ORGANIZATIONAL

BEHAVIOR
A COMPARATIVE ANALYSIS BETWEEN
TWO TELECOM COMPANIES
Presented To: Dr. MS
Prepared By:
XYZ

ABC University
Date: 03.09.2016

ACKNOWLEDGEMENT

ORGANIZATIONAL BEHAVIOR

This is our humble attempt to present gratitude in writing this Report. We

have truly drawn upon our own experience as student of Organizational
Behavior. We have also received help from number of persons in preparing
this report and we would like to thank them all.
First, we would like to express our gratitude to Dr. Mohammad Thoufiqul
Islam who let us prepare this report on this topic. Also we want to show our
gratefulness to all those who has shown their continuous and cordial support
during our project.

Page | 2

ORGANIZATIONAL BEHAVIOR
INDEX

Topic
Title page
Acknowledgment
Index
Executive summary
Organizational Culture
Personality and Values
Motivation Concepts
Emotions and Moods
Attitudes and Job Satisfaction
Foundations of Group Behavior
Understanding Work Teams
Communication
Organizational Change and Stress
management
Perception & individual decision making
Conclusion

Page no.
1
2
3
4
5
11
14
18
20
22
24
27
30
36
38

EXECUTIVE SUMMARY
Page | 3

ORGANIZATIONAL BEHAVIOR

This report manly focused on theoretical & conceptual analysis about the relevant Organizational
Behavior concepts of two firms in the telecom industry of Bangladesh, namely GrameenPhone &
Teletalk. We tried our level best to ensure the purity & objectivity of the project. All the relevant
theoretical frameworks, critical analysis, application of knowledge & practice base evidence are
providing throughout the whole project report. The whole report is divided into several
segmented topic headings & when required we use appropriate talking headings. By browsing
through the comprehensive index & the table of contents one can get the clear idea about the
project.

Grameenphone widely known as GP, is the leading telecommunications service provider

in Bangladesh. With more than 32 million subscribers (as of June 2011), Grameenphone is the
largest cellular operator in the country. It is a joint venture enterprise. Grameenphone was the
first company to introduce GSM technology in Bangladesh. It also established the first 24hour Call Center to support its subscribers. With the slogan Stay Close, stated goal of
Grameenphone is to provide affordable telephony to the entire population of Bangladesh.

Teletalk Bangladesh Limited is a public limited company, registered under the Registrar of the
Joint stock companies of Bangladesh.
Total shares are owned by the Government of the Peoples Republic of Bangladesh.
Teletalk Bangladesh limited was established keeping a specific role in mind. Teletalk has forged
ahead and strengthened its path over the years and achieved some feats truly to be proud of, as
the only Bangladeshi mobile operator and the only operator with 100% native technical and
engineering human resource base, Teletalk thrives to become the true peoples phone Amader
Phone.

Page | 4

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL CULTURE
Grameenphone Vs Taletalk (an OB
perspective)
In the study of organizational behavior, the various aspects of organizational culture put vital
impact in the organizations setup objectives, norms, mission statement & the companys goal
achievement process. So, in OB, analysis of a companys organizational culture has important
significance. Culture is a system of shared meaning held by members that distinguishes the
organization from other organizations. There is co-relation between organizational culture &
institutionalization. Institutionalization is a condition that occurs when an organization takes on a
life of its own, apart from any of its members, & accurse immorality. So, while conducting the
research project based on organizational behavior perspective about Grameen phone & BTTB
Teletalk, we find some remarkable research outcomes about the two telecom companys
organizational culture, which give us valuable insights to draw an effective conclusion & to pass
a meaning verdict about the organizational culture of Grameen phone & Teletalk. The Grameen
phone as a multinational telecomm company it has some strong organizational cultural
backround which makes it different from other telecomm company, specially, with Teletalk. As
Teletalk is purely Bangladeshi company, run by the government, so, obviously it has some
typical bureaucratic impact over its organizational culture, whereas,
Grameenphone is more dynamic & flexible & ensures international setup standards as a
multinational company.

Page | 5

ORGANIZATIONAL BEHAVIOR
The significant differences & analytical comparison about
the two companys organizational culture:
1. A brief discussion about 6 organizational characteristics
differences:
From our observation of the two companys organizational culture, we find some phenomenal
differences in their organizational management procedure as well as the organizational cultures.
Below some of the key points are discussed:
i) Innovation & risk taking: In Grameenphone, the company always encourages innovative ideas
& encourage employee view point & participation. But they also follow the moderate risk taking
policy. Comparing it with Teletalk, they are conservative as they have to follow the strict
government rules & regulations & work procedures.
ii) Attention to detail: In Grameenphone, the degree of expected exhibition of precision, analysis
& attention detail from employees are more positive & interactive in compared with Teletalk.
iii) Outcome orientation: In Teletalk the managements are more focused towards results or
outcomes & Grameenphone put emphasis on techniques & processes to achieve the desired
results or outcomes.
iv) People orientation: The management decisions are more authority oriented rather than
employee oriented , so work range are narrow & task focused in Teletalk. In this case Grameen
phone always maintains a qualitative balance.
v) Aggressiveness: The employees of Grameenphone are more competitive & enjoy a bit more
liberty as the promotion & the employee career development do not follow fixed ratio process. In
Teletalk the employees are more easy going as they have high job security & enjoy government
facilities.

