EXECUTIVE SUMMARY

This report aims to study the organizational design in depth and its various parameters. For this purpose, an organization from telecom industry is being selected. Telenor is a well established organization which started its operations in April 2004. This report is an in depth analysis of the three ma or components of organizational design that includes organizational structure, its culture and processes. Along with that personnel management and its characteristics are discussed in detail. !ince strategies resulting variables are use to determine the effectiveness of any organization. The main purpose is to analyze the changing wor"place behavior and its effect on the organization itself. #ost of the information is gathered from primary research. An interview was conducted with #s. $$$$$$$$$$$$$$$ who helped us in understanding the organizational design.

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ACKNOWLEDGEMENT
%e than" Allah Almighty, who is beneficial and merciful, and whose blessings enabled us to complete this activity. %e can&t find words to e'press our gratitude and appreciation to #s. $$$$$$$, an employee at Telenor, who provided us with such useful information and for giving us an insight about the wor"ings of corporate world. %e admire and respect our parents& who had faith in us. Their never(ending prayers made us worthy of completing this activity. )t is difficult to put in few words our deepest feeling of gratitude and appreciation to our course coordinator #r. !aulat *ussain for his constant guidance, valuable suggestions and consistent encouragement. %e are also than"ful to our friends who participated in this activity and helped us throughout. !incere than"s to all.

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Letter of Transmittal
!ir, +nclosed in this report is what was re,uired by you. %e have tried our best to use our "nowledge and capabilities to meet your re,uirement. -indly e'cuse us if there is any "ind of mista"e. Than"s Yours obediently,
A.) FA/001)

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TABLE OF CONTENTS
TA2.+ 0F 304T+4T! ..................................................................................iv 2A3-5/0647 .......................................................................................................8 0/5A4)!AT)04A. 7+!)54 ................................................................2 Functionally efficient.......................................................................................................2 +conomically viable.........................................................................................................2 +nvironmentally aligned..................................................................................................2 5rowth promoting............................................................................................................2 3hange responsiveness....................................................................................................2 )ndividual wor"................................................................................................................9 %or"(organization...........................................................................................................9 0rganizational environment.............................................................................................9 36.T6/+ ...............................................................................................................4 A::A/+4T 36.T6/+ ..............................................................................................; Formal .............................................................................................................................; 0fficial rules....................................................................................................................; T<:+! 0F 36.T6/+ ...............................................................................................= 3ommunal culture............................................................................................................= 3ustomer service culture..................................................................................................= 7iversity culture...............................................................................................................> 3reativity culture.............................................................................................................> !TAT+#+4T 0F )T! ?A.6+! 0/ :*).0!0:*< ..............................@ 8.#a"e it easy..................................................................................................................@ 2.-eep promises...............................................................................................................A 9.2e inspiring...................................................................................................................A 4.2e respectful.................................................................................................................A +T*)3! .....................................................................................................................A 0/5A4)BAT)04A. !T/63T6/+ ......................................88 *ierarchical levels ........................................................................................................88 !tructure of Telenor :a"istan .........................................88 !pan of control...............................................................................................................88 3hain of command.........................................................................................................82 )ntegration......................................................................................................................82 7epartmentalization.......................................................................................................82 !tandardization..............................................................................................................89 3entralization and decentralization................................................................................89 +mpowerment................................................................................................................89 3onflict resolution.........................................................................................................84 Formalization ................................................................................................................84 Flow of information.......................................................................................................84 T+3*40.05< ......................................................................................................8; +75+ networ" in :a"istan............................................................................................8; 2ill payments through +asy :aisa..................................................................................8; 2lac"berry !ervice.........................................................................................................8;

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Technology and 0rganizational +ffectiveness..................................................................8= )nput...............................................................................................................................8= 3onversionC ...................................................................................................................8= 0utput............................................................................................................................8= Technical comple'ity and 0rganization !tructure............................................................8= *igh technical comple'ity.............................................................................................8> 3limate(friendly technology and virtual travel..................................................................8> 30#:04+4T! 0F :/03+!! ............................................................................................................................................8@ /+30##+47AT)04! ...........................................................................................20

