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Organization Structure of Telenor
Presentation Topic:
Group Members ID # 16
ID # 22
ID # 26
ID # 10
ID # 14
ID #31
Muhammad Suleman
Faiza Khalid
Muhammad Adil Bhatti
Tauqeer Ahmad
Maryam Nazir
Asra Bibi
Norwegian Multinational Telecommunication company.
1 of World’s largest mobile telecommunication company.
Owns network in 12 countries.. Operations in more than countries.
History
Introduction about Telenor Telenor acquired the license for providing GSM
services
in Pakistan in April 2004.
Telenor is the 2nd largest network of Pakistan
after Mobil ink.
It had a reported subscriber base of 26.7 million,
and a
market share of 24% .
Contribution in Pakistan Economy:
It has created 2,500 direct and 25,000 plus indirect jobs.
It has a network of 30 sales & services center.
More than 250 franchises.
150,000 retailers.
In 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.
VISION & MISSION
VISIONOur vision is simple: Telenor
exists to help customers get the full benefit of communications
services in their daily lives. We're here to help.
MISSION“Telenor is a customer focused
business mobile service operator/telecommunications
Company that seeks competitive advantage in quality and valued added service in both prepaid
and postpaid categories through state of the art technology. Telenor relies on building trusting relationships with
customers, owners, employees and society in general”
Next Member:
o21334022Muhammad Adil Bhatti
Product Line
BCG MATRIX of Telenor: This BCG matrix is with respect to the competition that exists for Telenor in the telecom industry. This includes the following mobile operators:
Mobilink Ufone Warid Zong
Organizational structure: Mr. Jon FredrikCEO, telenor
Mr. Lars ChastainCEO,telenor Pakitan
Board
CEO
Commercial Division
Finance Division
Chairman
IT Division
Marketing Dvision
HR and Admin
Department Directors
Managers
Assistant Managers
Executives
Technical Division
Definition How job tasks are divided, grouped and coordinated.
Why organization needs structureOrganisational structure describes:
Who is responsible for what
Communication and knowledge exchange.
Skills required to move up the organisation.
From whom they can take help for their problems.
Structure tells how to address with company’s issues and problems.
It tells what behaviours should be and are accepted.
It defines norms and roles.
Organizational structure Design:Work Specialization
Departmentalization
Span of Control
Chain of Command
Centralization & Decentralization
Formalization
Next Member
o21334026Faiza khalid
Work SpecializationThe degree to which tasks in an organization are
subdivided into separate jobs.
Division of LaborMakes efficient use of employee skillsIncreases employee skills through repetitionSpecialized training is more efficientAllows use of specialized equipment
…
Work Specialization
Both specialist people and multi skill people
require at
Telenor Pakistan.
If specialist person have some extra skills he will
preferable
given job at Telenor Pakistan.
Like the IT department requires specialized
person but
Customer Relation department doesn’t necessary
require a
specialized person.
Departmentalization The basis by which jobs are grouped
together.
Basis by: Functional
Grouping jobs by functionsperformed
ProductGrouping jobs by productline
CustomerGrouping jobs by type ofcustomer and needs
GeographicalGrouping jobs on the
basis ofterritory or geography
Departmentalization Telenor structure is functional.
Telenor Pakistan has several departments.
Commercial DivisionCustomer Service DivisionFinancial DivisionCorporate affairsFinancial service
Next Member
o21334010Maryam nazir
Chain of CommandCOC is the line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom.
Authority Responsibility
Unity of command
Authority refers to the rights inherent in a
managerial position to tell people what to do and to
expect them to do it.
As managers assign work to employees, those employees
assume an obligation to perform any assigned
duties.
UOC states that a person should report to
only one person.
Chain of Command
Clear line of authority 7 layers
CEO
Vice Presidents
Directors
Managers
Assistant Managers
Executives
Officers
Span of Control The number of employees a manager can efficiently and effectively manage.
There are less layers of management to pass a message through, so the message reaches more employees faster
It costs less money to run a wider span of control because a business does not need to employ as many managers
Advantages and DisadvantagesWider Span of
Control Narrow Span of
Control•A narrow span of control allows a manager to communicate quickly with the employees under them and control them more easily
Feedback of ideas from the workers will be more effective
•Less management skill required
Next Member
o21334014Tauqeer Ahmad
Span of control It varies department to department.
HRM and Finance has narrow spans of control.
Marketing and customer relationship department
has wider span of control
Average, the span of control is 4-5 people under
a manager
Centralization & Decentralization
Decision making is done at top level
Employees are not capable to take decisions
• Uniformity in action• Personal leadership• No loyalty• Remote Control• Delay in work
Decision making flow is downward Employees are capable•concentrate on strategy on higher level decision making, and coordinating activities•vital experience in making decisions
Centralization & Decentralization Centralization is there but you can say to
some extent there is decentralization.
Employees gives ideas but last action require
the agreement of top management
StandardizationRules & procedures are present to control the
behavior of employees.
Standardization is high at Telenor.
employees perform their tasks in a uniform manner
Standardization is mostly visible in lower and middle level of employees
Next Member
o21334031Asra Bibi
Mechanistic or Organic
W.S
HighMechanistic
Structure & Strategy• Telenor wants to make an image in the mind of
customers.
• Telenor has differentiating strategy.
• Structure support strategy somehow:
ConclusionStructure of Telenor Pakistan is Mechanistic and
functional.
Decision-making is highly centralized and empowerment is not appreciated as much but to some extent.
The important success factor for Telenor is differentiation.
The employees of the organization are committed to their company and the company is taking care of the need of its employees.
RecommendationTelenor must have organic structure.
Motivating employees through giving them empowerment.
There should be an effective employee exchange program even at the level of middle management so the organization can share the level of skill and expertise at all levels with the parent company
REFERENCES:
•Management (9th edition)by Steven P. Robbins and Mary Coulter•Telenor Broadcast Report - 2008-09 as on 11th of February 2009•Interim Report January–December 2008•Corporate Responsibility Report 2008•Telenor Cantt Franchises•www. Telenor.com.pk•www.researchandmarkets.com/reports•www.telenor.com.pk