Management Project of Telenor

In The Name of ALLAH, the Most Merciful, the Most Beneficial.
MANAGEMENT
Presented To:
Sir Salman Saif
Presented By:
Iqra Umer Eram Chaman Iqra Khan Jamal Akram Usman Saddique
Department Of Banking & Finance GC University of Faisalabad
To Almighty Allah The Most merciful The Most beneficent Who enabled us the ability To Understand And comprehend things Around us.
We would like to thank our professor SIR SULMAN SAIF who was always there to help and guide us when we needed help. His perceptive criticism kept us working to make this project more full proof. We are thankful to him for his encouraging and valuable support. Working under him was an extremely knowledgeable and enriching experience for us. We are very thankful to him for all the value addition and enhancement done to us.
No words can adequately express my overriding debt of gratitude to my parents whose support helps me in all the way. Above all I shall thank my friends who constantly encouraged and blessed me so as to enable me to do this work successfully.
Telenors Management Project
First of all we would like to thank that great entity that helped us to get through this report safely, the one who was always there when no one was!
SHUKER- ALL- HUMDULILLAH!
Would that we have words to pay tribute to our loving parents and teachers whose invaluable prays salutary admire and embodying attitude kept our spirit alive to strive for knowledge and integrity which enable us to reach milestone. We would also like to express enormous gratitude to our respectable teacher SIR SULMAN SAIF for providing the direction for this project and for helping us in refining our effort and ideas. We also acknowledge the help and pleasant gathering of all our class fellows. We are also thankful to all of those people who helped us in accomplishing our project.
GC University Faisalabad
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This report is about role which management plays in Telenor.

Telenor has the distinction of being largest in innovations strategies. They are mainly focusing on innovation techniques and leading in that field. They are adopting new techniques in all the fields by giving different services.
Telenor is pioneer of mobile communication because they started their service from 1855. Manual mobile communication system was introduced by them in Norway in 1966.They positioned the company in Pakistan by mainly targeting rural areas and those areas where competitors are fewer.
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We have adopted two ways to finalize our search. We made a complete formal interview with Telenor branch manager and their customer service officer (CSO) and ask about all the management system in their organization and the channels they are adopting to communicate with their employees and customers. Also we have discussed where their decision making power lies. We have used internet service to collect the history of the Telenor.
We concluded from all our discussion that their decision making structure is totally centralized. CEO of the company holds all the powers to make any decision. They Manage their works according to the needs of their employers and customers. They communicate with their customers by annual report which gives report on all financial aspects of the company. Also by giving services such as Telenor doctor service and Telenor Pakwan house. Peoples remain connected with them all the time. They mainly aim on that;
Our main focus is to satisfy our customers
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INTRODUCTION OF TELENOR
Telenor is the fastest growing telecommunication company in Pakistan. It has a great market share in Pakistan telecom sector. Now it is leading with services it is providing other than any company of that sector. Telenor position their company by mainly targeting on the rural areas. He captures the market of the rural areas and started by capturing the vacant market of the Pakistan. And now it is growing on a large scale.
History of Telenor
For over 150 years, telecommunications has played a vital part in the development of modern Norwegian society. As the incumbent provider, Telenor has been the driving force in the development of a highly sophisticated home market and is now one of the largest mobile operators worldwide.
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The introduction of the telephone
The years of 1855 to 1920 was a pioneering period in the history of Norwegian telecommunications. During two generations, the Norwegian society experienced the introduction of three new means of communications: the telegraph in the years of 1850, the telephone around 1880 and wireless telegraphy radiotelegraphy at the turn of the century
The spread and use of telecommunication was modest compared to later periods, but as entirely new features they received a fair amount of attention.
Pioneer in mobile communications
Telenor is a pioneer in mobile communications. Manual mobile telephony services were introduced in Norway in 1966, as a forerunner to the automatic NMT system, which appeared in 1981. Its digital successor, GSM, was introduced in 1993, and third generation mobile network, UMTS, was launched for commercial use in 2004.
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Norwegian telecom becomes a public corporation

In 1994, Norwegian Telecom was established as a public corporation. One year later, it changed its name to Telenor. In December 2000, Telenor was partly privatized and listed on the stock exchange. Telenor has undergone momentous change as a group from being a strong national operator with significant international holdings to be coming an international, world-class provider of mobile communications services.
Telenor now has mobile operations in 12 markets around the world, many of which are seeing high growth. In each of these markets we will drive towards greater competitiveness, building on the much strength we have forged during our more than 150 years of history and on our international experience.
Telenor is emerging as one of the fastest growing providers of mobile communications services worldwide. Telenor is also the largest provider of TV services in the Nordic region.
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Brief Introduction of Telenor

Telenor is organized into three business areas; Mobile operations covering 12 countries, and Fixed-line and Broadcast services covering the Nordic region.
Telenor Group
More than 174 million mobile subscribers worldwide Strong subscription growth, particularly in our Asian operations 8Listed as No.1 on Dow Jones Sustainability Index 2008 Ranked as the worlds seventh largest mobile operator Revenues 2009: NOK 97.7 billion Workforce 2009: 35 800 man-years Listed on the Oslo Stock Exchange, with headquarters in Norway
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Mobile operations
Telenor has ownership interests in 12 mobile operators across Europe and Asia. Our international mobile footprint covers more than 650 million people. It is taking its business on large scale and their business level starts growing at a very fast speed. They are the pioneers of new technology providers. Now they have set their business on a large scale.
Telenor in Pakistan
After Telenor Pakistan launched its GSM mobile network in 2005, it quickly became the fastest growing mobile network in the country. As the number of mobile phone users is growing, from around 15 per cent in 2005 to close to 50 per cent in 2007, the number of Telenor subscribers is growing even faster. Telenor Pakistan is now acquiring more than 20,000 new subscribers every day! With coverage reaching deep into many of the remotest areas of Pakistan, Telenor Pakistan is, in some places, the only operator connecting the previously unconnected.
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Licenses and network

Telenor Pakistan currently holds nationwide GSM 900/1800 licenses. In addition the company holds a license to build and operate a mobile network in Azad Jammu and Kashmir (AJK) and the Northern Areas. Telenor Pakistan also holds a Long Distance and International (LDI) license under which it provides nationwide and international call services. After launching EDGE in August 2006, Telenor Pakistan has the country's widest EDGE coverage, allowing access to high-speed Internet and data services.
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Services and innovation

Telenor Pakistan offers a wide array of private and corporate services, prepaid and contract mobile telephony. Some examples of the services are:
The Telenor Cricket Companion, a GPRS based application allowing you to get updates and watch games directly on your phone.
The Tele Doctor Service answers medical questions from customers via SMS.
Food recipe services, Bollywood downloads, etc. Apna PCO ("Our Public Call Office"), allowing people in rural areas to share a mobile phone. In 2008 Telenor Pakistan launched solar-powered base stations to increase network coverage. Solar-powered base stations are energyefficient and eco-friendly.
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Market share of telenor Pakistan
According to the above picture we see that the market share of Telenor Pakistan is 22.15%. And it is the great achievement for Telenor because it starts operations in 2005 and Ufone starts its operations in 2001 but Telenor become second in the Cellular market. By adopting more better strategies Telenor Pakistan becoming the cellular market leader on Pakistan in next few years.
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The Brand
At the heart of our brand is our logo -- a symbol of balance, movement and change. It represents our philosophy of innovation and democratic process, and takes its inspiration from Scandinavias long history of design inspired by nature.
Of course a brand is much more than just a logo it is a set of ideas, a way of doing things and a measure of behavior.
In many ways, Telenor already stands out. We have shown impressive growth and an increasingly international focus, particularly in new growing markets. But we can go and need to go much, much further.
Our aim is to be the most trusted mobile service provider in Pakistan
Our brand is truly customer centric. We believe in understanding our customers needs -- which are changing constantly -- driving us to continuously innovate in our products and services.
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Telenor aim on, Empowering Customers Local approach - global expertise Working closely with the shareholders
Our vision and values define a common approach for all our employees setting out how we do business at Telenor. They provide a fundamental guide for taking care of our customers. Together they set the standard for how we work in order to create sustainable value for our shareholders, customers, employees and partners
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CORE VALUES
Make it Easy
We're practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier. Keep Promises
Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words. Be Inspiring
We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. Be Respectful
We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.
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Our values
Our values are a constant reminder to us of how we should serve all our customers around the world. They inspire us to be a driving force in modern communications and customer satisfaction.
Our values in practice
We want to make it easy for our customers to get what they want, when they want it. We will keep promises and do what we say we will do. We will innovate to deliver fresh ideas. And, as an international company, we will respect our customer.
Core services of Telenor

These are the main services Telenor provide to consumers around the world:
Voice: Talk on the phone. From fixed-line to mobile or IP telephony, Telenor enables people to talk to each other using fast and reliable networks throughout the world. We sell fixed voice communication services in three Nordic countries and mobile voice in 12 countries across Europe and Asia.
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Data: Internet and broadband. We offer fixed-line data services (e.g. ADSL and fiber-optic communications) in the Nordic countries, and mobile data services (e.g. mobile broadband, GPRS, UMTS) in 12 countries. As of 2008, 3G-based mobile broadband services have been launched in 10 of our operating countries.
Content: TV services and mobile content. Telenor offers TV services via cable, digital terrestrial and satellite networks in four Nordic markets. In several markets we also offer mobile content services (e.g. ring tones, music, movies, sports, and mobile TV). Other services: We offer a wide range of telecom-related services, and the service portfolio varies from country to country. In several markets we provide Net-centric services like IT security to consumers and enterprises and machine-to-machine (M2M) services for enterprises.
Goals of Telenor
Telenor's primary goal is to create greater value for our shareholders, customers, employees and partners, and for society in general. We strive to be a driving force in creating, simplifying and introducing communication and content solutions to the marketplace.
For more than 150 years Telenor has pioneered communications technology. Today we are major international telecommunications provider, and all our operations share the same Single vision: Helping people to communicate.
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Strategy of Telenor
Telenor's main strategy is to focus on subscriber growth in our mobile operations and to increase overall profitability by combining Group industrialization with local drive and responsiveness. Further, to develop our leading position in the Nordic region with a broad range of communication services.
This strategy implies the following focus areas;
To strengthen our position as an international mobile operator
We intend to continue to strengthen our mobile industrialization mobile operations by obtaining control over selected mobile companies. Control is essential for us to benefit from cross-borders synergies, such as scale in procurement, to develop new services and implement best practices, to improve operational efficiency and to increase our overall profitability. We intend to manage our non-strategic investments as financial investments and to exit from international mobile operations where we cannot obtain control over time.
To be the leading communications services provider in Pakistan
Being the leader in a broad range of services in both the residential and business markets in Norway, we will seek to improve profit performance in the mobile and fixed areas by introducing new services and through a wide range of cost-cutting initiatives.
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Global coordination achieving local competitiveness
Telenor's global coordination programmed has a single goal: To increase the local competitiveness of our mobile operations by taking advantage of our global joint competence and scale.
General guidelines
Telenor's guidelines for corporate ethics apply to members of the board of directors, managers and other employees of Telenor as well as others acting on behalf of Telenor. It is the line managers' responsibility to make sure everybody is aware of, and complies with, these guidelines. As a Telenor employee, it is your duty to read and follow the guidelines. Those who infringe Telenor's rules and guidelines must be prepared to face the consequences that are in line with the infringement's type and scope.
Working environment
Telenor shall be a professional and positive workplace with an inclusive working environment. Therefore, you shall behave with respect and integrity towards anyone you come into contact with through your work. You shall help create an environment free from any discrimination, be it due to religion, skin color, gender, sexual orientation, age, nationality, race or disability and free from bullying, harassment or similar.
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Loyalty, impartiality, conflict of interests

Telenor respects the individual employee's right to a private life and private interests, but demands openness and loyalty to the group and the group's interests. You shall not take actions or have interests that make it difficult to perform your work objectively and effectively. Conflicts of interest should, wherever possible, be avoided. You shall never take part in or attempt to influence a decision or settlement if there is a conflict of interest or other circumstances exist, which could give grounds to question one's impartiality.
Information, communication and contact with the media

All information from Telenor shall be reliable and correct, and maintain high professional and ethical standards. All of those who, through their work, deal with information are responsible for meeting these standards. Communication with the media, the public and the financial markets shall take place in accordance with established guidelines and routines and satisfy the regulations and practice applicable to publicly listed companies.
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Purpose of the project

The purpose of the project is to find out the role of communication in the success of any business organization. So, we have chosen Telenor because it is also the leading cellular service provider in the region . Methods
used
Uses two methods for this purpose,
Primary Data Collection

Formal Interviews Informal Interviews We have conducted a formal interview with the area manager of Telenor sale centre Sargodha. And we have discussed many aspects with him those are discussed here as under.
Secondary Data Collection