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BACKGROUND

Telenor :a"istan, a wholly owned subsidiary of Telenor A!A, with telecom operations in 84 countries Telenor ac,uired the license for providing 5!# services in :a"istan in April 2004, and had launched its services commercially in )slamabad, /awalpindi and -arachi on 8; #arch 200;, and on 29 #arch 200;. Telenor has its corporate head,uarters in )slamabad, with regional offices in -arachi and .ahore. 0n Danuary 2@, 200;, Telenor established its first call centre in .ahore. #aintaining a wide coverage in the country, with ;00 destinations covered within less than 8= months of the company&s launch, it is the 2nd largest networ" of :a"istan after #obilin" with a subscriber base of 28.2A million as of Duly 200A E:TA figuresF. Telenor :a"istan considers #obilin" as its ma or competitor. )t is spread across the country with a networ" of 8; company(owned sales and service centers, more than 200 franchisees and some 800,000 retail outlets selling subscriptions and refills achieving a 200G increase in the subscriber base in 200= and planning for further e'pansion of networ" and services. )t is currently providing prepaid, postpaid and value(added services. )ts pac"ages includeC Tal"!haw" Telenor :ersona 7 uice. Telenor :a"istan 3+0 statesC HTelenor :a"istan is obviously different from the competition. 0ur culture is different, our values are different and our focus on the fundamentals of business is different. Telenor :a"istan is fully involved with its "ey sta"eholders and trusted as a friend of the community.I

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ORGANISATIONAL DESIGN

0rganization design is the formal, guided process for integrating the people, information and technology of an organization. -eeping this in view some of important characteristics of Telenor&s organization design areC

Functionally efficient
Telenor is a functionally efficient in terms of its input and output as it provides all the re,uired services and products to its customer by fully utilizing its technologies and other resources.

Economically viable
Telenor is second largest 5!# provider in :a"istan and is generating large profit through effective cost management.

Envi onmentally ali!ne"

Telenor :a"istan is very much environmentally aligned. )t is very sensitive to the socio( cultural environment of :a"istan. )t ha adopted it to the culture and environment of :a"istan through its advertising and socially responsible behavior.

G o#t$ % omotin!
)n Telenor :a"istan there are continuous growth and development chances for its members. The company ensures a secure career development for its employees.

C$an!e e&%on&ivene&&

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Telenor :a"istan is very sensitive to the changes ta"ing place in its surroundings. )t "eeps on anticipating and responding to the changes continuously through its uni,ue services. The design of the Telenor :a"istan ensures the congruency among the following subsets.

In"ivi"ual #o '
From the employees of Telenor it has been confirmed that organizational design of the company provides them with the opportunities of learning, growth, accomplishment and self(fulfillment. 7ue to which they wor" with full commitment to give their best to the organization.

(o ')o !ani*ation
The design of the wor" units and the ob are supported by the strategic ob ectives of the company. They ensure the full motivation of the employees.

O !ani*ational envi onment

!ince environment is continuously changing. To compete effectively it is necessary the design of the organization should be able to ad ust emerging demand of the changing environment. Telenor organizational design is fle'ible which ad ust itself with the changes ta"ing place outside the organization to compete effectively.

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CULTURE

The culture at Telenor is top down, the top employees establishes the tone of the organization. The top level employees ta"e good care while performing any tas" or action, because it will have to be followed by the subordinates. Things are properly informed. There is no means of getting misinformation. The employees are provided with the recreational activities, by sending to hilly areas to get fresh and also perform certain wor" tas"s which are to be completed in normal routine. They get motivated well by having recreational activities. The employees are provided by complete resources that if they move from one place, they move as an office, they are provided with laptops as well. Telenor :a"istan consists of energetic, youthful, and dedicated employees. An appropriate match is re,uired between the culture and employees at recruitment and hiring. )f people e'cellence Ehuman resource department of TelenorF feels that a person will not be unable to ad ust into the organization&s environment, even if heJshe is performing functionally well, the person is re ected. The dynamic group of people sharing similar mindsets, love being with each other and meet on other occasions if unable to meet during wor" hours. They employees can be seen roaming around till A at night. :rimarily culture comes from the top management. 3+0 of Telenor :a"istan is humble and cooperative. The employees get the message that if the top management is accommodating then the employees should behave similarly. The values of humbleness and free interaction in putting forth ideas to a harmonious culture and efficient communication. The management is easily accessible to discuss various issues. )t is difficult to distinguish between them as the culture is so homogenous that it "eeps everyone at par with others.

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The *uman /esource at Telenor :a"istan is their core competency. The reason is that the employees create a culture and all the achievements of Telenor are attributed to its fle'ible culture. )t is necessary to motivate and retain this asset of the organization. For this purpose, training and compensation is provided to employees along with other motivational techni,ues.

