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Organizational Behavior In Grameen Phone

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Letter of Transmission

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Dear Sir, With due respect it is our pleasure to present the term paper entitled While preparing the report we have tried our level best to focus closely on the topic and tried to collect most complete and up-dated information available. We believe that it will provide a clear scenario of introducing the OB practices in Grameen Phone LTD.. To prepare this term paper, we have given best effort to accumulate needed information. We will be available to answer any question for clarification. Thank you for your sincere support. Thank you, Sincerely Yours:

Table of content
Executive Summary ----------------------------------------------------------------------- 7 Chapter 1: Introduction--------------------------------------------------------------------8 1.1Problem Statement-------------------------------------------------------------8 1.2 Objectives---------------------------------------------------------------------9 1.3 Scope of the Study-----------------------------------------------------------9 1.4 Methodology------------------------------------------------------------------9

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1.4.1. Research Design-----------------------------------------------------------9 1.4.1.1. Sampling-----------------------------------------------------------------9 1.4.1.2 Data Instruments---------------------------------------------------------9 1.5 Limitation of the Study-----------------------------------------------------10 Chapter 2: Library Research 2.1 Motivating Process---------------------------------------------------------11 2.1.1 Advantages of Employee Motivation----------------------------------11 2.1.2 Disadvantages of Motivating Staff-------------------------------------11 2.2 Leadership--------------------------------------------------------------------11 2.2.1 Motivation and Leadership style----------------------------------------12 2.2.2 Leadership Styles----------------------------------------------------------12 2.2.2.1Authoritarian (autocratic) ----------------------------------------------13 2.2.2.2Participative (democratic) ----------------------------------------------13 2.2.2.3Delegative (free reign) --------------------------------------------------15 2.2.3 Forces------------------------------------------------------------------------15 2.2.3.1Positive and negative approaches---------------------------------------15 2.2.3.2Use of Consideration and Structure-------------------------------------15 2.2.3.2.1Consideration------------------------------------------------------------16 2.2.3.2.2Structure------------------------------------------------------------------16 2.3 Communication process------------------------------------------------------17 2.4 Decision Making--------------------------------------------------------------18 2.4.1 Decision Making Process--------------------------------------------------18 2.4.1.1Define the problem--------------------------------------------------------18 2.4.1.2Identify available alternative solution to the problem----------------19 2.4.1.3Evaluate the identified alternatives-------------------------------------20 2.4.1.4Make the decision---------------------------------------------------------20 2.4.1.5Implement the decision--------------------------------------------------21 2.4.1.6Evaluate the decision----------------------------------------------------21 2.5Employee Participation------------------------------------------------------22 2.6Conflict------------------------------------------------------------------------22 2.7Grievence Handling---------------------------------------------------------23 Chapter 3:

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3.1Over view of Grameen Phone Bangladesh------------------------------23 3.2Vision of Grameen Phone-------------------------------------------------23 3.3Mission of Grameen Phone-----------------------------------------------23 Chapter 4: Organizational structure of Grameen Phone limited--------------24 4.1TEcnical Division----------------------------------------------------------25 4.1.1 The Roll out division---------------------------------------------------26 4.1.2The operation Division-------------------------------------------------26 4.2Sales and Distribution Division of GP----------------------------------27 4.2.1Sales Department of GP------------------------------------------------28 4.2.2Distribution Channel of GP--------------------------------------------29 4.2.3Product and Market Planning of GP----------------------------------30 4.2.4Market Communication of GP----------------------------------------31 4.3Customer Management Division of GP--------------------------------32 4.4Administrative Division of GP------------------------------------------33 4.4.1Responsibilities of Administrative Division of GP-----------------34 4.5Human Resource Division of GP---------------------------------------35 4.5.1HR Management function---------------------------------------------36 4.5.2Human Resource Development of GP-------------------------------37 4.5.3Human Resource Information System of GP-----------------------38 4.6Finance Division of GP--------------------------------------------------39 4.7Information System of GP-----------------------------------------------39

4.8. Social Responsibility of GP----------------------------------------------41 4.9Leadership Style of GP-----------------------------------------------------54 4.9.1Leadership Expectation--------------------------------------------------55 4.9.2Leadership Development------------------------------------------------55 4.10Motivating employees of GP--------------------------------------------56 4.10.1Motivating Drivers-----------------------------------------------------57 4.10.1.1Empowerments-------------------------------------------------------58 4.10.1.1.1Compensation------------------------------------------------------59 4.10.1.1.2Environmental Factors--------------------------------------------59 4.10.1.1.3Cultre----------------------------------------------------------------59

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4.11Employees Participation in GP-----------------------------------------59 4.12Conflict in GP-------------------------------------------------------------61 4.13Grievence and Handling in GP-----------------------------------------62 Chapter 5: Conclusions and Recommendations---------------------------------64

Executive Summary:
Grameenphone Ltd. aims at providing reliable, widespread, convenient mobile and cost effective telephone services to the people in Bangladesh irrespective of where they live. In this report, we tried to describe various OB practices of GP. The communication. Process of Grameen phone is highly specialized. Everything is well managed. The decision making process of Grameen Phone is very commendable .Grameen Phone takes instance decision for such situation. The leadership style of

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On: Grameen phone is very much impressive. Advanced management and leadership development trainings are also arranged in cooperation with reputed international institutions; to prepare employees to take up challenging leadership roles and senior management positions within the organization.Grameenphone has defined its leadership expectations based on five intrinsic values of personal and professional conduct. The word Grameen means something to many people. Grameenphone is unique with its highly skilled and motivated team. For employees to act appropriately there is employee motivation which is a natural growth from and employee empowerment. The employees hired in Grameen Phone are empowered enough that they can make decisions of the given project or responsibility. A broad employees participation is noticed in Grameen phone like-employees of GP take parts in various community health program.The employees are very much sincere in their work. Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together, which may seems in Grameen phones grievance is a sign of an employees discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an organization. There are some grievances against Grameen Phone and Gp the grievances very deftly. Lastly we can say that, the overall activities of Grameen Phone are praise worthy.

Chapter 1: Introduction
Grameenphone is the leading telecom company in the country. This Report deals with the OB practices of this company.

1.1 Problem Statement:


Reviewing the present organizational structure of the Grameenphone company to understand its organizational level and functions.

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1.2 Objectives:
To describe the Organizational Behavior related topics which are regarding to Grameenphone: motivating employees, leadership style, communication process, decision making process, employee participation, conflict and grievance handling etc. To describe the division and function of Customer Management. Grameen phone. Identifying how can employees are motivated. To point out the leadership style of Grameen Phone. Identify how employee participates. Identify the grievances against Grameen Phone. .

To describe the communication process and decision making process of

1.3 Scope of the Study:


Grameenphone is the leading Mobile Company in Bangladesh. It has maximum number of information booth, customer care centers and Dealers or agents in Bangladesh. Our project work has been done inside the organization only about the divisional structures and functions within the Dhaka city.

1.4 Methodology:
The following methodological procedure has been followed to accomplish the objective of the project

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1.4.1 Research Design:


1.4.1.1 Sampling:
The sources of data or information I have used; are divided into two parts, they are: primary and secondary source. Primary data Secondary data

In the primary source, In the secondary source, data has been collected through the data has been collected different Grameenphone itself. textbooks and journals relating to the research. directly from and the Furthermore, company projects profile, related data, brochures, etc. has been collected from the Annual report of Grameenphone and also the web page relating Grameenphone.

1.4.1.2 Data Instruments:


The raw data is being collected from the organization personnel. Then, the universal report writing software MICROSOFT WORD has been used to process all necessary research writing, charts, graphs, & tables.

1.5 Limitations of the Study:


Grameen services have spread out into the whole country. The data are from only the Grameenphone center of Basundhara city.

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While interviewing someone, sometimes the answer varied depending on the background of the users and the interest he or she took in it.

Many of the respondents hesitate to disclose their actual income. The assignment could be done with greater effort if the time limit given was high.

Chapter 2: Library Research


2.1 Motivating Employees
The success of any business always depends on the motivated employees. From productivity and profitability to recruiting and retention, hardworking and happy employees lead to triumph. The Grameen phone has this type of motivated employee. Unfortunately, motivating people is far from an exact science. There's no secret formula, no set calculation, no work sheet to fill out. One employee may be motivated

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On: only by money. Another may appreciate personal recognition for a job well done. Still another may work harder if she has equity in the business.

2.1.1 Advantages of Employee Motivation


A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people:

Achieve goals; Gain a positive perspective; Create the power to change; Build self-esteem and capability, Manage their own development and help others with theirs.

2.1.2 Disadvantages of Motivating Staff


There are no real disadvantages to successfully motivating employees, but there are many barriers to overcome. Barriers may include unaware or absent managers, inadequate buildings, outdated equipment, and entrenched attitudes, for example:

"We don't get paid extra to work harder." "We've always done it this way." "Our bosses don't have a clue about what we do." "It doesn't say that in my job description." "I'm going to do as little as possible without getting fired."

