Organization Behavior of Robi Axiata Limited

Organization Behavior of Robi Axiata Limited
Table of Contents
1.1 Executive Summary...............................................................................................................2
1.2 Company Background:..........................................................................................................2
1.3 Vision.....................................................................................................................................2
1.4 Mission...................................................................................................................................3
1.5 Market Position......................................................................................................................3
2.1 Diversity in Organization.......................................................................................................4
2.2 Personality and Values...........................................................................................................4
2.3 Perception and Individual Decision Making..........................................................................6
2.4 Motivation..............................................................................................................................7
3.1 Group Behavior and Understanding Team Work...................................................................7
3.2 Communication......................................................................................................................8
3.3 Leadership..............................................................................................................................9
3.3.1 Leadership style of the managers....................................................................................9
3.3.2 Theories of Leadership..................................................................................................10
3.3.3 Transformational Leadership.........................................................................................12
3.3.4 Effectiveness of the leaders...........................................................................................13
3.4 Power and Politics................................................................................................................13
3.4.1 Formal power................................................................................................................13
3.4.2 Coercive Power.............................................................................................................14
3.4.3 Reward power................................................................................................................14
3.4.4 Legitimate power...........................................................................................................14
3.4.5 Personal Power..............................................................................................................14
3.4.6 Expert power.................................................................................................................14
3.5.1 Negotiation....................................................................................................................15
3.5.2 Conflict management....................................................................................................15
3.6 Organization Structure.........................................................................................................15
3.6.1 Functional departmentalization.....................................................................................16
3.6.2 Process departmentalization..........................................................................................17
3.6.3 Geographic departmentalization....................................................................................17
3.6.4 Customer departmentalization.......................................................................................17
Conclusion.................................................................................................................................17
1
1.1 Executive Summary

The purpose of our project on Robi Axiata Ltd. is to have a clear understanding on how Robi
Axiata Limited works. This report provides an analysis on leadership, communication, decision
making, discrimination, motivation & personality. We tried to find out the relevant organizational
theories.
1.2 Company Background:
Robi Axiata Limited is a joint venture between Axiata Group Berhad, Malaysia and NTT
DOCOMO INC, Japan. Robi Axiata, formerly known as Telekom Malaysia International
(Bangladesh), commenced operations in Bangladesh in 1997 with the brand name AKTEL. On
28th March 2010, the service name was rebranded as Robi and the company came to be known
as Robi Axiata Limited. Robi is a truly people-oriented brand in Bangladesh. They stand as the
people's champion and are there for the people of Bangladesh where they want and how they
want. With local tradition at its core, Robi marches ahead with innovation and creativity. To
ensure leading-edge technology, Robi draws from the international expertise of Axiata and NTT
DOCOMO Inc.
Robi supports 2G voice, CAMEL Phase II & III and GPRS/EDGE service offering high speed
internet connectivity. The companys GSM service is based on a robust network architecture and
cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind
solutions in terms of voice clarity, extensive nationwide network coverage and multiple global
partners for international roaming. Robi has the widest International Roaming coverage in
Bangladesh connecting 600 operators across more than 200 countries. Our customer-centric
solutions include value added services (VAS), quality customer care, easy access call centers,
digital network security and flexible tariff rates. (https://www.robi.com.bd/corporate/, 2016)
1.3 Vision
To be the most preferred GSM cellular service provider in Bangladesh.
1.4 Mission
To provide total customer satisfaction as the company strives to become the most preferred GSM
cellular service provider in Bangladesh. TMIB will achieve this through developing people,
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products, and services of the highest quality and meeting the needs of its employees,
shareholders and the nation.
Total quality objective
Total commitment to the needs of our customers,
Following the highest ethics standards,
Continual improvement of all work processes,
Permanent improvement of all the employees knowledge and skills,
Securing quality of the service to match the quality of services offered by the worlds
most successful companies in the field
Preserving the Companys leading position in the national market of mobile

telecommunications. (https://www.robi.com.bd/corporate/, 2016)
1.5 Market Position

