Department Of Management Information Systems

TRAM PAPER ON
BASIC MANAGEMENT FUNCTIONS
OF
ROBI AXIATA LIMITED

Course Name: PRINCIPLES OF MANAGEMENT

Course No: EMIS 502

Submitted to
Dr. MD. Moqbul Hossain
Professor,
Department of Management Information Systems
University of Dhaka

Submitted by
Regoan Ahamed Shakil
ID : 6194134012
Department of Management Information Systems
University of Dhaka
THE MANAGEMENT PROCESS OF ROBI GSM
BANGLADESH LTD

Reason for preparing this report

The main reason behind preparing this report is to get the authentic idea about the roles and
responsibilities of the manager of the organization and going to improve the value of our
knowledge regarding the manager’s performances and having a personal experience by visiting
the organization. It really helped us to have good practical contact with the organization. The
main purpose of this report is to determine what is different and similarity of manager’s roles and
responsibilities between theory and practice.

Methodology

It is a project of managerial hierarchy and their roles and their responsibility. In order to
accomplish the objectives, data have been collected from the ROBI GSM Bangladesh Ltd., from
the different managerial experience.

The sources of prepare this report is consolidations of major and important information. Apart
this we can use the different articles from books, journal, magazine and some website. Our
visiting organization also us to collect specific data and information

Scope and limitations

I faced some problems at the time of preparing this report such as time constraints and some
other realistic problem. In addition, the data are given by ROBI GSM Bangladesh was not
enough to complete this project. They did not provide some of their issues that I am looking for.
This total project is based on primary and secondary data and at the same time all the resources
are reliable. So I collected the information from sources like background, ROBI GSM Service
providers etc.

Objective of this report

Objectives give a true essence of purpose and direction. I set my goals and plan in such a way
that I can achieve my goal and to reach my destination I some specific objectives that helped us
to complement our project in due time.
Specific objectives

i. To identify the roles and responsibilities of managers.

ii. What are the roles and responsibilities of different levels of Managers in practical life as well
as how much they are implementing in an organization.

iii. Difference between theoretical and practical concept.

iv. To identify the organ gram of the organization.

v. To be known about the managerial performance.

vi. To get the real picture of corporate organization.

By completing this project we will learn

# Learn how to attain more experience in different levels organization hierarchy.

# Learn how to make a manager’s roles and responsibilities at different level of organization
hierarchy.

# Learn how to overcome from difficulties of an organization hierarchy.

Definition of Management

According to Mary Parker Follet —

“Management has been called the art of getting things done through others.”

In this definition the emphasis’s given on “getting things done” — achieving the goals of the
organization. In every organization managers make some arrangement of activities that would be
carried by the subordinates. Manager’s main duty has to have work performed somehow by his
subordinates.

But this is not fully appropriate. As managers must perform something, some jobs to activate
others-that’s why the above definition is not current.
Management Process

Process means doing something in a systematic way. Management is called a process because all
managers regardless of their status, position and Management is called organization have to
engage in some inter related activities which are to be carried out in a systematic way.

A model has been developed to describe management process showing the major functions of
management, such as—

1. Planning

2. Organizing

3. Leading

4. Controlling

1. Planning: Planning is the process of establishing goals and objectives of the organization and
setting up the courses of actions to achieve these goals and objectives. In the first step of
planning goals and objectives are established for the entire organization. Then goals and
objectives are established for each department or unit of the organization. Then courses of
actions and procedures and programs and establish to achieve these goals and objectives.

Planning is done by all level managers but top level managers make the plan for entire
organization, for a large period of time and involving large amount of budgets. But middle level
managers and lower level managers make the plans for their own departments or branch
relatively for shorter period of time and involving small budget.

2. Organizing: Organization is a process of arranging and allocating the works, authority and

resources among the organizational members so that they can do their jobs to achieve the goals
and objective of the organization.

After establishing the goals and objectives and programs and procedures for achieving these
goals and objectives, managers must design an organization structure and staff the organization
that is able to carry out these procedures and organization.