A++ARENT CULTURE
Fo mal
The culture at Telenor is ,uite fle'ible, which is most suitable for the employees on the other hand ensuring all the targets is met. +mployees are not bound to follow a dress code unless they are to attend a formal meeting. This culture has been set by the 3+0 himself and the new employees coming into the organization have no difficulties in ad usting into it.

Official ule&
At Telenor :a"istan, the level of standardization and mutual ad ustment varies across functions. 5enerally strict obedience to rules is not re,uired as long as results are not affected. As long as individual responsibilities and deadlines are met, there are fle'ible hours of wor". %or" is important instead of the number of hours wor"ed. +mployees can select their wor" timings which can even be from afternoon to evening. )nstead of being bound by office hours, a sense of responsibility is inculcated in them to achieve self assigned goals. This brings a sense of comfort in wor"ing in such organizational structure. /ules and procedures are present to control the behavior of employees and to facilitate smooth wor"ing of the organization. A level of standardization is re,uired to be maintained in certain vital functions such as 2udget 3ontrol. !0:s are documented in the case of the financial control or */ related policies.

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T,+ES OF CULTURE

A blend of different type of culture is practiced at Telenor. !ince they believe every type has its own advantages and disadvantages. They try to use the right ones in the right manner and at the right time to improve efficiency.

Communal cultu e
The culture at Telenor is communal. +veryone is integrated in decision ma"ing. +mployees are empowered. The employees are friendly to one another. +mployees are being empowered to carry out the tas" they way they li"e to. The only concern is the accomplishment of re,uired goals. 2eing empowered, employees feel part of Telenor. As a result they wor" hard since they consider organization&s success to be their success. %henever an employee has a new idea, heJshe is encouraged to approach the management and share it with them. )dea drop bo'es are also placed at various locations where employees leave their suggestions

Cu&tome &e vice cultu e

Telenor believes that its success mainly depends on the level of satisfaction of customers. The more the customers are satisfied, the more customers they will be able to attract and retain. As a result, their profits and mar"et share will increase. Telenor&s aim is to "eep the customers satisfied as much as it can. For this reason they have 3ustomer /elation 7epartment or 3ustomer !ervice 3entre the different customer ,ueries and complaints are raised daily by number of customers which are dealt by this department. !ometimes, the employee&s frustration increases as the wor"load or customer ,ueries increases. This issue is dealt with care at Telenor. !ince the management believes that in service industry, customer delight can only be achieved if the employees are satisfied. 0nly a satisfied employee can handle the customer with care.

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 Dive &ity cultu e

Telenor :a"istan is "een to promote diversity and has achieved good results in this area. Telenor has developed re,uirements for diversity in both recruitment and management development programs. There is an appropriate blend of less seasoned and e'perienced employees. 4o ,uota has been assignedK the best(fit candidate Eaccording to the ob re,uirementsF is employed. At the office level or call centers, even fresh graduates are apt but the director level re,uires a masters degree and preferably some wor" e'perience. Telenor :a"istan has a large proportion of females who are recruited for internal leadership development programs and e'ecutive positions on the basis of past performance. The organization is wor"ing on 7ay 3are 3enters to help female employees manage their responsibilities after settling down. /elocation issues are dealt cooperatively when female individuals move out of the city after marriage and wish to continue wor"ing. They are relocated and facilitated in the new city. There is an effective hiring process. 0nly those people are hired which the */ department would believe can easily blend into the culture of the organization. This ensures harmony within the whole culture effectively manages diversity.

C eativity cultu e
)nnovation and novelty, mainly in the areas of business processes, customer satisfaction and goal setting, is highly encouraged at Telenor. +mployees are also motivated to come up with innovative ideas and to convey them to the upper management. )f the ideas are feasible enough to be implemented then they are applied to respective areas and the employees are duly rewarded for their contributions. For e'ample the sales personnel have a greater interaction with customers and "nowledge of their needs. They can convey this information to the management who can use it to design better consumer pac"ages.