Page | 6

ORGANIZATIONAL BEHAVIOR
vi) Stability : The Grameen phones organizational activities emphasize maintaining the status
quo in contrast to growth. The Grameen phone assures its objectivity & measures its goal
achievement & in that case Grameen phone is more stable than Teletalk.

2. The differences in various cultural concepts: Though the 2

company have some differences in the various cultural concepts as culture is a descriptive term
& it may act as a substitute for formalization, yet the differences are not so vast. But from our
analytical observation we identifies some of the differences for comparison:
i) The comparison in terms of Dominant culture: Here, the Grameen phone is more expressive &
express the core values that are shared by the majority of the organizations member. One of key
observation was GP is innovative & creative idea oriented & Teletalk is more structural work
process follower. Teletalk, in terms of core value adoption they follow more predefined structure
& one of the key aspect is the employees are more group oriented rather than team oriented &
has strong bondage within the group which expresses the core value of the company in a certain
way.
ii) The comparison in terms of subculture impact: Subculture is mini-cultures within an
organization, typically defined by department designations & may be in some cases geographical
or demographical separation. For example: in GP as they are more team oriented so the grape
vine may be considered a sub culture with in their core culture. Where as In Teletalk many a time
it is pretty much the same but in terms of grape vine impact it is more individualistic as the
responsibility in various work procedure in lies to different designated employees.
iii) Core values acceptance: Core value is the primary or dominant values that are accepted
throughout the organization. For example : The Grameen phones core value is to maintain a good
quality services with high quality network coverage through out Bangladesh. & in Teletalk their
core value is to serve the mass people with the assurance of good services with relatively low
cost & thus to retain the productive growth of countrys GDP.
iv)An analysis over companies Strong culture: Strong culture is, the culture in which the core
values are intensely held & widely shared.

Page | 7

ORGANIZATIONAL BEHAVIOR
A related example can be : Teletalks strong culture is complex, time consuming, beurocratic,
authoritative, group oriented, focused work ranged,& follow fixed interval ratio where the level
of hierarchy is bigger. Where, Grameenphones organizational strong culture is more transparent,
flexible, dynamic, up to date, more acceptability towards adopting modern international
concepts, not so time consuming or rapid creative decision making process, & appraisal process
is more performance & competency based.

Page | 8

ORGANIZATIONAL BEHAVIOR
3. The comparison in the stages of socialization process:

(An analysis)

Prearrival

Encounter

Metamorpho
sis

Productivity

Commitment

Turnover

Pre-arrival: One of the pre-arrival process of GP is internship process, through which

potential employees can learn & develop their skills & competency level. Besides they
have several types of training & employs recruiting & selection programs which can help
Page | 9

ORGANIZATIONAL BEHAVIOR
the would be employees to adopt the organizations cultures, values, norms easily. In

Teletalk they also have probation period & training process but it is different than GP.
Encounter: The new employees sees what the organization is really like & confronts the
possibility that expectations may diverge. In GP an employee gets ample of opportunity
to judge him/herself weather s/he is adopted & adjusted with the company or not. In that
case, companys job description & job specification plays a vital role. Though Teletalk
has defined job description but they do not follow specific person specification

procedure.
Metamorphosis: According to organizations policies , by adopting & implementing
necessary initiatives, both GP & Teletalk ensures the new employee changes & adjusts to
the work,work group, & organization.

The way organizational culture forms : ( Theoretical framework)

Philosophy
of
organizatio
n's
founders

Selection
criteria

Top
manageme
nt

Organizatio
n culture

socializatio
n

4. The comparison in terms of learning cultures:

i) stories: It is a common traits in both GP & Teletalk is anchor the present into the past
&provide explanations & legitimacy for current practices.

Page | 10

ORGANIZATIONAL BEHAVIOR
ii) Rituals: Ritual is repetitive sequences of activities that expresses & reinforce the key values of
the organizations. For example: Both GrameenPhone & Teletalk celebrate their first
inauguration day & special events.
iv) Material symbols: GP does more advertising & branding than Teletalk. GP has strong & well
defined & renowned acceptable logo, office, opulence of the office furnishings etc. that is a
resemble of their well managed & strong organizational culture.
v) Language: Both GP & Teletalk use professional languages in terms of conversations &
communications.

5. Comparing both the companies characteristics of the

spiritual organization:
Work place spirituality: The recognition that people have an inner life that nourishes & is
nourished by meaningful work that takes place in the context of the community. People seek to
find meaning & purpose in their work. The desire to integrate personal life values with ones
personal life. Work place spirituality is also concerned with helping people develop & reach their
full potentials.

Characteristics

Grameenphone

Teletalk

1.Strong sense of purpose

1. All the employees have the

1.Different employees have

common sense of purpose

different sense of purpose

2.The employees of GP has the

2. Trust & respect is well

strong connections & bondage as

established in between co

the hierarchy level is relatively

workers & different hierarchy

flat

levels.

2.Trust & respect

Page | 11

ORGANIZATIONAL BEHAVIOR
3. GP is renowned for its

3. Teletalk is not so much

corporate social responsibilities

renowned for its humanistic

4.Toleration of employee

4. It is moderate within the

work practices.
4.It is moderate within the

expression

organization . But certain

organization .

3.Humanistic work practices

behavior rules are strictly

monitored & followed.

Summary (our findings & research outcomes):

Culture defines the boundary between one organization & others.