Internet search ( www.telenor.com.pk ) Newspapers References books and other literature Annual reports of the organizations we have tried to attain the maximum authentic and complete information regarding both Telenor. And try it too hard to obtain data from other sources.
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Chapter No 1
Introduction to Manager and Organization
Learning outline
Use this learning outline as you read and study this chapter
Who are the Managers?
Explain how managers differ from no managerial employees. Classification of managers in organization.
What is management?
Define management. Why efficiency and effectiveness are important to management.
What do Manager do?
Four functions of management. Managerial roles. Managerial skills.
What is an Organization?
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Characteristics of an Organization.
Why study management?
Explain the university of management concept. Why is important. Describe the reward and challenges of being a manager.
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MANAGERS
The changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees. Many workers jobs now include managerial activities. A manager is an organizational member who works with and through other people by coordinating their work activities in order to accomplish organizational goals. However, keep in mind that managers may have other work duties not related to integrating the work of others.
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The hierarchy of telenor has this type of pattern:
Managers can be classified by their level in the organization, particularly for traditionally structured organizations (those shaped like a pyramid)
Types of MANAGERS?
There are three types of Managers that are 1: First line Managers 2: Middle line Managers 3: Top line Managers
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1. First-line managers are the lowest level of management. Theyre often called supervisors. In telenor company first line managers are:
Tore Johnsen, Chief Executive Officer
Tore took over as CEO of Telenor Pakistan in August 2004. He is a member of the Board of USF (Universal Service Fund) and Chairman of the Board of PMD (Pakistan Mobile Number Portability Database (Guarantee) Limited). With over 30 years experience within the Telenor Group, Tore has spent a considerable amount of time on international assignments in Europe, Central Asia and Asia. His most recent position in Asia was CEO Digi, Telenors Malaysian mobile company. Tore Johnsen has an MSc in Electronics from the University of Technology, Trondheim, Norway.
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2. Middle managers include all levels of management between the first-line level and the top level of the organization.
The middle managers of Telenor Company are:
Sigve Brekke
Executive Vice President and Head of the Telenor Asia operations
Appointed: 1 September 2008 Stocks: 21,577 as of 6 October 2009 Options: 40,000 as of 10 November 2008 Background: Mr. Brekke joined the Telenor Singapore office in 1999 as Manager Business Development and later Managing Director. Mr Brekke served as co-Chief Executive Officer of dtac from 2002 to 2005, and Chief Executive Officer in dtac from 2005-2008. Prior to joining Telenor, Mr. Brekke has served as the Deputy Minister (State Secretary) of Defence in Norway in 1993, and has also held position as an associate research fellow at John F. Kennedy School of Government, Harvard University in the USA. Education: Master of Public Administration, John F. Kennedy School of Government, Harvard University
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3. Top managers include managers at or near the top of the organization who are responsible for making organization wide decisions and establishing the plans and goals that affect the entire organization.
Jon Fredrik Baksaas, President and CEO - has been President and CEO of Telenor since 21 June 2002. He joined Telenor in 1989. During his tenure with Telenor, Baksaas has served as Finance Director, Executive Vice President and CEO of TBK A/S (a wholly-owned Telenor subsidiary), before serving as Group CFO from November 1994 until 1997 when he was appointed Deputy CEO. Before joining Telenor, Baksaas held finance-related positions in Aker AS, Stolt-Nielsen Seaway and Det norske Veritas. He is also a board member of Svenska Handelsbanken AB. Baksaas holds a Master of Science in Business Administration from the Norwegian School of Economics and Business Administration in Bergen and has additional qualifications from IMD in Lausanne, Switzerland. Stocks/options in the Group: 57,967 stocks, 330,000 options
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WHAT IS MANAGEMENT?
Management refers to the process of coordinating and integrating work activities so that theyre completed efficiently and effectively with and through other people. The management process is the set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control. The process refers to the ongoing functions or primary activities engaged in by managers. Telenor's management and organization is imbued with joint values. The Group Management has devised five leadership requirements that apply to all managers in the Group, and all management groups shall discuss what these requirements mean to them. The demands are: Passion for business Change and constant renewal Operational excellence Empower people Integrity All managers are subject to annual evaluations based on these management criteria.
Efficiency
Efficiency is getting the most output from the least amount of inputs, the goal of which is to minimize resource costs.
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Telenor needs common service frameworks and platforms based on open standards to reduce platform costs and secure new revenues by supporting a multitude of new innovative services and achieve synergies across Telenor's operating companies. Service platforms have evolved from IN (Intelligent Networks) systems and platforms into Service Delivery Platforms (SDP) that provide new features and capabilities. The major advances in service platforms is their ability to expose service capabilities to 3rd parties and Content Delivery capabilities that may be used for provisioning of multimedia content to e.g. mobile devices. These capabilities can open up for new opportunities to Telenor such as creating new content rich services or enable growth of business in cooperation with partners.
Effectiveness
Effectiveness is completing activities so that organizational goal can be achieved. The company has been a market leader of innovation. It believes that the only way to capture new customers and thus a bigger chunk of the market is to introduce the new technology in the industry before the competitors do so. For e.g. the company has been a pioneer to introduce a wide variety of innovative services for the Talkshawk prepaid package. Some of the examples include Telenor mobile TV, Telenor food recipe service and even the now so common smart share was introduced by Telenor. Thus being the innovator, Telenor has managed to take care of the huge financial investment that it has undergone.
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WHAT DOES MANAGER DO?

Management Excel is about changing people not about changing businesses. We change people by helping them improve their management skills. Our expectation is that with these tools, they are then likely to change their businesses. To know what managers do three categorization schemes developed that is Functions, roles, and skill.
Management Functions.
Management is creative problem solving. This creative problem solving is accomplished through four functions of management: planning, organizing, leading and controlling. The intended result is the use of an organization's resources in a way that accomplishes its mission and objectives.
Planning is the ongoing process of developing the business' mission and

objectives and determining how they will be accomplished. Planning includes both the broadest view of the organization. For example: telenore managers plan before coming I n Pakistan, they made a specific plan according to the nature of the people of Pakistan.
Organizing is establishing the internal organizational structure of the

organization. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers distribute authority to job holders
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For example: after planning the specific goal they organize their goal according to the environment of Pakistan and start their services in Pakistan.
Leading is a third step that involving working with and through peoples to
accomplish organization goals. In this step the telenor managers lead their company in such a way that they can compete other telecommunication companies and they compete very well, now a days they have a strong position in Pakistan. This is all due to the best leading of telenor managers.
Controlling is a four-step process of establishing performance standards based

on the firm's objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary. Each of these functions involves creative problem solving. Creative problem solving is broader than problem finding, choice making or decision making. It extends from analysis of the environment within which the business is functioning to evaluation of the outcomes from the alternative implemented. After establishing a good position in Pakistan they stable it and make it more better. They are now trying to making progress and continue their working process by their better controlling management.
Management Skills
Management Excel concentrates on building management skills. There are three basic management skills: technical, human and conceptual.
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TECHNICAL SKILLS Technical skill is the ability to use tools, techniques, and specialized knowledge to carry out a method, process, or procedure. Much of the technology that farmers know and can use so well comes under this management skill. Telenor managers required technical skills usually first line managers required these techniques. For example once when the network of zong was held and every user of zong was making free calls, this was only due to the loose technical skills of zong managers. But in case of telenor such a case has never been seen. Because telenor managers has required technical skills and they operate their network very well. HUMAN SKILLS Human skills are used to build positive interpersonal relationships, solve human relations problems, build acceptance of one's co-workers, and relate to them in a way that their behavior is consistent with the needs of the organization. Usually middle managers required human skills .Because they had to deal Two persons one is first line managers and 2nd is top managers. He listen problems from lower managers and understand it. After understanding if the problem is serious he gives their suggestions to the higher management. For example when telenor company was coming in India then middle managers takes the information about the human relations in India, trend of using a mobile phones and after considering all of these factors he gives the suggestions to their higher management.
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CONCEPTUAL SKILLS Conceptual skills involve the ability to see the organization as a whole and to solve problems in a way that benefits the entire organization. Analytical, creative and intuitive talents make up the manager's conceptual skills. Conceptual skills are usually required by the top mangers, because they have to see the whole organization and make changing according to the benefits of organization. In case of telenor after receiving the suggestion from middle mangers about india the higher management take the decision about coming in India as a name of Uninor . Introductory Management Excel programs (Managing for Success) pay little attention to technical skills. Most managers in attendance have developed these skills far beyond their human and conceptual skills. In some advanced Management Excel programs, e.g., animal nutrition and financial management, the emphasis is on integration of technical, human and conceptual skills rather than on a more traditional technical approach. The relative importance of conceptual, human and technical skills changes as a person progresses from lower, to middle, to top management. Although all three management skills are important at all three levels of management, conceptual skills become relatively more important at the top level of management. The consistently high level of importance of human skills helps us understand why people problems are so often cited as a core cause of business failure.
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Management Role
Specific categories of management behavior is called management role 10 management roles are grouped around interpersonal relationship, the transfer of information, and decision making.
Interpersonal Role
Managerial roles that are involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include figurehead, leader, and liaison.
The first order of business is to be available, accessible, and responsive. While this is often difficult with busy schedules, it is important to serve the client: Telenor managers Usually First line mangers make time in your schedule to be available, respond to phone calls, e-mails, and other inquiries in a timely manner, and develop back-up mechanisms for responding when you are unavailable. Informational Role Managerial role that involve collecting, receiving, and disseminating information. Three informational roles are monitoring, disseminating, and spokesman.
All information from Telenor shall be reliable and correct, and maintain high professional and ethical standards. All of those who, through their work, deal with information are responsible for meeting these standards. Communication with the media, the public and the financial markets shall take place in accordance with established guidelines and routines and satisfy the regulations and practice applicable to publicly listed companies.
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Decisional role
Managerial roles that involve around making choices. The four Decisional roles are entrepreneur, disturbance, resource allocator, and negotiator. According to Mr. Nadeem Basharat The manager of telenor head office in Faisalabad the decisional role lie in this way in telenor:
To strengthen our position as an international mobile operator
We intend to continue to strengthen our mobile industrialization mobile operations by obtaining control over selected mobile companies. Control is essential for us to benefit from cross-borders synergies, such as scale in procurement, to develop new services and implement best practices, to improve operational efficiency and to increase our overall profitability. We Intend to manage our non-strategic investments as financial investments and to exit from international mobile operations where we cannot obtain control over time. While making any decision, Telenor has been ethically conscious. Since Telenor (the parent company) has is origins in Norway, a society with a softoriented and feminine culture, Telenor Pakistan acknowledges its moral and ethical duty towards its stakeholders and society. Telenor Pakistan will not resort to bribery or illegal offers to accept any decision; values will not be compromised to get licensed. If the organization believes it is not ethically right, it will never take that decision.
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Organization
When two or more people get together and agree to coordinate their activities in order to achieve their common goals, an organization has been born. There is really no doubt about the present meaning of organization. Its purpose is to create an arrangement of positions and responsibilities through and by means of which an enterprise can carry out its work It must be emphasized that an organization should not be seen as rigid as the term framework implies. In reality, almost all organization structures must be occasionally reviewed due to various changes in the external environment of the organization in question. Moreover, internal changes also occur oftentimes due to the development of various informal relationships. First the organization has the specific purpose. The purpose is typically expressed in terms of goal that the organization hopes to accomplish. Second, each organization is composed of peoples. One person working is not organization and it takes some people for performing the work thats necessary for the organization to achieve its goal. Third is all organizations developed some deliberate structure so that their members can do their work. The structure may be open and flexible.
Telenor Pakistan consists of energetic, youthful and dedicated employees aged 27 to 28 on average. An appropriate match is required between the culture and employees at recruitment and hiring. If People Excellence (Human Resource Department) feels that a person will not be unable to adjust into the organizations environment, even if he/she is performing functionally well, the person is rejected.
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Primarily the organizational culture comes from the top management. CEO of Telenor Pakistan is humble and cooperative. The employees get the message that if the top management is so accommodating then the employees should behave similarly. What is important to the CEO becomes important for employees to identify completely with the organization. There are four foreigners in the top management but this does not create communication barriers. They are extra humble to others while individuals of a local origin are extra sensitive to them so no one feels alienated. The values of humbleness and free interaction in putting forth ideas lead to a harmonious culture and efficient communication. The management is easily accessible to discuss various issues. It is difficult to distinguish between them as the culture is so homogeneous that it keeps every one at par with others (no formal protocol is given) At Telenor, People Excellence reinforces the culture through the concept of a LEGEND for individuals who have performed outstandingly. These become role models for other people and their examples are quoted on various occasions (forum or ceremonies), so every employee is internally motivated to work harder.The new recruits are given orientation sessions where they are made to familiarize with the values and norms of the organization and how they can contribute to the organization even better. They are also provided with a Joining Book that comprises of the code of conduct and complete structure of policies and values.
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However, in order to develop a so-called science of organizations a conceptual framework of theory and principle must first be developed. It is true to state that principles of management have existed for a long time. These principles were not recorded as scientific truths, but simply applied as practical means to accompany the process of modernization. As societies became more complex, an acceptable framework to encompass the unscientific principles of management was needed. Since the nineteenth century, many writers and researchers have contributed a great deal to existing principles and accepted practices. It is in the formulation of principles that the science of management can be developed. A management principle distils and organizes knowledge that has been built up through experience and analysis.
Why Study Management

