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Report on "OB Practices in Grameenphone"

Course Title: Organizational Behavior Course Code: EMB 601

Submitted to: Monirul Islam Akhond Adjunct Faculty School of Business North South University

Submitted by: Ahsan Vhai Khairul Vhai Ishtiak vhai Jonayed vhai A F M Maruf Chowdhury

2025267690

Date of submission 20 May, 2021

Grameenphone

Letter of Transmittal 20 May 2021 Monirul Islam Akhand Faculty, EMB 601 School of Business North South University

Subject: Submission of report on “OB practices in GP” Dear Sir, This is the group project of MGT 321 course on “ OB practices in GP”. We have tried to implement our learning from this course as much as possible and as per our capacity. We would like to thank you for offering the opportunity to work on this educating topic. Despite many limitations that we had to face, we have tried our best to make this report as accurate and reliable as possible. It would be pleasure for us if this report can serve its purposes and we will be available to explain your queries if you feel necessary. Sincerely, Maruf ID: 202 5267 690 On behalf of the group

ACKNOWLEDGEMENT

Our first acknowledgment goes to almighty Allah who has given us the strength and patience to finish the task within the deadline. With profound regard we gratefully acknowledge our respected course instructor Monirul Islam Akhand, honorable faculty, School of Business, North South University, for his generous help and day to day in class suggestion about our course. He was very serious with us from the very beginning of our course. His guidance and encouragement have inspired us to finish the project on time. Last but not the least we would like to convey our gratefulness to our friends and colleague for their emotional support and encouragement.

EXECUTIVE SUMMERY

This report is prepared on the organizational behavior practice of the most prominent company in the telecommunication field of Bangladesh. Grameenphone has been in the market for a very long time and it has maintained the top position very well. The organization is also very popular among the employees and students, as a great number of people find the jobs in this organization much fascinating. Grameenphone has a different process of employee recruitment, selection, training, compensation and a very unique working atmosphere to maintain the standard quality of the employee’s work. Overall the organizational behavior practice in Grameenphone makes it different and interesting to the people. The OB concepts practiced in Grameenphone along with the corporate culture in the organization definitely holds some credits for their success along with the technological advancements.

OBJECTIVES & SCOPES

Objectives of the Report: i. ii. iii.

To know the concept of OB and prospects by covering an organization. To understand the effectiveness of OB in success of an organization. To practically evaluate the OB concepts and recommend for the organization.

Scope of the Report: The report can help us to create a new structure like this organization. During making the report we came to know about many different aspects and sectors of a company like officers, employers, labors and their works what can help us to make ourselves an entrepreneur to set a new business. While observing the organization, we knew about professional life that will help us to go ahead & of course that can be the turning point of our carrier.

Table of Contents Content Letter of Transmittal Acknowledgement Executive Summary Objectives & Scopes Table of Content 1. Introduction 2. Methodology 3. Company Profile 4. Organizational Behavior 5. Leadership model in GP 6. Motivational Factors 7. Communication 8. Organizational Culture 9. Employee Participation Process 10. Empowerment Process 11. Conflict Management 12. Power & Politics 13. Change Management 14. SWOT Ananlysis 15. Conclusion 16. Recommendation 17. Reference

Page No. ii iii iv v vi-vii 1 2 3-6 6 6-7 8-10 10-12 12-14 14-15 16 16-17 17-18 18 19 20 21 22

Section

1

Commencement

1. Introduction Grameenphone Limited is the number one and leading mobile company in the area of telecommunication in Bangladesh. Grameenphone has been famous for its conducive and safe working environment. Besides focusing on customers and communities, Grameenphone is committed to treating their employees with Integrity, dignity and proper respect. The Company’s intent is to establish

good working relationship through a mutual understanding of expectations. They believe in working in a team and demonstrate team spirit to maximize and excel in standard quality service to their valued subscribers in the area of telecommunication. Employees work in an environment where they feel valued, responsible and supported by the authority as well as by their colleagues. The organizational culture and behavior practice makes the environment in GP different from other workplaces. Along with the corporate culture a friendly, participatory environment is created among the employees to pertain the most productive outcome from them.

2. Methodology Type of research: The research conducted, is an academic study but the study was based on an overview of the organization. Some informal interviews along with a formal interview of a manager at Grameenphone Limited was taken to collect information. Time period of the study: The research was conducted on April 12, 2018 and submission of the research paper was April 15, 2018. Place of the study: We visited the Grameenphone corporate office GPHOUSE in Dhaka to collect more information about the organization and it’s inner structure. Data sources:

Primary data sources are interview, questions and discussions. Secondary data sources are internet, magazine, articles and papers. Limitations: Just few limitations we faced when preparing the report. Timing was one of them, otherwise everything was good enough to research. Contact person: For this project we contacted with Mohammad Imtiaz Jahangir. He is the current Manager of Customer System Management at Grameenphone.