Conveys sense of identity for its members.
Facilitates the generation of commitment to something larger than self interests.
Enhances the stability of social system.
Serves as a sense-making & control mechanism for fitting employees in the organization.
All organizations need to be more culturally sensitive.

PERSONALITY AND VALUES

What makes Grameenphone employees more satisfied, involved and dedicated to their jobs? Its
their personality and values which distinguishes them from other employees working in other
telecommunication organizations. Grameenphone employees are the highest qualified, well
built, smart and energetic which makes them different and superior. They are ready to face any
challenges and overcome any problems in difficult situations. All companies want highly
qualified employees but it depends on company goodwill, status etc. Teletalk could not reach that
mark to hire employees like Grameenphone. Defining personality, it is the sum total of ways in
Page | 12

ORGANIZATIONAL BEHAVIOR
which an individual react to and interact with others. It is a vital thing in customer care
procedure, how to manage the customers problem within a short period of time, giving the
customer proper attention, ways of talking to the customer and managing their problems, etc. If
we consider the Big Five personality model in judging Grameenphone and Teletalks employees,
we can see the differences which lacks in Teletalks employees.

THE BIG FIVE PERSONALITY TRAITS

Personality Trait

GRAMEEN PHONE

TELETALK

Emotional Stability

Training process
makes more
emotionally stable
Employees more
self-confident

Training process
does not focus on
emotional stability
rather focuses on
performance of
work

Extraversion

Emphasizes on
team-oriented tasks,
therefore employees
are more sociable,
expressive and
confident
Nurtures creativity,
imagination,
sensitivity and
curiosity in their
work procedure

Group-oriented,
therefore outcomes
are more selffulfilling

The work
environment makes
employees good

The work
environment makes
employees

Openness to experience

Agreeableness

The work does not

allow much
creativity or
imagination

Page | 13

ORGANIZATIONAL BEHAVIOR

Conscientiousness

natured, cooperative and

trusting
The structure of
work encourages
responsibility,
dependency,
persistency and
organization

relatively less
agreeable

The structure of work

encourages responsibility
and dependency, but in a
smaller scale

Grameenphone manage their employees in adapting these qualities by training them and thus a
corporate manager of Grameenphone is highly demanded whereas Teletalk does not have good
training facilities resulting in not so skilled employees in their company.
When considering the importance of values in the employees, it is how the company sees the
employees or what position do they give their employees in the organization. Values are basic
convictions that a specific mode of conduct or end state of existence is personally or socially
preferable to an opposite or converse mode of conduct or end state of existence. Values are
important because they lay the foundation for one understands the peoples attitude and
motivation and because they influence our perception. Values generally influence attitudes and
behavior. Grameenphone hires people in the work force with a mixture of values while Teletalk
hires people according to the government policy which is not a good idea to take a
telecommunication business ahead, at least considering the scenario of our country. A table
consisting of dominant work values in todays workforce is given below.

Grameenphone has employees with all value types making them more innovative and strong.
Values are important in an organization for employees performance and satisfaction are likely to
be higher if their values fit well with the organization.

Page | 14

ORGANIZATIONAL BEHAVIOR
Srategies obtained by Grameenphone are spot on and their future plan and hiring employees is
truly a success which made them the telecommunication giant in this country while on the other
hand, Teletalk has a lot to do with this staffs and making their strategic level different would only
be possible if they hire people considering their values and personality, not from
recommendation.

MOTIVATION CONCEPTS
Many people incorrectly view motivation as a personal traitthat is, some people have it, and
others don't. But motivation is defined as the force that causes an individual to behave in a
specific way. Simply put, a highly motivated person works hard at a job; an unmotivated person
does not.
Managers often have difficulty motivating employees. But motivation is really an internal
process. It's the result of the interaction of a person's needs, his or her ability to make choices
about how to meet those needs, and the environment created by management that allows these
needs to be met and the choices to be made. Motivation is not something that a manager can
do to a person.
As motivation is a prime factor to job satisfaction, management is willing to take
initiative by offering schemes:
Performance Bonus
Performance bonus is given to the good performers with accordance with the company rules and
management discretions as recognition of ones performance throughout the year.
Reward and recognition
Reward and Recognition policy is introduced to award the outstanding
performers, best team performers and the best support staff.
Page | 15

ORGANIZATIONAL BEHAVIOR
Maslows Theory Application
(In context of Grameenphone and Teletalk Employee Motivation Practices)
Abraham Maslow explored a hierarchy of needs, from the most basic physical needs to the most
internal needs for self-actualization, and found that individuals respond to motivation that meets
their lowest need at a particular point in time. This approach to motivation holds considerable
potential for companies willing to apply it to their personnel practices. Some major impacts of
the two theories are visible in every aspect of Grameenphone ltd. The motivation level of
employees in Grameenphone is increased by the various facilities that reflect Maslows needs
hierarchy. As from theoretical perspective Maslows hierarchy of need seems to be strong in
Bangladesh Context, where people seems follow visible needs rather than preferring challenges
in the workplace in actuality results indicate employees perception toward goal is very strong.
The aim of this observation was to find out the practical impact of the most relevant motivational
theories in Grameenphone and describe in which issues these theories have made an substantial
impact.