You may be wondering why you need to study management. If you are an accounting major, a marketing major, or an major other than management, you may not understand how studying management may help you in your career. We can explain the value of studying management by looking at the universality of the management, the reality of work, and the rewards and challenges of being a manager.
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The Universality of Management:

The reality that management is needed in all type of organizations, at all organization levels, in all organizational areas, and in organizations in all countries around the glob. Just how universal is the need of management in organizations? We can say with certainty that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they are located in. This is known as the universality of management. Managers in all these settings will plan, organize, lead, and control. However this is not to say that management is done the same way. The differences in what a supervisor in a software applications testing facility at Microsoft does versus what the CEO of Microsoft does are a matter of degree and emphasis, not of function. Because both are managers, both will plan, organize, lead, and control, but how they do so will differ. We have a vested interest in improving the way organizations are managed. We interact with organizations every single day of our lives. Organizations that are well managed develop a loyal customer base, grow, and prosper. Those that are poorly managed find themselves with a declining customer base and reduced revenues. By studying management, you shall be able to recognize poor management and work to get it corrected. In addition, you shall be able to recognize good management and encourage it, whether it is in an organization with which you are simply interacting or whether it is in an organization in which you are employed.
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The Reality of Work:

Another reason for studying management is the reality that for most of you, once you graduate from college and being you career, you will either manage or be managed. For those who plan on management careers, an understanding of the management process forms the foundation upon which to build your management skills. For those of you who don\'t see your self in a management position, you are still likely to have work with managers. Assuming that you will have to work for a living and recognizing that you are very likely to work in an organization, you shall probably have some managerial responsibilities even if you are not a manager. Our experience tells us that you can gain a great deal of insight into the way your boss behaves and the internal workings of organizations by studying management. Our point is that you don\'t have to aspire to be a manager to gain something valuable from a course in management.
Rewards and Challenges of Being a Manger:

We cannot leave our discussion of the value of studying management without looking at the rewards and challenges of being a manager. What does it mean to be a manager? Being a manager in today\'s dynamic work place provides many challenge. It can be a tough and often thankless job. You may have to deal with a variety of personalities and many times have to make do with limited resources. It can be a challenge to motivate works in the face of uncertainty and chaos. And managers may find it difficult to effectively blend the knowledge, skills, ambitions, and experience of a divers group of employees. Finally, as a manager, you are not in full control of your destiny. Your success typically is dependant upon others, work performance.
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Despite these challenges, being a manager can be very rewarding. You are responsible for creating a work environment in which organizational members can do their work to the best of their ability and help the organization achieve its goals. In addition, as a manager, you often have the opportunity to think creatively and use your imagination. You help gather find meaning and fulfillment in their work. You get to support, coach, and nurture others and help them make good decisions. You shall get to meet and work with a variety of people-both inside and outside the organizations. Other rewards of being a manger may include receiving recognition and status in the organization and in the community. Playing a role in influencing organizational out comes, and receiving attractive compensation in the form of salaries, bonus, and stock options. Finally, organizations need good managers. Nothing greater ever happens by it self! its through the combined efforts of motivated and passionate people that organizations accomplish their goals. As a manager, you can get satisfaction from knowing that your efforts, skills and abilities are needed. Author of this article also writes articles about.
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Chapter No.2
The Historical Background of the Management

Learning outline
Historical Background Of The Management

Explain Why study management history important. Describe some early evidence of management practice.
Science Management
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth. Explain how todays managers use Science Management.
General Administrative theory
Discus Henri Fayol contribution to management theory.
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Discus Max Weber contribution to management theory.
Quantitative Approach
Explain what the Quantitative Approach has contributed t the field of management.
The Systems Approach

Describe an Organization using the Systems Approach. Discus how helps us Systems Approach understanding management
The Contingency Approach

Explain how the Contingency Approach differs to the early theories of management. Discus how the Contingency Approach helps us understanding management.
Quality management
What is total quality management?
How to help the manager to understanding management.
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The Historical Background of the Management

Management is a science of managing things and keeping them at their best normal level. Manage is to put an activity into a direction so it could be able to be active and stable for long. Management sciences are not new. Their concept emerged in ancient days. In the old times, people use to act like managers to manage of activities. In the 18th century, Adam Smith came up with the management phenomenon. He was a classical economist. He and some other social scientist worked in this field. Later in 20th century, management sciences ameliorated at a fast pace. It added human resources, finance, marketing and many other fields into it. Then it was a colossal group to work within the limits of vast fields. Management worked in various sectors. It is still playing a vital role in improvement of various tasks. It has the same role of managing things/activities in all sorts of modes. In 21st century, public administration and public management added to it. Now, it is more wider than ever before. It is still under the process of development. I am sure, it has to add some more fields and relevant sectors under its big umbrella. Easy and ready to use templates for sales planning and management. Organized Endeavors directed by people responsible for planning, organizing, leading and controlling activities have existed for thousands of years. The Egyptian pyramids and the Great Wall of China for instance are tangible evidence that projects of tremendous scope, employing tens of thousands of people, were undertaken well before modern times. The pyramids are particularly interesting example. The construction of a single pyramid occupied more than 100,000 workers for 20 years. Who told each worker what to do? Who ensured that there would be enough stones at the site to keep workers busy? The answer to such questions is managers. controls to ensure that everything was done as planned. So this is all about the management and from recent times the daily routine worked resulted in
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the modern management. Another example of early management can be seen during the 1400s in the city of Venice, Italy and major economic and trade centre. The Venetians developed an early form of business enterprise and engaged in many activities common today's organization. So this is how the concept of management was used in big projects and later on it has become essential for the business.
Science Management
Using the scientific method to determine the one best way for as job to be done. Taylor and Frank and Lillian Gilbreth made a important contribution to Science Management theory. Lets look at what they did. Fredrick W. Taylor believed that the industrial management of his day was amateurish, that management could be formulated as an academic discipline, and that the best results would come from the partnership between a trained and qualified management and a cooperative and innovative workforce. Each side needed the other, and there was no need for trade unions.
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Future U.S. Supreme Court justice Louis Brandeis coined the term scientific management in the course of his argument for the Eastern Rate Case before the Interstate Commerce Commission in 1910. Brandeis debated that railroads, when governed according to the principles of Taylor, did not need to raise rates to increase wages. Taylor used Brandeis's term in the title of his monograph The Principles of Scientific Management, published in 1911. The Eastern Rate Case propelled Taylor's ideas to the forefront of the management agenda. Taylor wrote to Brandeis "I have rarely seen a new movement started with such great momentum as you have given this one." Taylor's approach is also often referred to, as Taylor's Principles, or frequently disparagingly, as Taylorism. Taylor's scientific management consisted of four principles: 1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. 2. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. 3. Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
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Frank and Lillian Gilbreth

While the motion study work of the Gilbreths is commonly linked with Frederick Taylor's time studies and grouped within the various "laws and principles" of scientific management, in actuality there is much difference between the two. The components of what originated as the "Taylor system" and later became scientific management, changed how workers were paid, introduced a new division of labor, and expanded and strengthened the role of management. The use of stop watches to measure and set the proper times for tasks was important, but only as part of the overall system. The Gilbreths' motion. studies were more focused on how a task was done, and how best to eliminate unneeded, fatiguing steps in any process. Frank Gilbreth's early work in motion study consisted of re-organizing the typical work flow for bricklaying, and focused on eliminating unneeded movements. His solutions were simple but revolutionary to a trade that had changed little over 4,000 years; he brought the bricks closer to the mason, helped reduce the amount of bending and lifting required to lay and brick, and used a moveable scaffold to allow steady progress on the construction of brick buildings. As the Gilbreths expanded the scope of their motion study from the trade of bricklaying to the manufacturing process as a whole, so did the influence of Lillian Gilbreth expand within their work? Her training in the nascent field of industrial psychology informed much of the Gilbreths' recognition of the role of the worker in any work reorganization.
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Frank Gilbreth was using photography as a documenting tool to aid his visual memory. From there he began to use a stereoscope camera to record the differing positions of workers as they completed a task. It was only a short step from sequences of stereoscopic images to using motion picture film and cameras to record the entire sequence of a work activity.
General Administrative theory

The theory of management that focused on describing what manager do and what constitute good management practice. The two most important theory behind the General Administrative approach were Henri Fayol and Max Weber. Henri Fayol Henri also wrote the five functions of management that are planning, organizing, commanding, coordinating, and controlling. Henri Fayol identified 14 principles of management - universal truths that can be taught in schools: Division of work Unity of command Unity of direction Subordination of individual interest Remuneration Centralization Scalar chain Order
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Authority Discipline Equity Stability of tenure Initiative Esprit de corps Max Weber Max Weber described an ideal Bureaucracy as a theory of administration based on rational-legal authority systems: A form of organization characterized cy division of labour, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationship. Division of lab our. Organizations need to appear rational and so gain legitimacy, in order to secure resources and support, and to inspire confidence and trust. Authority hierarchy is an essential part of PR. May be through internal data analysis or external consultants. Formal selection Formal rules & regulations Impersonality Career orientation
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Quantitative Approach A quantitative approach is always dealing with a quantity or numbers of some sort to prove a point. With the use of quantitative approach we improve our decision making power. it is especially use in planning and control. . Over the last three decades the exponential growth in computing power, the development of sophisticated analytical tools, and significant improvements in the accuracy and size of research databases have led to tremendous advances in the fields of finance, econometrics, and statistics. As a result, quantitative portfolio management strategies have become increasingly more powerful and effective for all asset classes
As quantitative strategies can provide meaningful return, risk, and cost advantages over traditional subjective strategies when properly designed and implemented, they have steadily gained in popularity in recent years. This trend is expected to continue as investors more fully recognize the disciplined manner in which quantitative strategies can increase the probability of long-term success
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Systems Approach The systems approach to management is a concept which views a company as an interconnected purposive system that consists of several business sections. It is a management approach which enables the leadership to see the company as a unified part or a major section of the larger outside corporate environment. Even a small activity in a part has a substantial effect on other sections in the company. Such a system may be biological, physical or social; and may enable the management to efficiently determine the long-term goals of the company. The systems approach states that for realizing the operations of an entity, it is essential to see the entity as a complete system.
Elements in Business Systems
In a company, it is very essential to align employee performance measures with the organization's strategy and plans. The systems approach sees the whole business as a system which comprises of factors such as corporate strategies and schemes, shareholders, owners, investors, management systems and processes, employees, and products and services. Other major elements include customers, clients, market competition, economy, related industries, departmental and plant processes, etc.
Subsystems
Subsystem is a system created as part of the process of the overall management system. A planning subsystem increases the effectiveness of the overall management system.
Management System
The management system is composed of a number of parts that function interdependently to achieve a purpose.
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The management system is an open system. It interacts with its business. Environmental factors with which the management system interacts include customers, suppliers, competitors, and government. Each of these factors can significantly change the future of the management system.
Closed Management Systems

Within the classical and behavioral approaches to management, the managers look only within the organization to improve productivity and efficiency. This is a closed systemthe organization operates as though it is in its own environment. Outside influence and information are blocked out.
Open Management Systems

Another perspective is the open system. As one would expect, here the organization functions in conjunction with its external environment, acting with and relying upon other systems. Advocates of an open system believe that an organization cannot avoid the influence of outside forces.
Contingency Approach to Management

The contingency approach believes that it is impossible to select one way of managing that works best in all situations like promoted by Taylor.
The manager has to systematically try to identify which technique or approach will be the best solution for a problem which exists in a particular circumstance or context. An example of this is the never ending problem of increasing productivity. The different experts would offer the following solutions:
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Behavioral scientist: create a climate which is psychologically motivating; Classical management approach: create a new incentive scheme; Contingency approach: both ideas are viable and it depends on the possible fit of each solution with the goals, structure and resources of the organization. . The contingency approach may consider, for policy reasons, that an incentive scheme was not relevant. The complexity of each situation should be noted and decisions made in each individual circumstance. It should be realized that the contingency approach is not really new because Taylor already emphasized the importance of choosing the general type of management best suited to a particular case. Henri Fayol, in turn, also found that there is nothing rigid or absolute in management affairs. Similar ideas were expressed in the 1920s, by Mary Parker Follett (1865-1933) who was greatly interested in social work and was a genius for relating individual experience to general principles. Her concept of the law of the situation referred to the necessity of acting in accordance with the specific requirements of a given situation. She noted that these requirements were constantly changing and needed continuous efforts to maintain effective working relationships
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Quality management
A philosophy of management that is driven by continual improvement and responding to customer needs and expectations, in short TQM is a management philosophy that seeks to integrate all organizational functions to focus on meeting customer needs and other organizational objectives. TQM empowers an entire organization, from the most junior employee to the CEO, with the responsibility of ensuring quality in their processes. In particular, TQM provides management with the ability to ensure quality through more streamlined and effective processimprovement channels. A great range of organizations have deployed TQM, including small companies, large companies, and government departments
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TQM is no more relevant to any one type of organization than any other; on the
contrary, it is a philosophy appropriate to any situation in which quality assurance is important. TQM aims to go beyond simply meeting customer requirements or responding to the customer feedback on the products and services offered by the organization. TQM is most effective when operating throughout an entire organization. Prior to the availability of TQM, testing was usually the norm for controlling quality during the final phases of a process (e.g., product development or service provision). If faults were found, the supplies were held back, reworked or rejected, and additional funds were usually required to produce the needed quantity and quality. The aim of TQM is to 'get it right the first time every time' while avoiding the cost associated with other quality management techniques such as simple testing
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TQM seeks to identify the sources of possible defects and to prevent them from affecting the final product. Using a simple iterative process, TQM reinforces other methods of quality assurance to meet changes in products and services by improving the effectiveness of operational processes.
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TQM achieves this by identifying the root causes of the most prevalent and costly defects
and to prevent such defects in the future by removing these root causes. Essentially, TQM is a people-dependent process. For total quality management to be most beneficial, people in the organization need to work together 4 Thus, organizations must maintain company-wide strategies that devolve responsibility to individual employees for the quality of their work and the work of their teams. TQM, as proposed by W. Edwards Deming, calls for bringing the core concept of quality to early transform Tory processes.
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Deming's chain reaction advocates starting with quality of initial design and further
systemically operating on 'Total Quality principles' to achieve the best possible outcome. When each input from raw materials through resources and design produces exceedingly and continually improved finished goods, TQM is said to be operational.
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Chapter NO. 3
Organizational culture and Environment
Learning outline
The management: Omnipotent or Symbolic

Contrast the action of managers according to the Omnipotent and Symbolic view. Explain the parameters of managerial discretion.
The organizational culture Describe the seven diminution of organization culture.

