Documente Academic
Documente Profesional
Documente Cultură
MANAGEMENT
Presented To:
Sir Salman Saif
Presented By:
Iqra Umer
Eram Chaman
Iqra Khan
Jamal Akram
Usman Saddique
1
To Almighty Allah
The Most merciful
The Most beneficent
Who enabled us the ability
To Understand
And comprehend things
Around us.
2
We would like to thank our professor “SIR SULMAN SAIF” who
was always there to help and guide us when we needed help. His
perceptive criticism kept us working to make this project more full
proof. We are thankful to him for his encouraging and valuable
support. Working under him was an extremely knowledgeable and
enriching experience for us. We are very thankful to him for all the
value addition and enhancement done to us.
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First of all we would like to thank that great entity that helped us to
get through this report safely, the one who was always there when no
one was!
Would that we have words to pay tribute to our loving parents and
teachers whose invaluable prays salutary admire and embodying
attitude kept our spirit alive to strive for knowledge and integrity
which enable us to reach milestone.
We would also like to express enormous gratitude to our respectable
teacher “SIR SULMAN SAIF” for providing the direction for this
project and for helping us in refining our effort and ideas.
We also acknowledge the help and pleasant gathering of all our class
fellows. We are also thankful to all of those people who helped us in
accomplishing our project.
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INTRODUCTION OF TELENOR
History of Telenor
For over 150 years, telecommunications has played a vital part in the
development of modern Norwegian society. As the incumbent
provider, Telenor has been the driving force in the development of a
highly sophisticated home market and is now one of the largest
mobile operators worldwide.
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Telenor Group
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Mobile operations
Telenor in Pakistan
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According to the above picture we see that the market share of Telenor
Pakistan is 22.15%. And it is the great achievement for Telenor because it
starts operations in 2005 and Ufone starts its operations in 2001 but Telenor
become second in the Cellular market. By adopting more better strategies
Telenor Pakistan becoming the cellular market leader on Pakistan in next
few years.
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The Brand
At the heart of our brand is our logo -- a symbol of balance, movement and
change. It represents our philosophy of innovation and democratic process, and
takes its inspiration from Scandinavia’s long history of design inspired by nature.
Of course a brand is much more than just a logo – it is a set of ideas, a way of
doing things and a measure of behavior.
In many ways, Telenor already stands out. We have shown impressive growth and
an increasingly international focus, particularly in new growing markets. But we
can go – and need to go – much, much further.
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• Empowering Customers
• Local approach - global expertise
• Working closely with the shareholders
“Our vision and values define a common approach for all our employees setting
out how we do business at Telenor. They provide a fundamental guide for taking
care of our customers. Together they set the standard for how we work in order to
create sustainable value for our shareholders, customers, employees and partners”
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CORE VALUES
• Make it Easy
• Keep Promises
• Be Inspiring
• Be Respectful
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Our values
Our values are a constant reminder to us of how we should serve all our
customers around the world. They inspire us to be a driving force in modern
communications and customer satisfaction.
We want to make it easy for our customers to get what they want, when they
want it. We will keep promises and do what we say we will do. We will innovate
to deliver fresh ideas. And, as an international company, we will respect our
customer.
These are the main services Telenor provide to consumers around the
world:
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Goals of Telenor
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Strategy of Telenor
Being the leader in a broad range of services in both the residential and
business markets in Norway, we will seek to improve profit performance in
the mobile and fixed areas by introducing new services and through a wide
range of cost-cutting initiatives.
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• General guidelines
Telenor's guidelines for corporate ethics apply to members of the board of
directors, managers and other employees of Telenor as well as others acting on
behalf of Telenor. It is the line managers' responsibility to make sure everybody is
aware of, and complies with, these guidelines. As a Telenor employee, it is your
duty to read and follow the guidelines. Those who infringe Telenor's rules and
guidelines must be prepared to face the consequences that are in line with the
infringement's type and scope.
Working environment
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Telenor respects the individual employee's right to a private life and private
interests, but demands openness and loyalty to the group and the group's interests.
You shall not take actions or have interests that make it difficult to perform your
work objectively and effectively. Conflicts of interest should, wherever possible,
be avoided. You shall never take part in or attempt to influence a decision or
settlement if there is a conflict of interest or other circumstances exist, which
could give grounds to question one's impartiality.
All information from Telenor shall be reliable and correct, and maintain high
professional and ethical standards. All of those who, through their work, deal with
information are responsible for meeting these standards. Communication with the
media, the public and the financial markets shall take place in accordance with
established guidelines and routines and satisfy the regulations and practice
applicable to publicly listed companies.
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The purpose of the project is to find out the role of communication in the success
of any business organization. So, we have chosen Telenor because it is also the
leading cellular service provider in the region
. Methods used
• Formal Interviews
• Informal Interviews We have conducted a formal interview with the area
manager of Telenor sale centre Sargodha. And we have discussed many
aspects with him those are discussed here as under.
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Chapter No 1
Learning outline
Use this learning outline as you read and study this chapter
What is management?
• Define management.
• Why efficiency and effectiveness are important to management.
What is an Organization?
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• Characteristics of an Organization.
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MANAGERS
The changing nature of organizations and work has blurred the clear lines of
distinction between managers and non-managerial employees. Many workers’
jobs now include managerial activities.
A manager is an organizational member who works with and through other
people by coordinating their work activities in order to accomplish organizational
goals. However, keep in mind that managers may have other work duties not
related to integrating the work of others.
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2. Middle managers include all levels of management between the first-line level
and the top level of the organization.
Sigve Brekke
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3. Top managers include managers at or near the top of the organization who are
responsible for making organization wide decisions and establishing the plans and
goals that affect the entire organization.
Jon Fredrik Baksaas, President and CEO - has been President and CEO of Telenor
since 21 June 2002. He joined Telenor in 1989. During his tenure with Telenor,
Baksaas has served as Finance Director, Executive Vice President and CEO of
TBK A/S (a wholly-owned Telenor subsidiary), before serving as Group CFO
from November 1994 until 1997 when he was appointed Deputy CEO. Before
joining Telenor, Baksaas held finance-related positions in Aker AS, Stolt-Nielsen
Seaway and Det norske Veritas. He is also a board member of Svenska
Handelsbanken AB. Baksaas holds a Master of Science in Business
Administration from the Norwegian School of Economics and Business
Administration in Bergen and has additional qualifications from IMD in
Lausanne, Switzerland.
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WHAT IS MANAGEMENT?
Efficiency
Efficiency is getting the most output from the least amount of inputs, the goal
of which is to minimize resource costs.
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Effectiveness
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Management Functions.
Management is creative problem solving. This creative problem solving is
accomplished through four functions of management: planning, organizing,
leading and controlling. The intended result is the use of an organization's
resources in a way that accomplishes its mission and objectives.
For example: telenore manager’s plan before coming I n Pakistan, they made a
specific plan according to the nature of the people of Pakistan.
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For example: after planning the specific goal they organize their goal according to
the environment of Pakistan and start their services in Pakistan.
Leading is a third step that involving working with and through peoples to
accomplish organization goals.
In this step the telenor managers lead their company in such a way that they can
compete other telecommunication companies and they compete very well, now a
days they have a strong position in Pakistan. This is all due to the best leading of
telenor managers.
After establishing a good position in Pakistan they stable it and make it more
better. They are now trying to making progress and continue their working
process by their better controlling management.
Management Skills
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TECHNICAL SKILLS
Technical skill is the ability to use tools, techniques, and specialized knowledge to
carry out a method, process, or procedure. Much of the technology that farmers
know and can use so well comes under this management skill.
Telenor manager’s required technical skills usually first line managers required
these techniques.
