ORGANIZATIONAL BEHAVIORSubmitted to: Mr. Tahir Masood Submitted by: A. Rahman Munir Faizan Imdad Gulfam Ahmad Haider Khan* Samia Saleem Usman Saeed

Study on Telenor Pakistan

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ContentsExecutive Summary.....................................................................................................................................1 Industry Overview.......................................................................................................................................2 Organization Background............................................................................................................................2 Company Profile..........................................................................................................................................3 Vision and Values.......................................................................................................................................4 Organizational Behavior..............................................................................................................................5 Organizational Behavior in Telenors Context............................................................................................5 Five Anchors of Organizational Behavior...................................................................................................5 Schwartzs Value Circumplex.....................................................................................................................6 Johari Window............................................................................................................................................7 Workplace Emotions, Attitudes, and Stress.................................................................................................8 Causes of Job Stress......................................................................................................8 Warning Signs of Job Stress............................................................................................9 How to reduce job stress.................................................................................................9 Organizational Changes to reduce Job Stress in Telenor.............................................................................9 Team Effectiveness Model........................................................................................................................10 Media Richness.........................................................................................................................................11 References.................................................................................................................................................13 Annexure...................................................................................................................................................14 Annexure

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Table of FiguresFigure 1 - Schwartz's Value Circumplex................................................................................6 Figure 2 - Johari Window...................................................................................................7 Figure 3 - Model of Team Effectiveness...............................................................................10 Figure 4 - Team Task Performance.....................................................................................11 Figure 5 - Model of Media Richness...................................................................................12 Figure 5 - Model of Media Richness

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Executive SummaryYou can teach a student a lesson for a day; but if you can teach him to learn by creating curiosity, he will continue the learning process as long as he lives. Clay P. Bedford. Our study is focused on employee individual as well as team behavior at Telenor Pakistan. In this, we have study the how employees behave in the organization, how they perceive whatever is happening around them and how they learn with passage of time. Also we have looked into the prospects that how organization motivates its employees and facilitates them to achieve the organizational goals. Employee engagement is also one of the topics under consideration in contextual analysis of Telenor Pakistan workplace which spotlights the utilization of resources in exploring the potentials & abilities of their employees. Schwartzs Value Circumplex, Johari Window, and Media Richness Models have been implemented. Moreover, Organizational Behavior Survey and Stress Management Survey have also been used to assess in what behavioral model Telenor prefers to operate in.

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Industry OverviewCellular industry of Pakistan has matured into a competitive and progressive market which requires new ventures to be explored by cellular operators and ultimately delivered to end users. From a mere 5 million cellular subscribers in 2004, cellular subscribers jumped to 100 million in 2010. Voice has been the focus of cellular operators since the inception of cellular mobile services in Pakistan but now the focus is shifting towards utilizing the huge potential lying in data and value added services (non-voice). Pakistans cellular sector is best known for low-cost mobile connection charges, reduced tariffs, almost complete coverage area and better mobile services for the general public throughout the country. As of Today, cellular teledensity has reached 62.5% from just 3.3% in 2004 while almost 92% of the land area and more than 10,000 cities/towns/villages are under the umbrella of by cellular services. From only 2000 cell sites to 30,417 in just six years, cellular services have reached to every nook and corner of the country. However, there still exist challenges for the regulator and industry alike such as quality of service, heavy taxation, lack of local content on mobile phones and economic slowdown. Five major cellular players are: Telenor, Mobilink, Ufone, Warid, and Zong.

Organization BackgroundTelenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality voice, data, content and communication services in 11 markets across Europe and Asia. Telenor Group is among the largest mobile operators in the world with over 127 million mobile subscriptions (Q2 2011) and a workforce of approximately 31,000. Telenor Pakistan is the country's single largest European investor, with investments in excess of US$2 billion. It acquired a GSM license in 2004 and began commercial operations on March 15, 2005. At the end of June 2011 it had a reported subscriber base of 26.7 million, and a market share of 24% making it the country's second largest mobile operator.