Discuses the impact of a strong culture on organizations and managers. Discuses the source of an organizations culture.
The environment
Describe the components of the specific and general environment.
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Organizational culture and Environment

The constraints.
The managers: omnipotent or symbolic? What is omnipotent view?
Omnipotent view
The view that managers are directly responsible for the organizational success or failure. Telenor is one believe that much of the success of an organization is due to correct actions and dictions of its manager. Managers anticipate change, exploit opportunities correct poor performance and level. Their organization toward theirs goals which may be changed if necessary. Top management of telenore distributes good to their middle and lower management. When these managers achieve those goals by making proper strategies. They motivate their employers by rewarding them. Example: when earthquake in north area telenore was the first organization who reached there for help of injured peoples. This management disc ions increase the customer of telenore. In reality telenors managers are neither helpless no a;; powerful.
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Symbolic view
The view that much of an organizations success of failure is due to external environment force outside managers control. Example: when Paktel GSM stopped their operations, most of the customers shifted to Telenor because their low call rates cheap message packages. Increase in customers is not due to management actions. Their communication signals was very clear and people think their it is very social responsible company.
The organizational culture

The shared values, principles, traditions and way of doing things that influence the way organization members act.
Seven dimension organizations culture

These are Seven dimension organizations culture
Outcome orientation
Telenores managers dont focus on result or outcome but they search that how outcomes are achieve. Example: Throughout the year, you will have personal feedback and guidance through the Telenor Development Process (TDP). You and your manager will discuss performance and achievements, your ambitions and how you can continue to grow and influence change in Telenor.
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Along with the dialogues, TDP will support you in target setting and review of your talents by the management team. Through the employee survey you will be voicing your opinion and be part in developing Telenors unique performance culture.
People orientation
Telenores managers give allot of importance to their employees or staff. They plan their goals and strategies in way that is benefited for the company as well as its employees. Example: Telenor considers its employees not just as a cost but also as a resource in which the company has invested from which it expects valuable returns. Pay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the market average is the ability to attract and retain the top talent available, which can translate into highly effective and productive work force. The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned.
Team orientation
Telenores managers prefer team work. They created a very frank environment, employees are very corporative with each other. An ordinary employees can easily approach his or her manager. Example: The Telenor Team has a strong track record of delivering on ambitious goals. By 2011, we aim to be one of the fastest growing mobile operators in the world, with a strong broadband position in all markets, successfully developing new services and adopting new and responsible business models. The Telenor Team has defined six strategic ambitions which it aims to achieve by 2011.
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These are: 1. To deliver increased profitable growth The Telenor Team aims to achieve a substantial revenue increase in the years to come. This growth will mainly come from existing businesses. We will seek to increase our core mobile and fixed voice revenues and explore broadband opportunities in our emerging markets. 2. To strengthen our performance culture across the Team In all our operating companies, we will continue the successful practice of combining a local approach with global expertise. This means that the local management teams will build a unique performance culture based on their own initiatives and in line with the Telenor governance model, Codes of Conduct, vision and values, our people policy and the way we work across borders. 3. To make responsible business a competitive advantage Corporate responsibility at Telenor will be part of managing risk and linked to our core business. For example, the measures we have taken to fight climate change are motivated both by our commitment to corporate responsibility and by an enlightened view of associated business benefits and opportunities:
4. To provide a superior customer experience Faced with an increasingly competitive environment, Telenor needs to differentiate itself by providing a superior customer experience. In our vision were here to help and core values (make it easy, keep promises, be inspiring, be respectful), we put customer experience at the top of the agenda throughout the Telenor Team. 5. To ensure best practice benchmarking across the Team Telenor will undertake benchmarking and best practice sharing across the Team. A global objective is to achieve a higher reduction in the average operational cost per minute than the expected decline in average price per minute. The Telenor Team aims to achieve considerable continued growth in operating cash flow from all of its operations.
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6. To drive change and constant renewal
To secure a strong industry position, we need to innovate in everything we do. To get the most out of our efforts, we have prioritized five team-wide innovation areas:
Broadband outside the Nordic countries. Our long-term ambition is to achieve the same position in broadband (mobile and fixed) as we have in mobile voice today.
Connected objects / M2M. The Internet of things. The Telenor Team is working to establish itself as a global player within this rapidly growing and potentially huge market.
The Telenor Team aims to establish itself as a significant player in parts of the financial services industry in select under-serviced markets, establishing a platform for long-term growth.
The Telenor Team controls many valuable assets that can be further developed together with partners. Partner-driven innovation is a costeffective way to create many new revenue-generating services.
Climate change. Our number one priority is to reduce CO2 emissions. The Telenor Team aims to be part of the climate solution by de-carbonizing business processes and reducing physical travel and transport
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Aggressiveness
There doesnt exist any Aggressiveness among them. Example: Find ways to use what youre good at to solve the problem. Whenever you have a problem, ask yourself what can you do best to solve this problem? What tactics can be useful in handling over the situation etc? Never show any useless aggression and haste, rather try remaining calm as much as possible.
Stability
Degrees to which organizational decisions and actions emphasize maintain the status. Example: Telenor encourages initiative a great deal. If you think the problem can be solved better with the method that has come into mind, just do it. However, one should have confidence enough to justify his/her decision, whether proved right or wrong afterwards. Never try to change your personal style of dealing with things so much that you look artificial. Do not act falsely. Just do the things in the ways you are. But having confidence in ones own style is obviously, an essential part.
Attention to detail
Degree to which employees expected to exhibit precision analysis attention to detail. Telenor encourages initiative a great deal. If you think the problem can be solved better with the method that has come into mind, just do it. However, one should have confidence enough to justify his/her decision, whether proved right or wrong afterwards.
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Innovation and rick taking

Degree to which employees are encouraged to be Innovation and to take rick. A great example of Innovation in telenor is easy paisa. Using Money Transfer from easypaisa, you can now send and receive money to and from family, friends, etc from any easypaisa shop in the most efficient, secure and convenient way. You do not have to own a Telenor connection, nor do you need to have a mobile phone at all. The best thing about the service is that any person in Pakistan can use this product and that no registration is required! Any person with a need to send money from one city to another can use this service from any easypaisa shop. For example, household staff, drivers, guards, etc. can all now send their monthly salaries home to their families from urban cities to rural villages. Similarly, parents can send funds to their children at educational institutions in other cities for tuition fee, monthly pocket money etc. And people who travel frequently, who don't want to carry cash can use this service as Travelers Cheques by sending money to themselves from one city and collecting the money in another city
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Product Features
Any person with a valid Nadra CNIC can send money or receive money This service is not limited to Telenor subscribers; other mobile network subscribers can also use this service There is no paper work or form filling required An instant SMS message will be sent to both the Sender and the Receiver on sending/receiving money Sending/Receiving can be done from more than 4,000 easypaisa shops all over Pakistan No more waiting in queues - a Money Transfer transaction can be done at even late hours. A secure encrypted transaction based on GSM standards Approved by the State Bank of Pakistan.
Strong and weak culture.

Telenore doesnt have strong culture. Employees and employer are not insisted to wear dress paints or shirts. Managers doesnt focus on what an employee or is wearing or how he or she is looking but they focus on how he or she is working.
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We can say that telenores culture is some what strong because they working and operating methods are some almost in all countries. But they plan their strategies. Culture of Telenor can be determined by discussing following points Supervision Individualism Masculinity Risk management
Supervision As Telenor is Danish based Telecommunication Company and due to their vast operations all over the world like especially in Asia their culture looks democratic. Basically it means to say that they are basically using the phenomenon of centralized and decentralized control. So as we know that in democratic style there is more productivity and more coordination between the employees and also employees share more knowledge with their juniors. So by using these factors we will evaluate it.
Individualism Basically the individualism means here that the employees who are basically working in organization they give more preference to their own interest, it means to say that their whole efforts are for their own interest these employees are working against the interest of organization so if we look Telenor for instance then we will come to that this thing is happening in Telenor because Telenor is using centralized and decentralized control. Where they think they need to implement centralized control they are using their. Where they need decentralized control they are using decentralized control to avoid these things.
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Masculinity Masculinity basically means that gender discrimination or you can say that things are merit based or not. Rules are made for people so they are not made to confuse people. If we look the masculinity factor in case of Telenor that looks quite impressive because for instance suppose that if a female wants to job in Telenor he has equal opportunities as male. We judge this thing from their vast operations all over the world and their excellent repute in telecommunication industry.
Risk management We cannot avoid risk although we can reduce the factor of risk. Basically there are two things come under this head High part distance Low part distance
More the High part distance that is not so good for the organization low this distance that is good for organization. So if we look this head according to Telenor prospective then we will come to know that Telenor has following risks. Competitor Risk Expansion of product risk Substitute risk Emergence risk Customer and supplier bargain risk
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Basically now a days Telenor competitors are Ufone and Warid. Therefore, Telenor in order to compete and beat their customer can only do risk management. While is Telenor also have a biggest risk of substitute and new emergence in market. It means to say that if warid introduced a cost effective package then Telenor must introduce a new package like that one. Therefore, it depends again on customer whether they like this package of Telenor or they like the package of warid. Telenor can only minimize risk. Telenor cannot eliminate risk. Similarly, in case of new emergence of company in market Telenor can only minimize risk.
Environment
Managers decisions and actions directly influence Environment by the of that country in which the organization is operating
External Environment
Those factors or forces outside the organization that effect organizational performance. It includes two components specific and general environment.
Specific Environment
Include all those forces and that have directly impact on managers decisions and actions, the main factors and forces are
Customers
Telenores says, We are here to help others Satisfying their customer is main aim of their organization because dissatisfactory can lead telenore toward decline.
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Telenore change their strategy according to customers demand. For instance when telenores managers realize that some engaged in imaging while other making. They introduce two packages Talkshalk and dejuice. These packages further divided into sub packages.
Suppliers
Telenor provides telecommunication services to their customers. These suppliers are their employees. For Example: engineers To maintain their working operations telenores management keeps their staff satisfied by making their salaries on correct time or giving bounces to hard working employees. Because any problem created by employees can effect organizational performance. For instance, any stick by engineers can cause network problem for customers and as a result, customer can dissatisfied with services of telenore.
Competitors
Telenore have five Competitors Warid, Zong, Ufone, and Jazz. Tough competitor is Jazz, which is the No:1 telecommunication company in Pakistan. Telenore designs their call rates and Message packages, night packages by watching their competitors.
Pressure groups
When the DENMARK prints the photo of Hazrat MOHAMMAD ( S A W) the MUSLIMS leave the uses of telenore company. In this situation the pressures groups promote their services and the telenore as a week company.
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General environment
Broad external conditions that may affect the organization. If includes economic conditions, national and legal condition, socio culture condition technological globe.
Economic condition
Inflation rates, interest rate, change in disposable income stock market fluctuation and that stock of general business cycle are some economic factors that can management practices in an organization.
Political and legal conditions

