organizational structure with telenor structure
DESCRIPTION
All Documents are for students::::TRANSCRIPT
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Presented By
Muhammad Zeeshan BalochSabir HussainHafiz Muhammad MajidRashid LatifUsama Nawaz
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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% .
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Vision & ValuesWe're here to help.
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How Telenor contributes In Pakistan Economy
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DefinitionHow job tasks are divided, grouped and coordinated.
Why organization needs structureOrganisational structure describes:
Who is responsible for whatPatterns of communication and knowledge exchangeSkills required to move up the organisationFrom whom they can take help for their problemsStructure tells how to address with company’s issues and problems.It tells what behaviours should be and are accepted.It defines norms and roles.
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Whether structure is designed for first time or it is redesigned for this we engage with organization structural design.
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Work SpecializationThe degree to which tasks in an organization are subdivided into separate jobs.Division of Labor
Makes efficient use of employee skillsIncreases employee skills through repetitionLess between-job downtime increases productivitySpecialized training is more efficientAllows use of specialized equipment
Can create greater economies and efficiencies – but not always…
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Specialization can reach a point of diminishing returnsThen job enlargement, job enrichment and job rotation gives greater efficiencies than does specialization
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Functional Grouping jobs by
functions performedProduct
Grouping jobs by product line
Customer Grouping jobs by type
of customer and needs
Geographical Grouping jobs on the
basis of territory or geography
DepartmentalizationThe basis by which jobs are grouped together.
Basis by:
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By GeographicaL and FunctionaL:::
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Pros And Cons
By Functional By Geographical
• Advantages
•More effective and efficient handling of specific regional issues that arise
•Serve needs of unique geographic markets better
• Disadvantages
•Duplication of functions
• Advantages
• Increase efficiency
• Co ordination within functional area
• In depth specialization
• Disadvantages
• Poor communication across functional areas
• Limited view of organizational goals
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By product
+Allows specialization in particular products and services+Managers can become experts in their industry+Closer to customers– Duplication of functions(loss of economies of scale
stemming from the duplication of various departments within operating units.)
-- Cost will be high– Limited view of organizational goals
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By Customers
+ Customers’ needs and problems can be met by specialist
- Duplication of functions
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COM is the line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom.
Chain of Command
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Span of ControlThe number of employees a manager can
efficiently and effectively manage.
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Factors influencing span of control
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Advantages and DisadvantagesWider Span of Control Narrow Span of Control
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
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
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Centralization & DecentralizationDecision making is done at top levelEmployees are not capable to take decisions
+: Uniformity in action+: Personal leadership-: No loyalty-: Remote Control-: Delay in work
Decision making flow is downwardEmployees are capable
+:concentrate on strategy on higher level decision making, and coordinating activities
+: vital experience in making decisions
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Formalization
+:It makes employee behavior more predictable
+: reduces ambiguity and provides direction to employees
+: reduced innovativeness-: reduced motivation and job satisfaction
How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.
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Mechanistic
Organic
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High work Specialization
High departmentalization
Narrow span of control
High level of centralization
High level of complexity
High level of formalization
Low work Specialization
High
departmentalization
Wide span of control
Low level of
centralization
Low level of complexity
Low level of
formalization
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Why structure differs
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Strategy
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TechnologyIt refers to how an organization transfers its inputs into outputs.
Classification of Technology
1.Long linked technology2.Mediating technology3.Intensive technology
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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.
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DepartmentalizationTelenor structure is functional.Telenor Pakistan has several departments.
Commercial DivisionCustomer Service DivisionFinancial DivisionCorporate affairsFinancial service
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Chain of CommandClear line of authority7 layers
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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
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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.
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Standardization
Rules and procedures are present to control
the behavior of employees and to facilitate
smooth working of the organization
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Mechanistic or Organic
Mechanistic
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Structure & StrategyTelenor wants to make an image in the mind of customers.Telenor has differentiating strategy.Structure support strategy somehow:
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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.
Because the environment is becoming tougher with each Passing day so to enhance their competitiveness & profitability it is providing excellent service, giving top priority to meeting customer requirements and charge low operating cost from their customer
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RecommendationTelenor must have organic structure.Motivating employees through giving them empowerment.
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