Term Paper-HRM Final

8/12/2019 Term Paper-HRM Final

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Term PaperOn

Organizational BehaviourCourse code: HRM 501

Submitted to:Engr. Asaduaman C!o"d!ur#Course $nstructor%&ept. O' (usiness Administration

)ni*ersit# o' Asia Paci+c

Submitted (#:Sai'u, $s,amReg -o.: 1/000Ro,,: 00Semester: rd

&epartment o' (usiness Administration)ni*ersit# o' Asia Paci+c

&ate o' Submission: 2u,# 01% /01


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2u,# 01% /01

Engr% Asaduaman C!o"d!ur#%Course $nstructor%

&epartment o' (usiness Administration)ni*ersit# o' Asia Paci+c

Sub3ect: Submission o' t!e Term paper On 4Organiationa,(e!a*iour

&ear Sir%

6e are p,eased to submit t!e term paper on 7Organiationa,(e!a*iour8 "!ic! "as assigned to us b# #ou as a part o'7Human and Organiationa, (e!a*ior8.

$ !a*e ta9en utmost care to present t!is term paper and t!isterm paper !as been ece,,ent out,et 'or combiningt!eoretica, and practica, aspect. 6e !a*e *isited ate,ecommunication compan# named 7grameenp!one

,imited8 and co,,ected in'ormation 'rom t!ese on t!e basis o't!eir organiationa, be!a*ior perspecti*e.

$ !a*e a great interest on t!is report and "e "i,, be !ig!,#moti*ated i' t!is report meets #our desired epectation. And"e are a,"a#s being read# to rep,# a,, in;uires t!at #ou ma#!a*e regarding t!is report. Rea,,# "e en3o#ed #our tas9!earti,#.

Sai'u, $s,am$&: 1/000Ro,,: 00Semester: rd

&ept. (usiness Administration


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)ni*ersit# o' Asia Paci+c

ACKNOWLEDGEMENT


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NDEX

Topic Page noEecuti*e Summer# C!apter=1: $ntroduction 5C!apter=/: >iterature Sur*e# ?C!apter=:$ntroduction ot @rameenp!one >td. 11C!apter=:


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Executive Summery

This term paper manly focused on theoretical & conceptual analysis about the relevant Organiational

!ehavior concepts of the telecom" of !angladesh# namely $rameen%hone " e tried our level best to

ensure the purity & ob'ectivity of the pro'ect" (ll the relevant theoretical frame)or*s# critical analysis#application of *no)ledge & practice base evidence are providing throughout the )hole pro'ect report"

The )hole report is divided into several segmented topic headings & )hen re+uired )e use

appropriate tal*ing headings"

$rameenphone )idely *no)n as $%# is the leading telecommunications service provider

in !angladesh" ith more than 32 million subscribers ,as of -une 2.11/# $rameenphone is the largest

cellular operator in the country" 0t is a 'oint venture enterprise" $rameenphone )as the first company

to introduce $S technologyin !angladesh" 0t also established the first 24hour all entertosupport its subscribers" ith the slogan Stay lose# stated goal of $rameenphone is to provide

affordable telephony to the entire population of !angladesh"

hapter1 0ntroduction
http://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/GSMhttp://en.wikipedia.org/wiki/GSMhttp://en.wikipedia.org/wiki/Call_Centerhttp://en.wikipedia.org/wiki/Call_Centerhttp://en.wikipedia.org/wiki/GSMhttp://en.wikipedia.org/wiki/Call_Centerhttp://en.wikipedia.org/wiki/Bangladesh


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Ob'ectives of the report

!road Ob'ectives

The main ob'ective of the study is to provide a overall vie) of the practical application

organiational behavior in $rameenphone"

Specific Ob'ectives

$denti'# its:

acti*ities and operations

cu,ture%

communication s#stem% Prob,ems and so,utions.

ana,#e t!e organiationa, cu,ture in @rameenp!one

>td.

To ana,#e t!e emp,o#ee engagement in

@rameenp!one >td.

To ana,#e organiationa, eBecti*eness in

@rameenp!one >td.

ethodology

%rimary

T!e stud# "as conducted b# getting ans"er o';uestionnaires b# @P emp,o#ees. .