Section2

Overview of

Grameenphone

3.CompanyProfile:

The idea of providing wider mobile phone access to rural areas was originally conceived by Iqbal Quadir, the founder director of the Legatum Center for Development and Entrepreneurship at MIT. He was inspired by the Grameen Bank microcredit model and got New York based investor and philanthropist Joshua Mailman. Later he worked for three years gaining support from various organizations including Nobel Peace Prize laureate Muhammad Yunus of Grameen Bank and the Norwegian telephone company, Telenor. Finally, a consortium with Telenor and Grameen Bank was formed to establish Grameenphone. It is a joint venture enterprise between Telenor (55.8%), the largest telecommunications service provider in Norway, and Grameen Telecom Corporation (34.2%), a non-profit sister concern of Grameen Bank. The other 10% shares belong to general retail and institutional investors.

Grameenphone received the nationwide digital cellular license on 28 November 1996 and launched its services in Bangladesh on 26 March 1997, the Independence Day. The basic strategy of GP is to get the coverage of both urban and rural areas. With the slogan ‘Stay Close’, the goal of Grameenphone is to provide affordable telephony to the entire population of Bangladesh.

GP took lease of 1800-kilometer fiber optic backbone network from Bangladesh Railway for 20 years in September 1997. The GP network now has coverage in almost all areas of Bangladesh. It is the leading mobile phone operator in the country in terms of both coverage and number of subscribers. Grameenphone is the first company to introduce GSM technology and 24-hour Call Center to support its subscribers. The Journey of GP in Bangladesh can be portrayed as below; 1996: received cellular License. 1997: Launched on the Independence Day. 1998: Started in Chittagong, the port city. 1999: Started in Khulna, the Industrial city. 2000: Started in Rajshahi, Sylhet, Barishal. Became the first operator to cover six divisional districts. 2003: became the first operator in Bangladesh to reach million subscribers. 2005: gained 5 million subscribers. 2006: crossed the 10 million subscribers’ milestone. By 2018 Grameenphone has 60.5 Million Subscribers with the Best 3G connectivity in Bangladesh and moving fast to the 4G connectivity.

VISION, MISSION, OBJECTIVES AND VALUES Vision Empower societies. Provide the power of digital communication Enabling everyone to improve their lives Build societies and secure a better future for all. Mission 

We’re here to help our customers.



We exist to help our customers get the full benefit of being connected.



Our success is measured by how passionately they promote us.

Four Core Vlues of Grameenphone: 1. Keep Promises 2 Make It Easy 3. Be Inspiring 4. Be Respectful Grameenphone has taken these four belives as foundation of their organization. Grameenphone encourages all the employees to keep in mind and practice it their everyday activities. Grameenphone also belives that there is nothing impossible so, inspiration and respect can make everything easier.

4. Organizational Behavior Organizational Behavior(OB) is a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectives. Organizational Behavior is an applied science built on contributions from a number of behavior disciplines including Psychology, Social Psychology and Sociology. The OB practice in an organization should be maintained properly to effectively run the organization and make it successful. The

employees’ productivity is highly linked with the OB concepts practiced within the organization.

5. Leadership Model in GP Grameenphone follows both democratic and autocratic leadership. The authority, policy makers of the company use democratic leadership model to take decisions in the organization. For every decision taken in the company the approval of the board of Governors is needed to imply new decisions in the company. Employee service evaluation, product pricing, marketing & management policies etc decisions are made through the meetings held with the members and higher employees such as the Managing Director and others. The authoritative sector of the company allows democratic pattern for all the members to express in their ways and formulate policies with the support of the majority. Autocratic leadership is rather implied on the employees who have no or less access to decision making in the organizations. They are treated as guided workers who imply the decisions taken by the authority. These emploees have very less opportunity to contribute to the company in a broader sense. The low level employees are given orders and structural bindings and they have to work according to that. They don’t have any effective influence in the leadership and decision amking process in Grameenphone. Grameenphone works via team. All employees are segmented by team. 20-40 team members are supervised by a team leader named manager. 8-10 managers are supervised by a service manager. 3-4 service managers’ report to DGM to respective department. Grameenphone follows few different types of leadership including initial structure, consideration, Employee oriented and Vroom Leader Model.

Different models of leadership Initial Structure: The role of the leader is defining his/ her role and the role of the group members.

Employee Oriented: GP people emphasize personal relationships and they are employee oriented. They are strongly associated with high group of productivity and high job satisfaction. Consideration: The leader’s mutual trust and respect for group members’ idea and feelings. Vroom Leader Participation Model: The Vroom leader participation model practiced in Grameenphone includes the following stages: Decide: Leader makes the decision alone either announce or sells it to group. It mostly happens in Grameenphone top management. Consult Individually: leaders present the problem to the group members individually and takes decision by getting their individual ideas. Consult group: Leaders present the problem to the group members in a meeting, gets their suggestion and then make decision. Facilitate: Leaders present the problem to the group in a meeting acting as facilitator, defines the problems and boundaries, within which a decision must be made. Delegate: Leader permits the group to make the decision within prescribed limits. Leaders also follow the transaction leadership.