2.2 Leadership
Leadership is one of the most salient aspects of the organizational context. However, defining leadership has been challenging. The following sections discuss several

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On: important aspects of leadership including a description of what leadership is and a description of several popular theories and styles of leadership. This page also dives into topics such as the role of emotions and vision, as well leadership effectiveness and performance. Finally, this page discusses leadership in different contexts, how it may differ from related concepts and some critiques that have been raised about leadership

2.2.1Motivation and Leadership Styles


Leadership style influence level of motivation. However, throughout a lifetime, mans motivation is influenced by changing ambitions and/or leadership style he works under or socializes with. Command-and-control leadership drains off ambition while worker responsibility increases ambition.

Leadership Style Motivation Type Limited super vision Worker with decisi on makin g respo nsibili Self motivated Team motivated

Motivation is Based on: Creativity

Personality Type Leader of ideas or people. Independent Achiever Thrives on change

Efficiency High

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ty

Goal motivated Reward motivated Recognition motivated Peer motivated

Opportunity Materialism Social status To be like others Status quo Dependency Resist change Low Personality type and efficiency depends on leader's skill and/or the work environment he's created.

Mixed styles

High level of super vision Command-andcontr ol

2.2.2 Leadership Styles


Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. The three major styles of leadership are:

Authoritarian or autocratic Participative or democratic Declarative or Free Reign

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2.2.2.1 Authoritarian (autocratic)


This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

2.2.2.2Participative (democratic)
This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; rather it is a sign of strength that your employees will respect.

2.2.2.3Delegative (free reign)


In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.

2.2.3 Forces
A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include: Forces that influence the style to be used included:

How much time is available? Are relationships based on respect and trust or on disrespect? Who has the information - you, your employees, or both? How well your employees are trained and how well you know the task.

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Internal conflicts. Stress levels. Type of task. Is it structured, unstructured, complicated, or simple? Laws or established procedures such as OSHA or training plans.

2.2.3.1 Positive and Negative Approaches There is a difference in ways leaders approach their employee. Positive leaders use rewards, such as education, independence, etc. to motivate employees. While negative employers emphasize penalties. While the negative approach has a place in a leader's repertoire of tools, it must be used carefully due to its high cost on the human spirit. Negative leaders act domineering and superior with people. They believe the only way to get things done is through penalties, such as loss of job, days off without pay, reprimand employees in front of others, etc. They believe their authority is increased by frightening everyone into higher lever of productivity. Yet what always happens when this approach is used wrongly is that morale falls; which of course leads to lower productivity.

2.2.3.2 Use of Consideration and Structure Two other approaches that leaders use are: 2.2.3.2.1Consideration (employee orientation) - Leaders are concerned about the human needs of their employees. They build teamwork, help employees with their problems, and provide psychological support. 2.2.3.2.2Structure (task orientation) - Leaders believe that they get results by consistently keeping people busy and urging them to produce.

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2.3 Communication process:


To set the stage for information and message flow through an organization, lets review the basic elements of the communication process. These elements include: someone to send the message (the encoder), some means for channeling it, someone to receive it (the decoder), and a feedback mechanism. A multiplicity of encoders, channels, decoders, and feedback mechanisms can be used. However, for the information in a message to be processed clearly, quickly, and with a minimum amount of degradation, management must establish clear, formal communication channels. Let's assume the message to be transmitted originates with the manager, or that he is serving as the agent for passing along a message from another source. Regardless of the source, the message passes through his (the sender's) filter before it reaches the intended recipient. The sender injects his attitudes and perceptions into the message; determines who should receive it; and the channels through which it should flow, i.e., upward, down-ward, laterally, or a combination of these. The attitudes and perceptions of the recipient, of course, influence the message translation, as well as the feedback he provides. Peter Ducker, noted exponent of good management practices, says:

"The manager has a specific tool: information. He doesn't "handle" people, but instead he motivates, guides, organizes people to do their own work. His tool - the only tool to do all this is the spoken or written word or the language of numbers. It does not matter whether the manager's job is engineering, accounting, or spelling.

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Th Co m n a e m u ic w h a Org n it in n a
To be effective, a manager must have the ability to listen and to read, and the ability to speak and to write. Managers need skill in getting their thinking across to other people." This describes quite adequately the manager's role in the communication process.

Sender (Encodes Message)


2.4Decision Making:
Decision making can be regarded as an outcome of mental processes (cognitive process) leading to the selection of a course of action among several alternatives.

Noise

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On: Every decision making process produces a final choice. The output can be an action or an opinion of choice.

2.4.1The Decision Making Process


We selected a six step decision making process that synthesized the decision making models used in existing training, not just ethics training. The model is descriptive of how people intuitively make decisions and makes the steps explicit.

The six steps of this natural, intuitive decision-making process are: 1: Define the problem 2: Identify available alternative solutions to the problem 3: Evaluate the identified alternatives 4: Make the decision 5: Implement the decision 6: Evaluate the decision

2.4.1.1Step 1: Define the problem


The most significant step in any decision making process is describing why a decision is called for and identifying the most desired outcome(s) of the decision making process.

One way of deciding if a problem exists is to couch the problem is terms of what one wanted or expected and the actual situation. In this way a problem is defined as the difference between expected and/or desired outcomes and actual outcomes.This careful attention to definition in terms of outcomes allows one to clearly state the problem. This is a critical consideration because how one defines a problem

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On: determines how one defines causes and where one searches for solutions.The limiting aspect of the problem definition step is not widely appreciated. Consider this example. Your company owns an old, downtown office building. Tenants are complaining that their employees are getting angry and frustrated because there is always a long delay getting an elevator to the lobby at rush hour.You are asked for a reaction on how to solve this problem. As with most problem situations there are several ways to define the situation and several solutions that suggest themselves.This scenario has been presented to over 200 groups in a training environment. The most common alternatives these groups offered were: Flexible hours- so all the tenants' employees wouldn't be at the elevators at the same time. Faster elevators - so each elevator could carry more people in a given time period. Bigger elevators - so each elevator could carry more people per trip. Elevator banks- so each elevator would only stop on certain floors, increasing efficiency. Better elevator controls - so each eltor would be used more efficiently. More elevators - so that overall carrying capacity could be increased. Improved elevator maintenance - so each elevator would be more efficient. Encourage employees to use the stairs - so fewer people would use the elevators. If you examine each alternative you will see that several different definitions of the problem must have existed. If the solution is "flexible hours" the problem must have been defined as, "Too many people getting off work at a given time." No other problem makes sense for that solution.

"Faster elevators" comes from, "The elevators are too slow." "Bigger elevators" comes from, "The elevators are not carrying enough people." "More elevators" comes from, "Too few elevators."

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On: The real life decision makers defined the problem as "people coming about having to wait". Their solution was to make the wait less frustrating by piping music into the elevator lobbies. The complaints stopped. There is no way that the eventual solution could have been reached if, for example, the problem had been defined as "too few elevators". As you can see, how you define the problem determines where you go to look for alternatives/solutions, so define the problem carefully.

2.4.1.2 Step 2: Identify available alternative solutions to the problem


The key to this step is to not limit yourself to obvious alternatives or what has worked in the past but to be open to new and better alternatives. How many alternatives should you identify? Ideally, all of them. Realistically, we teach that the decision maker should consider more than five in most cases, more than three at the barest minimum. This gets away from the trap of seeing "both sides of the situation" and limiting one's alternatives to two opposing choices; either this or that.

2.4.1.3 Step 3: Evaluate the identified alternatives


As you evaluate each alternative, you should be looking at the likely positive and negative cones for each. It is unusual to find one alternative that would completely resolve the problem and is heads and shoulders better than all others. Differences in the "value" of respective alternatives are typically small, relative and a function of the decision maker's personal perceptions, biases and predispositions. As you consider positive and negative cones you must be careful to differentiate between what you know for a fact and what you believe might be the case.The decision maker will only have all the facts in trivial cases. People always supplement what facts they have with assumptions and beliefs.This distinction between fact-based evaluation and non-fact -based evaluation is included to assist the decision maker in

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On: developing a "confidence score" for each alternative. The decision maker needs to determine not just what results each alternative could yield, but how probable it is that those results will be realized. The more the evaluation is fact-based, the more confident he/she can be that the expected outcome will occur.

2.4.1.4 Step 4: Make the decision


When acting alone this is the natural next step after selecting the best alternative. When the decision maker is working in a team environment, this is where a proposal is made to the team, complete with a clear definition of the problem, a clear list of the alternatives that were considered and a clear rationale for the proposed solution.

2.4.1.5 Step 5: Implement the decision


While this might seem obvious, it is necessary to make the point that deciding on the best alternative is not the same as doing something. The action itself is the first real, tangible step in changing the situation. It is not enough to think about it or talk about it or even decide to do it. A decision only counts when it is implemented. As Lou Gerstner (CEO of IBM) said, "There are no more prizes for predicting rain. There are only prizes for building arks."