Secondary

&ata recei*ed 'rom "eb% 3ourna, and compan#

prospectus. )sed Ms 6ord D Ms Po"erPoint. press re,eases% re,ease notes% artic,es etc.


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7imitations of the study

$t "as dicu,t to co,,ect re;uired in'ormation 'romgrameenp!one as emp,o#ee are *er# bus#

T!ere is *er# ,itt,e diBerence among emp,o#ees as t!e#'o,,o" t!e same ru,es regarding compan#.

Sometimes t!e# are not interested to re*ea,con+dentia, in'ormation about t!eir compan#

Time "as comparati*e,# s!ort.

Scope

T!e scope o' m# stud# is con+ned on,# t!e emp,o#ees o'@rameenp!one. M# dut# "as ta9en p,ace in &!a9a oce

hapter2 7iterature Survey


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Organiationa, (e!a*ior FO(G is t!e stud# and app,ication o'9no",edge about !o" peop,e% indi*idua,s% and groups act inorganiations. $t does t!is b# ta9ing a system approach. T!at is% itinterprets peop,e=organiation re,ations!ips in terms o' t!e"!o,e person% "!o,e group% "!o,e organiation% and "!o,esocia, s#stem. $ts purpose is to bui,d better re,ations!ips b#ac!ie*ing !uman ob3ecti*es% organiationa, ob3ecti*es% andsocia, ob3ecti*es.

6e see 'rom t!e de+nition abo*e% organiationa, be!a*iorencompasses a "ide range o' topics% suc! as !umanbe!a*ior% c!ange% ,eaders!ip% teams% etc. Since man# o't!ese topics are co*ered e,se"!ere in t!e leadership guide% t!ispaper "i,, 'ocus on a 'e" parts o' O(: e,ements% mode,s%socia, s#stems% O&% "or9 ,i'e% action ,earning% and c!ange.

Goal! o" OB#

1. &erscribe/. )nderstand

. Predict

. Contro,


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1. -ature o' peop,e

/. -ature o' Organiation

1. -ature o' peop,e:

aG $ndi*idua, diBerence

bG Moti*ated be!a*iour

cG &esire 'or in*o,*ement

dG A "!o,e person

eG a,ue o' person

'G Perception

/. -ature o' Organiation:

aG Organiation is a socia, s#stem

bG Mutua, interest bet"een organiation and emp,o#ee

cG Et!ics

>imitation o' O(:

1. (e!a*iora, bias/. T!e ,a" o' diminis!ing return

. )net!ica, manipu,ation and app,ication o' O(

Mo$el! o" OB#

Philo!oph%# an integrated set o' assumption and be,ie's.

a,ues: $mportant and ,asting be,ie'sor idea,s s!ared b# t!emembers o' a cu,ture about "!at is good or bad anddesirab,e or undesirab,e. a,ues !a*e ma3or inIuence on apersonJsbe!a*iorand attitudeand ser*e as broad guide,inesin a,, situations. Some commonbusiness*a,ues are 'airness%inno*ationand communit#in*o,*ement.
http://www.businessdictionary.com/definition/beliefs.htmlhttp://www.businessdictionary.com/definition/member.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.businessdictionary.com/definition/influence.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.businessdictionary.com/definition/behavior.htmlhttp://www.businessdictionary.com/definition/attitude.htmlhttp://www.businessdictionary.com/definition/guideline.htmlhttp://www.businessdictionary.com/definition/common.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/innovation.htmlhttp://www.businessdictionary.com/definition/community.htmlhttp://www.businessdictionary.com/definition/beliefs.htmlhttp://www.businessdictionary.com/definition/member.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.businessdictionary.com/definition/influence.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.businessdictionary.com/definition/behavior.htmlhttp://www.businessdictionary.com/definition/attitude.htmlhttp://www.businessdictionary.com/definition/guideline.htmlhttp://www.businessdictionary.com/definition/common.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/innovation.htmlhttp://www.businessdictionary.com/definition/community.html


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ision: An aspirationa, description o' "!at an organiation"ou,d ,i9e to ac!ie*eor accomp,is!in t!e mid=term or ,ong=term 'uture. $t is intended to ser*esas a c,ear guide 'orc!oosing current and 'uture courses o' action. See a,so

mission statement.