Now-a-days Robi is doing well in telecommunication industry in Bangladesh. Economically and
politically Bangladesh is not very sound, but as an emergent country Bangladesh is very
prospective. The size of population and size of potential consumer is significant. However, the
market size is about 16 crore, where Grameen Phone captured 4.5 crore, Banglalink 2.9 crore,
Robi 2.5 crore and rest of the clinent belong to Airtel and Teletalk. As per the data base we can
see that Robi is holding a good position in Bangladeshi market. In the year 2010, Aktel turned to
Robi, after that, Robi is trying to turn up and capture the potential market by creating
differentiation in products and services. Robi is contributing to CSR in a mass way, recently they
had showed the world, the largest men made national flag, which created a world record
(https://www.robi.com.bd/corporate/, 2016).
2.1 Diversity in Organization

Surface level diversity means differences in easily perceived characteristics such as gender race,
ethnicity and age. Deep level diversity means differences in values, personality & work
preferences that become progressively more important for determining similarity.
There are people from different background, age, gender working in Robi Axiata ltd varying
from lower level to upper level management. These employees come from Dhaka University,
North South University, BRAC University & so on. While doing their work they get to know
each other. They appraise each other work though they are from different places. Then the
similarity of the employee came through work. There is no discrimination among the members.
In Robi people come from different background. These characteristics can easily be seen. It is
related with surface level diversity. On the other hand, employees find the similarity while
working together. The similarity makes the project successful. It is related with deep level
diversity. So it can be said that Robi has both surface & deep level diversity. They always
maintain a healthy relationship. As per their GM there is deep level & surface level diversity in
the organization & that actually motivates them to perform well. The diversity actually affects
the company with the positivity of doing the hard work & makes a good relationship with each
other. (Alam, 2016)
2.2 Personality and Values
Personality refers to individual
differences
in
patterns
of
thinking,
feeling
and
behaving. Managers personal approach towards people and tasks in a leadership style has great
impacts on how they lead, motivate, and treat workers. While identifying a specific personality
type that works best in managing subordinates is difficult, it is possible to identify common
personality traits of the managers. 2 dominant frameworks are used to describe personality:
Myers-Briggs Type Indicator
(MBTI) Big Five Model

After analyzing the interview, its found that The Big Five Model matches best with Mr. Masudul
Amin, GM, HR department, ROBI Axiata Limited.
Big Five Model: Its a personality assessment model that includes five basic dimensions. These
are- Extraversion, Agreeableness, Conscientiousness, Emotional stability & Openness to
experience.
Extraversion It is consist of three things- Sociable, Friendly and Assertive. Among
these three we found that Mr. Amin is an extrovert & sociable person. Based on that, we
can categorize him as an extraversion person.
Agreeableness After analyzing his behavior we can say that definitely he is a good
natured, cooperative & trustworthy person.
Conscientiousness The way Mr. Amin handles his workloads and manages his
subordinates he can be considered as a responsible, dependable & organized person.
Emotional stability- In terms of emotional stability Mr. Amin is self-confident & secured
under stress which is a positive sign of him.
Openness to Experience He is always curious and imaginative.
Self-Monitoring: The ability to adjust behavior to meet external, situational factors. Mr. Amin is
highly self-monitored person who constantly watch other people, what they do and how they
respond to the behavior of others. Hence he is very self-conscious and usually adapt well in
different social situations.
Core Self Evaluation: The degree to which people like them and see them as effective,
capable, and in control of their environment. Mr. Amins personality shows that he has
confidence on his ability. He has a positive self-evaluation which leads to higher job