2.4.1.6 Step 6: Evaluate the decision


Every decision is intended to fix a problem. The final test of any decision is whether or not the problem was fixed. Did it go away? Did it change appreciably? Is it better now, or worse, or the same? What new problems did the solution create?

2.5 Employee Participation


Employee participation is the process whereby employees are involved in decision making processes, rather than simply acting on orders. Employee participation is part of a process of empowerment in the workplace. Empowerment involves

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On: decentralizing power within the organization to individual decision makers further down the line. Team working is a key part of the empowerment process. Team members are encouraged to make decisions for themselves in line with guidelines and frameworks established in self managing teams. Employee participation is in part a response to the quality movement within organizations. Individual employees are encouraged to take responsibility for quality in terms of carrying out activities, which meet the requirements of their Customers. The internal customer is someone within the organization that receives the 'product of service' provided by their 'supplier' within the organization. External customers are buyers and users outside of the organization. Employee participation is also part of the move towards human resource development in modern organizations. Employees are trusted to make decisions for themselves and the organization.

2.6 Conflict
Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals between competing needs and demands to which individuals respond in different ways.

2.7 Grievance Handling


A grievance is a sign of an employees discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an organization. An employee or a trade union protests against an act or policy of the management that they consider as violating employees rights.

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On: One of the effective ways of minimizing and eliminating the source of an employees grievance is by having an open door policy. An open door policy facilitates upward communication in the organization where employees can walk into a superiors cabin at any time and express their grievances. The National Commission on Labor suggested a Model Grievance Procedure, which lays down the sequence of steps to be taken whenever a grievance is expressed.

Chapter 3
3.1 Over View of Grameen Phone Bangladesh
Grameen phone is the leading cellular telecommunication service provider in Bangladesh with more than 10 million subscribers as of November 2006. Grameenphone got cellular operation license in Bangladesh by the Ministry of Posts and Telecommunications and started its service on March 26, 1997. Less than 10 years of operation, it achieved the goal of 10 million subscribers. As of November, 2006, there are about 15 million telephone users in the country, of which, a little over one million are fixed-phone users and the rest mobile phone subscribers. Grameenphone is a joint venture enterprise of Telenor (62%), the largest telecommunications service provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom Corporation (38%), a non-profit sister concern of the internationally acclaimed micro-credit pioneer Grameen Bank. Over the years, Grameenphone has always been a pioneer in introducing new Products and services in the local market. GP was the first company to introduce GSM technology in Bangladesh when it launched its services in March 1997.The technological know-how and managerial expertise of Telenor has been instrumental in setting up such an international standard mobile phone operation in Bangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor has also helped to transfer this knowledge to the local employees over the years.

3.2 Vision of Grameen Phone:


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On: We exist to help our customers get the full benefits of communications services in their daily lives. We want to make it easy for customers to get what they want, when they want it.

3.3 Mission of Grameen Phone:


MAKE IT EASY
We are practical. Everything we produce should be very easy to understand and use. Because we never trying to make our customers lives easier.

BE INSPIRING
We are creative. We bring energy and imagination to our work. We want to be a partner in the development of our country. We are passionate about our business customer and our country.

KEEP PROMISES
Everything we set out to do should work. If it does not, we are there to put things right. We are about delivery, not over promising actions not words.

BE RESPECTFUL
We acknowledge and respect the local culture. We are respectful and professional in regard to all our interactions, both internally and externally. We are open, helpful and friendly.

Chapter 4 :
Organizational Structure of Grameenphone Limited
Recently management has brought a change in the organizational structure in view of need of time. As of the recent change, line function of the company comprises of the 3 different tasks. These are:

Build& Operate

Sell
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Care
Figure 1: Organizational Structure of grameenphone Limited Accordingly 3 main divisions were identified as the line organization part of the company. These are:

Technical Division Sales and Distribu tion Division

Customer Manageme nt Division

Figure 2: The Line Organization Part of Grameenphone Limited Leadership in Grameen Phone LTD

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G PO r g a n o g r a m & M a n a g e m e n t B o a r d o f D ir e c t o r s T r e a s u r y C o m m it t e e E r ik A a s M a n a g in g D ir e c t o r ( 1 2 4 2 ) O p e r a t io n a l C o m m it t e e

M D s S e c r e t a r ia t ( 1 )

S y e d Y a m in B a k h t G M In f o r m a t io n (2 ) A h m e d R a ih a n S h a m s i C o m p a n y S e c r e t a r y & G M In t e r n a l A u d it ( 7 ) N K A M o b in D ir e c t o r , P r o je c t s ( 1 ) S t e inv d a l a r s e n N -L D ir e c t o r In f o r m a t io n T e c h n o lo g y ( 9 4 ) M d . S h a f iq u l Is la m A c t in g C h ie f T e c h n (ic 1a 8l )O f f ic e r 4

R u b a b a D o w la M a t in A c tin g H e a d o f M a r k e t in g (5 7 ) In g v a ld L y c h e D ir e c t o r S a le s a n d D is tr ib u t io n ( 1 7 3 ) M d . A r i f A l Is la m A c t in g D ir e c t o r F in a n c e ( 9 4 ) K h a lid H a s a n D ir e c t o r R e g u la t o r y & C o r p o r a t e A f f a ir s ( 9 )

E m ad U l Am een D ir e c t o r H u m a n R e s o u r c e s (2 2 )

F r a n k F o d s ta d D e p u t y M a n a g in g D ir e c t o r ( 3 6 3 )

R e p re s e n ts M e m b e r o f M T

B i d y u t K u m a r BAa s u M Y a h y a E s p e n W i i g B j o r n H a r a l d B r o d M r s o an h ta b A Si h a r m i n i A b b aM id . S a i f u r R a h m a n M e M l s W a re n d o r p h H e a d o f S u p p l y CHh ea ai n o f A d m Hi n a d Loef g a l & K h a H e a d Voi fl la g e d e n H e a d o f C M D D i r e c to r F i b r e O (p1 t1i c H e a d o f R A & F M M( 9 )n a g e m e n t ( 2 7 ) (4 7 ) ) a C o m p l i a( n )c e 4 P h o n (e ) 6, (2 5 7 )

As of 30 M ar 2006

Figure 3: Organ gram of grameenphone

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4.1. Technical Division Technical division is split into two parts that are as followsName Roll -Out Division Operation Division Responsibility Responsible for building the network Responsible for operation and maintenance of the network

Organ gram of Technical Division


Acting CTO Technical Division 240+BR 140

Technical

DM Admin. Support

Process & Database Budget Control Training

GM Network Advancement

GM Planning

GM Implementation

Head of Network Operation

DGM Network Performance Reporting Benchmarking Customer index

Head of Technology Core Network Transport Network Radio Network Service Network Other New Tech

DM Support & Coordination

TBA Internal Support

Manager Implementation Control

Head of (Acting) Quality Assurance

TBA Office Support

DGM Site Acquisition

DGM Civil Works

DGM Rollout

DGM Project (Vacant)

AGM Network Operation Center

Head of Integrated Planning

Head of Service Planning

Head of (Act) Core Planning

Head of Radio Planning

ACE Transmission Planning Estate Acquisition

Head of (Acting) Service Network Site Design New Site Core Rollout Head of (Acting) Core Network Construction Dual Band Fiber Optic AGM Telecom Management Network Optimization AGM Field Operation

Budget/ Forecast

Pre-paid solutions

Circuit Switch

Radio Core

Access Transport

Network Integt.

Service Solutions

Packet Switch Radio Design Backbone

Legal

Civil Maintenance

New Technology

Project Mgt.

IP Estate Management Core Transport Power

Database (Config)

Optimization Signaling

Data: March 30, 2006


Permitting

Figure 4: Organ gram of Technical Division

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The Roll- Out division has two (2) sections, they are: Planning section & Implementation section. Responsibilities Planning section from Base Station to switch Responsible for mainly Base Station related planning Implementation section maintenance of Base station room, Antenna pipe, Power supply etc. Responsible for installation of Base Station Hardware. Responsible for BSC (Base Station Controller) and MSC Responsible for start-up and pilot (Mobile Switch Center) related planning. Responsible for timely supply of equipment. Responsible for negotiating with hose owner for building Base Station on the rooftop. Responsible for roaming agreement with other countries. operation of Base Station. Responsible for planning of data transmission equipment Responsible for construction &

4.1.2. The Operation division: RESPONSIBILITIES Responsible for operation and maintenance of Switch (MSC).

Responsible for operation and maintenance of Base Station. Responsible for overall management of the network. Responsible for fault detection of network. Responsible for operation and maintenance of the transmission equipment.