For example once when the network of zong was held and every user of zong was
making free calls, this was only due to the loose technical skills of zong
managers. But in case of telenor such a case has never been seen. Because telenor
managers has required technical skills and they operate their network very well.
HUMAN SKILLS
Human skills are used to build positive interpersonal relationships, solve human
relations problems, build acceptance of one's co-workers, and relate to them in a
way that their behavior is consistent with the needs of the organization.
Usually middle managers required human skills .Because they had to deal Two
persons one is first line managers and 2nd is top managers. He listen problems
from lower managers and understand it. After understanding if the problem is
serious he gives their suggestions to the higher management. For example when
telenor company was coming in India then middle managers takes the information
about the human relations in India, trend of using a mobile phones and after
considering all of these factors he gives the suggestions to their higher
management.
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CONCEPTUAL SKILLS
Conceptual skills involve the ability to see the organization as a whole and to
solve problems in a way that benefits the entire organization. Analytical, creative
and intuitive talents make up the manager's conceptual skills.
Conceptual skills are usually required by the top mangers, because they have to
see the whole organization and make changing according to the benefits of
organization. In case of telenor after receiving the suggestion from middle
mangers about india the higher management take the decision about coming in
India as a name of Uninor .
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Management Role
Specific categories of management behavior is called management role
10 management roles are grouped around interpersonal relationship, the
transfer of information, and decision making.
Interpersonal Role
Managerial roles that are involve people and other duties that are ceremonial
and symbolic in nature. The three interpersonal roles include figurehead,
leader, and liaison.
All information from Telenor shall be reliable and correct, and maintain high
professional and ethical standards. All of those who, through their work, deal
with information are responsible for meeting these standards. Communication
with the media, the public and the financial markets shall take place in
accordance with established guidelines and routines and satisfy the regulations
and practice applicable to publicly listed companies.
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Decisional role
Managerial roles that involve around making choices.
The four Decisional roles are entrepreneur, disturbance, resource allocator,
and negotiator. According to Mr. Nadeem Basharat The manager of telenor
head office in Faisalabad the decisional role lie in this way in telenor:
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Organization
When two or more people get together and agree to coordinate their
activities in order to achieve their common goals, an organization has been
born. There is really no doubt about the present meaning of organization. Its
purpose is to create an arrangement of positions and responsibilities through and
by means of which an enterprise can carry out its work
It must be emphasized that an organization should not be seen as rigid as the term
“framework” implies. In reality, almost all organization structures must be
occasionally reviewed due to various changes in the external environment of the
organization in question. Moreover, internal changes also occur oftentimes due to
the development of various informal relationships.
First the organization has the specific purpose. The purpose is typically expressed
in terms of goal that the organization hopes to accomplish. Second, each
organization is composed of peoples. One person working is not organization and
it takes some people for performing the work that’s necessary for the organization
to achieve its goal. Third is all organizations developed some deliberate structure
so that their members can do their work. The structure may be open and flexible.
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Primarily the organizational culture comes from the top management. CEO of
Telenor Pakistan is humble and cooperative. The employees get the message that
if the top management is so accommodating then the employees should behave
similarly. What is important to the CEO becomes important for employees to
identify completely with the organization. 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)
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.
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You may be wondering why you need to study management. If you are an
accounting major, a marketing major, or an major other than management, you
may not understand how studying management may help you in your career. We
can explain the value of studying management by looking at the universality of
the management, the reality of work, and the rewards and challenges of being a
manager.
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Another reason for studying management is the reality that for most of you, once
you graduate from college and being you career, you will either manage or be
managed. For those who plan on management careers, an understanding of the
management process forms the foundation upon which to build your management
skills. For those of you who don\'t see your self in a management position, you are
still likely to have work with managers. Assuming that you will have to work for
a living and recognizing that you are very likely to work in an organization, you
shall probably have some managerial responsibilities even if you are not a
manager. Our experience tells us that you can gain a great deal of insight into the
way your boss behaves and the internal workings of organizations by studying
management. Our point is that you don\'t have to aspire to be a manager to gain
something valuable from a course in management.
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Despite these challenges, being a manager can be very rewarding. You are
responsible for creating a work environment in which organizational members can
do their work to the best of their ability and help the organization achieve its
goals. In addition, as a manager, you often have the opportunity to think
creatively and use your imagination. You help gather find meaning and
fulfillment in their work. You get to support, coach, and nurture others and help
them make good decisions. You shall get to meet and work with a variety of
people-both inside and outside the organizations. Other rewards of being a
manger may include receiving recognition and status in the organization and in
the community. Playing a role in influencing organizational out comes, and
receiving attractive compensation in the form of salaries, bonus, and stock
options. Finally, organizations need good managers. Nothing greater ever happens
by it self! its through the combined efforts of motivated and passionate people
that organizations accomplish their goals. As a manager, you can get satisfaction
from knowing that your efforts, skills and abilities are needed. Author of this
article also writes articles about.
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Chapter No.2
Learning outline
Use this learning outline as you read and study this chapter
Science Management
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Quantitative Approach
Quality management
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Science Management
Using the scientific method to determine the “ one best way” for as job to be
done.
Taylor and Frank and Lillian Gilbreth made a important contribution to Science
Management theory. Lets look at what they did.
Fredrick W. Taylor
believed that the industrial management of his day was amateurish, that
management could be formulated as an academic discipline, and that the best
results would come from the partnership between a trained and qualified
management and a cooperative and innovative workforce. Each side needed the
other, and there was no need for trade unions.
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Future U.S. Supreme Court justice Louis Brandeis coined the term scientific
management in the course of his argument for the Eastern Rate Case before
the Interstate Commerce Commission in 1910. Brandeis debated that railroads,
when governed according to the principles of Taylor, did not need to raise rates to
increase wages. Taylor used Brandeis's term in the title of his monograph The
Principles of Scientific Management, published in 1911. The Eastern Rate Case
propelled Taylor's ideas to the forefront of the management agenda. Taylor wrote
to Brandeis "I have rarely seen a new movement started with such great
momentum as you have given this one." Taylor's approach is also often referred
to, as Taylor's Principles, or frequently disparagingly, as Taylorism. Taylor's
scientific management consisted of four principles:
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While the motion study work of the Gilbreths is commonly linked with Frederick
Taylor's time studies and grouped within the various "laws and principles" of
scientific management, in actuality there is much difference between the two. The
components of what originated as the "Taylor system" and later became scientific
management, changed how workers were paid, introduced a new division of
labor, and expanded and strengthened the role of management. The use of stop
watches to measure and set the proper times for tasks was important, but only as
part of the overall system. The Gilbreths' motion. studies were more focused on
how a task was done, and how best to eliminate unneeded, fatiguing steps in any
process. Frank Gilbreth's early work in motion study consisted of re-organizing
the typical work flow for bricklaying, and focused on eliminating unneeded
movements. His solutions were simple but revolutionary to a trade that had
changed little over 4,000 years; he brought the bricks closer to the mason, helped
reduce the amount of bending and lifting required to lay and brick, and used a
moveable scaffold to allow steady progress on the construction of brick buildings.
As the Gilbreths expanded the scope of their motion study from the trade of
bricklaying to the manufacturing process as a whole, so did the influence of
Lillian Gilbreth expand within their work? Her training in the nascent field of
industrial psychology informed much of the Gilbreths' recognition of the role of
the worker in any work reorganization.
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Frank Gilbreth was using photography as a documenting tool to aid his visual
memory. From there he began to use a stereoscope camera to record the differing
positions of workers as they completed a task. It was only a short step from
sequences of stereoscopic images to using motion picture film and cameras to
record the entire sequence of a work activity.