6. Motivational Factors Employee motivation can be provided by: Profit Sharing: The most significant employee benefit offered by Grameenphone Ltd is Profit Sharing. The profit sharing takes place once a year: July. Only the senior employees who are around two or more years get 20% share of the profit earned. Out of this 20% profit, 75% is distributed in terms of seniority & designation & the rest 25% is distributed on performance in that period.

Performance Bonuses: 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 & sends it to the MD. The MD then takes the decision on the performance bonus. However, all decisions regarding performance bonuses by the MD needs to be approved by the Board of Governors. Reward: This reward system does not have any fixed criteria. This is basically an additional reward system, which provides financial incentives to employees for extraordinary performance in any area of their job. Services Benefits: Grameenphone has a number of service benefits which is typically not found in other companies. Among the benefits are flexible working hour: one can start their office on 8am in the morning & leave by 4pm. GP provides daily transport for the employees from far area. It also provides quality food as lunch at a commissioned price and snacks for free of charge. Yearly Picnic/Tours: Grameenphone Ltd bears the expense of one tour/picnic per year for each employee. The company covers all transport, hotel & food expenses. This usually refreshes the employees a lot and makes room for them to interact & know each other better. Compensation Compensation does not represent only salary but a wide range of benefits and services as the total compensation package. Grameenphone pays rewarding and competitive compensation to attract, intercept and motivate compatible and efficient employees of the Company. Grameenphone wishes to design a compensation system that has strong positive impact on employees and ultimately on the Company's performance. The two types of compensation in Grameenphone are:

Monthly pays

Benifits

7. Communication The communication skill of Grameenphone is really overwhelming. The effectiveness in communication helps the company in a large way to achieve its organizational goal. The Communication process of Grameenphone helps the organization to enlarge its business by balancing employee integration. It’s undoubtedly true to say that “Business communication skill is important for a business to achieve its organizational goal”.

Communication Flow in the GP The flows of communication within the organization may be upward, downward, or horizontally directed. Grameen Phone Limited has downward and upward communication flows which are following: Downward Communication: Downward Communication is that from superior to subscriber-from boss to employee, and from policy maker to operating personnel. Five elements of downward communication are following: Job instruction: Teaching new or current employees how to do a particular task. Rationale: The justification for the organization and its goals; how a particular function fits into the total organization. Information: Orientation to the company - its rules, practices, procedures, and history. Feedback about job performance: Supervisors evaluation or appraisal of employee performance. Ideology: The effort to convey to and install in employees a degree of enthusiasm, loyalty, or support for the organization. This flows, of course, related to the hierarchical structure of the organization. Upward communication: When management requests information from lower organizational levels, the resulting information becomes feedback to the request. This is called upward communication. This communication keeps management informed about the feelings of subordinates, helps management identity both difficult and potentially promotable employees, and paves the way for even more effective downward communication. Basically these two types of communication flow are used by the Grameen Phone that helps this huge organization to run smoothly. Communication System in GP

Every organization has two types of communication system. Grameen Phone is no except from them. It has also two types of communication system which are following: External System: This system is typified by the formal organization chart. This system is used to control individual and group behavior and to achieve organizational goals. Some elements of external system are – i. ii. iii. iv.

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 internal system, both formal and informal elements

of

communication are used which are – i. ii. iii. iv. v.

Grapevine Face to face communication PABX Mobile Letter etc.

8. Organizational Culture The working environment in GP offices is way different from corporate offices normally seen. They have no bossy culture and seniors by rank or age are simply called as brothers or sisters. The office provides no separate fixed places for employees, so they can sit altogether and however they feel comfortable. GP people have buffet lunch together and many often they go for picnic with their team. GP arranges GPPL and best employee rewards to improve the relations and quality of work. The best thing to be noticed in interpersonal relationship in GP is no one is discriminated here for gender, race, rank or income.

Food festivals and cultural practice:

GP CS Night: An amazing Cultural program for GP customer managers for their refreshment.

9. Employee Participation Process The people of GrameenPhone are young, dedicated and much energetic. All employees are well educated at home or abroad from renowned universities, with an even distribution of males and females and social groups in Bangladesh. The employees believe in their hearts that Grameenphone is more than telecommunication. This sense of purpose gives them the dedication and the drive, producing the biggest coverage and subscriber ‐base in the country. GrameenPhone provides equal employment opportunities and recognizes the talents and energy of its employees. Grameenphone believe in working in a team and demonstrate team spirit to maximize and excel in standard quality service to their valued subscribers in the area of telecommunication service. Employees work in an environment where they feel valued, responsible and supported by the authority as well as by their colleagues. Grameenphone (GP) also takes preventive and safety measures to avoid all sorts of hazardous situation that might take place in some areas of technical functions. Every month

Grameenphone makes the fire drill practice. All employees have to participate in the dri...