Federal stale and local as well as global and other country laws and regulations what organization can and cannot do telenore before starting operators in Pakistan must aware of rates and regulation of this state, For example, what is tax-rate and what are labored-laws. How labor coast operates.
Socioculture conditions
Managers must adapt theirs practices to the changing expectations of the society in which they operate. For example just to save the time of peoples they give the facility of easy paisa.
Telenor Pakistan and Tameer Microfinance Bank together have announced the launch of easypaisa, a uniquely convenient and safe way for everyone to carry out financial transactions. easypaisa users will have the freedom to make bill payments and send and receive money at thousands of outlets and in addition manage their bank accounts over their mobile phones. easypaisa combines the best from the financial and mobile sectors, offering the first branchless banking solution of its kind in Pakistan and neighboring countries.
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Chapter No. 4
Managing in a Global Environment
Learning outline
Whats your global perspective?
Define Parochialism Contrast Ethnocentric, Ethnocentric, Geocentric attitude toward the global business.
Doing Business Globally

Contrast Multination, Multidomestic, Global, Borderless organization.
Managing in a global environment
Explain how the legal-political environment and the Economical environments affect manager.
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Whats your global perspective

Its not usual for Germen, Italian, or Indonesians to speak three or four languages. For trading its necessary to learn the hosts country language. Monolingualism is one sign that a nation suffers from parochialism. Parochialism. Viewing the world slowly through your own perspective, leading to an inability to recognize difference between peoples values and customer and rigidly applying an attitude of ours is better than theirs to foreign cultures. Theyll find difficulties to compete with other organizations around the world that are seeking to understand foreign customer and market differences. Theres no parochialism exist in telenor For example:An Interconnect Agreement was signed between Telenor Pakistan and Warid Telecom at the Telenor Pakistan Corporate Headquarters in Islamabad. President & CEO of Telenor Pakistan Tore Johnsen warmly welcomed Hamid Farooq CEO of Warid Telecom and Major General (R) Shahzada Alam Malik, Chairman Pakistan Telecommunication Authority, the chief guest on the occasion. The signing ceremony was also attended by important personnel of both cellular companies and PTA. With the signing of this Interconnect Agreement, Telenor Pakistan has successfully established direct interconnection with all existing cellular service providers in Pakistan . This achievement was dubbed by Tore Johnsen as a major milestone for both the companies and he hoped to continue a relationship of cooperation in all areas of communication for their respective subscribers. He also stressed upon the importance of a fair competitive environment and a level playing ground. The direct interconnect will result in increased traffic between the two networks and help in developing the cellular market in Pakistan
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Mr. Tore Johnsen also applauded the efforts of PTA in convincing the incumbent operators to sign interconnect agreements with two new cellular operators. With the Warid interconnect signing, he explained, Telenor Pakistan has completed direct interconnection arrangements with all incumbent cellular operators which will help seamless traffic and SMS flow between all networks.
Mr. Hamid Farooq said on the occasion that the real test of interconnect will come when the traffic will start flowing between the exchanges. At that time a very close interaction between respective counter part departments will be required. He expressed his optimism that as progressive operators Warid and Telenor both will be able to ensure exemplary quality of service benchmark offerings to the subscribers. Regarding the competition Mr. Hamid Farooq said that Warid considers Telenor and other incumbent operators both as its competitors and partners in the cellular mobile sector. All striving for the common goal i.e. customer satisfaction and productivity enhancement. All sharing the same values are committed to the same set of principles and are joint stakeholders in Pakistan 's telecom market. He expected that the cellular tele-density of the country is likely to improve in the light of promising estimates by reliable think tanks. As a result the overall size of the pie will increase and there will be enough market potential for every operator.
While commenting on the role of regulator he expressed his satisfaction by the effective role played by PTA in the de-regulation process. He said that the telecom sector dynamics in Pakistan demand PTA to ensure continued level playing field for all operators so that a truly competitive market could be established. He also appreciated the continued support the regulator is providing to the new entrants and further added that PTA has not only promoted investment in the telecom sector it has substantially protected consumer interests. Citing the
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example of today's agreement between Warid and Telenor based on direct connectivity he requested PTA to help arrange interconnects between operators on direct connectivity basis as this would provide better grade of service to the operators.
Chairman PTA expressed his satisfaction at the signing and said that interconnection is most important in the telecom sector and this has immense consequences for the telecom business. He said that signing such agreements for the incumbents is also vital in order to ensure an environment of cooperation which is immensely beneficial for consumers. He hoped that with its rich international experience, Telenor Pakistan and Warid Telecom would bring highest quality cellular communication experience for people of Pakistan.
Telenor
Telenor [www.telenor.com] is the largest provider of telecommunications services in Norway , and has substantial international mobile operations. It has been providing valuable mobile services to its subscribers for the past forty years. Continued development of Telenor's mobile operations is essential to the Group's positioning as an international player in the telecommunications industry. Today, with more then 52.7 million subscribers and mobile operations in 12 countries, Telenor has become one of the twelve largest GSM operators of the world.
Warid
Warid Telecom is owned and supported by the Abu Dhabi Consortium led by His Highness Sheikh Nahayan Mabarak Al-Nahayan. The consortium has a strong financial capability and a proven track record in growing and managing new
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ventures. Apart from having substantial shareholding in Bank Alfalah and United Bank Limited, Abu Dhabi Group also has other international investments in the telecommunications, finance, hospitality, property, oil exploration and supplies, and automobile related industry. The Abu Dhabi Group after their two successful investments in Pakistan , was interested in the telecommunication industry. These are three possible global attitudes.
Ethnocentric attitude
The Parochialism believe that the best work approaches and practices are those of the home country.
Polycentric attitude
The view that the managers in the host country know the best work approaches and practices for running their business.
Geocentric attitude
A world-oriented view that focuses on using the best way approaches and peoples from around the global.
Different types of International Organizations

These are some types of international organizations
Multinational Corporation (MNCs)

A broad term that refers to any and all types of international companies that maintain operations in multiple countries.
Multidomestic Corporation
An international company that decentralize management and other decisions to the local country.
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Global company
An international company that centralizes management and other decisions in the home country.
Borderless organization
A type of international company In which artificial geographical barriers are eliminated.
Born global
An international company that chooses to go global from inception.
Managing in a global environment.

The environment will differ from one country to another country. Therefore managers face a lot of problems and lot of challenges. These are Some challenges and offer guidelines for responding.
The legal-political environment
In every country elations are held regular intervals. Even changes in political parties after an election do not produce radical or quick transformations. The stability of laws governing the actions of individual end institution allows for accurate predictions. The same cant be said for all countries . managers in a global organization must stay informed of the specific laws if countries where do business.
The Economical environment

The global manager must the aware of economic issue when start business in other countries. One the first is understanding the counties type of economic system. The two major types are market economy and command economy.
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Market Economy An economy system in which resource are primarily owned and controlled by the private sector.
Command economy
An command economy in which al economy decisions are planned in central country.
The cultural environment.

Every country have their own culture that refers their taste and culture. National culture The values and attitude shared by individual from a specific country that shape their behavior and beliefs about what is important.
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Chapter NO: 5 Social responsibilities

Contrast the classic and socioeconomic views of Social responsibility. Discus the role that stakeholders play in the four stages of Social responsibility. Differentiate between Social obligation, Social responsiveness, Social responsibilities.
The Greening of management

Describe how an organization can go green. Relate the approaches to being green to the concept of Social obligation, Social responsiveness, Social responsibilities.
Value-based management
Describe what purpose of shared value server. Describe the relationship of Value-based management to ethics.
Managerial Ethics
Discus the factor that affect ethical and unethical behavior. Discus the six determinants of issue intensity. What codes of ethics are and how their effectiveness can be improved. Discus the important role managers play in encouraging. 84
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Social Responsibilities
There are two views to know the Social responsibilities of any organization
Classic view
The view that the management only social responsibility is to maximize the profit. According to this view the managers look only their profit they not look that what the effect shall be on the society what the society ll think. They think that business only for profit. If they perform some extra activity that will be only just for their profit
The socioeconomic view

The view that the management social responsibility goes beyond making profit to include protecting and importing societys welfare. This position based the believe that corporation are not independent entities only to stockholders. They also have a responsibilities to the larger society that allows their formation through various laws and regulations and supports them by purchasing their products and services. In addition proponents of this view belief that business organizations are not just merely economic institutions.
Arguments Social obligation

Rules and regulations if we are doing business we have to apply rules and regulations from Gov For example: labor is not smoke cannot include more pressure of burden. In case of telenor the govt. of Pakistan has restricted to telenor that cannot purchase their own place for towers.
Social responsiveness
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When a firm engage in social actions in response to some popular social needs. For example telenor made changing just for benefits of people like as: Telenor Pakistan launches ApnaPCO to connect the unconnected. ApnaPCO, a unique community pilot project aims at bringing access to the most disadvantaged rural communities in the country.
Sitting (L-R): EVP Irfan Wahab Khan, Chairman PTA Maj-Gen (R) Shahzada Alam Malik, Federal Secretary for Information Technology & Telecommunications Furrukh Qayyum, CEO Tore Johnsen; Standing: Assistant Manager Corporate Social Responsibility Kashif Hafeez recites verses from the Holy Quran.
The project has been set up with support from the Development Fund of the GSM Association (GSMA), the global trade association for mobile phone operators. Telenor Pakistan has entered into an alliance with the National Rural Support Program (NRSP) for the roll-out of the project in the most impoverished rural areas of southern Punjab. The project works on the principle of 'shared access to voice' -- a term which refers to the sharing of a mobile phone, as opposed to individual ownership, in the form of a supervised public payphone.
Speaking at the launch of apnaPCO at Islamabad's Serena Hotel today (9 May), Federal Secretary for Information Technology & Telecommunications Furrukh Qayyum said: "Despite the tremendous advances the industry has made, rural tele-density in Pakistan needs to increase greatly. Innovative community support projects like Telenor Pakistan's apnaPCO, which empower local entrepreneurs, can help bridge the gap between the digitally poor and the digitally rich by eliminating access and affordability constraints in disadvantaged rural markets.
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The team behind the apnaPCO project with senior managers and colleagues "Initiatives like apnaPCO help activate social networks in communities and in the market. Telenor Pakistan has brought in GSMA's expertise in the form of apnaPCO, as it is currently the only GSMA-supported shared access to voice initiative launched in Pakistan. On ground, Telenor Pakistan is working with NRSP, a key organization assisting in the implementation of the government's poverty alleviation agenda. Such Public-Private Partnerships is where the future of telecom lies for the rural poor of the world."
Beyond needs and obligations

We are working fulfill our needs but we are also working like educating peoples.Telenor is working too much for social responsibilities like as:
In all of their markets we need through local understanding, to meet customer needs. Our goal is to combine this understanding with our global telecoms experience to develop products and services that positively affect peoples lives. Our key priorities
Driven by our values; make it easy, keep promises, be inspiring and be respectful, we work to: Maximise the enabling effect of mobile telecommunications. Community Information Centres in Bangladesh and TeleDoctor in Pakistan are good examples of local services that connect millions of previously unconnected people in remote areas and provide services that meet local needs. We call this empowerment though access.
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Promote safer products and services and protect children online. Magic Desktop helps parents monitor their childrens online activity, and technical filters block access to child sexual abuse content throughout Scandinavia. Minimise our carbon footprint at the same time as we develop climate friendly services that help our customers reduce their own footprints. Wind- or solarpowered base stations are examples of initiatives taken to reach ambitious CO2 goals. Make responsible business practices an integral part of everything we do, both strategically and operatively. Our Codes of Conduct define how we create value for our stakeholders whilst respecting our ethical commitment to employees, partners and society in general.
Some of example of social responsibilities by telenor are:
Emergency Relief for October 8th, 2005 Earthquake Victims: Within hours of the most tragic catastrophe to hit Pakistan in its history, Telenor Pakistan activated its efforts to help the earthquake survivors.
Telenor employees led the initiative by setting up stalls at the emergency sites providing free communication services to relief workers and affected families.
Telenor announced an emergency relief package of Rs. 65 million to go to the Red Cross and Presidents Earthquake Relief Fund. The company also opened its network in advance in several affected cities and provided free emergency communications services to the National Crisis Management Center and local NGOs. Additional contributions from the Telenor group of companies worldwide added another Rs. 30 million worth of goods and foodstuff.
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Helping cancer patients: Telenor Pakistan made a sizable donation to Shaukat Khanum Memorial Trust in order to support the cause of treating cancer patients.
Restoration of Rohtas Fort: Telenor Pakistan contributed to a fundraiser for the restoration of the historic Rohtas Fort.
Regional initiatives: Our regional offices have taken and keep taking community support in their areas.
TP's flood Relief Efforts Telenor Pakistan, continuing with its efforts to provide relief to the flood-affected people, has distributed food and drinking water to almost 10,000 families in the badly-hit areas of Sindh and Balochistan.
The relief efforts were planned, arranged and carried out as soon as news was received about the situation with first reports coming in on 1 July. Within 48 hours 4000 bags containing food and water had been distributed to the needy in the affected areas of Gadap, Vinder, Bela and Naushki.
Then, on 8 July another 3,600 food bags - each sufficient to feed a family of eight for a day - were distributed among the affected people in Shahdadkot, Kambar, Usta Muhammad and Jafferabad.
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Until now the company has distributed relief goods worth Rs2.7million. Telenor Pakistan employees across the country also contributed generously to a flood relief fund set up by employees themselves. Everyone contributed wholeheartedly. The Rs353,000 collected was matched by Telenor Pakistan's Corporate Social Responsibility department with an equal amount. The resulting amount (more than Rs700,000) has helped to meet the basic needs of several thousand people.
TP Blood Donations for PRCS The Corporate Responsibility unit recently teamed up with Pakistan Red Crescent Society to help collect blood donations from among employees in Islamabad.
The Corporate Responsibility unit organized a blood donation drive in CHQ for Pakistan Red Crescent Society. The collection was held at CHQ Islamabad on 25 July in the Training Room where PRCS had set up six portable beds. To donate blood 41 employees turned up of which 13 were deferred due to low hemoglobin level. Corporate Responsibility had arranged juice and sandwiches for the donors.
PRCS's blood reserves had fallen low following the recent emergencies in the city and need for blood -- after the Lal Masjid incident, the Aabpara bomb blast, and for those injured in the recent floods in the south of the country. As such there was immediate need for these reserves to be brought up.
The employees who came were very cooperative and appreciative of the initiative. A few asked if the blood collection drive was a recurring activity.
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PRCS staff were very pleasant and caring. When it was time to leave, they said that it had been a pleasure planning the activity, and that they had fun being with employees. They hoped that we would continue to collaborate with them in similar activities in future too.
PRCS's Dr Murtaza said that they had approached a number of cellular companies to conduct similar activities on their premises but none had agreed. Telenor Pakistan is the first cellular company to have responded positively to their request.
About PRCS Mission and Vision: Safe blood for all The program aims at developing volunteers for community services and to prepare the future generation of Voluntary Unpaid Blood Donors (VUBD) by enhancing awareness of blood safety for prevention of spread of transfusiontransmissible diseases, i.e. Hepatitis B, C and HIV/AIDS.
For the promotion of healthy lifestyles and voluntary blood donation, the PRCS aims to carry the SABS program forward to higher educational level in the form of PRCS Youth Health Safety Clubs. For increasing blood collection, awareness campaigns are conducted and mobile blood camps held in colleges, universities, educational institutions, organizations and markets.
The Greening of management

