Organizational behavior is the systematic study and careful application of knowledge about how people as individual and as a groups-

- act within organization. Organizational behavior provides a useful set of tools at many levels of analysis. For example, it helps managers look at the behavior of individuals within an organization. It also aids their understanding of the complexities involved in interpersonal relations, when two people (two coworkers or a superior subordinate pair) interact. Organizational behavior system Organizations achieve their goals by creating, communicating, and operating an organizational behavior system. This system exists in every organization, but sometimes in varying forms. They have a greater chance of being successful, though if they have been consciously created and regularly examined and updated to meet new and emerging conditions. Elements of the system The philosophy of organizational behavior and beliefs about the way things are, the purpose for those activities and the way they should be. Five major organizational behavior philosophies include autocratic, custodial, supportive, collegial and system. Philosophy feeds into value premises, which help shape vision. Vision is a stretching version of mission and goals provide a way to pinpoint targets for achieving that mission. Together philosophy, vales, vision, mission and goals exists in a hierarchy of increasing specificity. The all help create recognizable organizational culture. This culture is also a reflection of formal organization. Managers also need to be aware of the informal organization and must work with its members to create positive norms. Together, the formal and informal organizations provide the glue that binds the varied elements of the institution into an effective working team. Managers are then expected to use a leadership style, communication skills, and their knowledge of interpersonal and group dynamics to create an appropriate quality of work life for their employees is done properly, employees will become motivated toward the achievement of organizational goals. Their motivation however is also a product of their underlying attitudes and specific situational factors at a certain point in time. If any of the previous factors in the organizational system are changed, motivation will also be different. Organizational behavior system of Grameenphone i. Mission Grameenphone is the only reliable means of communication that brings the people of Bangladesh close to their loved ones and important things in their lives through unparalleled network, relevant innovations & services. ii. Vision We exist to help our customers get the full benefit of communications services in their daily lives. Were here to help. iii. Values

a. Make it easy Everything we produce should be easy to understand and use. We should always remember that we try to make customers lives easier.

b. Keep promises Everything we do should work perfectly. If it doesnt, were there to put things right. Were about delivery, not over-promising. Were about actions, not words. c. Be inspiring Were creative. We bring energy and imagination to our work. Everything we produce should look fresh and modern. d. Be respectful We acknowledge and respect local cultures. We want to be a part of local communities wherever we operate. We want to help customers with their specific needs in a way that suits way of their life best. Corporate governance of Grameenphone In the fast-paced and versatile world of telecommunications, vibrant and dynamic Corporate Governance practices are essential ingredient to success. Grameenphone believes in continued nurturing and improvement of corporate governance. This in turn has led the Company to commit considerable resources and implement internationally accepted Corporate Standards in its day-today operations. Being a public limited company, the Board of Directors of Grameenphone has a pivotal role to play in meeting stakeholders interests. The Board of Directors and the Management Team of Grameenphone are committed to maintaining effective Corporate Governance through a culture of accountability, transparency, well-understood policies and procedures. The Board of Directors and the Management Team also endeavour to maintain compliance of all laws of Bangladesh and all internally documented regulations, policies and procedures. Board Organization & Structure Grameenphone is a transparent company and maintains highest level of integrity and accountability practiced on a global standard. Role of the Board The Directors of the Board are appointed by the Shareholders at the Annual General Meeting (AGM) and are accountable to the Shareholders. The Board is responsible for guiding the Company towards accomplishment of the goals set by the Shareholders. The Board also ensures that Grameenphone Policies & Procedures and Codes of Conduct are implemented and maintained; and the Company adheres to generally accepted principles for good governance and effective control of Company activities. Management Team The Management Team is the Executive Committee of Grameenphone managing the affairs of the Company. The Management Team consists of the CEO and other key Managers across the Company. The CEO is the leader of the team. Management Team endeavours to achieve the strategic goals & mission of the Company set by the Board of Directors. The Management Team meets on a weekly basis to monitor the business performance of the Company. Internal Control Corporate Governance is on its strong foot in GP supported by sound internal control system in pursuance of Sarbanes Oxley Act. The partnership efforts of the Board of Directors, Management

and Employees of the Company have made the company SOX successful since 2006. SOX guidance is a continuous process of achieving the objective of being good to great by ensuring: Better quality and output from defined significant business processes having financial impact Job done right at the first time Good, consistent processes System in place than person in place Trust towards the capital market Tangible benefit from strong ICFR efforts Less error in financial reporting