performance. He also has internal locus of control. He always considers himself accountable
for any failure.
2.3 Perception and Individual Decision Making
The job of a manager is, above all, to make decisions. At any moment in any day, most
executives are engaged in some aspect of decision making: exchanging information, reviewing
data, coming up with ideas, evaluating alternatives, implementing directives, following up. But
while managers at all levels must play the role of decision maker, the way a successful manager
approaches the decision-making process changes as he or she moves up in the organization. At
lower levels, the job is to get widgets out the door (or, in the case of services, to solve glitches on
the spot). Action is at a premium. At higher levels, the job involves making decisions about
which widgets or services to offer and how to develop them. To climb the corporate ladder and
be effective in new roles, managers need to learn new skills and behaviorsto change the way
they
use
information
and
the
way
they
create
and
evaluate
options.
(http://www.csus.edu/indiv/s/sablynskic/ch5obe150.htm, n.d.)
So in this part we will discuss how do the managers in Robi make decisions on the basis of our
interview with a couple of their managers. Its not about rational decision making. Its not
possible to find out all the information regarding any situation. But in cases of their technical
goals or setting any new tower or going through any new investment in technological part they
try to go through rational decision making. Because these kinds of projects involve huge
monetary support and as network providing and coverage is their prime concern they try to do
their best. For example if they need to set up a new tower in any locality a huge amount of R&D
goes into it. Their sales departments give them information about where setting it up would be
most logical and profitable and the tech departments comes up with their points too. The finance
department gives their budgets and allowances to the project.
In other regular cases Robi is very flexible in its culture. So by following their culture they like
to empower their executive level employees. Because they are the closest to the consumers, they
know about their preferences and the ground level stakeholders the best. In Robi new ideas are
always appreciated. They believe in innovation. So they encourage all their employees to come
up with new ideas which are doable. So the environment is very competitive too. So accordingly
the managers always need to be very proactive and belong to the type B personality. According
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to one of the managers, few of their subordinates are very laid back so they need to always keep
track of the works that are being done. The other manager of the marketing department believes
that his subordinates are very proactive. So he puts on a huge trust on them by giving them
targets and setting their goals. He also lets them take their own decisions. To him what matters
the most is getting the job done. The leadership motto that he follows is giving them puzzles not
solving it for them. There is a case of balancing the relationship with the subordinates too. If the
managers are way too casual with them, they would take the manager for granted and if they are
too strict then it might hamper their relationship. In Robi the hierarchical processes are not too
rigid. Anyone can reach the top level managers if they have something very useful or important
to present to them. One of the very interesting things about their organization is that they dont
have separate rooms for the managers. So clearly they encourage the low power distance. So to
cope up with such an organizational culture the leaders need to have all the aspects of the big5
model. Extraversion and openness to experience is obviously encouraged. The managers need to
be emotionally stable and conscientious to. Even if their marketing campaigns or projects fail
they dont stop. They correct the problems and come up with different types of solutions. So that
they can reach their annual target.
The biases that they fall under at times are confirmation bias, availability bias and sunk cost
errors. Mostly because of the big competitors they have in the market and the competitive
projects they need to take in hand instantly makes them fall into such biases.
2.4 Motivation
We motivate our employee in different way. We give rewards, incentive, target achievement and
national and international tour. Two eid bonus for all employees. It depends on salary basics.
Another one is LFA (Leave from annual).This remuneration for all employees that means Ten
thousand taka. Our opportunities are loan, car and advance salary. Advance salary gives the
employee at a time three times of their gross salary. It give us the positive result. We reach our
target. In competitive market we improve very quickly.