The recognize of thee dose link between organizations decisions and actions and its impact on the natural environment.
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Global environment problems

Some of the serious problems include sources depletion. Global climate change, population, industrial accidents, and toxic wastes. Much of blames on industrial activities in development countries over the last half-century. An equally unsettling picture is that as the world population continues to grow and as emerging countries become more orient and affluent, global environment problems can be expected to worsen.
How Organization goes Green

Environment responsibilities use the term shade of green to describe the different approach that organization may take. The first approach is legal approach second is market approach third is stockholder approach and last is activist approach.
Legal approach
Under this approach the organizations exhibit little environment sensitivity. They obey laws, rules, and regulations willingly and without legal challenges and may even try to use the law to their own advantages but thats the extent of their being green.
Market approach
According to this approach the organization response to the preferences of their customers. Whatever their customer demand in terms of environmentally friendly products will be what the organization provides.
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At the Telenor Group, we are committed to manage natural resources responsibly. Our goal is to always consider the environmental aspects of our purchases and operations and minimize any negative impacts on the environment. The internal governance of Telenor (for instance the environmental and procurement policies) requires all companies within the Group to consider the environmental and sustainability impact of our purchases and operations. Sustainable Procurement Guidelines
To guide our companies towards responsible procurement and business practices, we have developed the Sustainable Procurement Guidelines supported with Request For Quotation (RFQ) templates. From 2010, we keep on focusing on the implementation of these guidelines in all business units. Waste management
Waste from our operations mainly consists of waste water, non-hazardous waste, waste from building maintenance. When disposing of waste, we ensure sourceseparation, waste treatment, and proper disposal. Recycling e-waste
Telenor Group also generates a significant amount of e-waste (electronic-waste such as mobile phones and IT equipment) attributed to our network and operations. In general, e-waste contains hazardous contaminants. Disposal and recycling of this type of e-waste involves significant risk for the environment, workers and surrounding communities and great care must be taken to secure all waste handling and recycling operations.
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Telenor Group encourages all our companies to establish responsible waste management and recycling activities and ensure sufficient control over the disposal and recycling of e-waste. Mobile recycling programs in Telenor Group
In 2009, Telenor Group introduced Old Phone, New Life, a global scheme for collecting, re-using and recycling mobile phones. Telenor Group is encouraging all companies within the Group either to join the global recycling scheme or establish local recycling programs. During 2009, several mobile recycling campaigns have been launched throughout the Group.
As of today, mobile recycling programs are in operation in 6 companies throughout the Telenor Group (in Norway, Denmark, Sweden, Hungary, Serbia and Montenegro). The total number of collected handsets was app. 300.000 (2007-2009). Besides the existing activities, several Telenor companies are in the process of establishing their local projects.
Stockholder approach
Under this approach the organization works to meet the environment demands of multiple stockholders such as employees, suppliers, or the community. Both the market approach and stockholder approach are good illustrated of social responsiveness. Telenor is saving a much for their stakeholders by their own techniques like as: Emissions related to buildings stem primarily from the electricity and other energy used to light, cool, and heat our buildings. We have a number of initiatives to reduce these emissions through smart use of building design and management. Where possible, we always seek to use renewable or clean energy sources. Renewable marine and terrestrial energy
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The Telenor Group headquarters in Oslo was built to meet stringent environmental requirements. The open landscape has reduced space requirements by 40 per cent. An automatic light control system ensures optimal use of lighting and turns off the light when employees go home. And more than 50 per cent of the energy used to heat the building is generated by heat pumps using energy from the nearby sea. The system is reversed during summer, using the sea as a source for cooling.
The Green Office of Pannon

The main office building of Telenor in Hungary - the Pannon House - has a highly energy-saving and cost-efficient heat pump system. Heating and cooling of the office is controlled by 180 heat sensors located more than 100 metres below ground level. The nominal capacity of the Pannon House heat pump is ~1 MW, and the use of this technology will involve an annual saving of HUF 36 million (USD 200,503) and a reduction of 368 tons of CO2 emissions, compared to the old building. Pannon was awarded the prestigious Environmental Savings Prize for its heat pump in 2009.
Activist approach
Under this approach the organization looks for ways to respect and preserve the earth and its natural resources. The activist approach exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibilities.
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Through our Group Environment Policy and related procedures, we aim to ensure that protecting the environment becomes an integral part of our day-to-day business. This in turn will affect everyone who has any connection with us, from our suppliers and shareholders, through to our customers and society at large. Our main principles
Our Environmental Policy focuses on four core areas: Energy consumption and climate change Environmentally effective procurement Waste management and recycling Installations and radio wave emissions
Each area has key principles which guide and inform decisions. Energy consumption and climate change
Telenor shall: Seek to employ renewable energy sources and energy efficient technology. Minimize emissions from activities and business trips by making use of telecommunications solutions instead of travelling. Choose the most environmentally friendly travel options. Contribute to a sustainable society by providing environmentally effective communications solutions. Environmentally effective procurement
Telenor shall: consider the environmental consequences when purchasing a product or service. Environmental requirements with regards to the performance or function of the product should always be taken into consideration.
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Waste management and recycling
Telenor shall: Seek to reduce the consumption of materials. We reuse, rather than dispose of, equipment and promote recycling. Ensure a system of sustainable waste management internally and seek to ensure that suppliers and contractors follow environmental standards that are in line with our own. Installations and radio wave emissions Telenor shall: Seek to minimize any visual, aesthetic or noise-related impact on the local environment when locating and constructing its buildings, structures and equipment. Focus on health and safety and use the World Health Organization (WHO) Safety Limits when planning and installing network components. Seek to provide stakeholders with objective information regarding any effects of radio wave emissions from our installations, services and products.
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Value-based management
Shared values are what engender trust and link an organization together. Shared values are also the identity by which an organization is known throughout its business areas. These values must be stated as both corporate objectives and individual values. Every organization and every leader will have a different set of values that are appropriate to its business situation. In terms of the NeuroLogical Levels model, values operate together with beliefs to create meaning and motivation in our lives. They relate to why we think what we think and do what we do. Values and beliefs support the identity and mission of an individual or organization, and provide the reinforcement (motivation and permission) that promotes or inhibits particular capabilities and behaviors. A particular identity or role, for instance, will be associated with several core values and beliefs. These, in turn, are supported by a range of skills and capabilities, which are required to manifest particular values and beliefs as actions in a particular environment or context. In groups, organizations and social systems, values form a type of non-physical framework which surrounds all of the interactions of the people within the system. Values, and related beliefs, determine how events and communications are interpreted and given meaning. Thus, they are the key to motivation and culture. Shared values and beliefs are the "glue" which holds an effective organization, community or team together. Conflicts of values are the source of disharmony and dissension. Telenor company has a shared values like as Make it Easy We're practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier.
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Keep Promises Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words. Be Inspiring We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. Be Respectful We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.
Managerial Ethics
Managerial ethics are focused on workplace behavior ethics and ethics in leadership. Ethics and ethical reasoning are necessary characteristics of your business culture.
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The modern history of business has been muddied by many issues including managerial ethics. One of the biggest struggles, above and beyond growth and survival, has been deciding what's more important: maximizing profits for the shareholder or a companys societal contributions. Our Ethical Council acts as an advisory body to the executive management of the Telenor Group and secures a high level of focus on ethical matters. The Ethical Council is comprised of elected members from our employees, unions, and management. There is no question that companies have an ethical responsibility to the shareholder to make a profit and improve the bottom line. This need not be done by abandoning workplace behavior ethics. Actually, ethical management of a business' assets enables the organization to become more socially active. Its a win-win. Having said that, there are times when balancing these two goals becomes very difficult. For example, some of the processes and machinery that make for 'green' manufacturing are more costly to buy and run. That lowers the profit, and lessens the money that a company can put back into the community. Even though going green is certainly ethically good, the overall impact may have a negative affect on profits. Understanding managerial ethics' is more than understanding the difference between right and wrong; often it means understanding, and acting upon, the difference between right and right when two choices are very similar but the cost of one may be higher than the cost of another.
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The Business Ethics Award was established in 2000 by the Budapest Club Foundation and business magazine Piac s Profit. According to the panel's evaluation, Pannon's business conduct sets a model for other companies to follow.
Multinational companies
The award is divided into three categories: Small and medium enterprises, multinationals and large national companies. Pannon received the award in the multinationals category. Previously the award has been granted to companies like Alcoa, Ericsson, Compaq and Siemens. Social, environmental and economic considerations Candidates are judged by the following criteria: Respect to all stakeholders in decision making and business operation. Primary motivation of operation includes the welfare of others, not exclusively profit making. Social and environmental concerns are addressed as well as economic considerations. Organizations that were asked to delegate included the Joint Venture Federation, employer federations, chambers, telecom and other trade associations, the Hungarian Business Leaders Forum, AmCham, etc.
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Factors that affect employee ethics

Whether a person acts ethically when faced an ethical dilemma as the result of complex interaction between the stages of moral and several moderating variables including individual characteristics, the organizations structure design the organizations culture, and the intensity of the ethics issue. People who lake a strong sense are much lees likely to so the wrong thing if they are constrained by the rules, polices, job descriptions, or strong culture norms that disapprove of such behaviors. Conversely, intensely moral individual can be corrupted by an organizational structure and the culture that permits or encourage unethical practices. Lets look more closely at the factor that influence whether individual will behave ethically or unethically.
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Improving Ethical behavior

There are number of ways which Managers can adopt. Managers can do lot of things if they are serious about it. Only managers can reduce the unethical behavior in the organization. They can hire individuals with high ethical standards; establish code of ethics and decision rules. They can define job goals and performance appraisal mechanism. They can provide ethical training, conduct social audits and provide support to individuals facing ethical dilemma. If these actions are implemented then it will have great effect on the organization. But there is no guarantee that well design ethical program will lead to desired outcome. However the company's ethical program will impact on some of employees but it is not necessary that the ethical program will affect all the employees. Moral development programs can be adopted by the organization to reduce the unethical behavior of employees. Besides ethical and moral programs the managers have to monitor the employees whether the ethical and moral programs are working according to the estimated results. While if the organization looks it more deeply the ethical values can be checked at the time of employee's selection by interviews, test, and background check, personal values, ego strength and locus of control. So in this way the managers can improve the ethical behavior of the employees of any organization.
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Employees selection
During the first hundred years of scientific management and personnel selection, psychological testing became a powerful and institutionalized tool that was broadly applied. Universities and trade schools, managers, engineers, psychologists, and government officials recognized the importance of using scientific methods and tools to manage human capital, the economics of business, and the national defense. Industrial and organizational psychologists emerged as the preeminent players in the development and dissemination of these tools and the evaluation of the tools' real and perceived efficiency. This article reviews the methods, measures, and standards that have emerged to evaluate these tools. While if the organization looks it more deeply the ethical values can be checked at the time of employee's selection by interviews, test, and background check, personal values, ego strength and locus of control. So in this way the managers can improve the ethical behavior of the employees of any organization.
Codes of ethic
We asserted that the level of enforcement of ethics codes and negative consequences for unethical behavior would determine the purity of the consulting world. If you value your reputation and want to be successful, it is essential to establish trust in your relationships with your clients. Therefore, it is imperative that you conduct your business based on a set of ethical standards. But in some situations, consultants may not have cut-and-dried rules to guide their behavior. If you need some guideposts to making an ethical decision, examine it in terms of the three-step decision-making model of Ethics, a nonprofit organization dedicated to the advancement of ethics and the development of individual character through its programs, workshops, and publications.
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Chapter N0. 6 Decision Making