Mission: A "ritten dec,aration o' an organiationJs corepurpose and 'ocus t!at norma,,# remains unc!anged o*ertime. Proper,# cra'ted missionstatements F1G ser*e as +,tersto separate "!at is important 'rom "!at is not% F/G c,ear,#state "!ic! mar9ets "i,, be ser*ed and !o"% and FGcommunicate a sense o' intended direction to t!e entire

organiation.

@oa,: An obser*ab,e and measurab,e end resu,t!a*ing oneor more ob3ecti*esto be ac!ie*ed "it!in a more or ,ess +edtime'rame.

Mo$el! o" Organizational Behavior

T!ere are 'our ma3or mode,s or 'rame"or9s t!atorganiations operate out o'% Autocratic% Custodia,%Supporti*e% Co,,egia, and s#stem FCunning!am% Eber,e%10K &a*is %1LG:

Autocratic T!e basis o' t!is mode, is po"er "it! amanageria, orientation o' aut!orit#. T!e emp,o#ees in turnare oriented to"ards obedience and dependence on t!eboss. T!e emp,o#ee need t!at is met is subsistence. T!eper'ormance resu,t is minima,.
http://www.businessdictionary.com/definition/description.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/achieve.htmlhttp://www.businessdictionary.com/definition/accomplish.htmlhttp://www.businessdictionary.com/definition/long-term.htmlhttp://www.businessdictionary.com/definition/long-term.htmlhttp://www.businessdictionary.com/definition/serve.htmlhttp://www.businessdictionary.com/definition/current.htmlhttp://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/mission-statement.htmlhttp://www.businessdictionary.com/definition/declaration.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/overtime.htmlhttp://www.businessdictionary.com/definition/overtime.htmlhttp://www.businessdictionary.com/definition/mission.htmlhttp://www.businessdictionary.com/definition/market.htmlhttp://www.businessdictionary.com/definition/end-result.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/description.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/achieve.htmlhttp://www.businessdictionary.com/definition/accomplish.htmlhttp://www.businessdictionary.com/definition/long-term.htmlhttp://www.businessdictionary.com/definition/long-term.htmlhttp://www.businessdictionary.com/definition/serve.htmlhttp://www.businessdictionary.com/definition/current.htmlhttp://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/mission-statement.htmlhttp://www.businessdictionary.com/definition/declaration.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/overtime.htmlhttp://www.businessdictionary.com/definition/overtime.htmlhttp://www.businessdictionary.com/definition/mission.htmlhttp://www.businessdictionary.com/definition/market.htmlhttp://www.businessdictionary.com/definition/end-result.htmlhttp://www.businessdictionary.com/definition/objective.html


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Custodia, T!e basis o' t!is mode, is economicresources "it! a manageria, orientation o' mone#. T!eemp,o#ees in turn are oriented to"ards securit# andbene+ts and dependence on t!e organiation. T!e

emp,o#ee need t!at is met is securit#. T!e per'ormanceresu,t is passi*e cooperation.

Supporti*e T!e basis o' t!is mode, is ,eaders!ip "it!a manageria, orientation o' support. T!e emp,o#ees inturn are oriented to"ards 3ob per'ormance and

participation. T!e emp,o#ee need t!at is met is status andrecognition. T!e per'ormance resu,t is a"a9ened dri*es.

Co,,egia, T!e basis o' t!is mode, is partners!ip "it! amanageria, orientation o' team"or9. T!e emp,o#ees inturn are oriented to"ards responsib,e be!a*ior and se,'=

discip,ine. T!e emp,o#ee need t!at is met is se,'=actua,iation. T!e per'ormance resu,t is moderateent!usiasm. S#stem: Management and emp,o#ee bot! "or9 'or t!e

betterment o' communit#

A,t!oug! t!ere are +*e separate mode,s% a,most noorganiation operates ec,usi*e,# in one. T!ere "i,, usua,,#be a predominate one% "it! one or more areas o*er=,appingin t!e ot!er mode,s.

T!e +rst mode,% autocratic% !as its roots in t!e industria,re*o,ution. T!e managers o' t!is t#pe o' organiation operatemost,# out o' c$regor;s Theory


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co,,egia, mode, s!ou,d not be t!oug!t as t!e ,ast or bestmode,% but t!e beginning o' a ne" mode, or paradigm.

