Tuesday, April 2, 2019

Inroduction To Companies Etisalat Lanka Business Essay

Inroduction To Companies Etisalat Lanka Business EssayAs a consultant of baksheeshing management consultancy I am going to do a brief research on the disposals and behavior section. To do this subsidisation I have selected 2 companies in the telecommunication industry. One is Etisalat Lanka PVT LTD which is base in Abu Dhabi and operating in 18 countries including Sri Lanka and second partnership is Lanka buzzer Services PVT LTD which is operated only if in Sri Lanka. So in this assignment I am going to discuss briefly in their arrangements expression and nuance beas, and also I am going to discuss active the catamenia leadership styles of the companies.INRODUCTION TO COMPANIESEtisalat Lanka (PVT)(LTD)Sri Lankas first gear Cellular net plant, then called Celltel inaugurated its operations in 1989. A brand name change was d hotshot on the twenty-fifth of January 2007 and on that blameafter named Tigo and this was transformed with Milicom disposing its Asian operations . They atomic number 18 now a company amply owned and operated by the giant Emirates Telecommunication Corporation in UAE. It has across-the-board operations to Asian markets much(prenominal) as India, Pakistan, Afghanistan, Indonesia and now Sri Lanka, recording oer 100 million subscribers across 18 countries offering opportunities for synergy with their former(a) operations in the region. Etisalat officially commenced its operations in Sri Lanka on the 25th of February 2010.Lanka chime confineLanka buzzer is a telecommunication operator that provides skillful range of telecommunication service to business and residential customers in Sri Lanka. With the novel introduction revolutionary low cost CDMA (Code Division Multiple Access) technology, Lanka campana continues to expand its robust modern digital network that currently specializes in internet, data and voice services. Lanka Bell was formed in 1997 as the superstar largest BOI Company in Sri Lanka. It was subsequen tly acquired by the privately held diversified garner Milford Holdings (Private) Limited in 2005. Lanka Bell rebrinys firmly rooted in Sri Lanka as a telecommunications giant that continues to challenge the industry through its uncommon portfolio of services.SECTION 01The organizations expression and conclusion Lanka Bell and EtisalatEtisalat and Lanka bell twain ar running in the telecommunication industry so most of the component parts in the finale and anatomical structure be same. They both are victimization serviceable organizational structure1.1 geo logical formation structure of Lanka Bell Services (PVT) (LTD) pay coachgross revenueMarkt.Board of film directorsChairmanManaging DirectorCustomer Service Depart. skillful Mang.HR AdminGM Technical OperationAssistant manager old managerGeneral Manager -HRMarketing managerBusiness compendManager HRManager- Revenue AssuranceDGM control /MISArea Sales ManagersSales ExecutivesHR AssistantsBilling module DirectorInt ernal comptroller DirectorManager- credit control DirectorSenior service executives DirectorTrainerGM IT team upsAssociates clericalSupervisors DirectorCustomer care Executives DirectorInternal accountant DirectorBilling staff DirectorOrganization structure of Etisalat Lanka (PVT) (LTD)1.3 Organizations culture at Lanka bell and EtisalatThere are many anformer(a)(prenominal) definitions for organizational culture but a popular and simple way of defining culture is how things are done around here A more than detailed definition is The collection of traditions, values, policies, depressions, and attitudes that constitute a pervasive context for everything we do and think in an organization (Atkinson)There are four g types of culture such as Power culture, exercise culture, Task culture and person culture. As both companies are in the telecommunication industry and also both companies are larger companies in Sri Lanka they are following the Role culture.What is Role Culture?Ro le culture stereotyped as a bureaucracy and works by logic and rationality. Role culture rests on the strength of strong organizational pillars the functions of specialists in, for e.g. finance, acquire and production. The work of, and interaction between the pillars is controlled by procedures and rules and coordinated by the pediment of higher-ranking managers. Role or meditate interpretation is more burning(prenominal) than the exclusive and position is the of import source of power.(Laurie J. Mullins 8th edition)So role culture is Common in most organizations today. In a role culture, organizations are split into various functions and each individual in spite of appearance the function is appoint a particular role. The role culture has the benefit of specialization. Employees focus on their particular role as assigned to them by their job description and this should ontogenesis productivity for the company. This culture is quite logical to organize in a large organiza tion.Different dimensions of organizations culture in Etisalat and Lanka Bell winnings tasteIn Etisalat and Lanka Bell profit penchant is law because their main target is to give a best service to their customers, they are concerning chanceing on customer mirth and delight lot OrientationPeople orientation is high in Etisalat because they are paying high hire to their