The theory of management that focused on describing what manager do and what
constitute good management practice.
The two most important theory behind the General Administrative approach were
Henri Fayol and Max Weber.
Henri Fayol
Henri also wrote the five function’s of management that are planning, organizing,
commanding, coordinating, and controlling.
Division of work
Unity of command
Unity of direction
Subordination of individual interest
Remuneration
Centralization
Scalar chain
Order
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Authority
Discipline
Equity
Stability of tenure
Initiative
Esprit de corps
Max Weber
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Quantitative Approach
With the use of quantitative approach we improve our decision making power. it
is especially use in planning and control.
. Over the last three decades the exponential growth in computing power, the
development of sophisticated analytical tools, and significant improvements in the
accuracy and size of research databases have led to tremendous advances in the
fields of finance, econometrics, and statistics. As a result, quantitative portfolio
management strategies have become increasingly more powerful and effective for
all asset classes
As quantitative strategies can provide meaningful return, risk, and cost advantages
over traditional subjective strategies when properly designed and implemented,
they have steadily gained in popularity in recent years. This trend is expected to
continue as investors more fully recognize the disciplined manner in which
quantitative strategies can increase the probability of long-term success
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Systems Approach
The systems approach to management is a concept which views a company as
an interconnected purposive system that consists of several business sections. It
is a management approach which enables the leadership to see the company as a
unified part or a major section of the larger outside corporate environment. Even
a small activity in a part has a substantial effect on other sections in the
company. Such a system may be biological, physical or social; and may enable
the management to efficiently determine the long-term goals of the company.
The systems approach states that for realizing the operations of an entity, it is
essential to see the entity as a complete system.
Subsystems
Management System
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It should be realized that the contingency approach is not really new because
Taylor already emphasized the importance of choosing the general type of
management best suited to a particular case. Henri Fayol, in turn, also found that
there is nothing rigid or absolute in management affairs.
Similar ideas were expressed in the 1920s, by Mary Parker Follett (1865-1933)
who was greatly interested in social work and was a genius for relating individual
experience to general principles. Her concept of the law of the situation referred
to the necessity of acting in accordance with the specific requirements of a given
situation. She noted that these requirements were constantly changing and needed
continuous efforts to maintain effective working relationships
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Quality management
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TQM seeks to identify the sources of possible defects and to prevent them from affecting the
final product. Using a simple iterative process, TQM reinforces other methods of quality
assurance to meet changes in products and services by improving the effectiveness of
operational processes.
3
TQM achieves this by identifying the root causes of the most prevalent and costly defects
and to prevent such defects in the future by removing these root causes. Essentially, TQM is
a people-dependent process. For total quality management to be most beneficial, people in
the organization need to work together
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Chapter NO. 3
Learning outline
Use this learning outline as you read and study this chapter
The environment
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The constraints.
The managers: omnipotent or symbolic? What is omnipotent view?
Omnipotent view
The view that managers are directly responsible for the organizational
success or failure.
Telenor is one believe that much of the success of an organization is due to
correct actions and dictions of its manager. Managers anticipate change, exploit
opportunities correct poor performance and level. Their organization toward theirs
goals which may be changed if necessary.
Top management of telenore distributes good to their middle and lower
management. When these managers achieve those goals by making proper
strategies. They motivate their employers by rewarding them.
Example: when earthquake in north area telenore was the first organization who
reached there for help of injured peoples. This management disc ions increase the
customer of telenore.
In reality telenor’s managers are neither helpless no a;; powerful.
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Symbolic view
Example: Throughout the year, you will have personal feedback and guidance
through the Telenor Development Process (TDP). You and your manager will
discuss performance and achievements, your ambitions and how you can continue
to grow and influence change in Telenor.
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Along with the dialogues, TDP will support you in target setting and review of
your talents by the management team. Through the employee survey you will be
voicing your opinion and be part in developing Telenor’s unique performance
culture.
People orientation
Telenore’s managers give allot of importance to their employees or staff. They
plan their goals and strategies in way that is benefited for the company as well as
its employees.
Example: Telenor considers its employees not just as a cost but also as a resource
in which the company has invested from which it expects valuable returns. Pay
policies and programs are one of the most important human resource tools for
encouraging desired employee behaviors. The advantage of paying above the
market average is the ability to attract and retain the top talent available, which
can translate into highly effective and productive work force. The incentive
schemes and incentive objective have been clearly communicated to all
individuals and weekly progress report is also communicated to all concerned.
Team orientation
Telenore’s managers prefer team work. They created a very frank environment,
employees are very corporative with each other. An ordinary employees can
easily approach his or her manager.
Example: The Telenor Team has a strong track record of delivering on ambitious
goals. By 2011, we aim to be one of the fastest growing mobile operators in the
world, with a strong broadband position in all markets, successfully developing
new services and adopting new and responsible business models. The Telenor
Team has defined six strategic ambitions which it aims to achieve by 2011.
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These are:
1. To deliver increased profitable growth The Telenor Team aims to achieve a
substantial revenue increase in the years to come. This growth will mainly come
from existing businesses. We will seek to increase our core mobile and fixed
voice revenues and explore broadband opportunities in our emerging markets.
2. To strengthen our performance culture across the Team In all our operating
companies, we will continue the successful practice of combining a local
approach with global expertise. This means that the local management teams will
build a unique performance culture based on their own initiatives and in line with
the Telenor governance model, Codes of Conduct, vision and values, our people
policy and the way we work across borders.
3. To make responsible business a competitive advantage Corporate
responsibility at Telenor will be part of managing risk and linked to our core
business. For example, the measures we have taken to fight climate change are
motivated both by our commitment to corporate responsibility and by an
enlightened view of associated business benefits and opportunities:
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• The Telenor Team controls many valuable assets that can be further
developed together with partners. Partner-driven innovation is a cost-
effective way to create many new revenue-generating services.
Climate change. Our number one priority is to reduce CO2 emissions. The
Telenor Team aims to be part of the climate solution by de-carbonizing business
processes and reducing physical travel and transport
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Aggressiveness
There doesn’t exist any Aggressiveness among them.
Example: Find ways to use what you’re good at to solve the problem. Whenever
you have a problem, ask yourself what can you do best to solve this problem?
What tactics can be useful in handling over the situation etc? Never show any
useless aggression and haste, rather try remaining calm as much as possible.
Stability
Degrees to which organizational decisions and actions emphasize maintain the
status.
Example: Telenor encourages initiative a great deal. If you think the problem can
be solved better with the method that has come into mind, just do it. However,
one should have confidence enough to justify his/her decision, whether proved
right or wrong afterwards.
Never try to change your personal style of dealing with things so much that you
look artificial. Do not act falsely. Just do the things in the ways you are. But
having confidence in one’s own style is obviously, an essential part.
Attention to detail
Degree to which employees expected to exhibit precision analysis attention to
detail.
Telenor encourages initiative a great deal. If you think the problem can be
solved better with the method that has come into mind, just do it. However, one
should have confidence enough to justify his/her decision, whether proved right or
wrong afterwards.
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Any person with a need to send money from one city to another can use this
service from any easypaisa shop. For example, household staff, drivers, guards,
etc. can all now send their monthly salaries home to their families from urban
cities to rural villages. Similarly, parents can send funds to their children at
educational institutions in other cities for tuition fee, monthly pocket money etc.