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Organ gram of Sales & Distribution Division

Sales &Distribution
Regional Coordinator Sales & Distribution Coordinator Sales & Distribution

Director Sales & Distribution Division

Controller Sales & Distribution

Central Operations

Head of Corporate Sales

Head of SME

Head of Trade Marketing & Distribution

Head of Logistics & Business Support

Head of Strategy and Developm ent

Central Corporate Sales

Central SME

Central Distribution

Central Trade Marketing

Central Operations

Central Operations

Regional Head Dhaka

C.S Dhaka

SME Dhaka

Dist. Dhaka

T.M Dhaka

Logistics Dhaka

Regional Head Chittagong

C.S Chittagong

SME Chittagong

Dist. Chittagong

T.M Chittagong

Logistics Chittagong

Regional Head Rajshahi

C.S Rajshahi

SME Rajshahi

Dist. Rajshahi

T.M Rajshahi

Logistics Rajshahi

Regional Head Khulna

C.S Khulna

SME Khulna

Dist. Khulna

T.M Khulna

Logistics Khulna

Regional Head Sylhet

C.S Sylhet

SME Sylhet

Dist. Sylhet

T.M Sylhet

Logistics Sylhet

Regional Head Barisal

C.S Barisal

SME Barisal

Dist. Barisal

T.M Barisal

Logistics Barisal

Data: Feb 14, 2006

Figure 5: Organ gram of Sales & Distribution Division

4.2.1. Sales Department of Grameenphone: As its name suggests this department involves in the selling procedure of GP and thus enjoys the responsibility of direct interface with the customers.

RESPONSIBILITIES

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MGT 251 On: Sales Department Market survey and collecting the feedback Participation in exhibition Participation in opening of dealers outlet Instant delivery Introducing & selling new packages Follow up with existing subscribers Building up relations with subscribers.

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4.2.2. Distribution Channel of Grameenphone: Info center provides spot solutions. Here subscribers can get subscription. Trained and friendly people are serving at Info Center from 8am-6pm. There is also Sales & Logistics Officer who is responsible for providing SIM (Subscribers Identification Module) cards and handsets to the subscribers and distribution of marketing items. There are also Sales & Logistics Officers who are responsible in dealing with Dealers at Dhaka, Chittagong, Khulna, Barisal, Sylhet & Rajshahi. There are Corporate Sales Officers who are ready to serve any corporate in Dhaka and Chittagong. 4.2.3. Product & Market Planning of Grameenphone: Product & Market Planning Department (P & MP) is a vital part of Grameenphone in terms of its importance and role. The central innovative department of Grameenphone is the P & MP department. This department facilitates communication between the different departments about existing and new products / packages of Grameenphone. P & MP also manages and co-ordinates information about different products. P & MP evaluate the possibilities and develop new products.

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On: P & PM is responsible for communication with different departments about existing products. P & MP gets feedback from Sales, Customer Relation and Market Communication departments regarding Customer needs and Market requirements. Feedback helps in redefining an existing product. New ideas are developed after evaluation of market demands. P & MP gives shape and form to berg ideas in the process of developing a new product. P & MP is responsible to co-ordinate with Operation & Maintenance, Information System and Billing departments to get solutions check the functionality of Product features and prices. Bundling and un-Bundling of services to create new packages can be a useful way of satisfying customer needs. P & MP facilitates launch of the products within Grameenphone. Training and support for a product to all departments within Grameenphone is also the responsibility of this department. P & MP develops the main marketing message for products working closely with marketing department. P & MP develops the main marketing message for products working closely with marketing department. P & MP will also support Sales and Customer Care department about new product launch.

4.2.4. Market Communication of grameenphone: Functions: The functions of marketing department are manifold. However the main function can be articulated as to develop product and promote. In order to accomplish this function, some steps have to follow. They are:

STEPS Need determination by market survey through secondary data. To develop product within GPs resources. Pricing of the product. To obtain necessary approval from the management Competitors activity analysis Concept building for promotional activities. It includes arranging out-

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door advertisement, hoarding, promotions of gift items like dairy, calendar etc.

Besides the above-mentioned functions, this department is also responsible for all kinds of publications of GP. It is the responsibility of the marketing department to design and publish monthly Newsletter of GP. In the above-mentioned way, marketing department plays an important role in the smooth functioning of GP.

C u s t o m e r M a n a g e m e n t D iv is io n (C M D ) - 7 81 B id y u t K u m a r B a s u C M D M an ag em en t 1 C M D : P ro c e s s Im p r o v e m e n t - 5 ( M u q it A h m e d ) C M D M an ag em en t 2 C M D : C o o r d in a t io n - 1 ( N a z r u l Is la m )

C M D : S e r v ic e Q u a lit y A s s u ra n c e - 7 ( R u h u l A m in ) C M D : P r o g r a m O f f ic e - 5 (M u sfe k A h m ed ) C M D : T e c h n o lo g y f o r C u s t o m e r E x p e r ie n c e - 6 ( Z ia d H a s a n )

C M D : H u m a n C a p it a l - 6 ( M o s t a f a J a m a l)

C M D : T r a in in g & C o m p e t e n c e D e v e lo p m e n t - 5 ( A s h ib u r ) C M D : B u d g e t & F o llo w u p - 3 ( K h o rs h e d )

242 r B u s in e s s S e m e n t - 3 5 M a g e m e n t e n r - ( 2M a ) a g e m e n t - 6 5 63n & 4.3.f oCustomergManagement Divisiona n(CMD)C oft egrameenphone:

CM t r C M D : C u s t o m e r M a n a g e m eDn:t C a ll M a n a g e m -e n t C e n CeM D : C u s t o m e r C M D : C r e d it & C o lle C tM Dn: C u s t o m e r R e t e n t io n c io w in b a c k - 2 3 C M D : G e n e r a l S e r v ic e s - 1 0 3 M ( M a h b u b u l K a b ir - A c t in g ( H eoasdt )a f a J a m a l - A c t in g H e P r o) m o d K a r m a k e r ) ( F e r d o u s A h m e d ) ( M u s f e k A h m e d - A c(tM ogr s h e d - A c t in g H e a d ) ( ad in H ead )

Organ gram of Customer Management Division

CMD: C M D : P o s t p a i M D : P r e p a C M D : D ju ic eC M D : IV R C M D : C r e d it C M D : Cd id CM D : B ad C M D : CMD: C M D : D e liv e r y C o m m u n ic a t u s t o m e r Ci C a ll C e n t e r -C1a4ll C e n t e r C a ll C e n t e r -e 3 0 b le d C a M a n a g e m e B t n k in g - 1C4 o lle c t io n - D e b t 7 na ll - 61 na & C o u r ie r o n - 1 1 D e m o g r a p h ic ( K a m a l) ( S m it a ) ( D ilr u b a ) C e n t e r - 4 - 1 6 ( M u h it ) ( F a r z a n a ) 2 2 ( R it u ) R e c o v e r y M an ag em en t M ( M u n n i) 1 3 ( S a d a k a t )( C h ir a n jib ) a n a g e m e n t6 - ( A n n e s h ) 8 6 (M o rs h e d ) All units will have Head 100% Deputy Head 80% (Shadow) CMD: C M D : C M D : Assistant Head 60% (Shadow) C M D : C o rp o ra tC M D : S M E e CMD: C M D : D hakC M D : a CMD: CMD: CMD: C M D : IR C u s t o m e r C u s to m er R e g io n - 1C h it t a g o n gS y lh e t K h u ln a B a r is a l R a js h a h i R e s e a r c h & C a ll in g T r a v e le r s t o 45 C u sto m e r M an ag em en t - 11 R M a n a g e m e n t -M 2a0n a g e m e n t - 4 2e ( S h u v r a )R e g io n - 4 1e g io n - R1e9g io n - R 5 g io n 7R e g io n - 2 6e c o m m e n d C tei n t e r2 3 R a c u s to m er ( M a h b u b u l K a( b ir ) h a t R a h m( Mna)h m u d u l H a s a n ) ( S h a h id ) ( J u b e r ) ( H im e l) ( F a r h a d ) ( H e la l) N is a o n (T B D ) ( Z a b id ) (T B D ) C C : W e lc o m e CMD: CMD: CMD: CMD: CMD: CMD: C a llin g C C S: CMC CMC CMC CMC CMC CMC CCS: C C S: A c t iv a t io n A c t iv a t io n A c t iv a t io n C C : M a in t e n a n c e CMD: CMD: CMD: CMD: CMD: CMD: C a llin g W IC W IC W IC W IC W IC W IC C C S: CCS: C C S: C C : R e t e n t io n C o lle c t io n C o ll e c t io n C o lle c t io n C a llin g CMD: CMD: CMD: CMD: CMD: CMD: GPSD GPSD GPSD GPSD GPSD GPSD CCS: CCS: CCS: R e la t io n s h i pR e la t io n s h i p R e la t io n s h ip M a n a g e m e n tM a n a g e m e n t M an ag em en t

Planning, Implement ation & follow up

C C S : C a ll C en ter

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C C S : C a ll C en ter

C C S : C a ll C en ter

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Figure 6: Organ gram of Customer Management Division

The Image center and the Corporate Customer service are making the bridge between the customers and company. Besides Sales division it is the only department who deals customers directly. Sales department procures the business and these two units keep the business with the company for long period. Once relationship is established Image center is doing the business with the subscribers. It works with the objective to meet all kinds of queries from customer and provide the optimum solutions. It works to ensure customers satisfaction and also to motivate the people in Grameenphone service.