Different goals and objectives require different organizational structures. Therefore organization
structure must match the goals and objective and resources of the organization.
3. Leading: After designing the organization and staffing it that is recruiting and selecting,
training, placing of the employees on their respective jobs, managers must guide and lead these
employees toward the achievement of the organizational goals and objectives. The leading
functions involved directing, motivating, influencing and actuating the employees to do their
jobs more effectively, efficiently and enthusiastically.

4. Controlling: controlling is the process of ensuring that actual performance of the

Organization members match the standard of performance. The controlling function involves the
following 4 steps —

a. Establishing the standard of performance.

b. Measuring the actual performance with the standard of performance and comparing it with
standards of performance.

c. Detecting deviation between the actual performance and standards of performance *if any*.

d. Taking corrective actions if deviation are detecting.

Management process does not involve 4 separate or 4 loosely related functions. It involves 4
interrelate or interactive functions.

A standard of performance is a means of controlling. But setting standards is an important

activity of planning and an important part of organization and leading similarly, taking corrective
action is a step of controlling. But it something require change in original plan.
Managerial Responsibility

Managerial responsibilities can be discussed under the following attributes —-

1. Managers work with and through other people.

2. Managers are responsible and accountable.

3. Managers balance competing goals and set priorities.

4. Managers must think analytical and conceptually.

5. Managers are mediator.

6. Managers are politicians.

7. Managers are diplomats.

8. Managers are symbols.

9. Managers make difficult decision.

1. Manager’s work with and through other people: Managers must work with anyone at any
level within and outside of the organization who can help the achievement of the organization
goals.

2. Managers are responsibilities and accountable: Managers are in charge of evaluating that

the task of the organization is carried out successfully. Managers are responsibilities for the
action of their subordinates. All employees of the organization are responsible for their own job.
But manager are responsible for their own jobs and also for the jobs of their subordinates.

3. Managers balance competing goals and set priorities: A managers has to perform a number
of activities, achieve a number of goals, solve a number of problems, decide on a number of
issues, etc. Involving the resources of the organization and time, energy and efforts of
themselves which are limited therefore managers must make a priority list of these activities,
goals, PROBLEMS AND DECISIPNS, ETC. Assigning their resources, time energy and efforts
for the maximum utilization.
4. Managers must thing analytically and conceptually: When a manager faces a problem, he
should divide the problem into a number of components. Then he should collect data about their
components and analysis these data to produce a solution to the problem.

5. Managers are mediator: When there are disputes and conflicts among the employees of the
organization, manager must act as effective mediators to resolve these disputes and conflicts.

6. Managers are politicians: A manager must build relation with other managers with the
organization. A manager must use persuasion and compromise to promote and achieve his
programs and goals as politicians do to move their political program forwardly. This is done to
gain the supports and co-operation from other people and other departments of the organization.

7. Managers are diplomats: Managers must deal with the outside like customers, dealers,
distributors, supplier etc. In dealing with there people managers must be diplomatic and tactful in
promoting and protecting the interest of the company.

8. Managers are symbols: Managers must be the symbol of success and discipline of the
organization both to the internal people and outdoors.

9. Managers make difficult decisions: When a manager faces crucial problem, he should come
up immediately with a feasible to the problem. He should follow through on their solution or
decision for the welfare of the organization even if there is chance of becoming unpopular by
doing this.

Levels of Managers

a. First line or first level managers

b. Middle managers of mid-level managers

c. Top managers or top-level managers

Top Level Managers

Middle Level Managers

First line Managers

a. First line or first level managers: The lowest levels of managers who are Responsible for the
activities of others in the organization are called first line or first level manager.

They supervise and control the operating people (work of the company). They cannot supervise
and control the managers of the organization. Like — foreman, Production supervisor.

b. Middle managers of mid-level managers: The managers who are occupying the mid-range
in the organization hierarchy are called the middle manager of mid-level managers.

These managers may include more than one level. This manager, Directs supervises and controls
the managers.

c. Top managers or top-level managers: The managers who are responsible for overall
management of an organization are called top managers or top level managers. They formulate
the operating politics of the organization. They make the organizational strategies and they guide
the organization interactions with its Environment. Example-may is managing director or board
of directors.

