS PicShare Poll Smart Share SMS Timer Smart Tunes Song Dedication Service Sports Portal Telenor Web Self Service Telenor Info Services Telenor Mobile TV Telenor Friends Tele Kissan 700 Voice Mail Web 2 SMS 7775 Akhbaar Service

Distributors:
Telenor can be purchased through any of the following means; 1. Sales and Service Centers 2. Franchise 3. Other Outlets 11

4. Mobile Vans Sales and Service Centers: These outlets not only cater in providing the Sims or connections but also deal with addressing all the queries and providing the additional services. For e.g. for the activation of EDGE/ GPRS on the SIM, Sales and Service centers are the right place to go to. These are responsible for all sorts of technical and non technical queries regarding the SIM or the network. The staff at these centers is also a lot more knowledgeable than at a franchise due to the complexity of certain inquiries. Due to this they are lesser in number than franchises because a majority of the people are just interested in buying the Sims and package activation. The rest, they manage themselves or place a phone inquiry. More over these centers have to have a huge setup of telephone lines and sufficient customer service representatives as well. This adds to the cost. So they are mainly present in major cities. Another determinant of the ease of reach of these outlets is the density of population and thus target market. For e.g. Karachi has a total of 5 SSCs, Lahore 3, Islamabad 1 etc. other than these the presence is also there in Rawalpindi, Multan, Hyderabad, Quetta, Faisalabad, Gujranwala, Jhelum and a few others to name. Franchise: Franchises are present in a number of cities in the country, where ever Telenor promises to provide its network. They also provide the sim like the service and sales centers and cater to general queries of the customers. However if somebody has a query of technical nature, then it might go unanswered if the staff doesnt possess IT know how. Other Outlets Telenor has partnered with oil marketing companies such as PSO, Caltex and Total Parco to make Telenor prepaid products & services available at the convenience stores located at their filling stations. In addition to these partnerships, Telenor is also operating Telenor branded shops housed within large retail outlets which will also sell selected Telenor Products & Services. Both these type of outlets offer the following products & services: Telenor Prepaid connections Scratch Cards 12

Easy load These are currently present in only major cities however like, Faisalabad, Islamabad, Karachi, Lahore, Multan, Peshawar, Rawalpindi. Mobile Vans: Mobile vans have proved to be quite an effective tool not only from distribution and sales point of view but from markeitng perspective aswell. Even people who are brand loyal of competitors cannot ignore the presence of the compnay, so its coming up as a good tool for promotion. Following products and services are available in mobile vans; Telenor Prepaid connections Scratch Cards Easy load

Customer:
Customer is the main stakeholder for any for-profit organization. All the efforts are made to essentially attract, cater, care and serve the customer. The customer perspective for Telenor is as follows: Price: Price is one of the prime driving factors to attract the customer towards any product. Given the tough competition in the telecom market scenario currently prevailing in country the companies are extensively relying on their pricing to compete amongst the competitors. Now shifting our focus to TalkShawk about how they have played with their pricing strategy and pricing to gain market share and attract customers here are the main points: TalkShawk is a prepaid connection service being offered by Telenor. It gained rapid popularity amongst the people due to its low call rates offering and exciting. In fact it was amongst the pioneer services to offer such a vast range of packages based on different prices. Quality: Quality is imperative for any product to succeed. No matter how well it is marketed or priced, if it lacks quality there are few chances of it to be successful in the long run.

13

The signals are coming in almost all of the urban areas and they are still expanding in the northern and rural areas for better coverage and signals. They also have an efficient customer service. Availability: They have many outlets, sales and service centers and franchises from where the SIMs can be purchased, apart from that many other stores and shops are authorized to sell the SIMs and new connections, but due to the current strictness of PTA the selling of new connections has been strictly checked upon. They also have mobile vans hat were initially used to sell connections and answer queries. Functionality: The prepaid connection has a lot of features that add to the functionality of the connection. It makes it something more useful rather than being just a connection that enables the consumer to call and sms. It provides internet services, WAP Portal, MMS, GPRS and downloading services. All these additional functionalities of the connection make the cell phone like a handheld, which of course attracts the customers. Relationship: The success of a brand depends on how strong and deep relation it is able to develop with the customers. The relationship is primarily based on two things, the service and the partnership. TalkShawk has been active in developing a relationship with their customers.