Other Divisions / Departments

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MGT 251 On: 4.4. Administration Division of Grameenphone:

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The term Administration is associated with misconceptions and controversies. Especially in the context of Bangladesh, it represents a bureaucratic organizational set up with typical characteristics of red-tape-ism, centralization of power and authority, favoritism, nepotism and so on. Administration Division of Grameenphone is set up with a view to break out from the so-called conventional system of bureaucracy and strives to be different in all respects.

4.4.1. Responsibilities of Administration Division: Develop the leadership quality in such a manner that the organization can grow like a disciplined family. Reward for discipline, hard work and efficiency. Maintain a quality, conducive and enjoyable work environment. Maintain congenial and healthy interdepartmental relations to ensure uniformity in objectives. Work with an open system approach to ensure effective

communication flow: Administration Division believes in: Team sprit, not individualism. Co-operation, not isolation. Decentralization, not centralization. Harmony not discords. Organ gram of Administration Division Director Administration

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MGT 251 On: Manager Transport Manager Office

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Manager Security

Figure 7: Organ gram of Administration Division

4.5. Human Resources Department of Grameenphone: Human Resources (HR) Department, an important part of Administration Division plays very vital role in the total functioning of Grameenphone Employee recruitment, selection, transfer, promotion, training, performance appraisal - all these are conducted by HR division. The informal structure of HR according to its functions can be classified into three main categories they are: Human Resource Management (HRM) Human Resource Development (HRD) Human Resource management Information system (HR- MIS)

Organ gram of Human Resources Division

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H u m aR e s o u r c e s n

D ire c t o r H u m a n R e s o u rc e s D iv is io n
O ffi c e r , C o o r d i n a ti o n HR

AGM H R O p e r a ti o n s

DGM R e c r u i tm e n t & S e l e c ti o n

DGM H R D evelo p m en t

DGM H e a l th S a fe ty & E n viro n m en t

M an ag er E x p a tr i a te A ffa i r s an d T ravels

C SR

M an ag er H R O p e r a ti o n s

DM R & S

DM H R D evelo p m en t

D M (T B A ) H R O p e r a ti o n s DM R & S O ffi c e r H R O p e r a ti o n s O ffi c e r R & S O ffi c e r H R D evelo p m en t O ffi c e r R & S O ffi c e r H R D e ve lo p m e n t

O ffi c e r H SE

O ffi c e r T ravels

O ffi c e r H SE

DM H R O p e r a ti o n s

O ffi c e r H R O p e r a ti o n s

O ffi c e r H R O p e r a ti o n s

O ffi c e r R & S

D M (T B A ) ER

D a ta : D e c 0 1 , 2 0 0 5

Figure 8: Organ gram of Human Resources Division

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MGT 251 On: 4.5.1. HR Management functions:

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Manpower planning is an important function of HR management section. Two major activities in this function are: Planning and forecasting the organizations short-term and long-term human resource requirements. Analyzing the jobs in the organization and determining skills and abilities that are needed. Manpower planning is a lengthy process involving several steps. It starts from need assessment and ends with recruitment. At first, all the departments send their requirement to HRD for their respective divisions after employee need analysis. After obtaining necessary approval from the management, HRD sets target, and prepare recruitment planning. According to job specification HR goes for recruitment. Recruitment process is as followsRecruitment process Give advertisement in the daily newspapers Receive applications and file them Shortlist of the applicants Fix date and time of a preliminary interview Contact with the applicants and inform them about the interview over telephone or letter Fix further date and time for final interview if it is required and inform the interviewee accordingly To prepare appointment letter for the finally selected interviewee Give appointment to the person with a detail job description Immediately after the recruitment separate employee file is opened comprising all the relevant information of the particular employee. This personal file is prepared, maintained and updated by HRD. In fact one of the main responsibilities of HRD is updating of all the personal file of the employee.

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On: Performance appraisal is another main function of HR Management. Performance appraisal is any personnel decision that influences the status of the employee regarding his confirmation, increment, promotion, and transfer. GP performance appraisal takes place in two stages On completion of probation

On completion of one year of service.


Performance of an employee takes place by following some steps-

a) Job analysis b) Set up performance standard and c) Appraisal interview.


Leave management: Leave management is an important function of HRM. HR has opened a leave management database to obtain current leave status of all the employees of Grameenphone. It provides employees about their leave status when it is necessary. HR Management also deals with some personnel functions like show cause, termination, Dismissal, discharge, and resignation. It also issues circular as & when required, conduct department inquiry, and all other functions related to HR.

4.5.2. Human Resources Development of grameenphone: An organizations performance and resulting productivity are directly proportional to the quantity and quality of its human resources. While employee performance must be evaluated in economic terms of efficiency and effectiveness, it can be best achieved through recognizing and enhancing the human dignity of each employee. The quality of the human resources can be effectively increased through education, training, and personal development. Human Resources Development functions aim to increase the quality of the human resources especially through training.

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Grameenphone training involves the following steps Assessing training needs Selection of the participants Conduct training programs.

Different training programs of Grameenphone: Grameenphone provides both local and overseas training on the basis of the need analysis of the employee. Local training Inside GP Induction/Orientation training Program After need assessment employees who need Overseas training

falls under inside GP training category. overseas training are sent abroad for After joining, it is the responsibility of the overseas training. Expenses of overseas HR to conduct induction/orientation training are generally borne by GP. The training to the newly recruited personnel to particular employee who has been selected provide a general introduction of the for training has to sign a surety bond for company. To prepare training plan, specific period of time for overseas participants list, and training schedule for training. induction training - HR department does all. Inside GP training and will cover Management training Department

training in near future. Outside GP Out side GP training means to take part in training programs offered by different training institutions/universities on different subjects.

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On: Besides the above mentioned works, some routine functions of HRD are: Prepare, maintain and update training related database. Prepare career development plan Prepare induction training manual/modules Evaluate training program Make agreement between GP & employees for overseas training To communicate with different local training institutions To communicate with trainers/instructors.

4.5.3. HR Management Information System of grameenphone HR-MIS Functions involve To maintain & update employee database Maintain employee related different statistics Any other works which requires updating employee data.

Though job has been classified and assigned according to the nature of the functions of HR Department, the job is accomplished and the responsibility is carried out co-operatively. HRD plays a very crucial role in the functioning of GP. This is a very flexible and open department, as it always has to gather and store current and exact data and information regarding the employee and the organization. 4.6. Finance Division of grameenphone: Finance division comprises three departments, namely, Information systems, Finance and Procurement. Organ gram of Finance Division

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F in n c e a

D ire c t o r ( A c t in g ) F in a n c e D iv is io n

S e c r e ta r i a l (F S E )

D G M /M an ag e r AG M DGM I n v e s tm e n t C o n t r o lF e n a n c i a l C o n t r o l l eC o m p a n y S e c r e ta r y l ir r (F IC ) (F F C ) (F C A )

DM DGM D G M / M an ag er S t r a te g y a n d T r a i n i n P a y r o l l a n d T a x a t i o n g C a p i t a l M a r k e t (F C M ) (F P S ) (F P T )

DM C o m p an y P o licy M an ag er C o m p lian c e S arb a n es O xley A ct (V a c a n t )

O ffi c e r I n te r n a l C o n t r o l

DM C A Supp ort O ff i c e r VAT

DM Payro ll an d In su ran ce

DM T a x a ti o n

R e g u l a to r y A ff a i r s & C o m p lian c e

M an ag er C o m p lian c e - IF R S (V a c a n t )

M an ag er De p u t y D i r e c to r F in a n cial F in a n ce D i v is io n A n a l y s t (F F A )

O ffi c e r F i n an cial A n alysis

D G M / M an ag er R e p o r ti n g & A c c o u n tin g & S y s , A d m i n (F A R ) DM B u d g et

M an ag er A s s e ts a n d In su r an ce (F F A )

DGM I n te r n a t i o n a l S e t tl e m e n t & In s u r a n c e (F I S )

DGM T r e a s u r y (F T )

A GM R even u e A c c o u n ti n g (F R A )

M an ag er A c c o u n ts ( V a c a n t) O ff i c e r S y s te m su p p o rt M an ag er/ O ff i c e r R eg io n

O ff ic e r C a p i ta l i s a ti o n

DM LCs

DM C ash

M an ag - F R A er S ta r t-u p , p r e p a i d & Su b L ease

DM I n te r n a ti o n a l R o am in g & BB

O ff i c e r L o cal p u rch ases & Land

DM I n te r n a ti o n a l R o a m in g DM F o reig n Paym en t & T ravel O ff i c e r In su ran ce

M an ag er C o n tr a c t & Su p p liers p aym en t M an ag er Po st p aid , co s t in g & C o m m issio n DM P o st p aid c o l le c tio n

O ff i c e r C o n tr a c ts

O ffic e r S u p p li es

O ff i c e r T ax H o lid a y U n it

O ff i c e r S c a l a E n tr y

DM S c a l e E n tr y

D a ta : D e c 0 4 , 2 0 0 5

Figure 9: Organ gram of Finance Division Department of finance is an integral part of finance division. The main role of this department is define in under: Attends to financial planning and control Budget and budgetary control Provide management information Development of system and method Ensure proper internal control over the company

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Analysis of financial statement for future action Information flow for inter-department and external using Co-ordination with external organization and internal department.