TIME SPENT CARRYING MANAGEMENT FUNCTION

Top level: The major duties of top level managers are they have to pay much more in carrying
out management function. They spend more time to set planning, organizing, and controlling
rather than mid-level, and lower level managers. On the other hand they spend less time in
leading.

Mid-level: Mid-level managers spend medium time in carrying out each and every faction of
management. So, they require spending their time in such a way that, their spending would not
be more than top level managers would as well as not less than lower level managers.

First-level: First level managers spend their time in leading. But they have a contribution in
planning, organization, and controlling but it is less than top or mid level managers.
According to activities of the organization managers are classified into 2 classes –

a. Function managers

B. General Managers

a. Functional managers: Managers who are responsible for only one particular/specific function
of the organization are called functional manager. Like

· Production manager — responsible for production

· Finance manager — responsible for finance

B. General Managers: Managers who are responsible for various activities of the organization
*particular department, particular unit, and particular branch* are called General Manager.

Managerial Skills

1. Technical skills: Knowledge/ability to use a process, technique, procedure or any specialized

activities.

2. Human skills: knowledge and ability to work with other effectively to understand other
people, to motivate other people both has individuals and groups. Believes, attitudes, values,
feelings inhale from family, society, and groups in the work place, philosophical goals of the
organization nature in which he lives.

3. Conceptual skills: It is the ability to co-ordinate and integrates the various interact of the
organization. All level managers of the organization must require all types of skill, but the degree
or extent of these requirement vary with levels of manager.

Levels Skills Relationship

First Technical More important

level

Mid- Human Human skills are important for all

level managers

Top level Conceptua More important

l
Figure: Skills and Management Levels

Managerial Role:

Henry Mint berg, he conducted a research study on the managerial role. He identified 10
managerial roles on the basis of the finding of research. These 10 managerial roles are classified
into 3 classes —-

1. Interpersonal Role: a. Figurehead

b. Leader

c. Liaison

2. Informational Role: a. Monitor

b. Disseminator

c. Spokesperson

3. Decision making Role: a. Entrepreneur

b. Distribution handler

c. Resource allocator

d. Negotiator
Table-1. Adapted from h. Mint berg, the Nature of Managerial Work, Harper and Row,
1973

Interpersonal roles

*Figurehead To attend ceremonies and represent the organization.

*Leader To motivate subordinates.

*liaison To develop and maintain contracts with outsides to gain benefits for the
organization.

Informational roles

*Monitor Top seek information of relevance to the organization.

*Disseminator To transmit to insiders information relevant to the work unit.

*Spokesperson To transmit to outsiders information relevant to the organization.

Decisional roles

*Entrepreneur To seek problems and opportunities and take action in respect of them.

*Disturbance To resolve conflicts among personsWithin the organization.

handler

*Resource allocator To make choice allocating resources to various uses within the organization.

*Negotiator To conduct formal negotiations with third parties, such as unions officials.

1. Interpersonal Role: Management sometimes has to perform some routine duties of social

nature. These are called interpersonal role –

a. Figurehead: As a figurehead, managers has to perform certain ceremonial duties in the

organization such as greeting the visitors, inviting the clients to a lunch or dinner, attending the
wedding ceremony of sons or daughter of the bosses or subordinates, attending the social
function of the community in which the organization is located.
b. Leader: As a leader, a manager has to lead guide the people toward the achievement of the
organizational goals. Role of a includes

*Recruitment and selection

*Training and development

*Placement

*Direction

*Motivation

*Actualization of the people to do their job more effectively and efficiently.

c. Liaison: as a liaison, managers has to deal with people within the organization such as;
superiors, subordinates, press, trade union leader, collective bargaining agents *CBA* of the
organization, etc.

As a liaison a manager also has to deal with the people outside of the organization; such as
customers, dealers, suppliers, government organization and mass media.