Theory room realied that an employee;s performance is based on individuals factors such as

personality# s*ills# *no)ledge# experience and abilities"

The theory suggests that although individuals may have different sets of goals# they can be motivated

if they believe that

There is a positive correlation bet)een efforts and performance#

?avorable performance )ill result in a desirable re)ard#

The re)ard)ill satisfy an important need#

The desire to satisfy the need is strong enough to ma*e the effort )orth)hile"

The theory is based upon the follo)ing beliefs

Valence:

>alence refers to the emotional orientations people hold )ith respect to outcomes @re)ardsA" The depth

of the )ant of an employee for extrinsic @money# promotion# timeoff# benefitsA or intrinsic

@satisfactionA re)ards/" anagement must discover )hat employees value"

Expectancy:

Employees have different expectations and levels of confidence about )hat they are capable of doing"

anagement must discover )hat resources# training# or supervision employees need"

Instrumentality:

The perception of employees as to )hether they )ill actually get )hat they desire even if it has been

promised by a manager" anagement must ensure that promises of re)ards are fulfilled and that

employees are a)are of that"


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>room suggests that an employee;s beliefs about Expectancy# 0nstrumentality# and >alence interact

psychologically to create a motivational force such that the employee acts in )ays that bring pleasure

and avoid pain"

otivation $ive incentive to employee as per his need# employee accept the gift and give effort for

extra output.

Mode, o' moti*ation:

1. Primar# need: (asic p!#sica, need ,i9e 'ood% s!e,ter etc./. Secondar# need: -eed o' mind. Eamp,e=Status%promotion etc.

Moti*ationa, dri*e: $t "as de*e,oped b# &i*id and McC,e,,and.$t inc,udes:

1.Ac!ie*ement/.A,iation.Po"er

Lea$er!hip#

Lea$er!hip# $nIuence emp,o#ee t!roug! persona,re,ations!ip and emp,o#ee pro*ides etra eBort "i,,ing,#.

Traists o' eBecti*e ,eader:

A. Ear,# traits:

1. P!#sica,/. Ps#c!o,ogica,. Persona,it#

(. Current traits


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1. Persona, dri*e/. &esire to ,ead. Se,' con+dence. Qno,"ede og business

5. Creati*it# and origina,it#. C!arismaL. Honest# and integrit#?. Cogniti*e abi,it#

>eaders!ip st#,e:

1. Positi*e or negati*e ,eader/. Autocratic% consu,tati*e% participati*e ,eader

aG Consideration or emp,o#ee orientation ,eader FG

bG Structure or tas9 orientation ,eaderFNG

The !lac* and outon managerial grid

The anagerial $rid is based on t)o behavioral dimensions

Concern for %eople B This is the degree to )hich a leader considers the needs of team

members# their interests# and areas of personal development )hen deciding ho) best to

accomplish a tas*"

oncern for %roduction B This is the degree to )hich a leader emphasies concrete ob'ectives#

organiational efficiency and high productivity )hen deciding ho) best to accomplish a tas*"

Csing the axis to plot leadership Dconcerns for production versus Dconcerns for people# !la*e and

outon defined the follo)ing five leadership styles

0mpoverished 7eadership B 7o)

%roductionF7o) %eople

This leader is mostly ineffective" GeFshe

has neither a high regard for creating

systems for getting the 'ob done# nor for creating a )or* environment that is satisfying and motivating"

The result is disorganiation# dissatisfaction and disharmony"

ountry lub 7eadership B Gigh %eopleF7o) %roductionThis style of leader is most concerned about the needs and feelings of members of hisFher team" These

people operate under the assumption that as long as team members are happy and secure then they )ill

)or* hard" hat tends to result is a )or* environment that is very relaxed and fun but )here

production suffers due to lac* of direction and control"

%roduce or %erish 7eadership B Gigh %roductionF7o) %eople

(lso *no)n as (uthoritarian or ompliance 7eaders# people in this category believe that employees


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are simply a means to an end" Employee needs are al)ays secondary to the need for efficient and

productive )or*places" This type of leader is very autocratic# has strict )or* rules# policies# and

procedures# and vie)s punishment as the most effective means to motivate employees" ,See also our

article on

iddleoftheHoad 7eadership B edium %roductionFedium %eople

This style seems to be a balance of the t)o competing concerns# and it may at first appear to be an

ideal compromise" Therein lies the problem# though hen you compromise# you necessarily give

a)ay a bit of each concern# so that neither production nor people needs are fully met" 7eaders )ho use

this style settle for average performance and often believe that this is the most anyone can expect"