4.7. Information System (IS) of Grameenphone: Information System is responsible to manage the following areas NT Server/Workstations Alpha Server System Mail/Internet System PABX Systems. GRIP Functions of NT Server Data sharing Centralizing data Data security Printing Electronic mail

Functions of Alpha Server Customer activation/deactivation Adding and barring features to the customers Customers inquiries Generation bills Current and previous status of customer

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IS mainly works with Switch and Customer Care department. IS maintains and manages the server oriented application software which is known as CABS 2000. Billing and Customer Care use CABS 2000 and in this way they are closely related with IS Department. Mail/Internet of Grameenphone: All the GP Officials have their own E-mail address, which helps in easy communication and easy data transfer. IS handles all mail and Internet related issues and problems. PABX system of Grameenphone: All the desk telephones are connected to the PABX system which helps in connecting GP officials which is managed by the IS. GRIP: GRIP represents for- Grameenphone Railway Integration project. This is a special project to integrate the telecom department of railway (BRTS) and Grameenphone.

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MGT 251 On: 4.8 Social responsibity of Grameen Phone: GP Free Eye Camp at Barisal 23rd March

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This is the seventh free Eye Camp organized jointly by Grameenphone and Sight Savers International. Through these camps, conducted in rural parts of Bangladesh where people have little or no access to quality healthcare, Grameenphone aims to provide free eye-care services to the economically disadvantaged people of the area. The Dhaka Progressive Lions Eye Hospital (DPLEH), Takerhat, Madaripur, is the local partner in this eye camp. 3,882 patients arrived for care at the Government Gouronodi University College ground. All patients were given routine examinations and prescriptions for refractive error were given to those who required it. Among them 150 patients were referred for and administered Intra Ocular Lens (IOL) or cataract surgeries.

Clinic on Wheels Handover Ceremony 27th March Grameenphone Ltd. handed over two clinic-on-wheels to NGOs Family Development Services and Research (FDSR) and Swanirvar Bangladesh as part of the Grameenphone Safe Motherhood and Infant Care project. The clinic-on-wheels concept is unique and is perhaps this is being deployed for the first time in the country. The clinic-on-wheels will provide free ante-natal care, delivery and post-natal care to the mothers, and basic healthcare services to infants. The vehicles are equipped with professional staff, clinical aides and logistics to provide basic essential healthcare to the coastal belt communities of Bangladesh. Facilities for consultation, physical examination, a mini-pharmacy, and few basic laboratory investigation services will be available in the mobile clinics. It will also be equipped with provisions for minor surgeries. Each of the clinic-on-wheels will cover

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4-5 clinic catchment areas and the route plan will be announced in advance to the target communities through public service announcements. From August 2007 to January 2008, around 558,143 economically disadvantaged mothers and infants have received free healthcare services under this project. The project aims to reach around 800,000 poorest of the poor mothers and infants annually. Previously, Grameenphone provided financial assistance to FDSR and Swanirvar to set up Emergency Obstetric Care Centers and Ultasonogram Machines at its Patiya and Bhola Clinic respectively.

GP Free Eye Camp at Comilla 30th April This is the eighth free Eye Camp organized jointly by Grameenphone and Sight Savers International. Through these camps, conducted in rural parts of Bangladesh where people have little or no access to quality healthcare, Grameenphone aims to provide free eye-care services to the economically disadvantaged people of the area. The Bangladesh Jatiya Andha Kalyan Samity (BJAKS), Comilla, is the local partner in this eye camp. More than 1,110 patients arrived for care at the Chowddogram Upazilla Health Complex ground. All the patients were given routine examinations and prescriptions for refractive error were given to those who required it. Among them 150 patients were referred for and administered Intra Ocular Lens (IOL) or cataract surgeries. Cervical Cancer Vaccination Program 1st June Grameenphone Ltd. will fund, for the first time in Bangladesh, a pilot vaccination program to prevent cervical cancer among economically disadvantaged young women. The vaccination program will be administered by Bangladesh Medical College Hospital in collaboration with Bangabandhu Sheikh Mujibur Rahman Medical University and Harvard University. Cervical cancer is the second most common cancer in women and the leading cause of cancer-related death in many developing countries. It affects relatively young women and it is the largest single cause of years of life lost to cancer in the developing world. Under the pilot program, the vaccination will be administered among 30 economically

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MGT 251 On: disadvantaged young women. GP Signs MOU towards AIDS Prevention 22nd June

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Grameenphone embarked upon a CSR partnership with UNAIDS, a joint venture of the United Nations family, to build an AIDS-free Bangladesh through the Asia Pacific Leadership Forum (APLF). This is the continuation of the previous years campaign jointly initiated by Grameenphone and UNAIDS. APLF is part of the World AIDS Campaign with Leaders, which aims to create an enabling environment in support of policy action on HIV and AIDS. The initiatives involves, eminent leaders of Bangladesh from different arenas namely the government, media, development, fashion, culture, and corporate. A Memorandum o Understanding (MOU) was signed between UNAIDS and Grameenphone on 22nd June, 2008 in this regard. Under the terms of the MOU, Grameenphone will work jointly with UNAIDS in their advocacy campaign to create awareness about HIV and AIDS to create a non-discriminatory and enabling environment for HIV and AIDSaffected individuals at the workplace and in the wider community. One of the eight Millennium Development Goals for Bangladesh is to halt the spread of HIV and AIDS by 2015 and Grameenphone is committed to work closely with Bangladesh Government and concerned development agencies to achieve that target. GP MT visits SMIC Clinic at Sylhet 29th June A team of senior officials of Grameenphone Ltd. visited a Smiling Sun Clinic at Taltola, Sylhet. This clinic is operated by a local NGO named SSKS and is one of the 319 static clinics under Smiling Sun network which is receiving support from Grameenphone under the Safe Motherhood and Infant Care, project. Khalid Hasan, Director, Corporate Affairs of Grameenphone conversed with some of the service recipients and service providers present at the clinic while he also sought their advice regarding further improvement opportunities.From August 2007 to May 2008, around 852,780 economically disadvantaged mothers and infants have received free healthcare services under this project. Two of the eight Millennium Development Goals for Bangladesh are related to

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improving maternal health and reducing infant mortality rates and Grameenphone is working with relevant development agencies to support the Government in achieving these objectives. Under the Safe Motherhood and Infant Care Project, Grameenphone is investing in improving service quality and extending access to healthcare by recruiting additional community-based health-workers, upgradation of some of the existing static clinics into emergency obstetric care centers, as well as providing motorized vans (i.e. ambulances) and clinic-on-wheels. Free Eye Camp at Sylhet 30th June This is the ninth free Eye Camp co-organized by Grameenphone and Sight Savers International to date.Around 12,000 patients have been directly benefited by this free eye-care support and a total of 1,333 cataract surgeries have been performed through these camps. More than 1,241 patients arrived for care at the United Center. All the patients were given routine examinations and prescriptions for refractive error were given to those who required it. Among them 200 patients were referred for and administered Intra Ocular Lens (IOL) or cataract surgeries. The Voluntary Association for Rural Development (VARD), Sylhet, was the local partner of the program. Sets up Blood Bank with TMSS in Bogra 18th August Grameenphone has inaugurated a full-fledged blood bank at one of Thengamara Mohila Sabuj Sangha (TMSS) health initiatives, the Rafatullah Community Hospital (RCH) in Bogra. This is the first and the largest blood bank in the northern region funded by a private organization. Safe blood transfusion is one of the most important pre-conditions for health safety. Grameenphone had provided financial assistance to TMSS to set up a full-fledged blood bank at the hospital, to ensure adequate resources required for safe and hygienic blood transfusions for every patient requiring blood at RCH, especially the underprivileged. Grameenphone also aims to create awareness among the mass for voluntary blood donation through this project. The Rafatullah Community Hospital is located in Bogra right next to the Dhaka-

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Rangpur Highway, which is also an accident prone area, with a high incidence of need for surgeries and blood transfusion. In 2006, RCH transfused 1260 bags of blood to its patients. The surgery department of the hospital now takes complete shape with the establishment of this blood bank. Build Cyclone Shelter in SIDR-affected areas 20th August Grameenphone Ltd. will provide financial assistance to build four cyclone-shelters in Bagerhat and Barguna districts, as part of the companys rehabilitation plans in the SIDR affected areas. A Memorandum of Understanding (MOU) was signed in this regard between Grameenphone and Resource Development Fund (RDF) and Shushilan on 21st August, 2008. The new cyclone shelters will be used as primary schools throughout the year to provide non-formal primary education to underprivileged children of the locality. RDF and Shushilan, local NGOs that operate in the selected areas, will be responsible for the overall management of the project, including the construction and operation of the schools. Each primary school cum cyclone-shelter will be a two storied building along with an adjacent playground. To continue partnership with Sightsavers 27th August Grameenphone Ltd. has renewed its partnership with Sightsavers International to provide free eye-care support to the economically disadvantaged people of the rural Bangladesh. A Memorandum of Understanding (MOU) was signed in this regard between Grameenphone and Sightsavers International on 27th August, 2008. The agreement was signed at the conclusion of the earlier partnership agreement between the two organizations, prevailing for last one year. Under the contract, GP and Sightsavers International will continue to jointly organize free eye-care camps in different parts of the country where eye-care services are not readily available.