Page | 16

ORGANIZATIONAL BEHAVIOR
As Maslows theories state that an individual will be motivated to fulfill his first need, which is
physiological needs . Grameephone seems to be strongly influenced by this part of the theory.
The minimum salary for the lowest managerial position in Grameenphone is 28,000 taka and in
the call center starting salary is 10,000 taka whereas the minimum salary for the lowest
managerial position in Teletalk is 20,000 taka and in call center minimum salary is 8,000 taka.
Maslows physiological needs means the biological needs human requires surviving such food,
clean water. So it is clear that a Grameenphone employee has better probability to satisfy the
biological needs as the monthly salary is higher than Teletalk and most of the other companies in
Bangladesh. This higher salary policy has proved milestone for Grameenphone. As it offers an
handsome salary at the very starting point of career Grameenphone has been able to recruit the
most highly skilled employees. A high salaried job is much more attractive to the freshly
graduated skilled applicants. This salary philosophy (putting more money to the base salary) has
also helped them keeping the skilled productive workforce at their company. Their motivation
also increases by the paid training period which Grameenphone offers. Teletalk and most of the
companies in Bangladesh keep an unpaid training period on the other hand Grameenphones paid
training program are more lucrative to the trainees and it motivates them to response to the
training opportunity eagerly.
Maslows safety need is emphasized in Grameenphone ltd. They have included so much to make
employees more protected, secure and stable in their workplace. Grameenphone ltd is building a
pension fund for it employees. It also invests in a provident fund. 10% of the salary is paid on a
monthly basis into the fund. Employees are also entitled and covered by health and medical
insurance. This also applies to family member andin Teletalk they have relatively similar offers.
However, employees of Teletalk are not so flexible and not so responsive. Grameenphone also
provides monthly education grants for children under age of 21 to all employees. The grant is
fixed for each child. This type of financial security has made Grameenphone employees more
comfortable at their jobs. As our results suggest that the medical insurance is very useful to every
employee. They are mainly using it for their sick parents of elderly persons in the family. The
workplace has also taken into account to give the employees best safety at the place which you
can see watching their corporate head office at Bashundhara.. Sophisticated software and
computerized security system to keep the whole place from the safety of fire, theft, robbery and
Page | 17

ORGANIZATIONAL BEHAVIOR
any kind of unwanted event. Another issue in within the Grameenphone employees is child care
service. Around half of the employees are woman and among them around two third are married
and with little children. Over half of them missed office because of some child issues. So
Grameenphone is thinking to make this female employees more motivated by planning to
provide a child care service in the office space.
Maslows social need indicates love, affection, and a sense of belongingness in one's
relationships with other persons. Examples of these needs are work groups, teamwork, and
company good relationship with co-workers. Humans are inherently social and friendly
creatures, a. Friendships are beneficial to humans at home and in the workplace, but some
employers do not realize the importance of this association. We are all aware that humans form
meaningful relationships outside of the workplace, but the value of establishing enjoyable
relations within the workplace is often underestimated. Research has shown that promoting
social interaction among employees will "increase morale and productivity."In our observation
we have found that Grameenphone requires each employee to attend in the discussion time of
the team work to strengthen interpersonal relationships. Also a new employee need to attend the
orientation and after that he/she stays under supervision of two or three experienced colleague
and a senior supervisor during the training period to alleviate the left out feeling of a new comer
whereas in Teletalk they just have a orientation programme which employees need to attend and
where the new employee get to know others but there is no program like DISCUSSION TIME
in Teletalk.
Maslow defined esteem needs as the level of fulfillment a person feels in the workplace such as
respect, prestige, recognition, need for self-esteem, personal sense of competence and mastery in
opinion, humans are egocentric, and everyone likes to be praised . This is part of this need
fulfillment. Results states at Grameenphone employees like to be appreciated and recognized for
job .This motivates them to continue working hard for the company. Performance bonuses are
given on the basis of performance in a given year. This happens after the yearly appraisal. The
reviewer (usually the immediate boss) notes down the performance of the employee on a given
set of characteristics and sends it to the MD. The MD then takes the decision on the performance

Page | 18

ORGANIZATIONAL BEHAVIOR
bonus. However, all decisions regarding performance bonuses by the MD needs to be approved
by the Board of Governors. Most lucrative to mention about rewarding provided by
recognition for Employee of the Month is made each month that drives the employee
motivation level to greater extent.
The last level of Maslow's hierarchy, the pinnacle of achievement, is the level of selfactualization the need to grow and use one's abilities to the fullest and most creative
extent. Grameenphone offer challenging and meaningful work assignments which enable
innovation, creativity, and progress according to long-term goals. There is a saying-"What a
man can be, he must be. We may this need call self-actualization. According to our observation
in Grameenphone each year around 2% employee reaches this phase where they feel their
potential is truly paid off (employees who get promoted at the top level management)

EMOTIONS AND MOODS

EMOTION
Intense feelings which is directed towards someone or something.
MOODS
Feelings that tend to be less intend than emotions and that lack a contextual stimulus.
Emotions and mood is a big thing in organizational behavior.

EMOTIONAL EFFECTIVENESS
(GRAMEENPHONE VS TELTALK)

Title

Grameen phone

Teletalk

1.Positive

Facilities in Grameen phone helps

No adequate facilities to keep their

affection

employees keep their positive

positive affection going.

affection going. Such as:-excitement,

assurance, cheerfulness, reduce
Page | 19

ORGANIZATIONAL BEHAVIOR
tiredness.
2.Negetive

Negative affection such as:-

Whereas, in teletalk Negative affection

affection

nervousness, stress, anxiety seems to

looks like playing a big part.