staffs and they are also paying special incentives according to their performance, their operative milieu is very pleasant, they are organizing get to gather parties and motifal programs for their employees but in Lanka Bell People orientation is Law.Team OrientationTeam Orientation is high in Etisalat because its employees prefer to work in multitudes rather in individuals to achieve their sales targets. So team orientation leave lead the company to increase their sales. But in Lanka Bell team orientation is Low where their employees are prefer to work as individuals asylumInnovation is high in Etisalat the y are coming with impertinently products quickly, they starts with prepaid contact, after that came with postpaid, launched 3G, broadband and they are going to launch Etisalat TV. But in Lanka Bell it is very low they are rely only in CDMA connection missionary station statement of Etisalat Lanka PVT LTDTo extend mints reach. At Etisalat, we are actively evolution advanced networks that impart enable people to develop, to learn and to grow deal statement of Etisalat Lanka PVT LTDA world where people reach is not limited by matter or distance. People will effortlessly sound around the world, staying in touch with family, qualification forward-looking friends as they go, as well as developing new avocations. Businesses of all sizes, no long-acting limited by distance, will be able to reach new markets. Innovative technologies will open up fresh opportunities across the globe, allowing the contribute of new goods and services to everyone who destinys them.Vision statement of Lanka BellBe Sri Lankas atomic number 61 next generation communication Information Technology solutions providerMission statement of Lanka BellTo provide innovative next generation scientific solutions by identifying and meeting customer necessitate better than any early(a) industry player, while maximizing the offset of our business for the benefit if our stakeholdersImpacts and relationships of two companies through their structure and culturePerformance for two companies through their structure and cultureHow organizational theories underpins the practice of managementThe contrastive undertakees used by the management of both companiesThere many go upes used by the both companies those are Human relations approachSystems approachContingency approachHuman Relations approachThe main emphasis of the classical writers was on structure and the formal organization, but during the 1920,s the years of the great depression, great prudence began to be paid to the social fact ors at work and to the behavior of employees inwardly an organization that is, to gentleman relations.Human relations approach Emphasized vastness of human attitudes, values and relationships for the efficient and effective functioning of work organizations.Systems approachThe classical approach emphasized the technical requirement of the organizations and its strikes-organizations without people the human relations approaches emphasized the psychological and social aspects, and the consideration of human- postulate- people without organizations circumspection is focus on the total work organization and the inter relationships of structure and behavior.Productivity is viewed as a function of the interplay among people, structure, and the surround.The organization is a hard social and technical open system that requires human, financial, and material resources.Contributions of Systems Approach To heed-Under systems approach, managers have a good view of the organization.It gi ves importance to mutualness of the different parts of an organization and its environment.It foretastes consequences and plans actions.A system thinking warns managers against adopting in stages approach to the problem- lickContingency ApproachThe contingency approach to organization demonstrable as a reaction to the idea that in that location are general principles for designing organizations, motivating staff etc. newer research suggested that different forms of organizational structure could be equally successful.(Class Notes)The contingency approach, which roll in the hay be seen as an extension of the systems approach, highlights possible means of differentiating among alternative forms of the organization structures and systems of management.(Laurie J. Mullins 8th edition)The organizations structure must be matched to its environment to enhance performance.The optimal form of an organization is contingent on the circumstances organizationd by that organization including patients, third-party payers, regulators, and personnel. class 02Different leadership styles that Etisalat and Lanka Bell are followingDefinition leading style is the way in which the functions of leadership are carried out, the way in which typically behaves towards members of the group.Both companies are using the Democratic style, and Laissez- faire (Genuine) style because of market growth and due to the size of the company, for which the autocratic style is not desirable to follow in the telecommunication industry.Democratic style is where the focus is more with the group as a whole, and on that point is greater interaction within the group. The leader ship functions are shared with the members of the group and the manager is more part of a team.Laissez- faire (Genuine) style is where