And people who travel frequently, who don't want to carry cash can use this
service as Travelers Cheques by sending money to themselves from one city and
collecting the money in another city
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Product Features
Any person with a valid Nadra CNIC can send money or receive money
This service is not limited to Telenor subscribers; other mobile network
subscribers can also use this service
There is no paper work or form filling required
An instant SMS message will be sent to both the Sender and the Receiver on
sending/receiving money
Sending/Receiving can be done from more than 4,000 easypaisa shops all
over Pakistan
No more waiting in queues - a Money Transfer transaction can be done at
even late hours.
A secure encrypted transaction based on GSM standards
Approved by the State Bank of Pakistan.
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We can say that telenore’s culture is some what strong because they working and
operating methods are some almost in all countries. But they plan their strategies.
Culture of Telenor can be determined by discussing following points
•Supervision
•Individualism
•Masculinity
•Risk management
Supervision
As Telenor is Danish based Telecommunication Company and due to their vast
operations all over the world like especially in Asia their culture looks
democratic. Basically it means to say that they are basically using the
phenomenon of centralized and decentralized control. So as we know that in
democratic style there is more productivity and more coordination between the
employees and also employees share more knowledge with their juniors. So by
using these factors we will evaluate it.
Individualism
Basically the individualism means here that the employees who are basically
working in organization they give more preference to their own interest, it means
to say that their whole efforts are for their own interest these employees are
working against the interest of organization so if we look Telenor for instance
then we will come to that this thing is happening in Telenor because Telenor is
using centralized and decentralized control. Where they think they need to
implement centralized control they are using their. Where they need decentralized
control they are using decentralized control to avoid these things.
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Masculinity
Masculinity basically means that gender discrimination or you can say that
things are merit based or not. Rules are made for people so they are not made to
confuse people. If we look the masculinity factor in case of Telenor that looks
quite impressive because for instance suppose that if a female wants to job in
Telenor he has equal opportunities as male. We judge this thing from their vast
operations all over the world and their excellent repute in telecommunication
industry.
Risk management
We cannot avoid risk although we can reduce the factor of risk. Basically there
are two things come under this head
• High part distance
• Low part distance
More the High part distance that is not so good for the organization low this
distance that is good for organization. So if we look this head according to
Telenor prospective then we will come to know that
Telenor has following risks.
• Competitor Risk
• Expansion of product risk
• Substitute risk
• Emergence risk
• Customer and supplier bargain risk
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Basically now a day’s Telenor competitors are Ufone and Warid. Therefore,
Telenor in order to compete and beat their customer can only do risk
management. While is Telenor also have a biggest risk of substitute and new
emergence in market. It means to say that if warid introduced a cost effective
package then Telenor must introduce a new package like that one. Therefore, it
depends again on customer whether they like this package of Telenor or they like
the package of warid. Telenor can only minimize risk. Telenor cannot eliminate
risk. Similarly, in case of new emergence of company in market Telenor can only
minimize risk.
Environment
Managers decisions and actions directly influence Environment by the of that
country in which the organization is operating
External Environment
Those factors or forces outside the organization that effect organizational
performance. It includes two components specific and general environment.
Specific Environment
Include all those forces and that have directly impact on managers decisions and
actions, the main factors and forces are
Customers
Telenores says, “We are here to help others”
Satisfying their customer is main aim of their organization because dissatisfactory
can lead telenore toward decline.
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Telenore change their strategy according to customers demand. For instance when
telenore”s managers realize that some engaged in imaging while other making.
They introduce two packages Talkshalk and dejuice. These packages further
divided into sub packages.
Suppliers
Telenor provides telecommunication services to their customers. These suppliers
are their employees.
For Example: engineers
To maintain their working operations telenore’s management keeps their staff
satisfied by making their salaries on correct time or giving bounces to hard
working employees.
Because any problem created by employees can effect organizational
performance. For instance, any stick by engineers can cause network problem for
customers and as a result, customer can dissatisfied with services of telenore.
Competitors
Telenore have five Competitors Warid, Zong, Ufone, and Jazz. Tough competitor
is Jazz, which is the No:1 telecommunication company in Pakistan.
Telenore designs their call rates and Message packages, night packages by
watching their competitors.
Pressure groups
When the DENMARK prints the photo of Hazrat MOHAMMAD ( S A W) the
MUSLIMS leave the uses of telenore company. In this situation the pressures
groups promote their services and the telenore as a week company.
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General environment
Broad external conditions that may affect the organization. If includes economic
conditions, national and legal condition, socio culture condition technological
globe.
Economic condition
Inflation rates, interest rate, change in disposable income stock market fluctuation
and that stock of general business cycle are some economic factors that can
management practices in an organization.
Political and legal conditions
Federal stale and local as well as global and other country laws and regulations
what organization can and cannot do telenore before starting operators in Pakistan
must aware of rates and regulation of this state,
For example, what is tax-rate and what are labored-laws. How labor coast
operates.
Socioculture conditions
Managers must adapt theirs practices to the changing expectations of the society
in which they operate. For example just to save the time of peoples they give the
facility of easy paisa.
Telenor Pakistan and Tameer Microfinance Bank together have announced the
launch of easypaisa, a uniquely convenient and safe way for everyone to carry out
financial transactions. easypaisa users will have the freedom to make bill
payments and send and receive money at thousands of outlets and in addition
manage their bank accounts over their mobile phones. easypaisa combines the
best from the financial and mobile sectors, offering the first branchless banking
solution of its kind in Pakistan and neighboring countries.
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Chapter No. 4
Learning outline
Use this learning outline as you read and study this chapter
• Define Parochialism
• Contrast Ethnocentric, Ethnocentric, Geocentric attitude toward the global
business.
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Mr. Tore Johnsen also applauded the efforts of PTA in convincing the
incumbent operators to sign interconnect agreements with two new cellular
operators. With the Warid interconnect signing, he explained, Telenor Pakistan
has completed direct interconnection arrangements with all incumbent cellular
operators which will help seamless traffic and SMS flow between all networks.
Mr. Hamid Farooq said on the occasion that the real test of interconnect will come
when the traffic will start flowing between the exchanges. At that time a very
close interaction between respective counter part departments will be required. He
expressed his optimism that as progressive operators Warid and Telenor both will
be able to ensure exemplary quality of service benchmark offerings to the
subscribers.
Regarding the competition Mr. Hamid Farooq said that Warid considers Telenor
and other incumbent operators both as its competitors and partners in the cellular
mobile sector. All striving for the common goal i.e. customer satisfaction and
productivity enhancement. All sharing the same values are committed to the same
set of principles and are joint stakeholders in Pakistan 's telecom market. He
expected that the cellular tele-density of the country is likely to improve in the
light of promising estimates by reliable think tanks. As a result the overall size of
the pie will increase and there will be enough market potential for every operator.
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Chairman PTA expressed his satisfaction at the signing and said that
interconnection is most important in the telecom sector and this has immense
consequences for the telecom business. He said that signing such agreements for
the incumbents is also vital in order to ensure an environment of cooperation
which is immensely beneficial for consumers. He hoped that with its rich
international experience, Telenor Pakistan and Warid Telecom would bring
highest quality cellular communication experience for people of Pakistan.
Telenor
Warid
Warid Telecom is owned and supported by the Abu Dhabi Consortium led by His
Highness Sheikh Nahayan Mabarak Al-Nahayan. The consortium has a strong
financial capability and a proven track record in growing and managing new
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ventures. Apart from having substantial shareholding in Bank Alfalah and United
Bank Limited, Abu Dhabi Group also has other international investments in the
telecommunications, finance, hospitality, property, oil exploration and supplies,
and automobile related industry. The Abu Dhabi Group after their two successful
investments in Pakistan , was interested in the telecommunication industry.
These are three possible global attitudes.
Ethnocentric attitude
The Parochialism believe that the best work approaches and practices are those of
the home country.