The Key forces of organizational behavior of Grameenphone As an organization, Grameenphone have goals and forces consists of people, structure technology and environment which build up the key forces of organizational behavior of Grameenphone. Forces A complex set of forces affects the nature of organizations today. A wide issues and trends in those forces can be classified into four areas people, structure, technology and the environment. When people work together in an organization to accomplish an objective, some kind of structure of formal relationship is required. People also use technology to help get the job done, so people, structure and technology interact. i. People People or employees make the internal social system of the Grameenphone. That system is consisting of individual and groups, large group as well as small ones. There are unofficial informal groups and more official formal ones. Groups are dynamic. They form change and disband. Employees are the living, thinking, feelings beings who work in the organization to achieve their objectives. ii. Structure Structure defines the formal relationship in Grameenphone and use of people in organization. Different jobs are required to accomplish all of organizational activities. There are managers and employees, accountants and assemblers. This people have to be related in some structural way so that their work can be effectively coordinated. iii. Technology Technology provides the resources with which people work and affects the task that they perform. They cannot accomplish much with their bare hands, so they construct buildings, design, machine, create work process and assemble resources. The technology used as significant influences on working relationship. iv. Environment All organization operates within an internal and external environment. A single organization does not exist alone. It is part of a larger system that contains many other elements, such as government, the family and other organizations.

The Nature of People With regards to people there is six basic components, they are i. Individual differences People have much in common, but each person in the world is individually different. The idea of individual differences supported by science. Each person is different from all others in million ways. Just as each persons DNA profile is different as far as we know. ii. Perception People look at the world and see things differently, even when presented with same object. Two people may view it in two different way. Their view their objective environment is filtered by perception which is the unique way in which each person sees, organize and interpret things. iii. A whole person Some organization may wish they could employ only a persons skill or brain. The actually employ a whole person, rather than certain characteristic. Different human traits maybe studied separately, but in the final analysis they all are part of one system making up a hole person.

iv. Motivated behavior From psychology we learned that normal behavior has certain causes. This may relate to a persons needs or the consequences that result from acts. In the case of needs people are motivated not by what we think they ought to have but by what they themselves want.

i. Desire for involvement May employees today are actively seeking opportunities at work to become involved in relevant decisions. Thereby contributing their talents and ideas to the organization success. They hunger of the chance to share what they know and to learn from to learn from their experiences. ii. Value of the person People deserve to be treated differently from the other factors of production because they are of a higher order in the universe because of the distinction they want to be treated with caring, respect, and dignity, increasingly they demand such treatment from their employees. The nature of the organization Nature of Organization With regard to organizations there are three components. They are i. Social system From sociology we learn that organizations are social systems consequently activities there in are governed by social laws as well as psychology laws. Just as people have psychological needs they also have social roles and status. Their behavior is influenced by their groups as well as by their individual drives. In fact two types of social system exist side by side in organization. One is the formal social system and other is the informal social system. the existence of social system implies that the organization environment is one of dynamic change rather than a static set of relations as pictured on an organizational charts.

ii. Mutual interest Organizations need people, people need organizations. Organizations have human purpose. They are formed and maintained on the basis of some mutuality of interest among their participants. Managers need employees to help them reach organizational objectives; people need organizations to help them reach individual objectives. iii. Ethics In order to attract and retain valuable employee in an era in which good workers are constantly recruited away, organization must treat employees in an ethical fashion. Limitation of Organizational behavior Organizational behavior have some obstacles, those are i. Behavioral bias people who lack system understanding and become superficially infatuated with ob may develop behavioral bias, which gives them a narrow viewpoint that emphasizes satisfying employees experiences while overlooking the broader system of the organization in relation to all publics. ii. The law of diminishing returns Overemphasis on an organizational behavior practice may produce negatives results as in dilated by the law of diminishing returns. It is limiting factor in organizational behaviors the same way that it is in economic. In economic the law of diminishing returns refers to a declining amount of extra outputs went more of a desirable input is added to an economic situation. iii.
Unethical manipulation of people

A significant concern about organizational behavior is that its knowledge and techniques can be used to manipulate people unethically as well as to help them develop their potential. People who lack respect for the basic dignity of the human being could learn organizational behavior ideas and use them for selfish ends. They could use what they know about motivation or communication in the manipulation of people without regard for human welfare. People who lack ethical values could use people in unethical