Team 7eadership B Gigh %roductionFGigh %eople

(ccording to the !la*e outon model# this is the best managerial style" These leaders stress

production needs and the needs of the people e+ually highly"

The premise here is that employees understand the organiations purpose and are involved in

determining production needs" hen employees are committed to# and have a sta*e in the

organiations success# their needs and production needs coincide" This creates a team environmentbased on trust and respect# )hich leads to high satisfaction and motivation and# as a result# high

production" ,See also our article on

Con'ict#&isagreement bet"een to person or group

T#pes o' conIict:1.$nterpersona, conIict: (et"een t"o person/.$ntergroup conIict: (et"een t"o group.$nter personne, conIict: "it!ing some person

Sources o' ConIict::1.Organiationa, c!ange/.&iBerent sets o' *a,ues.T!reat to status.Contrasting perception5.>ac9 o' trust

.Persona,it# c,as!

ConIict reso,ution strategies:1. A*oiding: >ose=,ose/. Smoot!ing: Accomodating ot!er paties interest.


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somet!ing5. Con'ronting: Mutua,,# satis'actor# reso,utionGroup D%na(ic!#

T#pes o' @roup:@roup

$nIuencing in'orma, organiationK1. Accept and understand/. $denti'# be!a*ior among t!em. Consider be'ore ta9ing action. $ntegrates "it! 'orma, as muc! as possib,e5. -o t!reats


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. )sing socia, rein'orcement5. @i*ing emotiona, support

a# oB sur*i*ors sic9ness% 'ee,ing uncertaint# about 3ob,oss.6or9p,ace *io,ence


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aG &emanding betterbG (ecome apat!etic

/. 6it!dra"a,: @et trans'er or ;uite 3ob. Pout

Stress S. 2ob per'ormance:

T!res!od: Hig!test ,e*e, o' per'ormance

Emp,o#ee counse,ing:@oa,: To !e,p emp,o#ee to cope "it! an stress

T#pes o' counse,ing:1. &irecti*e:


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T#pes o' resistance:1. >ogica, resistance:/. Ps#c!o,ogica, resistance

. Socio,ogica, resistance

(ene+t o' resistance:1.Management can reeamine t!e c!ange proposed/.Management can identi'# t!e speci+c prob,em area

Response to c!ange: Ha"t!orne eperiment-ame o' studies: Ha"t!orne studiesConducted b#: ig!t increased = Producti*it# increase>ig!t decreased=Producti*it# increase>ig!t more decreased=Producti*it# increase>ig!t decreased to moon,ig!t=producti*it# decreased

Ha"t!orne eBect:1. $nspect in absence o' 9no",edge/. Ha*e to in*estigate a'ter ma9e 9no"n

hapter3

introduction to $rameenphone 7td"


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Name, Location and Organizational History:

The full name of the company is $rameen%hone 7imited" 0t is a private limited company" The

Gead office situated at !ashundhara in Jha*a"

The inistry of post and Telecommunication of the $overnment of !angladesh offered

$rameen%hone a nation)ide digital cellular license on Iovember 29# 1::6" $rameen%hone

launched its services in !angladesh on 26 arch 1::8# the 0ndependence Jay of !angladesh" The

service of the company has spread in all over !angladesh and in foreign countries through 3..

international roaming partner operators"

>isionKe Empo)er societies" e provide the po)er of digital communication# enabling everyone

to improve their lives# build societies and secure a better future for all"L

Ourission

Kere here to help our customers" e exist to help our customers get the full benefit of being

connected" Our success is measure by ho) passionately they promote us"L

Our>alues

a*e 0t Easy

Meep %romises

!e 0nspiring

!e Hespectful

Management Team and or!ing "i#isions o$ %&:

!eing a private limited company# the !oard of Jirectors of $rameen%hone has a pivotal role to

play in meeting all sta*eholders interests" The !oard of Jirectors and the anagement Team of

$rameen%hone are committed to maintaining effective orporate $overnance through a culture of