Polycentric attitude
The view that the managers in the host country know the best work approaches
and practices for running their business.
Geocentric attitude
A world-oriented view that focuses on using the best way approaches and peoples
from around the global.
Different types of International Organizations
These are some types of international organizations
Multinational Corporation (MNCs)
A broad term that refers to any and all types of international companies that
maintain operations in multiple countries.
Multidomestic Corporation
An international company that decentralize management and other decisions to
the local country.
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Global company
An international company that centralizes management and other decisions in the
home country.
Borderless organization
A type of international company In which artificial geographical barriers are
eliminated.
Born global
An international company that chooses to go global from inception.
In every country elations are held regular intervals. Even changes in political
parties after an election do not produce radical or quick transformations. The
stability of laws governing the actions of individual end institution allows for
accurate predictions. The same can’t be said for all countries . managers in a
global organization must stay informed of the specific laws if countries where do
business.
The Economical environment
The global manager must the aware of economic issue when start business in
other countries. One the first is understanding the counties type of economic
system. The two major types are market economy and command economy.
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Market Economy
An economy system in which resource are primarily owned and controlled by the
private sector.
Command economy
An command economy in which al economy decisions are planned in central
country.
The cultural environment.
Every country have their own culture that refers their taste and culture.
National culture
The values and attitude shared by individual from a specific country that shape
their behavior and beliefs about what is important.
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Chapter NO: 5
Social responsibilities
• Contrast the classic and socioeconomic views of Social responsibility.
• Discus the role that stakeholders play in the four stages of Social
responsibility.
• Differentiate between Social obligation, Social responsiveness, Social
responsibilities.
Value-based management
• Describe what purpose of shared value server.
• Describe the relationship of Value-based management to ethics.
Managerial Ethics
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Social Responsibilities
There are two views to know the Social responsibilities of any organization
Classic view
The view that the management only social responsibility is to maximize the profit.
According to this view the managers look only their profit they not look that what
the effect shall be on the society what the society ‘ll think. They think that
business only for profit. If they perform some extra activity that will be only just
for their profit
The socioeconomic view
The view that the management social responsibility goes beyond making profit to
include protecting and importing society’s welfare.
This position based the believe that corporation are not independent entities only
to stockholders. They also have a responsibilities to the larger society that allows
their formation through various laws and regulations and supports them by
purchasing their products and services. In addition proponents of this view belief
that business organizations are not just merely economic institutions.
Arguments
Social obligation
Rules and regulations if we are doing business we have to apply rules and
regulations from Gov
For example: labor is not smoke cannot include more pressure of burden.
In case of telenor the govt. of Pakistan has restricted to telenor that cannot
purchase their own place for towers.
Social responsiveness
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When a firm engage in social actions in response to some popular social needs.
For example telenor made changing just for benefits of people like as:
Telenor Pakistan launches ApnaPCO to connect the unconnected.
ApnaPCO, a unique community pilot project aims at bringing access to the most
disadvantaged rural communities in the country.
Sitting (L-R): EVP Irfan Wahab Khan, Chairman PTA Maj-Gen (R) Shahzada
Alam Malik, Federal Secretary for Information Technology &
Telecommunications Furrukh Qayyum, CEO Tore Johnsen; Standing: Assistant
Manager Corporate Social Responsibility Kashif Hafeez recites verses from the
Holy Quran.
The project has been set up with support from the Development Fund of the GSM
Association (GSMA), the global trade association for mobile phone operators.
Telenor Pakistan has entered into an alliance with the National Rural Support
Program (NRSP) for the roll-out of the project in the most impoverished rural
areas of southern Punjab. The project works on the principle of 'shared access to
voice' -- a term which refers to the sharing of a mobile phone, as opposed to
individual ownership, in the form of a supervised public payphone.
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The team behind the apnaPCO project with senior managers and colleagues
"Initiatives like apnaPCO help activate social networks in communities and in the
market. Telenor Pakistan has brought in GSMA's expertise in the form of
apnaPCO, as it is currently the only GSMA-supported shared access to voice
initiative launched in Pakistan. On ground, Telenor Pakistan is working with
NRSP, a key organization assisting in the implementation of the government's
poverty alleviation agenda. Such Public-Private Partnerships is where the future
of telecom lies for the rural poor of the world."
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Promote safer products and services and protect children online. Magic Desktop
helps parents monitor their children’s online activity, and technical filters block
access to child sexual abuse content throughout Scandinavia.
Minimise our carbon footprint at the same time as we develop climate friendly
services that help our customers reduce their own footprints. Wind- or solar-
powered base stations are examples of initiatives taken to reach ambitious CO2
goals.
Make responsible business practices an integral part of everything we do, both
strategically and operatively. Our Codes of Conduct define how we create value
for our stakeholders whilst respecting our ethical commitment to employees,
partners and society in general.
Emergency Relief for October 8th, 2005 Earthquake Victims: Within hours of
the most tragic catastrophe to hit Pakistan in its history, Telenor Pakistan
activated its efforts to help the earthquake survivors.
Telenor employees led the initiative by setting up stalls at the emergency sites
providing free communication services to relief workers and affected families.
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Regional initiatives: Our regional offices have taken and keep taking community
support in their areas.
The relief efforts were planned, arranged and carried out as soon as news was
received about the situation with first reports coming in on 1 July. Within 48
hours 4000 bags containing food and water had been distributed to the needy in
the affected areas of Gadap, Vinder, Bela and Naushki.
Then, on 8 July another 3,600 food bags - each sufficient to feed a family of eight
for a day - were distributed among the affected people in Shahdadkot, Kambar,
Usta Muhammad and Jafferabad.
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Until now the company has distributed relief goods worth Rs2.7million. Telenor
Pakistan employees across the country also contributed generously to a flood
relief fund set up by employees themselves. Everyone contributed whole-
heartedly. The Rs353,000 collected was matched by Telenor Pakistan's Corporate
Social Responsibility department with an equal amount. The resulting amount
(more than Rs700,000) has helped to meet the basic needs of several thousand
people.
The Corporate Responsibility unit organized a blood donation drive in CHQ for
Pakistan Red Crescent Society. The collection was held at CHQ Islamabad on 25
July in the Training Room where PRCS had set up six portable beds. To donate
blood 41 employees turned up of which 13 were deferred due to low hemoglobin
level. Corporate Responsibility had arranged juice and sandwiches for the donors.
PRCS's blood reserves had fallen low following the recent emergencies in the city
and need for blood -- after the Lal Masjid incident, the Aabpara bomb blast, and
for those injured in the recent floods in the south of the country. As such there
was immediate need for these reserves to be brought up.
The employees who came were very cooperative and appreciative of the initiative.
A few asked if the blood collection drive was a recurring activity.
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PRCS staff were very pleasant and caring. When it was time to leave, they said
that it had been a pleasure planning the activity, and that they had fun being with
employees. They hoped that we would continue to collaborate with them in
similar activities in future too.
PRCS's Dr Murtaza said that they had approached a number of cellular companies
to conduct similar activities on their premises but none had agreed. Telenor
Pakistan is the first cellular company to have responded positively to their
request.
About PRCS
Mission and Vision: Safe blood for all
The program aims at developing volunteers for community services and to
prepare the future generation of Voluntary Unpaid Blood Donors (VUBD) by
enhancing awareness of blood safety for prevention of spread of transfusion-
transmissible diseases, i.e. Hepatitis B, C and HIV/AIDS.
For the promotion of healthy lifestyles and voluntary blood donation, the PRCS
aims to carry the SABS program forward to higher educational level in the form
of PRCS Youth Health Safety Clubs. For increasing blood collection, awareness
campaigns are conducted and mobile blood camps held in colleges, universities,
educational institutions, organizations and markets.