3.1 Group Behavior and Understanding Team Work
Robi is a big corporation. So team work is of huge significance here. The company believes in
innovation and new ideas. They emphasize on team building and team work. Without team work
it is not possible to maintain the operations of the business. So for operational and functional
reasons there are a lot of teams. Command groups and task groups are the type of groups that can
be seen the most. Because of hierarchy, command groups need to be there. The junior officers
and specialists report to the managers; managers to their GMs; GMs to EVPs and EVPs to VPs.
Thus the command is established. Other than that task groups are formed.
In case of teams we can see the existence of problem solving teams, self-managed work teams
and cross functional teams in ROBI. They put a lot effort in team building activities so that their
employees get acquainted with each other easily. Even their stakeholders and shareholders put
focus on that. For that purpose they take employees at different resorts for lunches and dinners.
So that, they can socialize and develop their team dynamics.
Problem solving teams are the most prominent teams in the organization. Every manager for
every little goals and projects make such teams and discuss problems and their solutions. This is
very effective. They believe such team work create positive synergy and a sense of belonging in
the employees. Other than that they use self-managed teams too. As they empower their
employees, for small goal and target fulfilling self -managed teams are effective. Cross
functional teams are the next most prominent teams. Because it is a huge corporation, for coming
up or executing any big project they need to communicate with different departments. As a result
people from different departments come together to make progress in such campaigns.
3.2 Communication
Whether its in person or via email, with a sponsor or a stakeholder, effective communication
serves as the very bedrock of business. It can sway public opinion, give teams a sense of
purpose, persuade executives to increase funding and boost project success rates. Yet true
communication both inside and outside the enterprise walls remains a rare commodity, much of
which comes down to a fundamental difficulty in communicating with the appropriate clarity and
detail. Sometimes its the project manager who cant stop outlining every single technical step in
excruciating detail to the executive committee. Other times its the executive unable to translate
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the grand strategic vision into actual project objectives and scope. Even at times its the sponsors
who dont engage with external stakeholders beyond a press release.
As Robi itself is one of the biggest providers of mobile network in the market it needs to keep on
making new projects and developments. For the success of these projects they need to have a
good communication system. They do emphasize on interpersonal communication skills and
encourage their employees to socialize. For functional purpose they need to work with people of
different departments a lot of times. As a result they need to have good communication skills to
be effective and efficient. As we have studies about their culture already, it does give the idea
about the significance of communication. Managers prefer direct personal communication with
employees in case of discussing about problems; solving problems; setting goals, and planning
because it makes the process easier to get feedbacks or understand the significance and urgency
of the manager. Practically its not always possible so they do rely on emails and phone calls for
the rest of communication. For official communications and group conversations they use
software called Microsoft lynch. As they think that official issues need to be documented, using
this kind of media would help them to keep a record of it. They dont use social medias
(Facebook, viber, WhatsApp) to do official communications. Its really easy to reach the top
managers so the communication in the organization is very vibrant.
3.3 Leadership
Leadership appears to be the art of getting others to do something you are convinced should be
done. It is the process of interaction between the staff and the leader. Leaders should be an
inspirational figure who will influence his subordinates to achieve organizational goals.
Moreover, leadership involves various dimensions which include planning, organizing, directing
and controlling.
3.3.1 Leadership style of the managers

To develop leadership styles the leaders need to find out which leadership style work best for
him and the organization. He should develop as many leadership styles as possible. In fact,

choosing the right style, at the right time in the right situation is a key element of leader
effectiveness.
Keeping these things in mind, here the managers of ROBI always try to choose the most
appropriate styles based on the situation to achieve organizational goals. Sometimes the styles
may overlap (i.e. charismatic leadership and transformational leadership) where some styles can
be used together (facilitative and team leadership); others are used less frequently (strategic and
cross-cultural); and sometime they use exactly opposite styles (autocratic & participative).
3.3.2 Theories of Leadership
Fielders Model: This model states that effective performance comes from an understanding
relationship between the members and the leader. Three situational factors play an important part
here. These are:
Leader-Member Relation,
Task Structure, and
Position Power.
Leader-Member Relation is the degree of confidence and trust the employees have on their
leader. In ROBI, the employees share a very comfortable and flexible work relation with their
leaders. They believe in participative leadership where the leaders explain the Task Structure
and let the employees do it on their own way. They might take their time so that within the
process they can learn and develop their skills. Here their view is- Dont give solution, just give
puzzles. Because, if they give solution, there will be lack of innovation. They always try to
control their Position Power. They encourage the employee participation but they dont take
anything as granted. They always try to maintain a mixture of both task and relationship oriented
leadership. Situation plays a vital role on leadership styles. The following table represents which
types of leadership styles are suitable for which situation:
Situation
Category
Leadership Styles
Favorable Situation
I, II, III
Task oriented
Moderate Situation
IV, V,VI
Relationship Oriented
Unfavorable Situation
VII, VIII, IX
Task Oriented
10
Used to determine which type of leader to use in a given situat
Figure: Graphical Presentation of FIELDERS MODEL
House Paths Goal Theory: The Path-Goal Theory of Leadership was developed to describe
the way that leaders encourage and support their followers in achieving the goals which they
have set, by making the path that they should take clear and easy. The managers are always
there to help their employees. They prefer to work as a team. Managers provide the necessary
information, support, resources and guidelines which help the subordinates to perform their
job perfectly and that eventually lead to achieve the organizations goal.
In particular, here the leaders:
Clarify the path so subordinates know which way to go.
Remove roadblocks that are stopping them from going there.
Increase the rewards along the route.
Based on the situation four different types of leadership styles are followed in this model. The
table shows the appropriate leadership styles in each situation followed by ROBI Axiata
Limited:
11
3.3.3 Transformational Leadership