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accountability# transparency# )ellunderstood policies and procedures" The !oard of Jirectors and

the anagement Team also persevere to maintain compliance of all la)s of !angladesh and all

internally documented regulations# policies and procedures" $rameen%hone places a high value on

human resource development and the contributions made by its employees" They persevere to

maintain a productive and harmonious )or*ing environment in the )hole organiation"

Organogram o$ %rameen&'one

T'e di#isions are:

1/ ?inance Jivision

2/ Jeputy anaging Jirector Jivision

3/ Hegulatory & orporate (ffairs Jivision

4/ Guman Hesources Jivision

5/ hief ar*eting Officer Jivision


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6/ 0nternal (udit Jivision

8/ Technical Jivision

9/ 0nformation Technology Jivision

:/ Ie) !usiness Jivision

The Jirectors and the ($ have to report directly to the anaging Jirector" The heads of the

other four departments directly report to the anaging Jirector too"

(inance "i#ision:

?inance Jivision is bro*en do)n into departments such as finance department# company affairs#

payroll and taxation department# accounting and reporting department and revenue accounting

department"

)egulatory * Corporate +$$airs "i#ision:

orporate affaires of $% encourages developing leadership +uality# maintaining congenial and

healthy )or*ing environment# *eeping harmony instead of discords and ensuring full

decentraliation in the organiation" Jifferent functions of this department are transportation

management# arrangement of meetings# seminars# cultural programs etc"

Human )esource "i#ision:

Guman resource department plays a very important role in the functioning of the organiation" The

main tas*s of this department are employee recruitment# selection# transfer# promotion# training#

performance appraisal# )or* force planning etc"

C'ie$ Mar!eting O$$icer "i#ision CMO-:

O is the bridge bet)een the customers and the company" %eople here are al)ays serving the

clients" This division can subdivide into three ma'or partscall center# billing department and

trainee development department" ommercial division has the opportunity to have direct interface

)ith the customers" This division subdivides into partsales department and mar*et communication

department"

Tec'nical "i#ision:

The Technical Jivision can consider as the brain of the organiation" This division has the highest

number of employees" This division split into three partsplanning department# implementation

department and operations department"

In$ormation Tec'nology "i#ision:

0nformation technology department support for 0T e+uipment of the employees and provides

constant service to employees if any 0T problem occurs" Therefore# this department is responsible

for connecting all des*tops and portables# *eeping data security# managing electronic mails#

handling and mail and 0nternet related issues and problems# connecting the $% officials among


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themselves and )ith the outside )orld through %(!< System etc"

T'e .oard o$ "irectors:

(ccording to the existing (rticles of (ssociation of the company# the shareholders nominate the

board of directors each year at the (nnual $eneral eeting ,($/" The chairperson heads the

directors" The meeting of the board of directors held +uarterly" (n operational committee stands

bet)een the J and the board of directors eeting of this committee held monthly" The

anaging Jirector reports to the board of directors at each +uarterly meeting and to the

operational committed at each monthly meeting"

%o#ernment .ene$its $rom %rameen&'one Ltd:

The services of $rameen%hone have been serving the country over the last eleven years since its

inception" (long )ith the other cellular operations in the country# $rameen%hone has established

the concept that the mobile phone is not 'ust a status symbol in the hands of the )ell to do" 0t is

rather a tool in the hands of the general people to achieve economic gro)th for the nation"

$rameen%hone as a service provider also enriches the Iational Treasury in many different )ays" 0t

is the highest T(< payer in the country"

(uture Targets o$ %rameen&'one Ltd:

$rameen%hone 7td" is a company )ith everincreasing gro)th trend from the very inception

phase" (t present# in the 12thyear of its operations $% has achieved a subscriber bases of more that

25 million" The company has a number of plans for the forthcoming future"

+c'ie#ements:

$rameen%hone is one of the largest private sector investments in the country )ith an accumulated

investment of !JT 52.. crore up to Jecember 2..5" $rameen%hone is also one the largest

taxpayers in the country# having contributed nearly !JT 5... crore in direct and indirect taxes to

the $overnment Exche+uer over the years" Of this amount# !JT 168. crore )as paid in 2..5

alone"