Service:
Service is the basic benefit they will derive from using the connection; it includes both the customer service and the coverage and signals in the first place. If the customers are happy and satisfied with the basic need met, they would become loyal and a positive relation would develop. Their customer service and increasing coverage provides evidence for their concern in giving their customers unmatched service. Partnership: This includes involving the customers in the brand through different mediums; this could be achieved through marketing campaigns, events, proactive feedback. What it does for the brand is that it creates a positive image in the mind of the consumer. They select models which are popular at that particular time so people would consider talk shawk a brand that cares for what the people like. Apart from that the offers and deals and concerts 14

and events that they arrange are also evident of their consciousness towards building a relationship with their customers.

Organizational Structure:
The organic structure of Telenor Pakistan promotes cultural values that result in integration and coordination.

Type of Structure: Vertical Differentiation Six Building Blocks of Organization Structure: A) Work Specialization: Telenor Pakistan is based upon both specialist people and multi skill people. It varies department to department. Both specialist and multi skill people required at Telenor Pakistan but its important to note that if a specialist person has some extra skill he will preferable given job at Telenor Pakistan. B) Departmentalization: Telenor Pakistan has several departments in its organization. Each department has its own importance. The names of the departments at Telenor are as follows. Human Resource Department Customer Relation Department Marketing Department Finance Department Information Technology Department etc.

C) Chain of command: By chain of command we mean a continuous line of authority extending from top to Bottom. Or in more simple words we can say that rights to give order to the subordinates. Telenor Pakistan has clear chain of command. Clear chain of command helps a lot in getting good results for Telenor. 15

D) Span of control: The number of employees a manger can efficiently and effectively manager. There are two types of span of control Narrow Span of control Wide Span Control Again the span of control like the other things varies department to department. It is also worthwhile to note that the lower departments in Telenor have the wider the span of control is and as it goes up to the higher management is starts getting shorter. For example the human resource department and finance department have narrow span of control but the marketing and customer relation department have a wide span of control. E) Centralization or Decentralization: We can say that decentralization exists there (to some extent), as the subordinates are encouraged to take part in the decision-making. F) Formalization: There is no formalization at Telenor Pakistan. High level managers and lower administration work together as a team at Telenor Pakistan. Sometime high-level managers start his work on his laptop just sitting on a casual chair. G) Free Flow of information: Until or unless it is not private information Telenor Pakistan has a very liberated and free flow of information. Hierarchical Levels There are seven hierarchical levels as the size of the organization approaches 2500 to 3000 employees. Roles and responsibilities are clearly defined at the time of joining the organization; employees are selected against defined criteria. Communication or motivation problems do not occur due to the open culture. Whenever an employee has a new idea, he/she is encouraged to approach the management and share it with them. Idea drop boxes are also placed at various locations where employees leave their suggestions. The Communications Department works out if the ideas can be implemented and then discusses them with the employees. There is also a formal platform at the group level known as SEED where innovation is encouraged and new ideas about revenue concepts and cost efficiency can be discussed. Employees are then rewarded financially for their helpful contributions. Integrating Mechanisms:

16

Cross-functional teams are a major integrating mechanism. Further there are temporary project teams. No ad-hoc committees have been formed to date. Team-building is enhanced by Away Days when members of different divisions and departments take some days away from work to meet other geographically spread employees of Telenor. Sometimes the whole department goes away from work for 2-3 days to have fun. Employees get to know those with whom they have communicated before but not met in person. Formal team evaluation does not exist. Employees on teams, for instance finance teams, are rewarded individually. Standardization and Mutual Adjustment At Telenor Pakistan, the level of standardization and mutual adjustment varies across functions. Generally strict obedience to rules is not required as long as results are not affected. As long as individual responsibilities and deadlines are met, there are flexible hours of work. Work is important instead of the number of hours worked. Employees can select their work timings, which can even, be from afternoon to evening. Instead of being bound by office hours, a sense of responsibility is inculcated in them to achieve selfassigned goals. This brings a sense of comfort in working in such organizational structure. Rules and procedures are present to control the behavior of employees and to facilitate smooth working of the organization. A level of standardization is required to be maintained in certain vital functions such as Budget Control. SOPs are documented in the case of the financial control or HR related policies. Genuine requests from external customers are taken into account by the CRO (Customer Relationship Officer) at Service Centers. The CRO does all he/she can or is possible within authority to process the request or complaint. If the customers request is beyond the authority of the CRO, then managers are there to aid the customer or provide some sort of no monetary compensation to appease him. Conflict Resolution: When different departments work together in an organization, their interests may differ due to functional and structural differences. Due to these variations, conflicts among departments are inevitable. The issues are not taken to the top management and there is no coordination post in the organization, which can facilitate the departments to increase coordination with each other. Whenever a conflict arises among functions, the heads or managers from those functions sit together and discuss the source of conflict. They try to resolve all their differences amicably. There are always conflicts between the technical and commercial divisions, which they mostly solve between themselves. If, however, a major issue arises which they are unable to resolve themselves then it is taken to a level higher. The management then discusses the reason for the conflict, addresses the concerns of both the parties and then arrives at a conclusion which is in the interest of all departments.

Culture at Telenor:
17

Organization Symbol:

Organization Slogan: Telenor The Smart Call Brand Ambassador: Amna Haq Sonia Jehan Amanat Ali Annie

Sources of Culture at Telenor Pakistan: People: Telenor Pakistan consists of energetic, youthful and dedicated employee aged 27 to 28 on average. An appropriate match is required between the culture and employees at recruitment and hiring. If People Excellence (Human Resource Department) feels that a person will not be unable to adjust into the organizations environment, even if he/she is performing functionally well, the person is rejected. Primarily the culture comes from the top management. CEO of Telenor Pakistan is humble and cooperative. There are four foreigners in the top management but this does not create communication barriers. They are extra humble to others while individuals of a local origin are extra sensitive to them so no one feels alienated. The values of humbleness and free interaction in putting forth ideas lead to a harmonious culture and efficient communication. The management is easily accessible to discuss various issues. It is difficult to distinguish between them as the culture is so homogeneous that it keeps every one at par with others (no formal protocol is given). Organizational Ethics: While making any decision, Telenor Pakistan has been ethically conscious. Telenor Pakistan will not resort to bribery or illegal offers to accept any decision; values will not be compromised to get licensed. If the organization believes it is not ethically right, it will never take that decision. In most of advertisements they project themselves as the care taker of the values of Pakistani people, so they claim to cherish the core cultural norms and values of the Pakistani people. When the cartoon controversy arose, Telenor condemned such actions mocking religious beliefs and portrayed this on their building. 18

At Telenor, People Excellence reinforces the culture through the concept of a LEGEND for individuals who have performed outstandingly. These become role models for other people and their examples are quoted on various occasions (forum or ceremonies), so every employee is internally motivated to work harder. The new recruits are given orientation sessions where they are made to familiarize with the values and norms of the organization and how they can contribute to the organization even better. They are also provided with a Joining Book that comprises of the code of conduct and complete structure of policies and values. Physical Setup: The environment is extremely robust and has a pattern to it. It truly strengthens the working charisma of people at Telenor.