3.Work hour

be playing a little part in Gp.

Gp is very strict on their time

Teletalk is also strict on their working

effect
4.Differtiate

schedule and their holiday leaves.

Different emotional aspects like

hour but a bit flexible than Gp.

Because it is a government job there

from the

weather, stress, sleep, exercise, age,

seems to a bit of conflict and less

emotions source

plays a small part in employess job

facilities to get rid of emotional

point of view

performance. As, Gp has some

aspects.

facilities to cop on those emotional

5.Presence of

aspects.
In Gp employees have to face

Professionalism is also part in Teletalk

displayed

displayed emotions more. Because

but a bit more flexible comparing it to

emotions Vs felt

the professionalism plays a bit part

Gp.

emotions

there. As, there is no place for

emotions.
6. Reward for Ei As in Gp employees are trained
properly that they can cope with

In Teletalk employees are not trained

for emotional intelligence.

their emotion and show their

7. OB

emotional intelligence.
Selection, decision making,

Whereas in Teletalk these factors are

applications in

creativity, motivation leadership,

also considered very highly.

emotions and

negotiation, customer service, job

moods.

attitudes plays a big part in Gp.

We discussed what factors can affect employees emotions and moods. Every organization should
focus on these factors and provide all the facilities need to raise the productivity of their
employees

Page | 20

ORGANIZATIONAL BEHAVIOR

ATTITUDES AND JOB

SATISFACTION
GrameenPhone is currently the leading telecommunication operator in Bangladesh and there are
reasons why they are superior from rest of mobile operators. Teletalk is in a much lower rank
than Grameenphone for several reasons. The reasons might be for poor management, lack of
investment, workplace environments, employee satisfaction, strategies and planning etc. In this
part, we will explain the attitudes in workplace and job satisfaction between Grameenphone and
Teletalk.
The three components of attitude describe the employee performance of Grameenphone and
Teletalk, they are cognitive, affective, and the behavioral component. The statement my pay is
low is a description of cognitive component of an attitude the aspect of an attitude that is a
description of or belief in the way things are. It sets the stage for the more critical part of an
attitude its affective component. Affect is the emotional or feeling segment of an attitude and is
reflected in the statement I am angry over how little Im paid. Finally the behavioral
component of an attitude refers to an intention to behave in a certain way toward someone or
something, to continue the example, I am going to look for another job that pays better. These
entire factors affect employee working in Teletalk for it is a government owned company
whereas Grameenphone is a foreign company and the salary of an employee in Teletalk is much
less than an employee paid in Grameenphone.
The major job attitudes that affect the telecommunication industry are Job satisfaction, Job
involvement, and Organizational Commitment.
Page | 21

ORGANIZATIONAL BEHAVIOR
a) Job satisfaction describes a positive feeling about a job, resulting from an evaluation of
its characteristics. A person with a high level of job satisfaction holds positive feelings
about his or her job, while a dissatisfied person holds negative feelings. When people
speak of employee attitudes, they usually mean job satisfaction. In Grameenphone, job
satisfaction is very high along with the employees morale which motivates them to work
harder for the company and take it further while in Teletalk, the job satisfaction in not as
high compared to Grameenphone and employee morale in Teletalk is quite low.
b) Job involvement measures the degree to which people identify psychologically with
their job and consider their perceived performance level important to self-worth. Another
closely related concept is psychological empowerment, which is employees belief in the
degree to which they influence their work environment, their competence, the
meaningfulness of their job, and the perceived autonomy in their work. In
Grameenphone, they nurse their managers and believe that good leaders empower their
employees by involving them in decisions, making them feel their work is important, and
giving them discretion to do their own thing. Teletalk is way more behind in these
cases and the decisions are only made by the high officials resulting in a lack of job
involvement for the employees.
c) Organizational commitment is a state in which an employee identifies with a particular
organization and its goals and wishes to maintain membership in the organization. So,
high job involvement means identifying with your specific job, while high organizational
commitment means identifying with your employing organization. There are three
separate dimensions to organizational commitment. Affective commitment an affective
commitment is an emotional attachment to the organization and a belief in its values.
Continuance commitment it is the perceived economic value of remaining with an
organization compared to leaving it. Normative commitment it is an obligation to
remain with the organization for moral or ethical reasons. These things are very much
needed in an organization and employees in Grameenphone have strong organizational
commitment and bonding and they represent their company in a very special way due to
the employee commitment to the organization. Again, in this field, the government owned
Page | 22

ORGANIZATIONAL BEHAVIOR
Telecommunication Company is behind as they do not have sufficient number of
customer care centre, lack of recharging outlets etc. The main factor is, Teletalk lacks
representatives as organizational commitment is very low.
d) There are other factors too like perceived organizational support, employee engagement,
core self evaluations, customer satisfaction etc. Perceived organizational support is
the degree to which employees believe an organization values their contribution and cares
about their well being. Employee engagement is an individuals involvement with,
satisfaction with, and enthusiasm for the work he or she does and core self evaluations
defines the bottom line conclusions individuals have about their capabilities,
competence, and worth as a person. Grameenphone has all these qualities in their
employees who make them superior and takes them one step ahead to be the superior
giant in the telecommunication field. Their main strategy is customer satisfaction by
strengthening their network and the network coverage for which customers does not have
too many complains about Grameenphone although their call rate was a bit higher than
the other mobile operators. On the other hand Teletalk had lower call rates but poor
network coverage which was one of the major factors of customer dissatisfaction.