$rameenphone nearly doubled its subscriber base during the initial years )hile the gro)th )as

much faster during the later years" 0t ended the inaugural year )ith 19#... customers# 3.#... by

the end of 1::9# 6.#... in 1:::# 1:3#... in 2...# 481#... in 2..1# 885#... in 2..2# 1"16 million

in 2..3# 2"4 million in 2..4# 5"5 million in 2..5# 11"3 million in 2..6# 16"5 million in 2..8# 2.

million in 2..9# 23"26 million in 2..: and end 2.1. )ith 25".. million customers"

(s a telecommunication service provider# $rameen%hone 7td" plays a very important role in the


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economic development of !angladesh" Iational !oard of Hevenue ,I!H/# inistry of %ost and

Telecommunication# !angladesh Telephone and telegraph !oard ,!TT!/ and !angladesh Hail)ay

,!H/ are $overnment bodies that directly or indirectly benefited by $rameen%hone 7td" !y

bringing electronic connectivity to rural !angladesh# $rameen%hone is brining the digital

revolution to the doorsteps of the poor and unconnected" $rameen ban* borro)ers are engaged in

a business by providing village phone service to their fello) villagers" ?or them mobile phone is a

)eapon against poverty"

The mar*et share of $rameen%hone is also higher that the other telecom companies in !angladesh"

The follo)ing figure is base on the information of $% annual report 2..9" The scenario of Hobi

mar*et share & !7 mar*et share has changed# it )ill be clear )hen )e see my report findings"

Table- Market share of Telecom company:

Company Name Mar!et /'are

$rameen%hone 43":.N

!anglalin* 25"1.N

0T=E77 9":2N

Hobi 19"63N

Teletal* 3"48N

/'are'olders o$ %rameen&'one Ltd:

The shareholders of $rameenphone contribute their uni+ue# indepth experience in both

telecommunications and development"


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0t is a 'oint venture enterprise bet)een Telenor ,55"9N/# the largest telecommunications service

provider in Ior)ay )ith mobile phone operations in 12 other countries# and $rameen Telecom

orporation ,34"2N /# a nonprofit sister concern of the internationally acclaimed microcredit

pioneer $rameen !an*" The other 1.N shares belong to general retail and institutional investors"

Table Shareholder of $%

$rameen Telecom 55"9N

Telenor 34"2N

$enerat & 0nstitutional 0nvestor 1.N

012131 Telenor:

Telenor o)ns 34"2N share of $rameen%hone 7td" 0t is the stateo)ned Telecommunication

ompany in Ior)ay# a country )ith one of the highest mobile phone densities in the )orld" 0t is

almost the oldest and diversified telecom companies in the )orld operating since 1995" 0t has

played an important role in development of cellular communications# particularly# but not

exclusively# $S technology" Telenor operates its business in 13 countries of the )orld"

012101 %rameen Telecom:

$rameen Telecom is the second shareholder of $rameen%hone 7td" o)ing 55"9N share" 0t is a not

forprofit organiation and a sister concern of $rameen !an*# the internationally recognied

financial institution dedicated to poverty alleviation through collateralfree small loans for the poor

in the rural areas of !angladesh" $rameen !an* has an extensive rural net)or* and understanding

of the economic needs of the rural population" $rameen telecom# )ith the help of $rameen !an*#

administers the village phone services to the villagers and trains them regarding all servicerelated

issues"


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hapter4

?indings of Study

+ue!tion,-# Do %ou con!i$er the i!!ue o" OB at .or/at %our organization0

Response: Partia,,# considered. -ot 100. 6e !a*e tomaintain organiationa, manua,F HRD


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*e!pon!e# es% compan# pro*ide man# moti*ationa,program. (ut moti*ationa, program is usua,,# oBered 'ormar9eting department. ou 9no" mar9eting department ist!e most important department 'or an# organiation.

Compan# oBered a incenti*e 'or mar9eting department ,i9e i'department ab,e to ta9e 500 c,ient o' Iei,oad t!e !e "i,, getincenti*e o' ,um som amount. Per'ormance bonus is gi*en tot!e good per'ormers "it! accordance "it! t!e compan#ru,es and management discretions as recognition o' onesper'ormance t!roug!out t!e #ear. Re"ard and Recognitionpo,ic# is introduced.

Co((ent# Mar9eting department a,"a#s get moti*ationa,program but ot!er department s!ou,d not ignored. (ecause

it ma# create 'rustration among emp,o#ees.