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Market approach
According to this approach the organization response to the preferences of their
customers. Whatever their customer demand in terms of environmentally friendly
products will be what the organization provides.
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Waste from our operations mainly consists of waste water, non-hazardous waste,
waste from building maintenance. When disposing of waste, we ensure source-
separation, waste treatment, and proper disposal.
Recycling e-waste
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In 2009, Telenor Group introduced “Old Phone, New Life”, a global scheme for
collecting, re-using and recycling mobile phones. Telenor Group is encouraging
all companies within the Group either to join the global recycling scheme or
establish local recycling programs. During 2009, several mobile recycling
campaigns have been launched throughout the Group.
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The main office building of Telenor in Hungary - the Pannon House - has a highly
energy-saving and cost-efficient heat pump system. Heating and cooling of the
office is controlled by 180 heat sensors located more than 100 metres below
ground level. The nominal capacity of the Pannon House heat pump is ~1 MW,
and the use of this technology will involve an annual saving of HUF 36 million
(USD 200,503) and a reduction of 368 tons of CO2 emissions, compared to the
old building. Pannon was awarded the prestigious “Environmental Savings Prize”
for its heat pump in 2009.
Activist approach
Under this approach the organization looks for ways to respect and preserve the
earth and its natural resources. The activist approach exhibits the highest degree
of environmental sensitivity and is a good illustration of social responsibilities.
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Through our Group Environment Policy and related procedures, we aim to ensure
that protecting the environment becomes an integral part of our day-to-day
business. This in turn will affect everyone who has any connection with us, from
our suppliers and shareholders, through to our customers and society at large.
Our main principles
Each area has key principles which guide and inform decisions.
Energy consumption and climate change
Telenor shall:
Seek to employ renewable energy sources and energy efficient technology.
Minimize emissions from activities and business trips by making use of
telecommunications solutions instead of travelling.
Choose the most environmentally friendly travel options.
Contribute to a sustainable society by providing environmentally effective
communications solutions.
Environmentally effective procurement
Telenor shall:
consider the environmental consequences when purchasing a product or service.
Environmental requirements with regards to the performance or function of the
product should always be taken into consideration.
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Telenor shall:
Seek to reduce the consumption of materials. We reuse, rather than dispose of,
equipment and promote recycling.
Ensure a system of sustainable waste management internally and seek to ensure
that suppliers and contractors follow environmental standards that are in line with
our own.
Installations and radio wave emissions
Telenor shall:
Seek to minimize any visual, aesthetic or noise-related impact on the local
environment when locating and constructing its buildings, structures and
equipment.
Focus on health and safety and use the World Health Organization (WHO) Safety
Limits when planning and installing network components.
Seek to provide stakeholders with objective information regarding any effects of
radio wave emissions from our installations, services and products.
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Value-based management
Shared values are what engender trust and link an organization together. Shared
values are also the identity by which an organization is known throughout its
business areas. These values must be stated as both corporate objectives and
individual values. Every organization and every leader will have a different set
of values that are appropriate to its business situation. In terms of the Neuro-
Logical Levels model, values operate together with beliefs to create meaning
and motivation in our lives. They relate to why we think what we think and do
what we do. Values and beliefs support the identity and mission of an individual
or organization, and provide the reinforcement (motivation and permission) that
promotes or inhibits particular capabilities and behaviors. A particular identity
or role, for instance, will be associated with several core values and beliefs.
These, in turn, are supported by a range of skills and capabilities, which are
required to manifest particular values and beliefs as actions in a particular
environment or context. In groups, organizations and social systems, values
form a type of non-physical framework which surrounds all of the interactions
of the people within the system. Values, and related beliefs, determine how
events and communications are interpreted and given meaning.
Thus, they are the key to motivation and culture. Shared values and beliefs are
the "glue" which holds an effective organization, community or team together.
Conflicts of values are the source of disharmony and dissension.
Make it Easy
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Keep Promises
Be Inspiring
Be Respectful
Managerial Ethics
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The modern history of business has been muddied by many issues including
managerial ethics. One of the biggest struggles, above and beyond growth and
survival, has been deciding what's more important: maximizing profits for the
shareholder or a company’s societal contributions.
Our Ethical Council acts as an advisory body to the executive management of the
Telenor Group and secures a high level of focus on ethical matters. The Ethical
Council is comprised of elected members from our employees, unions, and
management.
Having said that, there are times when balancing these two goals becomes very
difficult. For example, some of the processes and machinery that make for 'green'
manufacturing are more costly to buy and run. That lowers the profit, and lessens
the money that a company can put back into the community. Even though going
green is certainly ethically good, the overall impact may have a negative affect on
profits.
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The Business Ethics Award was established in 2000 by the Budapest Club
Foundation and business magazine Piac és Profit. According to the panel's
evaluation, Pannon's business conduct sets a model for other companies to follow.
Multinational companies
The award is divided into three categories: Small and medium enterprises,
multinationals and large national companies. Pannon received the award in the
multinationals category. Previously the award has been granted to companies like
Alcoa, Ericsson, Compaq and Siemens.
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Whether a person acts ethically when faced an ethical dilemma as the result of
complex interaction between the stages of moral and several moderating variables
including individual characteristics, the organization’s structure design the
organization’s culture, and the intensity of the ethics issue. People who lake a
strong sense are much lees likely to so the wrong thing if they are constrained by
the rules, polices, job descriptions, or strong culture norms that disapprove of
such behaviors. Conversely, intensely moral individual can be corrupted by an
organizational structure and the culture that permits or encourage unethical
practices. Let’s look more closely at the factor that influence whether individual
will behave ethically or unethically.
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Employee’s selection
During the first hundred years of scientific management and personnel selection,
psychological testing became a powerful and institutionalized tool that was
broadly applied. Universities and trade schools, managers, engineers,
psychologists, and government officials recognized the importance of using
scientific methods and tools to manage human capital, the economics of business,
and the national defense. Industrial and organizational psychologists emerged as
the preeminent players in the development and dissemination of these tools and
the evaluation of the tools' real and perceived efficiency. This article reviews the
methods, measures, and standards that have emerged to evaluate these tools.
While if the organization looks it more deeply the ethical values can be checked at
the time of employee's selection by interviews, test, and background check,
personal values, ego strength and locus of control. So in this way the managers
can improve the ethical behavior of the employees of any organization.
Code’s of ethic
We asserted that the level of enforcement of ethics codes and negative
consequences for unethical behavior would determine the purity of the consulting
world. If you value your reputation and want to be successful, it is essential to
establish trust in your relationships with your clients. Therefore, it is imperative
that you conduct your business based on a set of ethical standards.
But in some situations, consultants may not have cut-and-dried rules to guide their
behavior. If you need some guideposts to making an ethical decision, examine it
in terms of the three-step decision-making model of Ethics, a nonprofit
organization “dedicated to the advancement of ethics and the development of
individual character through its programs, workshops, and publications.”
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Chapter N0. 6
Decision Making
Learning outline
Use this learning outline as you read and study this chapter
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Problem solving and decision-making are closely linked, and each requires
creativity in identifying and developing options, for which the brainstorming
technique is particularly useful. This method also applies to all sorts of problem-
solving where issues and implications need to be understood and a decision has to
be made.
Intuitive Style
Some times Telenor uses this intuitive style. This style says that Some people are
spontaneous by nature and like to decide “on the spot”. Experience and
circumstances may sometimes support this type of problem solving approach.
However, those who consistently use this style are – admittedly – comfortable
with the “trial and error”, or “hit and miss” approach.