FOUNDATIONS OF GROUP
BEHAVIOUR
GROUP
When two or more people works together for achieving a particular objectives and they remain
interacting and independent , then they form a group.
As from our studies, we came to know that, an organizations success heavily depend on the
group performance of the employees of that firm. Group work is modern theory which has
bought revolutionary changes in the output of an organization. So, from the organizations point
of view it very important to give preference to group work rather than individual work. Every
Page | 23

ORGANIZATIONAL BEHAVIOR
organization should encourage group work. Group work is beneficial from every angle as it can
be very effective is doubling the out of both an individual and organization.
Here are our findings on foundations of group behavior in Grameen phone and Teletalk.

GRAMEEN PHONE

TITLE

TELETALK

1.Presence of

In Gp the preference of group work is

In Teletalk group work is also demanded

group

special.

but not as Gp.

2.Formal group

Gps most of the work is done in form of

In Teletalk most of there is done in form

Vs Informal

formal group.

of informal group.

3.Imporentance

Working as a form of task group is mostly

There is not much preference of task

of Task group

preferred.

group working in teletalk.

4.THE FIVE

Groups that work on Gp mostly follow the

But in Teletalk they follow THE

STEP MODEL

five step model. Which they believe is the

PUNCTUATED-EQULIBRIUM

VS THE

best way to go.

MODEL.

MODEL
5.Group

In Gp, employees are very well trained. So,

Because no such training is arranged so,

property: Roles

that they can identify their own roles in the

employees have to take their role by

group work.

themselves.

Acceptable standards of behavior is

Things are almost similar in Teltalk too.

group

PUNCTUATEDEQULIBRIUM

NORMS

maintained in Gp.
STATUS

Status process is very common in their

In Teletalk things are similar.

group activities.

Page | 24

ORGANIZATIONAL BEHAVIOR

UNDERSTANDING WORK TEAMS

GRAMEENPHONE
In GrameenPhone, every department has a team with a team leader and under one team there are
some executive who continuously works for the betterment of their organization as well as their
goal which has been set up earlier by the top level officers. The executives never compromise
with the quality of their tasks and they give the best service to their customers. They have a team
leader in every department like IT, Marketing, Customer Service etc. inside the organization the
employees are having a very friendly environment with each others. Whenever a new employee
joins the company he/she is treated as a member of the family and the authority provides
adequate training to that employee.

TELETALK
There are also some executives under one leader. But there is lack of command among the
leadership of the team leaders. Leaders are not that much effective as the other telecom
companies of Bangladesh such as Grameen Phone, Banglalink, Airtel, Citycell, and Robi. Their
chain of command has not been changed in time. It is still weak as before. If there was
accountability, the work environment and service would have been much better than the past.
Sometimes social loafing occurs inside the organization.
The comparisons that make GrameenPhone more different from others are:
Focus on Employee satisfaction through meetings and their Quality maintaining
The Organizational Structure is so strong and simple.
Fully digitalized, paperless, clean and green office environment.

Page | 25

ORGANIZATIONAL BEHAVIOR
Extra benefits, salary, compensation and other facilities inside the office and outside both are so high.

SIMILARITIES AND DIFFERENCES

Quality

GRAMEENPHONE

TELETALK

Adequate Resources
Leadership
Work Environment
Trust
Rewards

More than Sufficient

Very Strong
Friendly
Have it in each other
Rewards can be arranged

Not Enough
Very Weak
Not Friendly
Inadequate
No Rewards like performance

based on individuals

appraisal

performance
Have technical expert team,

Decision making team, expert

Abilities of the Members

problem solving team, decision team

making team and interrelation

Problem solving team are not

Personality of the members

team.
Friendly, experienced, skilled,

that much strong as others

Not friendly, sometimes

Performance
Facilities

conscientiousness
High
Incentives, reward, maternity

experience and skill lacks,

Low and medium
No rewards for extra ordinary

Skills

facility, day care

Very high

performance
Low

GRAMEENPHONE: Being the best telecom company in the country GrameenPhone has got
the best work environment among all other organizations. All of the employees of the
organization are well experienced and skilled compared to others and it has made them the best.
Their chain of command is very strong and inside the organization there is a very friendly
environment among the seniors and juniors. They have the capabilities of solving out any sort of
problems related to the given task. They also have the best corporate house in the history of
Bangladeshi telecom industry and it has got lots of modern facilities. The employees have the

Page | 26

ORGANIZATIONAL BEHAVIOR
ability and wish to perform work independently. They can also different skills and talents. Their
goal is to be succeeded in every step of their job.

Page | 27

ORGANIZATIONAL BEHAVIOR
TELETALK: Teletalk is the first Govt. oriented telecom company in Bangladesh.. The internal
performance of the company is not up to the level. There is no tendency among the employee to
compete with the other telecom companies of the country. Inside the organization the employee
are not free enough with each others so that they cant express their opinion regarding anything
related to their jobs. The training given to the employees are not sufficient and they are not
updated enough to compete with others. All these things establish the differences between
GrameenPhone and Teletalk.