the manager observes that members of the group are working well on their own. The manager consciously makes a decision to pass the focus of power to members, to allow them freedom of action to do as they think best, and not to interfere but is readily available if ease is posited. There is often confusion over the style of leadership behavior. abstract of different leadership styles and their effectivenessThe democratic leader works with the group to help members to come to their own decisions, the Laissez- faire leader leaves the group alone to do whatever it wants. Both styles are good for both the companies, because there are number of teams, and departments, in both companies.Therefore the democratic style will suite certain departments and teams, when there is a situation where the team members are unable to make a good decision, compared to the Laissez- faire style which will be applicable to departments and teams who are able to make effective decisions rather than relying on the managers decisions.Effectiveness of Democratic StyleRisk is low. Managers have experience in making effective decisions therefore this reduces the risk of making bad or wrong choices.If the ideas are going to be open for everyone, then everyone ask to feel comfortable enough to put their ideas on the table. So there are lots of ideas will generatedIt takes advantage of the knowledge and expertise of individuals in different areas, for high quality, flexible decision making.Keeps staff informed or so everything that affects their work and shares decision making and problem solving responsibilities.Staff equals the place they receive and respond with cooperation, team spirit, and high morale increasing.Develops plans to help staff evaluate their own performance.Allows staff to establish goalsEncourages staff to grow on the job and be promotedEffectiveness of Laissez- faire (Genuine) styleThe manager provides little or no direction and gives staff as much freedom as possible so it motivates employees.In the telecommunication sector there are lots of sales team so, those teams can do their own works to achieve their own goals, this will increase the salesAll pron ouncement or power given to the staff and they determine goals, make decisions, and solve problems on their own.Employees are involved in decisions. This encourages need through greater interest and involvement so new ideas are generated.The free direct approach can prove an effective type of leadership when the team has achieved identity and cohesion, resulting in motivated and resourceful team members. In such situations, the sharing of authority and minimal direction empowers team members.Impact that different leadership styles may have on motivation of employees of Etislat and Lanka Bell when they face the technological breakthroughWhen there is a technological breakthrough that has taken place last week affecting the companies, and the industry as whole, a democratic style leader could consider the following actions to motivate the employeesIntroducing the main goal of the given projectEncourage team members to communicate openly, candidly and continuouslyMembers should b e made aware of the companys economical structure and growth to help them think and affirm ideas that are more applicable to the company. pose a brainstorming session to collect new ideas to compete with the breakthrough.The ideas still through the brainstorming session have to go through the new product development process in order to face the new technological breakthrough.Increasing the working hours, and pay the employees more for working overtime.Should produce special incentives according to their performanceSECTION 033.1 DIFFERENT MOTIVATIONAL THEORIES FOR LANKA doorbellMaslows hierarchy of need surmisalA useful starting point is the work of Maslow and his opening of individual development and motivation published to begin with in 1943. Maslows basic preposition is that people wanting beings. They always want more, and what they want depends on what they already have. He suggests that human needs are logical in a series of levels, a hierarchy of importance. (Mullins, pg 257, 8th Ed. 2007).In this motivation hypothesis Maslow has identified the human needs in five dollar bill main levels. From at the lowest level physiological needs, through synthetic rubber needs, love needs and esteem needs, to the need for self-actualization.450px-Maslows_Hierarchy_of_Needs.svg.pngImage 01. Maslows hierarchy of need modelHerzbergs two-factor theoryThe Two-factor theory (also known asHerzbergs motivation-hygiene theoryandDual-Factor speculation) states that there are certain factors in theworkplacethat causejob satisfaction, while a separate set of factors cause dissatisfaction.Herzbergs original study consisted of interviews with 203 accounts and engineers, elect because of their growing importance in the business world from different industries in the Pittsburgh area of America. He used the critical incident method. Subjects were asked to relate quantify when they felt exceptionally good or exceptionally bad close their present job or any previous jobs, t hey were asked to give reasons and a description of the sequence of events giving rise to that feeling. Responses to the interviews were generally consistent and revealed that there were two different sets of factors