2. Information Role: Managers receive information etc. from their superiors for downward
transmission to their subordinates. They also receive information etc. from the subordinates for
upward transmission to their superiors. This receiving and communicating information are called
information role.

a. Monitor: As manager always looks for or information both within and outside of the
organization and collect these information through his network.

b. Disseminator: As a disseminator a manager distributes necessary information to their

subordinates where they are needed and when they are needed.

c. Spokesman: As a spokesperson manager has to transmit the necessary information to other

departments of the organization, to their superiors and also to the people outside of the
organization.
3. Decision making Role: Managers have to establish some guideline for the performing the
activities of the organization. This role is known as decision- making role.

a. Entrepreneur: As an entrepreneur manager try to improve and develop their own

departments, units, branches or the entire organization. When the managers receive or generate
new business ideas or new product ideas they try to materialize these ideas into the reality.

b. Disturbance handlers: As disturbance handler, handler, manager resolves the disputes and
conflicts the managers and managers.

c. Resource allocator: As are sources allocator, manager decides how, how much and to whom
different resources of the organization are to be allocated.

d. Negotiators: As a negotiator, manager has to bargaining or negotiates the terms and

conditions of agreements with the people within the organization and also outside of the
organization.

Measuring the performance of the managers

Peter Dracker: He suggested that managerial performance can be measured in term two
concepts —

1. Efficiency

2. Effectiveness

1. Efficiency: According to peter Drucker, efficiency means – doing the things. It is the ability
of the managers to perform their jobs correctly or properly.

2. Effectiveness: On the other hand effectiveness means – the right things. It is the ability of the
manager to choose the right jobs for doing.
ABOUT COMPANY

Mission:

ROBI is the dynamic and leading end-to-end countrywide GSM mobile communication solutions
of TM International *Bangladesh* Limited. It is a joint venture company between Telecom
Malaysia Berhad and A.K Khan and Co. Limited which was established in the year 1996 and
services launched in 1997 under the braNd name ROBI.

Vision:

ROBI is proud to be associated as part if the Telecom Malaysia Group*TM*, which is strong
financially, and internationally renowned for its successful ventures like MTN, the market leader
the telecommunication industry in Sri Lanka. It has a global presence in 11 countries with staff
strength of 30,000 Group wide. TM has recently made a couple of major acquisitions in India
and Indonesia in the effort to stamp its presence internationally

Goal:

Since the commencement of its operation, ROBI has been a force to be reckoned with in the
telecommunication industry of Bangladesh, being one of the fastest growing mobile
communication companies offering comprehensive GSM mobile solutions to more than two
million subscribers. Today, ROBI boast the widest International Roaming service in the market
connection 315 operator to connect Tetulia and Teknaf, the northern and southern most points of
Bangladesh. ROBI was also the first to provide seamless coverage along the Dhaka-Chittagong
highway. With a network covering all 61 *allowable* districts of Bangladesh, coupled with the
first Intelligent Network *IN* Prepaid Platform in the country, ROBI is geared to provide a wide
range of products and services to customers all over Bangladesh.

Objectives:

Today, ROBI is recognized as a leading brand in Bangladesh and this is driven by our persistent
pursuit of quality and technology, putting it clearly ahead of the rest. The future with ROBI is
promised to be exciting as we strive to employ the best resources and latest technology in
offering many more innovative and exciting products and services.
Corporate Information:

Name of Company: ROBI GSM Bangladesh Ltd.

Year of Established: 1997

Web Site: www.celcom.com.my

Extra Facilities:

 Same mobile number for roaming in all partner network abroad

 Global network with over 315 operators across more than 170 countries
in six continents
 No additional monthly free availing airs
 Sending and receiving SMS to and from ROBI
 Itemized bill without additional charge
 Golden call
 Easy load, the easiest way to recharge.

MANAGEMENT KEY PERSONAL

The Management/Chairman: Mr. Salahuddin Kasem Khan

Managing Director/CEO: Mr. Wasir BIN Baharam

Chief Operation Officer: Mr. Vijay Watson

Chief Financial Officer: Mr. S. Rajaduray

Sales Executive: Mr. Moniruzzaman Ahmed

: Mr. Rakib-ul-Hasan

: Mr. RAhat Faisal

Office Management:

Board of Director

Top level

Mid-Level

First Line Level

Diagram Analysis

*Board of Director is a chairman of ROBI GSM Bangladesh Ltd. He is in the height position of
the organization.