Learning outline
Decision Making Process

Define Decision and decision making process. Describe the eight steps in decision making process.
The Managers as decision maker

Discus the assumptions of rational decision making Describe the concept of bounded rationality, satisfying, and escalation of commitment. Explain intuitive decision making. Describe the four decision making style. Discus how managers can deal with decision making.
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Decision Making Process

A set of eight steps that include identifying a problem, selecting an alternative, and evaluating the decisions effectiveness Problem solving and decision-making are important skills for business and life. Problem solving often involves decision-making, and decision-making is especially important for management and leadership. There are processes and techniques to improve decision-making and the quality of decisions. Decisionmaking is more natural to certain personalities, so these people should focus more on improving the quality of their decisions. People that are less natural decisionmakers are often able to make quality assessments, but then need to be more decisive in acting upon the assessments made. Problem solving and decision-making are closely linked, and each requires creativity in identifying and developing options, for which the brainstorming technique is particularly useful. This method also applies to all sorts of problemsolving where issues and implications need to be understood and a decision has to be made. Decision Making Styles in telenor The styles can be loosely grouped as follows: Intuitive Style Some times Telenor uses this intuitive style. This style says that Some people are spontaneous by nature and like to decide on the spot. Experience and circumstances may sometimes support this type of problem solving approach. However, those who consistently use this style are admittedly comfortable with the trial and error, or hit and miss approach.
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Limited Procrastination Style Not to be confused with never wanting to make a decision, P&G uses this style involves the delaying of a decision until enough factors have been evaluated and/or enough time has gone by for the situation to stabilize. Systematic Style Some times the management of P&G Involves identifying and evaluating each possible course of action. Of all the decision making styles, this is obviously the most likely candidate for computer based decision making tools. Individualistic Style Some individuals prefer to research and arrive at a decision on their own, without any active input from others. By Consensus Style Applies to decisions that have to, or should preferably, be arrived at as a group. All, except the more spontaneous decision making styles, can advantageously make use of time tested decision making techniques and tools. Some decisions are a simple matter of whether to make a change or not, such as moving, taking a new job, or buying something, selling something, replacing something, etc. Other decisions involve number of options, and are concerned more with how to do something, involving a number of choices. Use the brainstorming process to identify and develop options for decision-making and problem-solving.
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Step 1: Identify a problems The begin with the existence of a problem or, more specifically, a discrepancy between an existing and a desired stated of affairs. Step 2: Identify decision criteria Once a manager has identified a problem, the decision criteria important to resolving the problem must be identified. That is , manager must determine whats relevant in making a decision. Whether explicitly stated or not, every decision maker has criteria that guide his or her decisions. Step 3: Allocating Weights to the Criteria If the relevant criteria arent equally important, the decision maker must weight the item in order to give them the correct priority in the decision. Step 4: developing Alternatives In this steps the decision maker to viable alternatives that could resolve the problem. This is the step where a decision maker wants to be creative in coming up with possible alternatives. However no attend is made to volute the alternatives just yet, only to list them. Step 5: Analyzing Alternatives Once the Alternatives have been identified, decision makers analyze each one. How? By evaluating it against the criteria established in step 2 and 3. From this comparison, the strength and weaknesses of each Alternative become evident.
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Step 6: selecting an Alternatives The six step is choosing the best Alternative from among those considered. Once all the pertinent criteria in the decision have been weighted and viable, alternatives analyzed. You merely choose the alternative that generated the highest total in step 5. Step 7: Implementing the Alternative The step is concerned with putting the decision to action by conveying the decision to those affected by it and getting their commitment to it. We do not know that if the people who must implement a decision participate in the process. Theyre more likely to enthusiastically support the outcome than if you just tell them what to do. Another thing managers also may need to do during the implementation process is to reassess the environment for any change, especially if the decision is one that takes a longer period of time to implement. Do the Criteria, alternatives and choice still seem to be the best ones, or has the environment change in such a way that we need to reevaluate. Step 8: Evaluate decision effectiveness The last step in the decision making process involve evaluating the outcome or result of the decision to see if the problem has been resolved. If the problem also still then the manager would need to assess what went wrong. Was the problem incorrectly defined? Where errors made in the various alternatives. Was the right alternative selected but poorly implemented? The answer to question like these might send the manager back to one of the earlier steps. It might ever require starting the whole decision process over.
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The Manager as Decision Maker

Decision-making is the process of evaluating different alternative solutions to a given problem and choosing the most appropriate solution from amongst them. All managerial decisions fall under two categories viz. programmed and nonprogrammed. Uncertainty, risk, and certainty are some conditions under which decisions are made. The paper examines the decision making process and discusses the behavioral aspects of decision-making. The programmed and unprogrammed decisions are also discussed. The behavior of the human maverick can be well short of honorable and may even cut the corners of legality. But whether sharp practice was typical of the eponymous Samuel Maverick, a Texan cattle-raiser, is beside the management point. The reality is that the best maverick managers make the world go round. Without them many great companies and industries would not exist. Indeed, far from being the exceptions that prove the rule, the mavericks disprove it.
Telenor won Sonofon tax case

In its decision of 17 October 2006, the Norwegian Supreme Court ruled in favor of Telenor, that the loss recognized upon internal sale of the shares in Sonofon Holding A/S was tax deductible in 2001. Thus, the Supreme Court upheld previous decisions made by Oslo City Court (Oslo Tingrett), and the Appeal Court (Borgarting Lagmanssrett).
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As a consequence of this decision, Telenor will be repaid approx. NOK 2,414 million of previously paid corporate income tax. Telenor will receive a tax exempt interest compensation of approx. NOK 318 million and previously expensed, but not paid, late payment interest of approx. NOK 256 million will be reversed. Telenor will show a tax income of approx. NOK 2,414 million and a financial income of approx. NOK 574 million in the fourth quarter 2006. You could easily maintain that all great managers, certainly all important entrepreneurs, are mavericks, rule-breakers who disregard the herd and obey their own instincts and intellects. None of these makers and shakers can ever be described as conformist. One fine example of the breed is Philip Knight of Nike, who has now retired as the shoe companys chief executive for the third time. That in itself is highly unconventional; but when his replacements for the first two retirements didnt work out, Knight stepped back in. Remarkable recovery and revitalized growth duly followed.
Making Decision: Rationality Bounded Rationality, and intuition

Describe choices that are consistent and value maximizing within specified constraints. By that we mean the managers make consistent, value maximizing choices with in specific strains.
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Rationality Assumption: This is the assumption that persons act as if they are rational. This means that they would not intentionally make decisions that would leave them worse off. Decision makers aim to better their circumstances and make logical decisions given their information sets to reach this goal. A significant number of decisions end up being emotive and/or ego-driven. Greed and fear dominate bull and bear markets respectively causing the markets to (predictably) over-react. Bounded Rationality Behavior that is rational within the parameters of a simplified decision-making process, which is limited (or bounded) by an individuals ability to process information. The world is large and complex, and we do not have the capacity to understand everything. We also have a limited time in which to make decisions. We are also limited by the schemas we have and other decisional limitations. As a result, our decisions are not fully thought through and we can only be rational within limits such as time and cognitive capability. Herbert Simon indicated that there were thus two major causes of bounded rationality: Limitations of the human mind. The structure within which the mind operates. This influences decision models that assume us fully rational.
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Role of Intuition
"Intuition," as used by the modern mathematician, means an accumulation of attitudes (including beliefs and opinions) derived from experience, both individual and cultural. It is closely associated with mathematical knowledge, which forms the basis of intuition. This knowledge contributes to the growth of intuition and is in turn increased by new conceptual materials suggested by intuition. The major role of intuition is to provide a conceptual foundation that suggests the directions which new research should take
The opinion of the individual mathematician regarding existence of mathematical concepts are provided by this intuition; these opinions are frequently so firmly held as to merit the appellation "Platonic." The role of intuition in research is to provide the "educated guess," which may prove to be true or false; but in either case, progress cannot be made without it and even a false guess may lead to progress. Thus intuition also plays a major role in the evolution of mathematical concepts. The advance of mathematical knowledge periodically reveals flaws in cultural intuition; these result in "crises," the solution of which result in a more mature intuition
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Types of problem and decisions

Good problem solving and the ability to make rationale and effective decision are at the heart and soul of good career management. It is your latent ability to solve problems and make unbiased decisions and to choose between one thing and another, rather than letting yourself to follow blind instinct that is the defining feature of how you feel of your human nature. Whether you work in or with an organization, the quality of your work depends on your effective ability to solve problems and make decisions. Here, I would like to share with you some strategies that you can use to hone your skill of becoming an excellent problem solver. Note that problem solving is not about how intelligent you are or the body of knowledge that you have. Problem solving is about your ability to think straight and keeping the relevant data and facts in the right perspective and having done that to get the process right. To be an effective problem solver the first thing that you should try to achieve is to sharpen your knack of identifying and classifying the type of problem that you are facing. Problems can be classified into four types. They are: "Question-based problems", "Situation-based problems", "Convincing-based problems" and "Solving-based problems". Each of these types of problem requires a unique approach to tackle and overcome. Let's review each of them.
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Question-based problems These type of problems involve a question that needs an answer. Sometimes it is difficult to derive the answer as you may not have access to all the relevant data and facts to make an informed decision. An example: Should the government help people who are retrenched? Obviously
this question begs further data such as how many people have been retrenched? Is it a problem that the government should handle? Why and how should they help them? Question-based problems
usually involve a long term plan of action and one which requires you to dig for more information and data to help you solve it. It also gives you an opportunity to delve deeper into the status quo that you are in and to see how you could improve your current state to the ideal state that you desire. If you are faced with this type of problem you need to work towards getting as much facts and data as possible that will allow you to at least try to minimize the problem and make an informed decision. Situation-based problems These types of problems as the word suggest is based on a situation that is currently causing you a dilemma. For instance, your boss has asked you to work through the weekend to finish up a project for the company that is worth a million dollars. However, you've promised to take your family out for dinner to celebrate your spouse's birthday. You now have a 'situation' here. Such problems can sometimes cause you to avoid the problem or to try to ignore it. The question that you need to ask is how are you going to deal with the dilemma?
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This is when you need to keep thinking of how if at all you could satisfy these two contrasting situations. On the other hand, to make a decision as to what is more important to you. Having done this you need to convey your presence of mind to both parties. Situation based problems might expect you to make choice. In doing so, you need to weigh the consequences of your decision and as the saying goes to try to choose "the lesser of the two evil". Convincing based problems These types of problem puts you in a situation where by you might have information that others don't and a need to convince the others that they should see things your way. For instance, how do you convince your colleagues that they should not be coming late for their appointments and meetings always. There may be a certain amount of sensitivity in such problems as the status quo that you are in is not an ideal state and might give rise to other problems if you do not handle it well enough. Convincing based problems requires you to be empathetic to the others' feeling and to exercise a certain degree of emotional connectivity with others in order that the can be convinced. Solving based problems The last in the category is the solving based problems which basically means that you have a problem that needs solving. Example: The photocopier machine has broken down. You have a lot of photocopying to do. There is only one solution here and that is to solve the problem. The solution option you choose can be either short term, mid term or long term in effect. For the short term perspective, because you've got lots of photocopying to do, you might decide to outsource this. As a mid term remedy you may have to get the photocopier repaired
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However this might not guarantee that it won't break down again in which case you might have to think of a long term solution of replacing the whole machine. Solving based problems usually will involve you being in a current non-desirous state of being and the need to move to an ideal state of being where the problem is resolved or if that is not possible at least in a state where the problem can be minimized. Moving ahead Becoming a good problem solver will also put you in a good stead to be a rational decision maker. It all depends upon your calmness and having a cool headed approach to the problems that you face. So the next time you are faced with a problem make it a point to classify the problem in one of the above categories and then see what you can do about it.
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Chapter No. 7
Foundation of Planning
Learning outline
What is planning? Define the goals. Different types of goal. Different types of plans.
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PLANNING:
The organizational goals establishing an over all strategy for achieving those goals and developing plans for organizational work activities. Example: Telenor Pakistan acts responsibly and respectfully towards the people and authorities in different societies and aims to contribute to social and economic development in the local market. This is the essence of telenor commitment to Corporate Responsibility.
GOAL:
Desired outcomes for individuals groups or entire organizations. Example: Telenor's primary goal is to create greater value for our shareholders, customers, employees and partners, and for society in general. We strive to be a driving force in creating, simplifying and introducing communication and content solutions to the marketplace. For more than 150 years Telenor has pioneered communications technology. Today we are a major international telecommunications provider, and all our operations share the same single vision: Helping people to communicate. Our new brand articulates this ambition and our new logo is a symbol of movement and change - our continuous evolution to help our customers get the full benefit of communications services in their daily lives. We want to make it easy for customers to get what they want, when they want it. We will keep promises and deliver what we say. We will innovate to deliver fresh ideas. And, as an international company, we will be respectful of our customers and their local cultures.
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PLANS:
Documents that outline how goals are going to be met. These are the documents which provide the information how to do work and where which step is to be taken and where which strategy is to be implemented how is to be implemented and what are the outcomes of that strategy.
REAL GOALS:
Goals that an organization actually pursues as defined by the actions of its members
STATED GOAL:
Official statements of what an organization says and what it wants its various stakeholders to believe its goals are. As telenor stated goals are Telenor Pakistan's customers shall be confident that the company runs its operations in an ethically responsible manner. Telenor Pakistan's employees shall be proud of the way in which the company handles its social responsibility. Telenor Pakistans other stakeholders, expecting high standards of social commitment, shall have high regard for the company.
STRATIGIC PLANS:
Plans that apply to the entire organization establish the organizational overall goals and seek to positions in the organization in terms of its environment As telenor is considered Telenor Pakistan is committed to Corporate Responsibility in all its activities by making it an integral part of the corporate culture. Our role in society is clear: We
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are here to help people communicate. That goes for all the countries in which we operate. Respond To Challenges: Our aim is to understand and respond to the challenges that society is faced with, using our technology and competence to find innovative solutions. We believe we have important contributions to make on key issues, such as alleviating poverty, combating climate change and encouraging safe use of Information Communication Technology (ICT). Build Trusting Relationships: At Telenor Pakistan we believe in building trusting relationships with our stakeholders and demonstrate a readiness to help find solutions to the challenges they are facing. We want our customers to be confident that the Telenor Pakistan runs its operations in a responsible manner. We want investors expecting high standards of social and environmental commitment to prefer Telenor. We work towards making Telenor's employees proud of the way we do our business. Our efforts are based on Telenor's values; Make it easy, Keep promises, be inspiring and be respectful.
Operational plans:
Plans that specify the details of how the overall goals are to be achieved
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Chapter No. 8
STRATEGIC MANAGEMENT
Learning outline
The Importance of Strategic Management Define Strategic management, Strategy, and Business Management. The strategic Management process.
Steps of Strategic Management What managers do during external and internal analysis Role of Resources, Capabilities, and core competencies. Define strength weakness, opportunities, and threats.
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STRATEGIC MANAGEMENT
WHAT IS STRATEGIC MANAGEMENT?
Strategic management is what managers do to develop the organizations strategies. Through strategic management, managers establish the game plan or roadmap.
WHAT ARE AN ORGANIZATIONS STRATEGIES?