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Grameenphone, jointly with Sight Savers International, organizes the eye camps and provides associated actual cost for organizing the camps and also provide surgery costs which includes transportation and follow-up visit cost of patients. All patients registering for these camps are given routine examinations. Prescriptions for refractive error are given and Intra Ocular Lens (IOL) or cataract surgeries are administered to those who require it.

GP launches Tathyo Tori with CARE 22nd September Grameenphone Ltd., in association with CARE Bangladesh, launched the Tathyo Tori (Information Boat), a vessel designed to provide necessary livelihood information in the riverine communities of Bangladesh, at Dhirai, Sunamganj on 22nd September, 2008. The Information Boats, which will move from one place to another on a fixed schedule, will work as an information hub to meet the communication needs of rural communities, especially the Char and Haor areas; people of these areas have limited access to up-to-date livelihood and other information due to their remoteness. The main objective of this project is to both educate and empower the rural people with the necessary information for their livelihoods. The project will place specific focus on poor and marginalized people of the community. Information boats will be equipped with digital content, such as livelihood and agricultural information, suited for the specific areas serviced by the boats. A typical Information Boat will have computers, Internet and email facilities, photocopiers, fax machines, printers, TV cameras and video machines, scanners, and more, depending on the needs of the community. Illustrated Book on Liberation War published 21st October

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The publication ceremony Tagra an illustrated book on the Liberation War was held on 21st October, 2008. Tagra is the first book of a series of publications, a joint initiative by Centre for Bangladesh Liberation War Studies and Grameenphone Ltd. Grameenphone is sponsoring the publication and distribution of these books on the Liberation War. The targeted beneficiaries are school children, from class iv to class viii, who will be provided with copies free of cost. The Liberation War is the central component of Bangladeshs history. This series of publications aims to present the untold heroics of the Freedom Fighters, essentially during frontal battles fought in the fields of Bangladesh, to the current generation. Grameenphone organizes Free Eye Camp at Tangail Grameenphone, jointly with Sightsavers International, organized a free Eye Camp at the Tangail 'Vashani Hall', Stadium Road, Tangail, on November 17, 2008. This is the eleventh free Eye Camp organized jointly by Grameenphone and Sightsavers International. Bangladesh National Society for Blind (BNSB), Sirajganj is the local partner in this eye camp. The turn-out of patients was quite high, with around 2000 patients arriving for care at the Tangail 'Vashani Hall'. All patients were given routine examinations and prescriptions for refractive error were given to those who required it. Among them more than 200 patients were referred for and administered Intra Ocular Lens (IOL) or cataract surgeries. Regional Talent Hunt for Special Olympics starts at Rajshahi Grameenphone Ltd., in partnership with Special Olympics Bangladesh, organized a regional talent hunt for intellectually-challenged athletes.The event starts with Rajshahi division at the Rajshahi Physical Training College on 19 November and conclude on 23 November, 2008. The talent hunt was conducted under the guidance of specially-trained coaches from

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Special Olympics Bangladesh. There will be a total of seven disciplines - Aquatics, Athletics, Badminton, Bocce, Football, Table Tennis and Cricket, during the event. Earlier in 2007, the Bangladesh Special Olympics Team, comprising of 47 participants, performed exceptionally well in the 2007 Special Olympics World Summer Games, winning a total of 71 medals. As the sole sponsor, Grameenphone provided necessary support and training for the athletes to participate in the Games.

4.9Leadership Style of Grameen phone


The leadership style of Grameen phone is very much impressive. Building leaders from within the company has always been one of the primary focus areas of organizational development. A transparent recruitment and performance assessment process alongwith clear career development opportunities have made Grameenphone a preferred employer in the country. Advanced management and leadership development trainings are also arranged in cooperation with reputed international institutions, to prepare employees to take up challenging leadership roles and senior management positions within the organization. Grameenphone has defined its leadership expectations based on five intrinsic values of personal and professional conduct.

4.9.1eadership expectations from the employees are specifically defined in the following manner:

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Grameenphone has communicated its leadership expectations to all employees in leadership roles throughout the company. Grameenphone leaders are expected to guide their teams by example and conduct themselves extremely professionally. As the company grows so does the need for competent leadership and Grameenphone is well prepared to meet new leadership challenges head-on, with the help of its dedicated group of professional leaders.

grityRPORATE SOCIAL RESPONSIBILITY MAJTIVES THE HEALTH SEOR

4.9.2 Leadership Development:


Being a socially responsible corporate citizen of Bangladesh, Grameenphone has launched a number of major CSR initiatives in the health sector with special focus on making health services available to the economically disadvantaged segments of the population. As Grameenphone intends to contribute towards achieving the development targets of Bangladesh, its core focus in terms of social investments is geared towards the bottom 50% of the socio-economic segment. When it comes to being involved in the community, the company believes that sustainable development can only be achieved through long-term economic growth. In project selection, concentration is given on the uniqueness of the issue and its relevance to the Poverty Reduction Strategy Program (PRSP) and Millennium Development Goals (MDGs) of the country, its sustainability and measurability aspects, as well as possibility to employ our expertise in ensuring the desired project outcomes. Even though Grameenphone wants to contribute towards the sustainable development of Bangladesh, it acknowledges that it does not have expertise in the development field. Hence, it is crucial to partner with appropriate development actors in undertaking initiatives to ensure better and effective implementation of the projects. To maintain consistency in partner selection and to ensure quality in project outcomes, a set of selection criteria for partnership have also been defined. To drive this forward, Grameenphone adopted a comprehensive CSR Strategy to guide its initiatives. All initiatives that have been undertaken were evaluated

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On: according to the directions set in the CSR strategy, to assure that they respond to real needs and stakeholder expectations.To that end Grameenphone has launched three major social enlistment initiatives, through partnerships with the leading development actors in their respective fields, to promote safe motherhood and infant care, provide free treatment for cancer patients and create awareness.

4.10 Motivativating Employees of Grameen Phone:


The word Grameen means something to many people. Grameenphone is unique with its highly skilled and motivated team. Grameenphone is an attractive company to work for, and the company receives hundreds of applications for each position. The company is fortunate in being able to select amongst the best-educated and motivated people. The involvement of Dr. Yunus was announced despite an ongoing dispute between Grameen Telecom (GTC), part of the Grameen family of enterprises, and Telenor, a formerly state owned Norwegian telecoms company and majority shareholder in GrameenPhone. The two organisations started GrameenPhone in 1996, a nationwide mobile phone company in Bangladesh which now serves 10mm customers and reported total revenue of USD 433mm in 2005. The tension stems from their conflicting business philosophies. Grameen Telecom prefers to reinvest profits from GrameenPhone back into the organisation, but as Dr. Yunus recently told CNN theyre [Telenor] orientated towards profit maximization. Were orientated towards social objectives. Dr. Yunus also claims that Telenor previously promised to yield some of their 62% management control to Grameen Telecom in a deal worth USD 427mm for a 13% share. Telenor insist theyre under no obligation to sell and Jon Fredrik Baksaas, president and CEO, said they have never committed to reducing [Telenors] share in the company. However, persistent bad public relations recently lead Telenor to concede that they will consider floating some of their shares on the capital market, while maintaining their policy of majority ownership. Although Telenor had an initial public offering (IPO) on the NASDAQ in 2000, the Norwegian government is still a majority shareholder, so Dr. Yunuss work with the foreign ministry may come as a surprise to some.

4.10.1 Motivating Drives


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4.10.1.1Empowerment
For employees to act appropriately there is employee motivation which is a natural growth from and employee empowerment. The employees hired in Grameen Phone are empowered enough that they can make decisions of the given project or responsibility. If an employee is regularly able to contribute thoughts, ideas, and suggestions to problems at hand or regular work activities, that is a feeling of accomplishment which goes a long way. It makes an employee feel as though he or she is important and, hence, their motivation is elevated. Empowerments lead the employees to become responsible for their actions, because when they are delegated with the empowerment, they are accountable for their dealings. If the decision taken is correct, then no higher level employee can influence the decision taken. So employees work with their devotion because they are satisfied. For Example:

4.10.1.1.1Compensation
Grameen Phone offers the employees with good salary packages and incentives in return of the performance the employees are providing. The employees are awarded with high quality income in relation with the high quality performance. The compensation and benefits are the motivating tools for some of the employees at Grameen phone that enhance the efficiency and working ability of the employee. Instance, if the employee is having the urge to get better salary he have to work better from the others, cause its the rat race. So being productive for the company, benefits the employee themselves.