COMMUNICATION
Communication process refers to the steps between a source and a receiver that result in the
transfer and understanding of meaning.
Both GrameenPhone and Teletalk divide its communication process into three sectors as follows:

Communication with the customer

Communication in the organization

Communication with the dealers or agents

DIRECT METHOD
GRAMEENPHONE
TELETALK
The direct method are shown below through The following methods are applied by
which Grameen phone get connected with
Teletalk:
customers:

*111*#

information
121 hot line service:
Message service & Email contacts
Customer Management centre

all time get to any

General Information 1234

Help line 444

Message service & Email contacts
Customer Management centre
Page | 28

ORGANIZATIONAL BEHAVIOR

INDIRECT METHOD
Both Grameenphone and Teletalk communicate with its subscribers through indirect method by
level 3 communications, where a two way, face to face verbal communication does not occur.
Only written or printed documents or photo images are circulated on bill board and
advertisements are telecast on television and so on. As a result, instant feedback is not available
in this process. Thus the company informs their facilities of sim card to subscribers. The indirect
method are given below:

Advertisement on television
Advertisement on bill board
Advertisement on newspaper.
Advertisement on internet.

COMMUNICATION SYSTEMS
External System:
This system is used to control individual and group behavior and to achieve organizational goals.
Some elements of external system are following:

Business letter
Report writing
Business proposal
Memorandum report etc.

Internal System
The internal system develops as people interact within the formal, external system and certain
behavior patterns emerge, patterns which accommodate social and psychological needs. In
Page | 29

ORGANIZATIONAL BEHAVIOR
internal system, both formal and informal elements of communication are used which are
following:

Grapevine
Face to face communication
PABX
Mobile
Letter etc.

By conducting survey we are able to reach this point that the communication skill of Grameen
Phone is really overwhelming, whereas in Teletalk communication has to be improved by a great
margin as Business communication skill is important for a business to achieve its
organizational goal.

ORGANIZATIONAL CHANGE & STRESS

MANAGEMENT (AN OB PERSPECTIVE)
Page | 30

ORGANIZATIONAL BEHAVIOR
GRAMEENPHONE VS TELETALK
Introductory remarks: In todays era of competitive business, organizational change & stress
management is one of the vital issues. It directly or indirectly put impact on any organizations
overall productivity & work procedures. So, todays modern companies are more aware about
stress management & organizational change. There are some forces which are mainly the causes
of organizational change. So, identifying those forces & planning the companys policy
effectively within the framework is now a great concerns. From our research, based on 2
company Grameenphone &Teletalk, we find that they also have some policies regarding
organizational change & employees stress management. From our observation while conducting
the research we gain some valuable insights about the two company Grameenphone & Teletalk.
Grameenphone recognizes the changes but they do not appreciate any drastic changes. On the
other hand Teletalk also follow the dilatory process in decision making while concerning to any
valuable policy changes. Grameenphone categorizes 2 types of changes, & these are:
i) Planned change: Activities that are proactive & purposeful. Grameenphones intentional &
goal oriented activities are this type.
ii) Unplanned change: mainly unplanned changes occurred when immediate necessary initiatives
are taken which are not so major.
In comparison to Teletalk they are also pretty much the same, but they are less likely to adopt
any unplanned change, in this case they are not as flexible as Grameenphone while decision
making process are concerned. Below some concepts about stress are discussed which are vital
in the study of a companys organizational beahviours.
Stress: A dynamic condition in which an individual is confronted with an opportunity, constraint,
or demand related to what s/he desired & for which the outcome is perceived to be both
uncertain & important. Both Grameenphone & Teletalk take necessary initiatives to lower the job
pressures |& stress. On this regard Grameenphone always try to ensure the work life balances to
reduce the stress. Teletalk think they also gives sufficient vacation to their employees which
elevate the employee job satisfactions.
Page | 31

ORGANIZATIONAL BEHAVIOR
Challenge stressors: Stress associated with workload, pressure to complete tasks & time urgency.

Hindrance stressors: Stress that keeps one from the goals, for example: red tape. It many a time
cause greater harms than stressors.

Sources of resistance to change: (A theoretical frame work):

1. Threat
to
estublish
resource
allocation
6.Threat to
establishe
d power
relationshi
p.

2.Structura
l inertia

Organizatio
nal
resistance
3.Limited
focus of
change

5.Threat to
expertise

4.Group
inertia

Page | 32

ORGANIZATIONAL BEHAVIOR

1.Selectiv
e
informatio
n
processisi
ng

5. Fear of
the
unknown

2.Habit

Individu
al
resistan
ce

4.Economi
c factors

3.Security

The significant differences & analytical comparison:

1. Lewins 3 step change model: (A theoretical concepts):

Unfree
ze

Move

Refreez
e

Page | 33

ORGANIZATIONAL BEHAVIOR

2. Kotters Eight-step plan: (Evaluating lewins 3 step model): To implement change:

Title
1. Establish a sense of urgency
2.Form a coalition

3. Create a new vision

Grameenphone
1. It is more positive about it.
2. They form a strategic coalition

Teletalk
1. It is relatively less, in this case.
2. In special case they also form

in long term decision making

coalition to get the job done

process

effectively. Otherwise, it is more

3. As it is a well-known fact that,

hierarchy oriented.
3. Teletalk also has their own

Graqmeenphone has clear

development visions but in this

mission statement, but when

case they are relatively moderate.

necessary they also follow &

adapt new themes when
4. Communicate the vision

opportunity arises.
4. Grameenphone communicates
their visions strongly.