They are the decisions and actions that determine the long-run performance of an organization. that is, the strategies-how the organization will do whatever its in business to do, how it will compete successfully, and how it will contract and satisfy its customers in order to achieve its goals
THE STRATEGIC MANAGEMENT PROCESSES:

A six-step process that encompasses strategic planning, implementation, and evaluation. Step 1:Identifying the organizations current mission,goals,and strategies
Step 2:doing an external analysis
Step 3:doing an internal analysis
Step 4:formulating strategies
Step 5:impliementing strategies
Step 6:evaluating results
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Step 1: identifying the organizations current mission, goals, and Strategies

Every organizations needs a mission Strategies are required by an organization for achieving its goals in any country. Strategies play an important role in the success of any organization. Timely made strategies are best for an organization and the implementation of those strategies.
Mission:
A statement of the purpose of an organization. It is also important for managers to identify the goals currently in place and the strategies currently being used. As we consider the telenor the mission statement of telenor is We strive to be a driving force in creating, simplifying and introducing communication and content solutions to the marketplace.
Goals:
Desired outcome for individuals groups, or entire organization. Knowing the companys current goals gives managers a basis for assessing whether those goals need to be change. As we talk about telenor, Telenor's primary goal is to create greater value for our shareholders, customers, employees and partners, and for society in general. In order to achieve this goal, Telenor base its strategy on its customer oriented vision, ''Here to Help'' as well as its core values, ''Make it easy, Keep promises, Be inspiring' and Be respectful".
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Strategies:
The decision and action that determine the long-run performance of an organization. Telenor has an inspiring vision: ideas that simplify. Telenor is committed to creating, developing and launching new solutions that simplify our customers workday. Telenor believe that by simplifying own organization and routines they can achieve competitive power and value-creation
Step 2: Doing an external analysis

In pervious chapter we describe the external environment as an important constraint on a managers actions. Analyzing that environment is a critical step in the strategic management process. Managers in every organization need to do an external analysis. They need to know, for instant, what the competition is doing, what pending legislation might effect the organizations, or what the label supply is like in location where it operates. After analyzing the environment, managers need to assess what they have learn in terms of opportunities that the organization can exploit, and threats that it must counteract or buffer against.
Opportunities:
Positive trends in external environment factors.
Threats:
Negative trends in external environment factors.
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Step 3: Doing an internal analysis

The internal analysis provides important information about an organizations specific resources and capabilities.
Resources:
An organizations assets that are use to develop, manufacture, and deliver product or services to its customers. The basic resource of telenor is the services which they are providing to its customers and also they have a lot of other projects which provide them resources to run the organization like as easy pasa now a day.
Capabilities:
An organizations skills and abilities in doing the work activities needed in its business. The staff which is hired by telenor is competitive and ideal. They work for the organization in a best way and provide it their best abilities to making it the number 1 cellular company in Pakistan.
Core competencies:
The organizations major value-creating skills and capabilities that determine its competitive weapons. Both resources and core competencies can determine the organizations competitive weapons. After doing the internal analysis, managers should be able to identify organization strength and weakness.
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Strength:
Any activities organization does well or any unique resources that it has.
Weakness:
Activities the organization does not do well or resources it needs but does not possess. Doing an internal analysis of an organizations financial and physical assets is fairly easy because information on those areas is readily available.
Step 4: Formulating strategies

As managers formulate strategies, they have to consider the realities of the external environment and their available resources and capabilities and design strategies that will help the organization achieve its goals. What types of strategies go managers need to formulate? As we talk about telenor, they are giving a lot of attention and time to make the new advertisement strategy of the company. Telenor made new commercials and wall chalking and banners and boards these are the parts of their advertisement strategy. There are three main types: corporate, business and functional.
Step 5: Implementing strategies

After strategies are formulated, they must be implemented. A strategy is only as good as its implementation. No matter how effectively an organization has planed its strategies, its cant succeed if the strategies arent implemented properly. Finally, top management leadership is a necessary ingredient in a successful strategy. So, too, is a motivated group of middle and lower-level mangers to carry out the organizations specific strategies.
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As telenor is consider they a powerful advertisement strategy. They implement their strategy in a beneficial and proper way. New commercials on television are the examples of the implementation of their strategy. Big boards which they have on the road sides are another example of the implementation of their strategy.
Step 6: evaluating results

The final step in the strategic management process is evaluating results. How effective have the strategies been? Have they helped the organization reach its goals? What adjustments, if any, are necessary? For instance, the company cut jobs, sold assets, and reorganized management. She did this after assessing the results of pervious strategies and determines that changes were needed. As the new strategies are made then implemented then the next thing which is required is the result either the new strategy provide the results as assumed by the policy makers or not.
SWOT ANALYSIS:
SWOT analysis is the combination of Strength Weakness Opportunities Threats As we work on telenor, we have following strength weakness opportunities and threats.
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Strength: These are the strength of telenor Pakistan. Network coverage International roaming GPRS roaming License for Azad Kashmir Quality coverage Value added services Lowest prices/ call rates Second largest market share of Pakistan
WEAKNESS: These are the weakness of telenor Pakistan Behind of excessive demand Poor organizational structure Stagnant profitability Lack of franchises Lack of innovative services Network coverage Competition Internal problem
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OPPORTUNITIES:
These are the opportunities of the telenor Pakistan Expand globally Publicity and marketing Develop new value added services Kiosk touchingly Develop new franchises in remote areas
THREATS:
These are the threats of telenor Pakistan Government interference
Types of organizational strategies:

Corporate strategy: An organizational strategy that determines what businesses a company is in, should be in, or wants to be in, and what it wants to do with those businesses. its based on the mission and goals of the organization and the roles that each business unit of the organization will pay. There are three main types of corporate strategies: growth, stability, and renewal. Telenor Pakistan is committed to Corporate Responsibility in all its activities by making it an integral part of the corporate culture. Our role in society is clear: We are here to help people communicate. That goes for all the countries in which we operate. Respond To Challenges: Our aim is to understand and respond to the challenges that society is faced with, using our technology and competence to find innovative solutions. We believe we
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have important contributions to make on key issues, such as alleviating poverty, combating climate change and encouraging safe use of Information Communication Technology (ICT). Build Trusting Relationships:
At Telenor Pakistan we believe in building trusting relationships with our stakeholders and demonstrate a readiness to help find solutions to the challenges they are facing. We want our customers to be confident that the Telenor Pakistan runs its operations in a responsible manner. We want investors expecting high standards of social and environmental commitment to prefer Telenor. We work towards making Telenor's employees proud of the way we do our business. Our efforts are based on Telenor's values; Make it easy, Keep promises, be inspiring and be respectful.
Growth strategies:
a corporate strategy thats used when an organization wants to grow and does so by expanding the number of products offered or markets served either through its current business or through new business. As a result of its growth strategy, the organization may increase sales revenues. Number of employees, market share, or other quantitative measures. How can organizations grow? By using concentration, vertical integration, horizontal integration.
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Concentration:
growth through concentration is achieved when an organization concentrates on its primary line of business and grows by increasing the number of products offered or market served in this primary business; that is, the company choose to grow by increasing its own business operations.
Vertical integration:
A company also might choose to grow by vertical integration, either backward, forward. In backward vertical integration, the organization attempts to gain control of its inputs by becoming its own supplier. In forward vertical integration, the organization gain control of it outputs by becoming its own distributor
Horizontal Integration:
In horizontal integration, a company grows by combination with other organizations in the same industry-that is, its competitors. Finally organization can grow through diversification, either related or unrelated.
Related diversification:
When a company grow by combining with firms in different, but related, industries. For example Pepsi or Lays.
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Unrelated diversification:
When a company grow by combining with firms in different and unrelated industries.
Stability:
A corporate strategy characterized by an absence of significant change in what the organization is currently doing. Another situation when the stability strategy might be appropriate is if the industry is facing slow or no-growth opportunities like the candy and chocolate industry.
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We conclude from above all discussion the communication plays a vital role in any organization as well as in Telenor . It is a life blood of Telenor we visit website of Telenor www.telenor.com as well as Telenor sale center, which is situated in Sargodha, we talked with its representatives in detail and we come to know about the importance of internal and external communication, communications flows, chain of command, attitude building processes, departmentalization, human resources department We got this information with the help of following methodology Direct Question Visiting After going through above all discussion we have reached at this conclusion that communication is most important factor of Telenor even it relates to aspect of the organization. Telenor by being a foreign company face many hurdles because they are coming from a different culture. After all we come on solution that Telenor has adopted email, memos, letters and online conversation system to communicate with their employees.
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Management Project of Telenor

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In The Name of ALLAH, the Most Merciful, the Most Beneficial.

Department Of Banking & Finance GC University of Faisalabad

Telenors Management Project

SHUKER- ALL- HUMDULILLAH!

Telenors Management Project

This report is about role which management plays in Telenor.

Telenors Management Project

Our main focus is to satisfy our customers

Telenors Management Project

Telenors Management Project

The introduction of the telephone

Pioneer in mobile communications

Telenors Management Project

Norwegian telecom becomes a public corporation

Telenors Management Project

Brief Introduction of Telenor

Telenors Management Project

Telenors Management Project

Licenses and network

Telenors Management Project

Services and innovation

Telenors Management Project

Market share of telenor Pakistan

Telenors Management Project

Our aim is to be the most trusted mobile service provider in Pakistan

Telenors Management Project

Telenors Management Project

Telenors Management Project

Our values in practice

Core services of Telenor

Telenors Management Project

Telenors Management Project

This strategy implies the following focus areas;

To strengthen our position as an international mobile operator

To be the leading communications services provider in Pakistan

Telenors Management Project

Global coordination achieving local competitiveness

Telenors Management Project

Loyalty, impartiality, conflict of interests

Information, communication and contact with the media

Telenors Management Project

Purpose of the project

Uses two methods for this purpose,

Primary Data Collection

Secondary Data Collection

Telenors Management Project

Introduction to Manager and Organization

Who are the Managers?

Define management. Why efficiency and effectiveness are important to management.

What do Manager do?

Four functions of management. Managerial roles. Managerial skills.

Telenors Management Project

Why study management?

Telenors Management Project

Telenors Management Project

The hierarchy of telenor has this type of pattern:

Telenors Management Project

Tore Johnsen, Chief Executive Officer

Telenors Management Project

The middle managers of Telenor Company are:

Executive Vice President and Head of the Telenor Asia operations

Telenors Management Project

Telenors Management Project