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+fficiency is achieved through ma'imum utilization of resources and also through adherence to goals set by the top management. Telenor introduced the !i' !igma program for the improvement of its business operations in the very first year of its operations in :a"istan. This has helped the organization in maintaining its ,uality standards and also in the up gradation of its business processes. Telenor :a"istan is a young and progressive organization which has a multitude of strengths in its e'isting organizational design. There are still a few wea"nesses which can affect the organization in the long(run. 2eginning with the strengths, there are no communication barriers. There are seven layers in the organization so one would believe that there would be a lot of communication barriers between the employees and their superiors but that is not the case. The policies adopted ensure that there are no communication barriers present. They include an open door policy and open wor" environment where the managers sit with their sub(ordinates and do not have separate offices. Also employees of the same level have no cubicles so it helps in enhancing the communication amongst them. +mployees are encouraged to ta"e initiatives and come up with new ideas. +mpowerment e'ists. Also these ideas can easily be communicated to their superiors. +mployees are free to e'press themselves. The span of control also suggests that not all powers rest with any particular individual. )n pro ects people are encouraged to come up with the best possible solutions and the manager ust oversees the performance of employees. The !0:s and guidelines have to be followed in order to ensure smooth functioning of all departments.

STATE-ENT

OF

ITS

.ALUES

OR

+/ILOSO+/,

The statement of values or philosophy which is commonly "nown as to be the core values of Telenor has been made. )t includes four points n which Telenor operates worldwideC

01 -a'e it ea&y

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%e are practical. %e don&t complicate things. +verything we produce should be easy to understand and use. 2ecause we never forget we&re trying to ma"e customers& lives easier.

21 Kee% % omi&e&
+verything we set out to do should wor", or if it doesn&t, we are here to help. %e are about delivery, not over promising, actions not words.

31 Be in&%i in!
%e are creative. %e strive to bring energy to the things we do. +verything we produce should loo" good, modern and fresh. %e are passionate about our business and customers.

41 Be e&%ectful
%e ac"nowledge and respect local cultures. %e do not impose one formula worldwide. %e want to be a part of local communities whenever we operate. %e believe loyalty has to be earned.

ET/ICS
%hile ma"ing any decision, Telenor :a"istan has been ethically conscious. !ince Telenor Ethe parent companyF has its origin in 4orway, a society with a soft(oriented and feminine culture, Telenor :a"istan ac"nowledged its moral and ethical duty towards its sta"eholders and society. Telenor :a"istan will not resort to bribery or illegal offers to accept any decision, values will not be compromised. )f the organization believes it is not ethically right, it will never ta"e that decision. )n most of the advertisement, they pro ect themselves as the care ta"er of the values of :a"istani people, so they claim to cherish the core cultural norms and values of the

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:a"istani people. %hen the cartoon controversy arose, Telenor condemned such action moc"ing religious beliefs and portrayed this on their building.

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ORGANI5ATIONAL STRUCTURE

/ie a c$ical level&

The organic structure of Telenor :a"istan promotes cultural values that result in integration and coordination. /oles and responsibilities are clearly defined at the time of oining the organizationK employees are selected against defined criteria. /oles can be added later but employees have a fair idea about their ob responsibilities from the beginning.

St uctu e of Teleno +a'i&tan

S%an of cont ol
!pan of 3ontrol is determined by the role and ob responsibilities of managers. )t varies from department to department. 0n average, the span of control is 4(; people under a manager. There are two types of span of controlC

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 %ide span of control 4arrow span of control The */ and finance department have a narrow span of control but mar"eting and customer relation have a wide span of control.

C$ain of comman"
3hain of command means a continuous line of authority e'tending from top to bottom. Telenor :a"istan has a clear chain of command which helps in getting good results for Telenor.

Inte! ation
3ross(functional teams are a ma or integrating mechanism. Further there are temporary pro ect teams. Team(building is enhanced by Away 7ays when members of different divisions and departments ta"e some days away from wor" to meet other geographically spread employees of Telenor. !ometimes the whole department goes away from wor" for 2(9 days to have fun. +mployees get to "now those with whom they have communicated before but not met in person. Formal team evaluation does not e'ist. +mployees on teams are rewarded individually.

De%a tmentali*ation
Telenor :a"istan has several departments in its organization. +ach department has its own importance. !ome of the departments are as followsC 3ustomer /elation 7epartment *uman /esource 7epartment #ar"eting 7epartment Finance 7epartment )nformation Technology 7epartment

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 Stan"a "i*ation
At Telenor :a"istan, the level of standardization and mutual ad ustment varies across functions. 5enerally strict obedience to rules is not re,uired as long as results are not affected. As long as individual responsibilities and deadlines are met, there are fle'ible hours of wor". %or" is important instead of the number of hours wor"ed. +mployees can select their wor" timings which can even be from afternoon to evening. )nstead of being bound by office hours, a sense of responsibility is inculcated in them to achieve self assigned goals. This brings a sense of comfort in wor"ing in such organizational structure. /ules and procedures are present to control the behavior of employees and to facilitate smooth wor"ing of the organization. A level of standardization is re,uired to be maintained in certain vital functions such as 2udget 3ontrol. !0:s Estandard operating proceduresF are documented in the case of the financial control or */ related policies. 5enuine re,uests from e'ternal customers are ta"en into account by the 3/0 E3ustomer /elationship 0fficerF at !ervice 3enters. The 3/0 does all they can or is possible within authority to process the re,uest or complaint. )f the customer&s re,uest is beyond the authority of the 3/0, then managers are there to aid the customer or provide some sort of non monetary compensation to appease him.