*Top level managers are consisting of MD. Their position is downgraded from the board of
Director, and upgraded from the middle level managers.

*Mid-level managers are consisting of Chief Operation Officer *COO* chief Financial Officer
*CFO*. Their position is downgrad3ed from the top level, as well as board of director, and
upgraded from the first line level managers.

*First line managers are consisting of accounting manager, finance manager, credit control, HR,
Marketing, Customer Care, IT and Technical. Their position is downgraded from the Board of
director, top level, as well as mid-level managers, but upgraded from the BOD, Top level, as
well as mid-level managers, but upgraded from the operative’s levels.
Roles of Managers

We found in ROBI GSM Bangladesh Ltd. They are maintaining these roles which are listed
down below.

Leader:

Responsibilities for the motivation deactivation of subordinates; he is responsibilities for

staffing, training and associated duties.

Liaison:

Acknowledging mail; doing external board work; performing other activities that involve
outsiders.

Monitor:

Seeks and receives wide variety of special information to develop through understanding of
organization and environment; emerges as never center of internal and external information
about the organization.

Spokesperson:

Transmits information to outsiders on organization’s plans, politics, actions, results, are. Serves
as expert on organization’s industry.

Information roles:

All mangers, to some degree fulfill information roles, receiving and collecting information from
organization and institutions outside their own.

Decisional roles:

Disturbance handler managers take corrective action in response to previously unforeseen

problems.
Responsibilities of managers at different level of ROBI GSM Bangladesh Ltd.

Board of Director:

The major duties of b board of director of Robi GSM of Bangladesh Ltd. Is that, he spends his
time in decision making as well as planning in carrying out organizational goals. Actually he is a
decision-maker.

Top Level:

The major duties of top level managers of Robi GSM Bangladesh Ltd. are spending more time to
set planning, organizing, and controlling rather than mid-level, lower level managers. But they
are also spending their time in leading but it is less than first line or mid-level managers.

Mid-level:

The mid-level managers of Robi GSM Bangladesh Ltd. are spending their time in carrying out
organizational goals in planning, organizing, and controlling as well as leading. But in leading
functions their contribution is less than planning, organizing or controlling.

First line level:

First level managers are spending their time in leading. But they have a contribution in planning,
organizing, and controlling but it is less than top or mid-level managers.

Distribution of per functions by organizational levels

Phase-2Chart

Organizin Leadin Controllin Plannin 28 14 19 34

g g g g
30 13 19 34

In theoretical part I know that the top-Level managers pay contribution in planning 30 percent,
organizing 36 percent, leading 20 percent and controlling 14 percent. On the other hand, in
practical part Top-level managers pay contribution in planning 35 percent, organizing 33 percent,
leading 18 percent and controlling 14 percent.

Mid-Level managers part

In theoretical part I know that the Mid-Level managers pay contribution in planning 35 percent,
organizing 30 percent, leading 10 percent and controlling 25 percent. On the other hand, in
practical part mid- level managers pay contribution in planning 21 percent, organizing 37
percent, leading 32 percent and controlling 10 percent.
Comparison between theoretical part and practical part in time Spent in carrying out
organizational goals
First line-Level managers part
In theoretical part we can see that the First line-Level managers pay contribution in planning 15
percent, organizing 24 percent, leading 51 percent and controlling 10 percent. On the other hand,
in practical part First line-Level managers pay contribution in planning 17 percent, organizing 20
percent, leading 54 percent and controlling 9 percent.

SWOT analysis

SWOT analysis of other mobile operators in comparison to ROBI

SWOT analysis means strength, weakness, opportunities and threat.