In transformational leadership, leaders empower and motivate the staffs by involving them in
decision-making process, which inspires them to be a part of the vision and makes them feel that
they are a part of the team that contributes in the success of the organization. Leaders also
inspire the staff by rewarding them for quality and excellent work. As a result, leaders will have
staffs who demonstrate high quality performance, commitment and job satisfaction.
In general, there are certain common characteristics that transformational leaders should have.
These are the ability to: instill a sense of capability in staff; offer vision; inspire trust; perform
all tasks on time; take risks; manage and take action appropriately during times of crises; and
communicate effectively.
In the context of a transformational leadership framework, Mr. Masudul Amin treats all the
staffs in a friendly way, equally and with perfect communication skills acceptable to all of them.
This leads to build a trust worthy relationship between him and the staff. In addition, he tries to
involve all the staff in the organizations vision and treats each staff member as a part of it. As a
result, the confidence of the staff is gained and restored.
12

3.3.4 Effectiveness of the leaders
The effectiveness of leadership depends on the willingness of the followers. Followers can
accept or reject the leader.MR. Masudul Amin, the GM of Brand team, ROBI says that the
leaders should not be too rigid. If they do so then their subordinates will hate them. So, there
needs to be a balance of rigidness and flexibility. Leaders should know when to be rigid and
when to be flexible. The leadership styles may change on different situations. Depending on the
ability and the willingness of the employees the following chart shows different leadership
behaviors:
Ability to follow
Willingness to Follow
Leadership Behavior
Unable
Unwilling
Give clear and specific directions
Unable
Willing
Display high task orientation
Able
Unwilling
Use a supportive and participatory style
Able
Willing
Doesnt need to do much
3.4 Power and Politics

Power is the ability to influence or control the behavior of people. The most important aspect of
power is dependence. The greater dependence others have on someone, the greater someones
power in the relationship.
In Robi as they follow a decentralization system everybody can enjoy a normal balance there.
They are not forced to do a specific task in here.
3.4.1 Formal power
Formal power is based on an individuals position in an organization. It can come from the
ability to coerce or reward, or from formal ability.
3.4.2 Coercive Power
The coercive power base depends on fear of the negative results from failing to comply. It resets
on the applications, or the threat of application, of physical sanctions such as the infliction of
13

pain, frustration through restriction of movement, or the controlling by force of basic physiology
or safety needs.
In Robi superior uses this coercive power to resolve conflict. When conflicts happen between
two individuals, manager told them to discuss together and come back with a joint solution. Thus
help those individuals to understand each other and the situation more and make them more
dependent on themselves.
3.4.3 Reward power
Reward power is conveyed through rewarding individuals for compliance with ones wishes.
This may be done through giving bonuses, raises, a promotion, extra time off from work, etc. Its
the opposite of coercive power. In Robi there are bonuses, raises and promotion for doing
excellent work. The company motivates people to do better work and reward them by giving
incentives.
3.4.4 Legitimate power

The power a person receives as a result of his or her position in the formal hierarchy of an
organization.
In Robi, who have higher position in the organization leads the employees in an effective way
with the best use of their resources. The employees follow the instructions and run the company
towards its goal.
3.4.5 Personal Power