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Not to be confused with never wanting to make a decision, P&G uses this style
involves the delaying of a decision until enough factors have been evaluated
and/or enough time has gone by for the situation to stabilize.
Systematic Style
Some times the management of P&G Involves identifying and evaluating each
possible course of action. Of all the decision making styles, this is obviously the
most likely candidate for computer based decision making tools.
Individualistic Style
Some individuals prefer to research and arrive at a decision on their own, without
any active input from others.
By Consensus Style
Some decisions are a simple matter of whether to make a change or not, such as
moving, taking a new job, or buying something, selling something, replacing
something, etc. Other decisions involve number of options, and are concerned
more with how to do something, involving a number of choices. Use the
brainstorming process to identify and develop options for decision-making and
problem-solving.
The begin with the existence of a problem or, more specifically, a discrepancy
between an existing and a desired stated of affairs.
If the relevant criteria aren’t equally important, the decision maker must weight
the item in order to give them the correct priority in the decision.
In this steps the decision maker to viable alternatives that could resolve the
problem. This is the step where a decision maker wants to be creative in coming
up with possible alternatives. However no attend is made to volute the
alternatives just yet, only to list them.
Once the Alternatives have been identified, decision makers analyze each one.
How? By evaluating it against the criteria established in step 2 and 3. From this
comparison, the strength and weaknesses of each Alternative become evident.
The six step is choosing the best Alternative from among those considered. Once
all the pertinent criteria in the decision have been weighted and viable,
alternatives analyzed. You merely choose the alternative that generated the
highest total in step 5.
The step is concerned with putting the decision to action by conveying the
decision to those affected by it and getting their commitment to it. We do not
know that if the people who must implement a decision participate in the process.
They’re more likely to enthusiastically support the outcome than if you just tell
them what to do. Another thing managers also may need to do during the
implementation process is to reassess the environment for any change, especially
if the decision is one that takes a longer period of time to implement. Do the
Criteria, alternatives and choice still seem to be the best ones, or has the
environment change in such a way that we need to reevaluate.
The last step in the decision making process involve evaluating the outcome or
result of the decision to see if the problem has been resolved. If the problem also
still then the manager would need to assess what went wrong. Was the problem
incorrectly defined? Where errors made in the various alternatives. Was the right
alternative selected but poorly implemented? The answer to question like these
might send the manager back to one of the earlier steps. It might ever require
starting the whole decision process over.
In its decision of 17 October 2006, the Norwegian Supreme Court ruled in favor
of Telenor, that the loss recognized upon internal sale of the shares in Sonofon
Holding A/S was tax deductible in 2001. Thus, the Supreme Court upheld
previous decisions made by Oslo City Court (Oslo Tingrett), and the Appeal
Court (Borgarting Lagmanssrett).
You could easily maintain that all great managers, certainly all important
entrepreneurs, are mavericks, rule-breakers who disregard the herd and obey their
own instincts and intellects. None of these makers and shakers can ever be
described as conformist. One fine example of the breed is Philip Knight of Nike,
who has now retired as the shoe company’s chief executive for the third time.
That in itself is highly unconventional; but when his replacements for the first two
retirements didn’t work out, Knight stepped back in. Remarkable recovery and
revitalized growth duly followed.
Describe choices that are consistent and value maximizing within specified
constraints. By that we mean the managers make consistent, value maximizing
choices with in specific strains.
Rationality Assumption:
This is the assumption that persons act as if they are rational. This means that
they would not intentionally make decisions that would leave them worse off.
Decision makers aim to better their circumstances and make logical decisions
given their information sets to reach this goal.
Bounded Rationality
The world is large and complex, and we do not have the capacity to understand
everything. We also have a limited time in which to make decisions. We are also
limited by the schemas we have and other decisional limitations. As a result, our
decisions are not fully thought through and we can only be rational within limits
such as time and cognitive capability. Herbert Simon indicated that there were
thus two major causes of bounded rationality: Limitations of the human mind.
The structure within which the mind operates. This influences decision models
that assume us fully rational.
Role of Intuition
"Intuition," as used by the modern mathematician, means an accumulation of
attitudes (including beliefs and opinions) derived from experience, both individual
and cultural. It is closely associated with mathematical knowledge, which forms
the basis of intuition. This knowledge contributes to the growth of intuition and is
in turn increased by new conceptual materials suggested by intuition. The major
role of intuition is to provide a conceptual foundation that suggests the directions
which new research should take
Good problem solving and the ability to make rationale and effective decision are
at the heart and soul of good career management. It is your latent ability to solve
problems and make unbiased decisions and to choose between one thing and
another, rather than letting yourself to follow blind instinct that is the defining
feature of how you feel of your human nature. Whether you work in or with an
organization, the quality of your work depends on your effective ability to solve
problems and make decisions. Here, I would like to share with you some
strategies that you can use to hone your skill of becoming an excellent problem
solver.
Note that problem solving is not about how intelligent you are or the body of
knowledge that you have. Problem solving is about your ability to think straight
and keeping the relevant data and facts in the right perspective and having done
that to get the process right.
To be an effective problem solver the first thing that you should try to achieve is
to sharpen your knack of identifying and classifying the type of problem that you
are facing.
Problems can be classified into four types. They are: "Question-based problems",
"Situation-based problems", "Convincing-based problems" and "Solving-based
problems". Each of these types of problem requires a unique approach to tackle
and overcome. Let's review each of them.
Question-based problems
If you are faced with this type of problem you need to work towards getting as
much facts and data as possible that will allow you to at least try to minimize the
problem and make an informed decision.
Situation-based problems
This is when you need to keep thinking of how if at all you could satisfy these
two contrasting situations. On the other hand, to make a decision as to what is
more important to you. Having done this you need to convey your presence of
mind to both parties. Situation based problems might expect you to make choice.
In doing so, you need to weigh the consequences of your decision and as the
saying goes to try to choose "the lesser of the two evil".
These types of problem puts you in a situation where by you might have
information that others don't and a need to convince the others that they should
see things your way. For instance, how do you convince your colleagues that they
should not be coming late for their appointments and meetings always.
There may be a certain amount of sensitivity in such problems as the status quo
that you are in is not an ideal state and might give rise to other problems if you do
not handle it well enough. Convincing based problems requires you to be
empathetic to the others' feeling and to exercise a certain degree of emotional
connectivity with others in order that the can be convinced.
The last in the category is the solving based problems which basically means that
you have a problem that needs solving. Example: The photocopier machine has
broken down. You have a lot of photocopying to do. There is only one solution
here and that is to solve the problem. The solution option you choose can be either
short term, mid term or long term in effect. For the short term perspective,
because you've got lots of photocopying to do, you might decide to outsource this.
As a mid term remedy you may have to get the photocopier repaired
However this might not guarantee that it won't break down again in which case
you might have to think of a long term solution of replacing the whole machine.
Solving based problems usually will involve you being in a current non-desirous
state of being and the need to move to an ideal state of being where the problem is
resolved or if that is not possible at least in a state where the problem can be
minimized.
Moving ahead
Becoming a good problem solver will also put you in a good stead to be a rational
decision maker. It all depends upon your calmness and having a cool headed
approach to the problems that you face. So the next time you are faced with a
problem make it a point to classify the problem in one of the above categories and
then see what you can do about it.
Chapter No. 7
Foundation of Planning
Learning outline
Use this learning outline as you read and study this chapter
• What is planning?
• Define the goals.
• Different types of goal.
• Different types of plans.
PLANNING:
“The organizational goals establishing an over all strategy for achieving those
goals and developing plans for organizational work activities.”
Example:
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 telenor commitment to
Corporate Responsibility.