Cent ali*ation an" "ecent ali*ation

Apart from strategy, all other functions are de(centralized. :eople at Telenor :a"istan are motivated to ta"e their responsibilities especially in cross functional pro ects. #anagers in each department oversee that the employees ta"e up their roles and duties and their performance is monitored accordingly.

Em%o#e ment

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The level of empowerment differs across departments and divisions, depending on the nature of wor". )t varies according to the style of management of functions. )T increases the level of empowerment. %ithin the networ" service of the Telenor in :a"istan, there is a Einter and intra netF portal system used to communicate information efficiently. An online */ #! !ystem is being used internally. This locally built system was launched last year but is still not well integrated at present.

Conflict e&olution
%hen different departments wor" together in an organization, their interests may differ due to functional and structural differences. 7ue to these variations, conflicts among departments are inevitable. The issues are not ta"en to the top management and there is no coordination post in the organization which can facilitate the departments to increase coordination with each other. %henever a conflict arises among functions, the heads or managers from those functions sit together and discuss the source of conflict. They try to resolve all their differences amicably. )f, however, a ma or issue arises which they are unable to resolve themselves then it is ta"en to a level higher. The management then discusses the reason for the conflict, addresses the concerns of both the parties and then arrives at a conclusion which is in the interest of all departments.

Fo mali*ation
There is no formalization at Telenor :a"istan. *igh level and lower administration wor" together as a team.

Flo# of info mation

Telenor has very liberal and free flowing information unless it is not private. This helps in brea"ing the communication barriers and generation of new and innovative ideas from employees. The free flow of information also helps them in understanding the current situation to act accordingly.

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TEC/NOLOG,

Telenor :a"istan for further enhancements in technology especially in data capability over the core 5:/! J 5!# networ" will be provided in both networ"s with the installation of +nhanced 7ata for 5lobal E5!#F +volution technology. This component of the two systems will be installed after the initial roll(outs and will allow the subscribers to have the use of advanced mobile services such as downloading video and music clips, full multimedia messaging, high(speed color )nternet access and email on the move.

EDGE net#o ' in +a'i&tan

+75+ is a 95 technology that can delivers broadband(li"e data speeds to mobile devices. )t allows subscribers to send and receive data, including digital images, web pages and photographs, three times faster than that possible with an ordinary 5!# J 5:/! networ". 6sing +75+, operators can handle three times more subscribers than 5:/!, triple their data rate per subscriber, or add e'tra capacity to their voice communications.

Bill %ayment& t$ ou!$ Ea&y +ai&a

The way the organization converts its .i"e, Telenor :a"istan and Tameer #icrofinance 2an" together have announced the launch of +asypaisa, a uni,uely convenient and safe way for everyone to carry out financial transactions. +asypaisa users will have the freedom to ma"e bill payments and send and receive money at thousands of outlets and in addition manage their ban" accounts over their mobile phones. +asypaisa combines the best from the financial and mobile sectors, offering the first branchless ban"ing solution of its "ind in :a"istan and neighboring countries. The Telenor 5roup is an international provider of high ,uality telecommunication, data and media communication services.

Blac'be y Se vice

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Telenor and /esearch )n #otion E/)#F announced the launch of the 2lac"2erry solution in :a"istan. This technology smartphones, software and services to allow easy wireless access to email, messaging, phone, organiser, web and multimedia applications, as well as thousands of other business and lifestyle applications. Telenor customers in :a"istan will now be able to en oy the freedom and productivity benefits of using 2lac"2erryLsmartphones to stay connected to people and information on the go. All this shows that technology e'ist al all the levels of Telenor And they are using state of the art technology. Telenor is pioneer in many things They were also the first ones to reach remote areas where no other telecom company had courage to 5o.

Tec$nolo!y an" O !ani*ational Effectivene&&

Technology usage at Telenor is for creating high value for the firm by ma"ing sure its presence in all the organizational activities of Telenor.