Power that comes from an individuals unique characteristics these are the most effective. In
Robi, the employees have the chance to think about new strategy and ways. Robi inspires them
to think new things, do task in different ways and for those Robi give incentives to them.
3.4.6 Expert power
This power comes from ones experiences, skills or knowledge. In Robi, employees have
specialized work so it depends on its expert professionals. Expert employees have their own
skills and experiences so that they could use this power to meet their needs.
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3.5.1 Negotiation
Negotiation is a dialogue between two or more people or parties intended to reach a mutually
beneficial outcome, resolve points of difference, to gain advantage for an individual or
collective, or to craft outcomes to satisfy various interests.
In Robi, employees prefer team meetings for negotiation procedure. A joint solution from both
the parties can help resolve all the problems during the negotiation process.
3.5.2 Conflict management
Conflict management is the process of limiting the negative aspects of conflict while increasing
the positive aspects of it. The aim of conflict management is to enhance learning and group
outcomes, including effectiveness or performance in organizational setting.
In Robi, according the GM, there are uses of coercive power in conflict management. When
conflict happens in teams or individuals, manager gives them order to resolve those things by
sitting together and come up with a joint solution which please the both the individuals and the
teams.
3.6 Organization Structure

An organizational structure defines how jobs and tasks are formally divided, grouped and
coordinated. Managers need to address six key elements when they design their organizations
structure:
-work specialization
-departmentalization
-chain of command
-span of control
-centralization and decentralization
-formalization
Robi has a flat organization structure as they believe that efficiency lies in lesser bureaucracy and
less relevance is given to authority. Robi has high level of work specialization where employees
are specialized at certain tasks. Thus, the work is distributed accordingly. Robi believes in
15

empowerment of employees and they practice wide span of control in the Organization. This
saves time and at the same time it is cost efficient. Level of centralization is way lower at Robi.
In other word it is a decentralized organization. This is because; decentralization yields a
number of benefits for the organization. It enables the organization to act more quickly to solve
problems, increases employees participation in decision making and makes employees feel not
being alienated. Thus, it enhances employees commitment towards the organization. According
to the GM, this system empowers the employees and with time it grows. Here goes the
organizational structure of Robi:
3.6.1 Functional departmentalization

In functional departmentalization, departments are separated from each other based on functions
or tasks they perform.
Examples of functional departmentalization include; production department, finance
department, marketing department, human resource (HR) department, etc. In case of Robi
they also have these departments.
16

3.6.2 Process departmentalization
In process departmentalization, departments are separated based on their role in a production
process. In case of Robi they have process departmentalization for some specific task. Like for
making advertisements, they have a creative team who give the ideas, then they have a
production team for shooting the film and then pre-production team for editing.
3.6.3 Geographic departmentalization

In geographic departmentalization, separate departments are made based on the company's
operations to be carried out either over a vast area or within some restricted area through
branches or offices established at different zones or places in that area.
3.6.4 Customer departmentalization

In customer departmentalization, departments are separated from each other based on the types
or groups of customers to be handled or dealt with. For example, customers can be classified
under types such as, premium customer, regular customer, new customer, Vip customer etc.
Conclusion
Axiata Ltd. is one of the top mobile companies in Bangladesh. It covers the whole Bangladesh
by its network. Comparing practical knowledge with theoretical involves identification of
weakness in the organization activities. Through all departments and sections are tried to cover in
which we got the chance to gather practical information; it is not possible to go to the depth of
each activities of the organization. The company also monitors its competitors activities and is
proactive in organization behavior. For any company, whether it is small or big like Robi
organization behavior is one of the major part, because without the proper support from the
employees, the organization may find it difficult to achieve its goal. So leading and
communication is very important for any organization.
17

Robi choose the best management who will lead the organization in future. Robi is determined to
achieve its goal and target and be established in the market with the support of its each and every
employee. However, they have some major changes to do in terms of management policy and
HRIS. If they can do so as they have planned, then Robis will be more effective and efficient
Reference and Bibliography

https://www.robi.com.bd/corporate/
www.todayscience.org/JBM/article/jbm.v2i4p49.
https://www.dspace.bracu.ac.bd/jspui/bitstream/10361/3012/1/09204034
http://study.com/academy/lesson/management-in-organizations-top-middle-lowlevel-managers.html
http://www.journals.elsevier.com/research-in-organizational-behavior
Mr. Masudul Amin

GM, HR Department, Robi Axiata Ltd.
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