+ue!tion,3# *ecent la4or unre!t i! the outco(e o"la/e o" application o" OB in organization,5o. $o %oure!pon$0

*e!pon!e# 6e dont !a*e an# !eadac!e about t!is.(ecause "e pro*ide enoug! support to our emp,o#ee andt!e# are a,"a#s !app#. 6e dont use O( 100 but it doesntmean t!at "e ignore epectation o' our emp,o#ee. 6e gi*ecas! incenti*e% car 'aci,ities% insurance 'aci,ities and sometime "e organie cu,tura, program. Our emp,o#ees area,"a#s !app# "it! us.

Co((ent#@P !o,d good part o' O(. $ t!in9 it is enoug!

+ue!tion,6#Do %ou have an% (echani!( to relea!e!tre!! o" e(plo%ee!0

*e!pon!e# es% "e a,"a#s tr# to understand "!at doesemp,o#ee need. $' emp,o#ee need ,ea*e t!en "e pro*ide,ea*e. 6!en "e t!in9 emp,o#ee need re'res!ment t!en "esend !im!er to tourism. E*en "e send emp,o#ee to abroadand gi*e mone# to bu# somet!ing. $n t!is "a# "e re,easestress o' emp,o#ee. Our emp,o#ees are a,"a#s !app# "it!use and t!e treat t!e compan# as best compan# in


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(ang,ades!. And $ t!in9 #ou 9no" t!at% "e !a*e *er#good"i,, in (ang,ades! 'or our 3ob satis'action.

Co((ent#@P is operating *er# good stress managementprocess and i t!in9 t!e# "i,, be success'u,.

+ue!tion,7: Ho" do #ou consider t!e concept o' T!eor# Nand t!eor# .

*e!pon!e#6e dont consider t!is t!eor# as "e dont recruitt!e peop,e o' t!eor# N. Our HRM department is *er# c,ea*erand t!e# a,"a#s ,oo9 'or acti*e peop,e. $' "e "ou,d pre'erpeop,e o' t!eor# "e "ont be ab,e to ta9e suc! position int!e te,ecom industr#.

Co((ent# er# good practi*e but it "ou,d be more good i'@P "ou,d pro*ide c!ange 'or categor# peop,e. (ecause int!is situation HR department !ad to pro*e !is abi,it#.

+ue!tion ,8: &o #ou t!in9 about emp,o#ees reaction be'oreindtroduction o' an# c!ange in organiation

*e!pon!e# (e'ore ma9ing an# c!ange "e a,"a#s ta,9 "it!emp,o#ee t!en "e ma9e c!ange.


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2:

*e!pon!e# Our emp,o#ee a,"a#s participate in decisionma9ing.


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3.

potentia, prob,ems and t!eir so,ution

emp,o#ee stress

Participation and so on.

6e !a*e main,# s!o"n !ere t!e actua, app,ication o' t!eabo*e mentioned 'actors in a reno"ned te,ecommunicationcompan#. @P a,most 'o,,o" a,, sector o' O( "!ic! !e,ps toreac! in no.1 in te,ecom sector o' (ang,ades!. @P is a,"a#sabout t!e be!a*iour and need o' emp,o#ees.

Hecommendation

@rameenp!one s!ou,d more acti*e,# +nd prob,ems 'aced b#t!eir emp,o#ees in t!e "or9p,ace and ta9e correcti*emeasures to so,*e t!em as soon as possib,e to be asuccess'u, one in t!e te,ecommunication business. T!e#s!ou,d be more concern about emp,o#ee per'ormance andattainment o' organiationa, goa,s and s!ou,d 'o,,o" 100Organiationa, (e!a*iour.

(nnexure 0

uestion=1: &o #ou consider t!e issue o' O( at "or9 at #ourorganiation

uestion=/: Among O( mode,s "!ic! on #ou t!in9 t!at #ou,i9e to 'o,,o" 6!#

uestion=: &o #ou !a*e an# moti*ationa, program

uestion=: Recent ,abor unrest is t!e outcome o' ,a9e o'app,ication o' O( in organiation=Ho" do #ou respond

uestion=5:&o #ou !a*e an# mec!anism to re,ease stress o'emp,o#ees


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(nnexure 00

Mey personnel

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