In%ut
2y the use of technology at input level enables the each organizational function of Telenor to handle relationships with outside sta"eholders so that the Telenor can effectively manage its specific environment.

Conve &ion6
Technology helps to transforms inputs into outputs Ehigh valued servicesF.

Out%ut
6se of technology at output level allows the Telenor to effectively dispose of services to e'ternal sta"eholders

Tec$nical com%le7ity an" O !ani*ation St uctu e

As far as technical comple'ity of Telenor is concern it governsC
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 /i!$ tec$nical com%le7ity

The conversion processes at Telenor for providing out in the form of services can be programmed in advance and it is fully automated. An organic structure is the appropriate structure for this type of technology as we "now that the Telenor :a"istan is more inclined towards the organic structure.

Climate)f ien"ly tec$nolo!y an" vi tual t avel

As part of the climate change strategy, Telenor aims to increase awareness of climate( friendly technology. )n several of the mar"ets they offer mobile music stores. 7ownloading music instead of purchasing 37s helps to reduce 302 emissions. :roducts and services also include alternatives to physical travel, such as holding virtual meetings, video conferences and phone conferences.

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CO-+ONENTS

OF

+ROCESS

)nnovation mainly in the areas of business processes, customer satisfaction and goal setting, is highly encouraged at Telenor. +mployees are also motivated to come up with innovative ideas and to convey them to the upper management. )f the ideas are feasible enough to be implemented then they are applied to respective areas and the employees are duly rewarded for their contributions. +fficiency is achieved through ma'imum utilization of resources and also through obedience to goals set by the top management. Telenor introduced the !i' !igma program for the improvement of its business operations in the very first year of its operations in :a"istan. This has helped the organization in maintaining its ,uality standards and also in the up gradation of its business processes. Telenor :a"istan is a young and progressive organization which has a multitude of strengths in its e'isting organizational design. There are still a few wea"nesses which can affect the organization in the long(run. There are no communication barriers. There are seven layers in the organization so one would believe that there would be a lot of communication barriers between the employees and their superiors but that is not the case. The policies adopted ensure that there are no communication barriers present. They include an open door policy and open wor" environment where the managers sit with their sub(ordinates and do not have separate offices. Also employees of the same level have no cubicles so it helps in enhancing the communication amongst them. +mployees are encouraged to ta"e initiatives and come up with new ideasC empowerment exists. Also these ideas can easily be communicated to their superiors. +mployees are free to e'press themselves. The span of control also suggests that not all powers rest with any particular individual. )n pro ects people are encouraged to come up with the best possible solutions and the manager ust oversees the performance of employees. The

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!0:s and guidelines have to be followed in order to ensure smooth functioning of all departments
Strong integration with in the organization has been a "ey success factor.

All conflicts are managed by the concerning departments and if not they are ta"en one level above but there have been no such cases which have been reported to the 3+0. The managers of the concerned departments sit and come up with a solution which is acceptable to both the departments. !ocial gatherings also help in enhancing the integrating capabilities of the organization. +mployees are evaluated on the basis of individual evaluation. +ven when they are wor"ing in a group this ensures that there are no free riders. 6nderperforming employees are provided with counseling sessions or shifted to another position where they can perform in a more effective manner. All employees are assigned specific roles and responsibilities for which they are held accountable. There are no specific wor" hours but employees are supposed to meet the specific deadline. This also increases the motivation level of the employees as they are not bound yet increases their level of productivity as they are motivated. This results in effective evaluation. !imilarly there is an effective
hiring process. 0nly those people are hired which the */ department would believe can

easily blend into the culture of the organization. This ensures harmony within the whole culture effectively manages diversity. All the point discussed above lead to a flexible culture which is most suitable for the employees on the other hand ensuring all the targets is met. +mployees are not bound to follow a dress code unless they are to attend a formal meeting. This culture has been set by the 3+0 himself and the new employees coming into the organization have no difficulties in ad usting into it.

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RECO--ENDATIONS
7ealing with challenges re,uires a coordinated effort so that the company is able to sustain itself in the ever(changing competitive environment and continues to provide superior value to the customers. The group recommends the followingC There should be an effective employee e'change program even at the level of middle management so the organization can share the level of s"ill and e'pertise at all levels with the parent company )ntroduction of employees stoc" options would further enhance the motivation level because then the employees too would have a sta"e in the organization. M)n their wor"force there should be a ,uota for the disabled people. This is currently being practiced in the parent company. This would enhance the image of the organization being socially responsible

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