4. Teletalk does not follow that

type of formalities

5.Empower others by removing

5. According to the designation

strictly.
5. The empowerment process is

barriers

Grameenphone believes in

not as adopted life

6. Create & reward short time

employee empowerments
6. Grameenphone is very famous

Grameenphone.
6. Teletalk also rewards their

wins

for this as a multinational

employees, but it is not as rapid

telecomm company

& intense like GP. It is a pretty

7. Moderately agreeable.
8. They follow both the direct &

much time consuming process.

7. Moderately agreeable
8. They are pretty much follow

indirect approach

the direct approach.

7. Consolidates, reassess,
8. Reinforce the change

3. Managing stress: (An analytical comparison of Grameenphone & Teletalks work

initiatives):
Individual approach:
Page | 34

ORGANIZATIONAL BEHAVIOR
Title
1.Implementing time

Grameenphone
1.Grameenphone efficiently

Teletalk
1. Teletalk follow moderate

management

control the time management

amount of time management.

2.Relaxation training

system
2. Grameenphone ensures the

2. Teletalk also ensure relaxation

relaxation in their training

training

3.Expanding social support

process.
3. The peers, co-workers ,

3. Their social support network

network

subordinates, bosses, etc. create a

is not as inter active as Grameen

social bondage & network &

phone

have great understanding &

correlation

Organizational approach :
Topic
1. Improved personnel selection

Grameenphone
1. Grameenphone ensures the

Teletalk
1. Teletalk also working on it

& job placement

improved quality of personnel

gradually

2.Training

selection & job placement

2. Their training process is

2. Their training process is more

3.Use of realistic goal setting

versatile & practical

3.Grameenphone set realistic &

structured & typical

3. Teletalks setup objectives is

achievable goals

many a time based on

4. It redesigns its job according

government budgets
4. Do not often change their job

to the necessity

designs but if want to change

5.Increased employee

5. It always positive towards

then it is a dilatory process

5. More of a authoritative &

involvement
6.Improved organizational

employee involvement
6. GP always try to be up to

individual assigned task oriented

6. They follow more of a formal

communication
7.Offering employee sabbaticals

dated
7. In one calendar year they

communication channels
7. They also have different types

design various types of employee

of employs sabbaticals, & enjoy

4. Redesigning of jobs

Page | 35

ORGANIZATIONAL BEHAVIOR
sabbaticals

various government holidays

which many a time
Grameenphone employees do

8.Establishment of corporate

8. Grameenphone is famous for

not have.
8. They have very few corporate

wellness program

its corporate social

wellness programs.

responsibilities

Summary (our view point regarding the topic):

Both Grameenphone & Teletalk should adopt new & modern concepts in controlling

organizational changes & stress management.

Organization & within them must undergo practical, adaptable & dynamic changes.
In both the company managers & high level work force are the primary change agents

&modifiers of organizational culture.

Both the company recognizes the importance of stress management procedures.
It is our perception and believe that despite possible improvements in job performances
caused by stress, such improvements come at the cost of increased job dissatisfaction

Perception & individual decision

making
Perception is a process by which individuals organize and interpret their sensory impressions in
order to give meaning to their environment. What organizations perceive can be substantially
different from objective reality.

Improving Creativity in Decision Making

Creativity is the ability to produce novel and useful ideas.
Three component model of creativity

Page | 36

ORGANIZATIONAL BEHAVIOR
The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic
task motivation.

CREATIVE
SKILLS

CREATIVI
TY

EXPERTISE

TASK
MOTIVATIO
N

a) Expertise: In general, GrameenPhone hires human resource with who possess greater
expertise in doing their job. Experts are attracted by GrameenPhone by higher salary,
better working conditions, good work-life balance, greater scopre for career development,
etc. In Teletalk, there a people who have great knowledge and experience of the related
telecom. Work, but they are not motivated to give their full effort due to many reasons.
b) Creative thinking skills: GrameenPhone is cautious in their hiring process and they make
sure that their workforce includes personnel who have the ability to use analogies, and
the talent to see the familiar in a different light. Grameenphones products and services do
reflect the creativity of their employees. Teletalk, the government owned organization
does not encourage much creativity, which again is reflected in their product quality and
network facilities. Innovative concepts are rarely seen in Teletalks outputs.
c) Intrinsic task motivation: Employees in GrameenPhone undoubtedly have the greater
intrinsic task motivation, because they have the desire to work on something because the
task is interesting, involving, satisfying, or personally challenging. From our observation,
we did not find much reason to conclude that Teletalks workforce love their work- which
is a vital expression of task motivation. There is not much accountability- you get paid at

Page | 37

ORGANIZATIONAL BEHAVIOR
the end of the month whether you do your accurately or not, hence there is a lack of
personal challenges.

CONCLUSION
By comparing & analyzing the two companys organizational behaviour we find some significant
similarities & differences, though we put emphasis on the differences & the analytical
comparison. From our research outcome we can say that Grameenphone is more dynamic,
flexible, and versatile, in their work process. Grameenphone is modern & follow international
standards, whereas Teletalk is more bureaucratic &depends more on hierarchical process, so they
are not as productive as Grameenphone. Besides, their main motto is to retain & maximize
income of the nation from telecomm sector while providing society oriented service rather than
being profit motive.

Page | 38