There are so many things to share, let me highlight few of them for you: In Telenor there is open seating culture. The seats are not fixed! You can actually be sitting on first floor one day and the top floor on the next, without having the slightest of difficulties. As long as your laptop is connected, you are in office. Nonetheless, it is considered good to work while sitting with your team, to eliminate communication delays and allow ready access. The company facilitates its employees with a wireless network that also works in the buildings surroundings. You will find plenty of meeting/conference rooms on every floor. The board rooms are nicely equipped with latest tech gadgets, including audio and video teleconferencing solutions and a self service tea/coffee-station. Each floor has a shared printer room. One only needs to give a print command on their laptops and then walk over to the printer room to collect their printouts (that applies for the CEO too). There are no office/tea boys to serve you on your seats. Employees are encouraged to fetch their own tea/coffee or water. By the way, these kitchens are available at every floor too. Even the CEO makes his own coffee! Everyone seemed friendly, cheerful, bright and most importantly focused on work. The general atmosphere was one of corporation, with people helping each other out, creating an air of exuberance that could actually be felt. 19

The Casual dress code of Telenor appealed to me the most, as I personally believe one can perform better in casuals rather than the stiff suit and tie. They have this bright caf that has tasty food to offer, along with fresh juices, a salad bar and a dessert station. This is self-service too. Gym facilities are available for both males and females (separate timings) throughout Telenor Pakistan offices. A recreation room is also available in buildings. A mosque is also available as a separate facility for both men and women. Organizational Events: Telenor us to conduct different events on corporate and retail level. The purpose of the organization to promote its products and also give its employees a time to get relax. The recent corporate events are Corporate Events: ITCN Karachi Rafi peer world perforforming art festival Telenor Sufi Festival Karachi Shundur Festival 2009 Telenor golf event- Gjranwala Pushtu cultural festival

Persona Events: Persona Ball-Lahore Persona Golf tournament-Lahore Persona Evening-Faislabad Persona Musical Night Karachi

Retail Events: Luky draw and Abrar Sibbi Mela Retailers convention Mela Khuda Baksh-kherpur

Human Resource Management:


The HRM department of Telenor is responsible for optimization and rationalization of resources. Its aim to ensure recruitment and retention of high quality professionals, providing opportunities to build their careers, evolving and implementing training and development plans and undertaking assertive industrial and social policies. 20

Telenor using sometime self managing team work in which a workers work together when some times supervisor was not present. This process is held in NORWEGIAN countries. Human Resource Development Policy: The functions of HRD in Telenor is to developing the required skills in employees as by perceiving the future needs and demands of the company as well as the requirement of the competitive environment. The policy of Telenor is to perform the following major functions which are Training and development (T&D) Organization development Career development The new learning and performance wheel Strategic management and HRD The supervisors role in HRD Organizational structure of the HRD function Human Resource Development Policy: There are varieties of training types are available at Telenor which varies from need of the employees as well as the company. Broadly speaking there are two main sources of Training. In house Training Outsource Training In House Training In house training the company offers the training in its different zones by means of seminars, conferences and workshops. In house training which are given on the job is System related training Product related training Technical Training Front End Desk Training Operational wise training These are the most common types of training which company gives to its employees. Outsource Training Telenor go for the outsourcing when the in house training is not available. The topic cover under outsource training are those which are more general in nature so company by evaluating cost and benefit go for outsourcing. While go for outsourcing, Telenor is using the services of Novatious Institute which holds a good name regarding the training. The common types of training are Moral Building 21

Attitude Building Executives Training Motivation Driver: Empowerment: The employees hired at Telenor are empowered enough that they can make decisions of the given projects or responsibility. If an employee is regularly able to contribute thoughts, ideas and suggestions to problems at hand or regular work activities, that is a feeling of accomplishment which goes a long way. It makes an employee feel as though he or she is important and hence their motivation is elevated. Compensation: Telenor Pakistan offers employees with good salary and incentives packages in returns of the performance the employees are providing. The employees are awarded with high quality income in relation with the high quality performance. The compensation and the benefits are the motivating tools for some of the employees at Telenor that enhance the efficiency and working ability of the employees. Employee Motivation: Under-performing managers are encouraged through coaching and counseling by their respective directors or the director of People Excellence. The turnover is not high as compared to that of the industry. There is no defined employee exchange program. Employees performing exceptionally well are taken up to work in the Telenor Group. Relocations are common in the organization: employees are transferred from People Excellence to Finance or from Procurement to Customer Relations. Investment per employee is placed at the higher end of the industry. Motivation by Money: Telenor Pakistan believes that money is one of the most important factors in Motivating there employees. They have a proper system to motivate there Staff by money. Categories: They have made 3 categories. Category A, Category B and Category C The employ falling the category A will be given a bonus of 5000 plus his or her salary The employ falling in the category B will be a bonus of 3000 plus his or her salary. And In the category C 2000 plus salary. 22