GOAL:
“Desired outcomes for individuals groups or entire organizations.”
Example:
Telenor's primary goal is to create greater value for our shareholders, customers,
employees and partners, and for society in general. We strive to be a driving force
in creating, simplifying and introducing communication and content solutions to
the marketplace. For more than 150 years Telenor has pioneered communications
technology. Today we are a major international telecommunications provider, and
all our operations share the same single vision: Helping people to communicate.
Our new brand articulates this ambition and our new logo is a symbol of
movement and change - our continuous evolution to help our customers get the
full benefit of communications services in their daily lives. We want to make it
easy for customers to get what they want, when they want it. We will keep
promises and deliver what we say. We will innovate to deliver fresh ideas. And,
as an international company, we will be respectful of our customers and their
local cultures.
PLANS:
“Documents that outline how goals are going to be met.”
These are the documents which provide the information how to do work and
where which step is to be taken and where which strategy is to be implemented
how is to be implemented and what are the outcomes of that strategy.
REAL GOALS:
“Goals that an organization actually pursues as defined by the actions of its
members”
STATED GOAL:
“Official statements of what an organization says and what it wants its various
stakeholders to believe its goals are. “
As telenor stated goals are
• Telenor Pakistan's customers shall be confident that the company runs its
operations in an ethically responsible manner.
• Telenor Pakistan's employees shall be proud of the way in which the company
handles its social responsibility.
• Telenor Pakistan’s other stakeholders, expecting high standards of social
commitment, shall have high regard for the company.
STRATIGIC PLANS:
“Plans that apply to the entire organization establish the organizational overall
goals and seek to positions in the organization in terms of its environment “
As telenor is considered
Telenor Pakistan is committed to Corporate Responsibility in all its activities by
making it an integral part of the corporate culture. Our role in society is clear: We
are here to help people communicate. That goes for all the countries in which we
operate.
Respond To Challenges:
Our aim is to understand and respond to the challenges that society is faced with,
using our technology and competence to find innovative solutions. We believe we
have important contributions to make on key issues, such as alleviating poverty,
combating climate change and encouraging safe use of Information
Communication Technology (ICT).
“Plans that specify the details of how the overall goals are to be achieved “
Chapter No. 8
STRATEGIC MANAGEMENT
Learning outline
Use this learning outline as you read and study this chapter
STRATEGIC MANAGEMENT
WHAT IS STRATEGIC MANAGEMENT?
Strategic management is what managers do to develop the organization’s
strategies. Through strategic management, managers establish the game plan or
roadmap.
Mission:
“A statement of the purpose of an organization.”
It is also important for managers to identify the goals currently in place and the
strategies currently being used. As we consider the telenor the mission statement
of telenor is
“We strive to be a driving force in creating, simplifying and introducing
communication and content solutions to the marketplace.”
Goals:
“Desired outcome for individuals groups, or entire organization. Knowing the
company’s current goals gives managers a basis for assessing whether those goals
need to be change. “
As we talk about telenor, Telenor's primary goal is to create greater value for our
shareholders, customers, employees and partners, and for society in general.
In order to achieve this goal, Telenor base its strategy on its customer oriented
vision, ''Here to Help'' as well as its core values, ''Make it easy, Keep promises, Be
inspiring' and Be respectful".
Strategies:
“The decision and action that determine the long-run performance of an
organization.”
Telenor has an inspiring vision: ideas that simplify. Telenor is committed to
creating, developing and launching new solutions that simplify our customer’s
workday. Telenor believe that by simplifying own organization and routines they
can achieve competitive power and value-creation
Opportunities:
Positive trends in external environment factors.
Threats:
Negative trends in external environment factors.
Resources:
An organization’s assets that are use to develop, manufacture, and deliver product
or services to its customers.
The basic resource of telenor is the services which they are providing to its
customers and also they have a lot of other projects which provide them resources
to run the organization like as “easy pasa” now a day.
Capabilities:
An organization’s skills and abilities in doing the work activities needed in its
business.
The staff which is hired by telenor is competitive and ideal. They work for the
organization in a best way and provide it their best abilities to making it the
number 1 cellular company in Pakistan.
Core competencies:
The organization’s major value-creating skills and capabilities that determine its
competitive weapons. Both resources and core competencies can determine the
organization’s competitive weapons. After doing the internal analysis, managers
should be able to identify organization strength and weakness.
Strength:
“Any activities organization does well or any unique resources that it has.”
Weakness:
“Activities the organization does not do well or resources it needs but does not
possess. Doing an internal analysis of an organization’s financial and physical
assets is fairly easy because information on those areas is readily available.”
SWOT ANALYSIS:
SWOT analysis is the combination of
Strength
Weakness
Opportunities
Threats
As we work on telenor, we have following strength weakness opportunities and
threats.
Strength:
These are the strength of telenor Pakistan.
• Network coverage
• International roaming
• GPRS roaming
• License for Azad Kashmir
• Quality coverage
• Value added services
• Lowest prices/ call rates
• Second largest market share of Pakistan
WEAKNESS:
These are the weakness of telenor Pakistan
• Behind of excessive demand
• Poor organizational structure
• Stagnant profitability
• Lack of franchises
• Lack of innovative services
• Network coverage
• Competition
• Internal problem
OPPORTUNITIES:
These are the opportunities of the telenor Pakistan
• Expand globally
• Publicity and marketing
• Develop new value added services
• Kiosk touchingly
• Develop new franchises in remote areas
THREATS:
These are the threats of telenor Pakistan
• Government interference
Respond To Challenges:
Our aim is to understand and respond to the challenges that society is faced with,
using our technology and competence to find innovative solutions. We believe we
Growth strategies:
a corporate strategy that’s used when an organization wants to grow and does so
by expanding the number of products offered or markets served’ either through its
current business or through new business.
As a result of its growth strategy, the organization may increase sales revenues.
Number of employees, market share, or other quantitative measures. How can
organizations grow? By using concentration, vertical integration, horizontal
integration.
Concentration:
growth through concentration is achieved when an organization concentrates on
its primary line of business and grows by increasing the number of products
offered or market served in this primary business; that is, the company choose to
grow by increasing its own business operations.
Vertical integration:
A company also might choose to grow by vertical integration, either backward,
forward.
In backward vertical integration, the organization attempts to gain control of its
inputs by becoming its own supplier.
In forward vertical integration, the organization gain control of it outputs by
becoming its own distributor
Horizontal Integration:
In horizontal integration, a company grows by combination with other
organizations in the same industry-that is, its competitors. Finally organization
can grow through diversification, either related or unrelated.
Related diversification:
When a company grow by combining with firms in different, but related,
industries. For example Pepsi or Lays.
Unrelated diversification:
When a company grow by combining with firms in different and unrelated
industries.
Stability:
A corporate strategy characterized by an absence of significant change in what the
organization is currently doing. Another situation when the stability strategy
might be appropriate is if the industry is facing slow or no-growth opportunities
like the candy and chocolate industry.
We conclude from above all discussion the communication plays a vital role in
any organization as well as in Telenor . It is a life blood of Telenor we visit
website of Telenor www.telenor.com
as well as Telenor sale center, which is situated in Sargodha, we talked with its
representatives in detail and we come to know about the importance of internal
and external communication, communications flows, chain of command, attitude
building processes, departmentalization, human resources department We got this
information with the help of following methodology
Direct Question
Visiting After going through above all discussion we have reached at this
conclusion that communication is most important factor of Telenor even it relates
to aspect of the organization. Telenor by being a foreign company face many
hurdles because they are coming from a different culture. After all we come on
solution that Telenor has adopted email, memo’s, letters and online conversation
system to communicate with their employees.