Strength:

 Interconnection to BTTB
 Low overhead & network management cost
 Reduced airtime charges
 Introduction of pre-paid
 Profit from handset
 Stable network
 Loyal customers
 Better return on investment
 Low infrastructure cost
Weakness:

 Negative image
 Poor coverage
 Poor branding
 Poor distribution network
 Non availability of international roaming
 Shareholders constraints
 Chanel partners are not confident
 Lack of support from vendors financiers

Opportunities:

 Growth potential
 Increased distribution network
 Aggressive branding
 Expansion of new areas
 Potential connections
 New and attractive product and tariff plan
 Innovative use of new technology
 Availability of finance
 Offer attractive Vas

Threat:

 Robi’s network
 Robi’s get interconnection
 Robi’s distribution network
 Robi’s aggressive branding
 Robi’s financial strength
 New GSM operator
 Robi’s vas
 Robi’s control over market
 Economic downturn
 Regulatory constraints
 Growth of ISP’s
Problem identification

Their overall performance makes us to believe that they have a good future in the sector of
telecommunication. But they have some lacking which drive to back and reduce potential
performance in the expansion of market. First of all, networking coverage is not so speed in
comparison to another company. Its managing ability is

Not so efficient because it is failed to maintain the equilibrium level of demand and

Supply analysis .Bangla link, another mobile competitor company, launched after ROBI, held 30
lakes subscribers, which is more than ROBI’s subscribers. Another problem is that they can not
show their actual current balance. In addition to, Robi is not frequently using the concepts of
ideal prices, which is most important to hold existing subscribers and to bring new subscribers.

Some words of optimism

Some events in the recent years have positively affected the cellular industry such as the
formulation of Bangladesh telecommunication regulatory commission (BTRC), passing of the
telecom operator’s act, all operators, unity for more interconnection with BTTB, donors and
lenders pressures on government etc. Mobile operators have the opportunity for future growth by
targeting the major customers groups, SME, individuals, corporate and youths.

Conclusion

In every sphere of our daily life, we should need managerial skill to get success in life. Because
of this skills are necessary for our current life as well as our entire life. We couldn’t implement
our research paper because of some limitation and restrictions. While researching on this project
we found some differences between theoretical and practical part. This is why; we have prepared
this project to get the real picture of the roles and responsibilities of the manager of an
organization. This project helped us to gather lots of information about the internal working
system of an organization.

Management is the process of designing and maintaining and environment in which individuals,
working together in groups, efficiently accomplish selected aims….Here also management has
been called a process, but the process of maintaining the atmosphere in the organization. There
must be clear demarcation of authority and responsibility of superiors and subordinates. All these
are done to achieve the predetermined goals.
I also found that there is no single definition of management that can be accepted universally.
Different types of management thinker, writer or scientists have defined management according
to the nature of the organization. The organization ”ROBI” changing with the passage of time,
with the changing and development of technology, with the change of want and need of the
people, the definition of to vary may be appropriate the net future with the change of all these.

Al last, I have realized that if anyone wants to be a good manager he/she needs to have the goods
skill on management.

Recommendation

In my opinion, Robi GSM Bangladesh is doing their business well. Some parts they are closely
related with theoretical concept. Some managerial levels are doing extra duty more than
theoretical concept. So their business is performing well.

When I visited to Robi GSM Bangladesh Ltd. found some significant difference from lower level
to upper level. First of all, we found a huge difference between their salaries. For example, their
board of directors got Tk. 5, 00,000 but Managing Director got Tk. 2, 00,000. This proves that
there is a significant difference among employees of their organization.

Also, I found in the organization that they believe in flat organization. But their current
organization got bored span of management. For making their organization flat, they are
gradually decreasing their human recourse from the organization in order to maintain a good
relationship from top to bottom and to get best employees and to get the maximum output from
them.

According to their point of view, they want to be one of the market leaders within two years in a
sector of telecommunication. For achieving their goals, they are making strategies in that manner
that they can reach to their goals within short span of time.

Robi GSM Bangladesh Ltd. is the only organization in the sector of telecommunication which
provides GPRS service. For attracting customer they are taking different strategies day by day.

Their overall performance makes us to believe that they have a good future in the sector of
telecommunication. We wish the best for their growth.