4.10.1.1.2 Environment Factor Physical setup


Employees in the Grameen are provided with good setup for the working. This can be a motivating driver, the hired personnel feel honored when they are provided with the better work place. There are no cabins in the big halls. The employees are seated on

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On: the tables, quite open to every other employee in the hall. The set up is extremely open in order to increase interaction between employees and reduce the factor of group formation. The employees at Grameen Phone work in such environment, the competition increases and being motivated each employee tries to input his fullest effort to gain the ground.

4.10.1.1.3 Culture
In an organization, the culture always plays a vital role for the person to show high performance. The culture at the Telenor is TOP DOWN, the top employees establishes the tone for the organization. The top level employees take good care while performing any task or action, because it will have to be followed by the subordinates. Things are properly informed; there is no means for getting misinformation. When the employees the highly ranked employee setting an example, then they follow it without contradictions. The employees are provided with recreational activities, by sending to hilly areas to be getting fresh and also perform certain work tasks which are to be completed in normal routine. They get motivated and work well by having recreational activities. The employees are provided with complete resources that if they move from one place, they move as an office, they are provided with laptops, in Grameen Phone building the facility of Internet is available, and otherwise, they connect to their Grameen service through mobile phones. So when the recruitment manager has to move to different areas of Pakistan, he travels as if he is having his office along (with laptop, connection, and required documents). So when employee realizes the importance of the resources he is being provided with, he/she get motivated to work for organization which is considering the needs of employees.

4.11 Employees Participation in Grameen Phone


A broad employees participation is noticed in Grameen phone.

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The company's ongoing relief effort for the cyclone-affected people on November 22, 2007 in Shibchar upazila of Madaripur district

Grameenphone officials, including three members of its Management Team and a group of 14 employees, took part in the company's ongoing relief effort for the cyclone-affected people on November 22, 2007 in Shibchar upazila of Madaripur district

Grameenphone Ltd. organized a blood donation drive at Agrabad Hotel in Chittagong

Grameenphone Ltd. organized a blood donation drive at Agrabad Hotel in Chittagong for the benefit of Thalassaemia patients. A spontaneous participation from the Grameenphone employees, corporate clients, partners and vendors of Chittagong region made the event successful. A number of Bangladesh Railway officials also participated in the blood donation program. A total of 55 bags of blood were collected through today's event.Grameenphone is committed to helping the Bangladesh Thalassaemia Hospital (BTH) by periodically organizing blood donation drives, jointly with BTH, for the treatment of the Thalassaemia patients as well as assist them in raising necessary public awareness on this deadly disease. Thalassaemia is a bloodrelated, genetic disorder inherited by children from parents having the Thalassaemia trait. The disease has no cure and the only way the life of a Thalassaemia patient can be prolonged is through blood transfusion at regular intervals with other medical support services. Without blood transfusion and other medical support, an early death is inevitable. This is the third blood donation program organized by Grameenphone for BTH. Earlier blood donation drives were arranged in Dhaka and Sylhet, where Grameenphone employees and its business partners as well as corporate clients came forth to donate blood. GP continues Relief effort.

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Grameenphone has taken an initiative to distribute winter clothes and blankets among the affected people.
In light of the recent cold waves sweeping through the country, Grameenphone has taken an initiative to distribute winter clothes and blankets among the affected people. Grameenphone today distributed blankets and winter clothes among some 1,500 affected poor people at Ashrafabad High School, Matbor Bazar in the Kamrangir Char area of Dhaka city. Erik Aas, Managing Director and Kafil H.S. Muyeed, Director New Business Division, Grameenphone participated in this distribution initiative along with about 45 GP employees. During this event, Erik Aas commented, Every year, Grameenphone organizes and distributes warm clothes and blankets among the affected people. But this year, realizing the ferocity of the cold-wave, we decided to extend our support in different affected parts throughout the country. We look forward to contribute in the community in the future as well and thus live by our vision to help.

4.12Conflict in Grameen Phone


The involvement of Dr. Yunus was announced despite an ongoing dispute between Grameen Telecom (GTC), part of the Grameen family of enterprises, and Telenor, a formerly state owned Norwegian telecoms company and majority shareholder in GrameenPhone. The two organisations started GrameenPhone in 1996, a nationwide mobile phone company in Bangladesh which now serves 10mm customers and reported total revenue of USD 433mm in 2005. The tension stems from their conflicting business philosophies. Grameen Telecom prefers to reinvest profits from GrameenPhone back into the organisation, but as Dr. Yunus recently told CNN

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On: theyre [Telenor] orientated towards profit maximization. Were orientated towards social objectives. Dr. Yunus also claims that Telenor previously promised to yield some of their 62% management control to Grameen Telecom in a deal worth USD 427mm for a 13% share. Telenor insist theyre under no obligation to sell and Jon Fredrik Baksaas, president and CEO, said they have never committed to reducing [Telenors] share in the company. However, persistent bad public relations recently lead Telenor to concede that they will consider floating some of their shares on the capital market, while maintaining their policy of majority ownership. Although Telenor had an initial public offering (IPO) on the NASDAQ in 2000, the Norwegian government is still a majority shareholder, so Dr. Yunuss work with the foreign ministry may come as a surprise to some.

4.13 Grievence and handling in Grameen Phone


A grievance is a sign of an employees discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an organization. An employee or a trade union protests against an act or policy of the management that they consider as violating employees rights. There are some grievances against Grameen Phone. They are as follows:

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Grameen cell phone subscribers to go on strike


It demanded that the call charge should be reduced to Tk 3 SAVAR, Mar 10: Grameen cell phone subscribers have decided to abstain from using the phone tomorrow (Friday) and observe a protest week against its high charge. Grameen Phone Pre-paid Subscribers Alliance (GPPSA) at a press conference has vented grievances for charging high rate. It demanded that the call charge should be reduced to Tk 3 and validity of prepaid card be extended to 30 days from 21 days. GPPSA Founding President Ahmed Suman was critical of Grameen Phone for its failure to respond to the demand. He said the protest week from March 12-19 would be observed to mobilize subscribers' support against the intransigence attitude of Grameen Phone.

Some 70 employees of Grameenphone, a private sector mobile phone company, alleged that they were victims of 'illegal mass retrenchment' by the authorities

Some 70 employees of Grameenphone, a private sector mobile phone company, yesterday alleged that they were victims of 'illegal mass retrenchment' by the authorities. Addressing a press conference at Dhaka Reporters Unity in the city, they alleged that the authorities concerned sacked them illegally on December 31. Barin Ghosh, one of the retrenched staff of the Grameenphone, said that Abdus Salam Bhuiyan, representative of the Human Resources Division of the company, asked some 70 staff of the Grameenphone to attend a meeting on December 31 when they were asked to sign on a white paper.

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On: But, he said when they questioned as to why they would sign on a white paper without knowing about its contents then the official told them that they were sacked from service of the company. Barin Ghosh added that they protested the action and told the official that they would express their grievances to the media convening a press conference. Then, he said the official told them that they would not get any benefit by letting the press know about their retrenchment as "We have bought the media by providing advertisement to the tune of lakhs of taka. So, your news would not be published or telecast in the print and electronic media". Barin Ghosh informed that 1200 to 1500 staff of the company were sacked illegally over the past one year. They alleged that the Grameenphone company was involved in various types of corruption including scandals relating to housing society, high officials' involvement in parallel business, construction of installations and mass retrenchment of its staff and illegal voice over internet protocol (VoIP) business. The retrenched staff of Grameenphone demanded of the authorities concerned for reinstating the sacked staff members within seven days, handing over the management of the company under government supervision, constituting a neutral judicial investigation committee to investigate into the corruption of its high officials and their punishment. They also urged the Anti-Corruption Commission to investigate into the internal corruption of the senior officials of the company. Otherwise, they warned that they would wage a legal fight against the action taken by the company against them. The press conference was also addressed by Nargis Sultana Parvin, Sikandar Abu Zafar, Alok Kumar Biswas and Mohammad Mosharraf Hossain. We all knew it was in effect, but how long did it take a newspaper to mention it? It was published in The Independent. Maybe people will start to rethink all their choices when its packaged in Grameenphone gift wrap.

Chapter 5:

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Conclusion and Recommendations


In preparing this report, we observe that Grameen Phone works in a very organized way. The take a lead in such undertaking like decision making process, communication process, leadership styles, motivating employees, employees participation and grievance handling. But we are disappointed to see that there are some lapses in GP also. In a few words we can say that despite some weaknesses Grameen Phone is an ideal institution in our country.

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