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Company ProfileOffering mobile financial services Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November 2008. In 2009 it launched 'easypaisa' to become Pakistan's first telecom operator to partner with a bank to offer mobile financial services across Pakistan. Contributing to Pakistan's economy The company continues to contribute to Pakistan's economy. It has created 2,500 direct and 25,000 plus indirect jobs and has a network of 30 sales & service centers, more than 250 franchises and some 150,000 retailers, thus providing a means to livelihood to thousands. For 2010 it is estimated that Telenor Pakistan contributed over Rs. 21 billion in various forms of direct and indirect taxes to the economy of Pakistan. Internet service provider Telenor Pakistan provides wide EDGE connectivity across the country. It has one of the largest data networks (GPRS) in Pakistan providing Internet services to customers. Today Telenor Pakistan has grown to become a leading mobile communications services provider of the country.Telenor Pakistan's corporate headquarters are in Islamabad, with regional offices in Karachi, Lahore, Faisalabad, Multan, Hyderabad and Peshawar Corporate Responsibility Telenor Pakistan's flagship corporate responsibility program, Khuddar Pakistan, aims to create dignified opportunities for persons with disabilities. The purpose is to become the most disabledfriendly organization in Pakistan in terms of employment, service, and community support. Environmentally conscious Telenor Pakistan has taken and continues to implement a number of environmentally-friendly initiatives. These include mainstreaming energy efficiency and alternate energy solutions, and implementing occupational health & safety practices that comply with international standards. Telenor Pakistan Growing Responsibly

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Vision and ValuesOur vision crystallizes our customer focus as the cornerstone of everything we do. Our values describe what behaviors are necessary to realize that vision. Our corporate responsibility mindset ensures that our vision and values nurture social concern and help us create shared value. Our vision is simple: We are here to help. We exist to help our customers get the full benefit of communications services in their daily lives. We believe in four core values: Make it Easy We're practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier. Keep Promises Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words. Be Inspiring We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. Be Respectful We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.

Telenor Mission Statement "Telenor has an inspiring vision: ideas that simplify. Telenor is committed to creating, developing and launching new solutions that simplify our customers workday. We believe that by simplifying our own organization and routines we can achieve competitive power and valuecreation.

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Telenor Pakistan products/services: Major products of Telenor Pakistan are:

Telenor Prepaid (TalkShawk) Djuice Telenor Postpaid (Persona) Easy Paisa

Organizational BehaviorOrganizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.

Organizational Behavior in Telenors ContextThe organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcomes are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.

Five Anchors of Organizational BehaviorResearch into organizational behavior is guided by five driving principles or anchors. It includes:

The Multidisciplinary Anchor The Systematic Research Anchor The Contingency Anchor The Multiple Levels of Analysis Anchor The Open System Anchor

What weve observed, that Telenor Operates in The Open System Anchor because they take their sustenance from the environment, and, in turn, affect that environment through their output. Furthermore they take external environment and stakeholders as well as organizational systems very seriously.2

Schwartzs Value Circumplex

Figure 1 - Schwartz's Value Circumplex

Along the left side of horizontal dimension is openness to change (which represents how much a person is motivated by innovative ways). The opposite side of openness to change is Conservation. (How much a person is motivated to preserve status). The vertical dimension covers Self Transcendence (how much a person is motivated by selfinterest) to Self Enhancement (how much a person thinks for welfare of whole people) Telenor Pakistan lies between Self Enhancement and Openness to change. It has achieved 26 Million in 6 years which shows it has high need of achievement. It also encourages its employees to give their own innovative ways to solve a specific problem. With this, it does not only encourage participative decision making but also promote openness to change dimension. There is no need to follow blindly orders of immediate boss. Employee can argue with his boss and can give his/her own opinion to solve a problem.

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Johari WindowJohari window is one of the best tools to improve perception. The chief purpose of this tool is to enhance Open are and to minimize Blind and Hidden area. Feedback is necessary to know about yourself and disclosure is the thing through which people know to you.

Figure 2 - Johari Window

As for as Telenor Pakistan is concerned, Open area is enriched by: 1. IVC 2. TDP 3. WOW (Internal Value Creation) (Telenor Development Process) (Web portal to express views and give comments for employees)

IVC (Internal Value Creation) is online survey provides 360 degree feedback. In TDP, (Telenor Development Process) an employee evaluates him/herself first and then his/her line manager evaluates the employee and give remarks according to the performance which is also known as 180 degree feedback. CONEXA (an agency) does this survey. WOW is a web portal which is available for employees to share views and give comments about an event or anything. With the help of these measures, Telenor has enhanced its open area and minimizes hidden and blind area.

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Workplace Emotions, Attitudes, and StressCreating a high performance organization is the main objective of every organization and for achieving this high performance managers have to look at the possible threats & barriers which they may have to face in doing so. Employee stress is one of such barriers which affect the overall performance of employee and organization. Stress can be measured as difference between the capabilities of a human against the demands of environment or organization from him. Emotional exhaustion is strongly related to personal accomplishment. When personal accomplishment is not achieved, stress comes into being cause of lack of personal accomplishment. Stress, on the other hand, is when job demands can't be met, relaxation has turned to exhaustion, and a sense of satisfaction has turned into feelings of tension. In short, the worker feels overly taxed both psychologically and physically, and the stage is set for illness, injury, and job failure.

