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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 Introduction to the project
Page # 5 5
Purpose & Scope Objective Executive Summary Introduction to Mobilink Mission Statement
5 7 9 10
Organizational Behavior
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Models of organizational behaviors Social system Impact of individualization on organization Institutionalization Socialization and Mobilink Organizational change Suggestions and Recommendations Conclusion References
16 18 18 19 21 22 27 29 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 selfinterest. 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 and Rituals
Symbols The Paradigm Power structures
Control 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, composition0Work 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 selfdiscipline. 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 17
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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. 2. 3. 4. 5. 6.
management by Objectives Employee recognition Programs Employee Involvement Programs Variable Pay Programs Skill-Based Pay Plans 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. 2. 3. 4.
Training workshops Bonuses High compensation 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. Subordinates 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-ldrdm/cont.html
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