affecting motivation and work. This led to the two-factor theory of motivation and job satisfaction. (Mullins, pg 261, 8th Ed. 2007).images.jpgVrooms anticipation theoryThe model of motivation of Vrooms expectancy theory, particularly as it was extended by Porter and Lawler and supplemented by several(prenominal) other theories. Expectancy theory is a broad theory of motivation that attempts to explain the determinants of workplace attitudes and behaviors. The three major concepts underline expectancy theory are those of Valence, Instrumentality and Expectancy, which form VIE theory.ValanceValance is a measure of the attraction a given outcome holds for an individual, or the satisfaction the person anticipates receiving from a particular outcome.InstrumentalityInstrume ntality is a persons belief close to the relationship between performing an action and experiencing an outcome. Determining peoples instrumentalities is important because their desire to perform a particular action is likely to be strong only when both valance and instrumentality are perceived as acceptably high.ExpectancyExpectancies are beliefs regarding the link between making an effort and actually performing well whereas knowledge about valances and instrumentalities tells us what an individual wants to do. We cannot know what the individual will try to do without versed the persons expectancies.ConclusionExpectancy theory thus defines motivation in footing of desire and effort whereby the achievement of desired outcomes results from the interaction of valances, instrumentalities, and expectancies. Desire comes about only when both valance and instrumentality are high, and effort comes about only when all three are high. 4. Theory X and Theory Y of Douglas McGregorMcGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically confident(p), which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a managers view of the nature of human beings is baseUnder the assumptions of theory XEmployees inherently do not like work and whenever possible, will attempt to avoid it.Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals.Employees avoid responsibilities and do not work fill formal directions are issued.Most workers place a greater importance on security over all other factors and display little ambition.In contrast under the assumptions of theory YPhysical and mental effort at work is as inborn as rest or play.People do exercise possession and self-direction and if they are committ ed to those goals.Average human beings are will to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization.That the way the things are organized, the average human beings brainpower is only partially used.On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals.An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce faithfulness and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated individuals can achieve their own goals best by directing their efforts towards the success of the organization. However, this theory has been criticized widely for generalization of work and human behavior.SUITA BLE MOTIVATIONAL opening FOR MANGERS AT LANKA BELLFrom the theories mentioned above it is understandable that managers need to pick one or two theories that are more applicable for their own company to work more effectively and generate higher numbers of positive outcomes Therefore based on this assignment manager of Lanka bell needs to pick out a suitable motivational theory in order to run the company with great success. Understanding the needs of Lanka bell it would be advisable that the manager should initially pick Herzbergs two-factor theory due to the following reasons.Why Herzbergs two-factor theory is important? And effectiveness of using Herzbergs two-factor theoryHerzberg (1968) saw two basic needs of individuals, and he suggests two factors.The need to avoid unpleasantness, satisfied (temporarily, and in a rather negative way) by environmental factorsThe need for personal growth, satisfied at work only by motivating factorsEnvironmental Factor or Hygiene factorIn this f actor Herzberg has explained about the working environment which is company policy and administration, Salary and job security, in this factor he mentioned the main needs of the employers.Motivator factorMotivator factors, on the other hand, create job satisfaction and can motivate an individual to superior performance and effort. These factors satisfy the individuals higher need for a sense of self-actualization or personal growth, and intromitStatusAdvancementGaining recognitionBeing given responsibility intriguing workAchievementGrowth in the jobEffectiveness of using Herzbergs two-factor theoryHerzberg encouraged managers to study the job itself (nature of tasks, levels of responsibility) rather than conditions of work. Dissatisfaction arise from environment factors-satisfaction can only arise from the job. If there is sufficient challenge, scope and interest in the job, there will be a lasting increase in satisfaction and the employee will work well productivity will be abov e normal levels. the extent to which the job must be challenging or creative in order to provide motivation will depend on each individual, his ability, his expectation and tolerance for slow down success.CONCLUTION

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