The method of selecting an employ that is which category he falls is set by Telenor management. And for this purpose they have full time working monitoring teams. Motivation Other than Money: Arrangement of Motivational Seminars. Appreciation for good Work Arrangement of Continuous Recreational Activities. Annual Bonus Medical Allowance Overtime Bonus Proper Vacations Sick Days Leave etc. Diversity: Telenor Pakistan is keen to promote diversity and has achieved good results in this area. Telenor has developed requirements for diversity in both recruitment and our management development programs. There is an appropriate blend of less seasoned and experienced employees. No quota has been assigned; the best-fit candidate (according to the job requirements) is employed. At the office level or call centers, even fresh graduates are apt but the director level requires a masters degree and preferably some work experience. Telenor Pakistan has a large proportion of females who are recruited for internal leadership development programs and executive positions on the basis of past performance. The organization is working on Day Care Centers to help female employees manage their responsibilities after settling down. Relocation issues are dealt cooperatively when female individuals move out of the city after marriage and wish to continue working. They are relocated and facilitated in the new city.

Conclusion:
Telenor Pakistan is a young and progressive organization, which has a multitude of strengths in its existing organizational design. There are still a few weaknesses, which can affect the organization in the long run. Telenor Pakistan, which serve as a competitive advantage for the company and many of them among them serve as a basis of its success in Pakistan. Beginning with the strengths, there are no communication barriers. Empowerment exists. Also these ideas can easily be communicated to their superiors. The span of control also suggests that not all powers rest with any particular individual. Strong integration with in the organization has been a key success factor. All conflicts are managed by the concerning departments and if not they are taken one level above but there have been no such cases which have been reported to the CEO. Employees are evaluated on the basis of individual evaluation. This also increases the motivation level of the employees as they are not bound yet increases their level of productivity as they are motivated. This results in effective evaluation. Similarly there is 23

an effective hiring process. Only those people are hired which the HR department would believe can easily blend into the culture of the organization. This ensures harmony within the whole culture effectively manages diversity. All the point discussed above lead to a flexible culture which is most suitable for the employees on the other hand ensuring all the targets is met. However, Telenor Pakistan is faced with a few challenges. At this point of time there is no employee exchange program which creates a barrier in exchanging skills and expertise with the parent company. Only the top level management comprises of foreigners and there are only few cases where the managers from Pakistan have been taken abroad. This can act as a double edged weapon as young employees are easy to mould and are highly motivated on the other hand they might lack skills and expertise which are required to perform the task. In order to train them for performing their tasks efficiently, extra resources have to be spent. Moreover, the CEO being a foreigner would have difficulties in understanding the psychology of domestic employees. Also his ability to comprehend the overall situation of the domestic market would not be as strong compared to his competitors. Coming at par with competitors would require utilization of extra resources.

Suggestions:
Dealing with challenges requires a coordinated effort so that the company is able to sustain itself in the ever-changing competitive environment and continues to provide superior value to the customers. The group recommends the following: There should be an effective employee exchange program even at the level of middle management so the organization can share the level of skill and expertise at all levels with the parent company Introduction of employees stock options would further enhance the motivation level because then the employees too would have a stake in the organization. In their workforce there should be a quota for the disabled people. This is currently being practiced in the parent company. This would enhance the image of the organization being socially responsible In my opinion Telenor continue its struggle towards growth and expansion with the help of meeting its social responsibilities and strategies and take further steps to take suitable initiatives to meet its customer requirements and demands as well as to retain their employees we can say that to keep its family happy.

24

You might also like