Causes of Job StressQuite simply, job stress results from the interaction of the worker and the conditions of the work. Views differ on the importance of worker characteristics versus working conditions as the primary cause of job stress. Some view differences in individual characteristics, such as personality and coping style, are most important in predicting whether certain job conditions will result in stress. What may be stressful for one person may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers and ways to help them cope with demanding job conditions. Although individual differences can't be ignored, research studies indicate certain working conditions are stressful to most people. This scientific evidence places greater emphasis on working conditions as the key source of job stress, and job redesign as the primary prevention strategy. Excessive workload demands and conflicting expectations, for example, are key sources of job stress. Other sources may include: Long work hours and demanding work shifts Hectic and routine tasks that have little inherent meaning, do not utilize a worker's skills, and provide little sense of control Management styles - a lack of participation by workers in decision-making, poor communication in the organization, lack of family-friendly policies interpersonal relationships - poor social environment, lack of support or help from coworkers and supervisors Work roles - conflicting or uncertain job expectations, too much responsibility, too many "hats to wear"; Career concerns - job insecurity, lack of growth opportunity, rapid changes for which workers are unprepared;1

Environmental conditions - unpleasant physical conditions such as crowding, noise, air pollution; ergonomic problems; Work conditions that pose risk to health and safety.

Warning Signs of Job StressSigns of stress may also be associated with increased absenteeism, tardiness, and intentions of workers to quit their jobs. The following may indicate signs of stress: Headaches Sleep disturbances Difficulty concentrating Short temper Upset stomach Job dissatisfaction Low morale

How to reduce job stressJob stress may need to be approached in two ways. The two approaches would include:

Stress Management to improve a worker's ability to cope with difficult work situations. Companies sometimes offer stress management training or offer assistance through an Employee Assistance Program. Organizational Change by the company upon identifying stressful aspects of work, and designing strategies and improving work conditions to reduce or eliminate the identified stressors.

Organizational Changes to reduce Job Stress in Telenor

Ensuring the workload is in line with workers' capabilities and resources; Designing jobs to provide meaning, stimulation, and opportunities for workers to use their skills; Clearly defining workers' roles and responsibilities; Giving workers opportunities to participate in decisions and actions affecting their jobs; Improving communications; Providing opportunities for social interaction among workers; and In-House Psychologists

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Team Effectiveness ModelFive key areas of team Effectiveness: Direction the team is clear about its values, vision, mission, strategies, goals, and priorities. Leadership the team manager uses appropriate and flexible leadership styles to develop a team approach and allocates time to improving teamwork. Atmosphere the team has developed an atmosphere in which people feelsupported, accepted, included, trusted, and liked. Cohesion is maintained by this caring atmosphere. Resources the amount of structure and the number of procedures are viewed as appropriate by team members. Roles and responsibilities are clearly defined and differentiated among team members. Processes decision-making procedures are matched to the situation. Consensus is sought for important decisions. Controversy, conflict, and differences are seen as a positive key to involvement, the quality and creativity of decisions.

Organization & Team Environment

Model of Team Effectiveness

Workplace Communication Compensation Working Hours Career Progression

Design Team Size Team Roles Team Composition Team Process Team Development Norms (Undefined) Team Cohesiveness Team Effectiveness Organization & Team Goals1

Figure 3 - Model of Team Effectiveness

Team Task Performance

Team Norms Support Org Goals

Moderate

Highest

Team Norms Conflict Org Goals Low

Low

Lowest

Figure 4 - Team Task Performance

High Team Cohesiveness

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Media RichnessMedia richness is define as, the ability of media to change understanding within an interval. Quantity (quantity of communication) and Variety (variety of communication tools) both determine the richness.

Figure 5 - Model of Media Richness

Its clear from diagram that written form of communication is clear but it has lean medium. Communication becomes ambiguous by using rich medium.1

Telenor Pakistan relies Rich Media by interacting more through face to face, video conferencing and cellular communication. There exists open Communication style which is responsible for a little grapevine there. We also came to know after visit that paper work is almost zero there. They prefer and encourage employees to perform tasks on laptops and phone calls. Employees can go directly to CEO office and they can give their views and opinions to solve problems.

References1. 2. 3. 4. 5.

Miss. Sana Rizwani (HR Executive) Mr. Shan Ul Haque (Director HR ) Mr. M. Asif Amin (HR Specialist) www.telenor.com.pk Organizational Behavior (Steven L. McShane and Mary Ann Von Glinow)

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Annexure Call Report Sample Questionnaires - Stress Management; - Organizational Behavior Model; and - Values, Workplace, and Organizational Characteristics * Haider Khan worked with the group since inception. Later his Organizational Behavior course got exempted. So he left.

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