Emotions, Moods and ValuesPRACTICE AND IMPLICATION IN LOCAL ORGANIZATION

Presenting to you(Group # C)Rahat Ferdous

Esrar Uddin khanMd. Sharif Khan

INDUSTRY ANALYSISTELECOMMUNICATION

INDUSTRY BACKGROUND Started back in 1989 First operator- Citycell introduced Advanced Mobile Phone System (AMPS) in 1993 3 GSM based operator got license in 1996 Aktel, Grameenphone and Sheba telecom Started operation in 1997 3G technology was introduced in 2012

Market AnalysisBased on subscribers

Airtel Banglalink Citycell GrameenPhone Robi Teletalk0

10

20

30

40

50

60

9.892

31.941

0.702

56.909

27.442

4.490

Mobile Subscriber ( In Million)

Mobile Subscriber (In Million)

Operator Market Share

Airtel 6.60%

Banglalink 25.70%

Citycell 1.00%

GrameenPhone

42.00%

Robi 21.40%

Teletalk 3.30%

Company AnalysisROBI AXIATA LIMITED

Company Background• Started As Aktel back in 1997• joint venture company between Axiata Group Berhad of

Malaysia and NTT DOCOMO, INC. of Japan• Rebranded as Robi in 2010

Company Profile

SWOT AnalysisBased on employee orientation

Strength• Competitive compensation structure• Attractive benefits and features• Recreation scopes• Employee oriented corporate

Culture• bottom up feedback mgt.

Weakness• Periodical work pressure• High competition and lack of job

security.• Heightened individual responsibility

Opportunity• Improved employee oriented HR

strategies.• Work life balance program• Bottom up feedback procedure.

Threat• Cost cutting strategies.• Over saturated market• heightened competition.

Case 01Organizational stress and practices of stress management

Scenario: Mr. Ahmed Ullah Chowdhury has encountered with excessive work

pressure Key Performance Index (KPI) was set too high Periodical target was set without proper sales forecasting method Significant drop in sales has observed. Rise in absenteeism identified.

Case 01Key Findings

Target was not set on a rational basis Stress management process was not executed despite of the

privilege Lack of work life balance Supervisor was not prompt in taking actions Moods and emotions are greatly influenced by work stress.

Case 01Discussion Questions

Is stress management is considered with significance in the organization?

Was the supervisor aware about the stressing impact of the excessive work pressure?

Despite of the presence of the scopes of annual/casual leaves, do supervisors really appreciate their employees to take breaks from their work schedule?

Though company facilitated Mr. Ahmed with scopes of managing stress, what made him unable to utilize that opportunity?

Is it always negative for an employee to be on stress? Explain.

What are the future course of actions that might help the company to have a balanced environment with reduced stress?

Case 02Organizational Values and its implication in the organization

Situation 01 Ms. Maniza Tabassum works in customer care center Recognized for creating exceptional customer service Proper value orientation has been done though company value

workshop Crossed extra mile for creating customer delight

Case 02Organizational Values and its implication in the organization

Situation 02 Frontline employees emotional state hindering quality customer service. Employees are facing emotional dissonance. Organizational values fail if it lacks proper orientation. Job limitations often conflict with organizational values.

Case 02Key Findings

A balanced mix of individual values and organizational values works best.

Employee’s mental state is an inevitable issue.

There isn’t much effort on identifying the issues which leads to employee dissatisfaction.

It’s not always possible to act or execute certain things because of the limitations in authority.

There could be a conflict between the value sets and the job limitations.

Empathy, presence of mind is certainly connected to individual values and cannot be learnt.

Case 02Discussion Questions

What are the values that the organization provided which leaded to the eventual customer satisfaction in the mentioned situation?

Does Emotional Dissonance represent a conflict between individual and organizational values?

Did value workshop played any significant role in developing the organizational values within the employees?

Did the organization measured any techniques to alleviate any conflicts between individual and organizational values?

Was there a service benchmark provided? What driven Ms. Maniza to go out of the box and focus on customer satisfaction?

What lesson does this incident provide the service employee?

Case 03Moods, emotions have whether positive or negative impact in workplace

Scenario Mr. Shahriar has negative moods in his work life. Excessive work pressure. Projects were not successful. Servicing was set without consider the manpower. Facing personality problems.

Case 03Moods, emotions have whether positive or negative impact in workplace

Key Findings No one has control on feelings, moods & emotions. Work life balanced not maintained. Negative moods leads to making bad decision & performance. Behavioral change. Leaves are necessary for healthy work life.

Case 03Discussion Questions

Are employees who have negative mood considered with significance in the organization?

Did managers monitor and control type of moods and emotions employees have?

Despite of the presence of the scopes of annual/ casual leaves, do employees have freedom to enjoy taking break from their work schedule?

What are the techniques being applied to ensure a better mental state for the employees?

Can the managers take actions when external factors are affecting the moods and emotions of the employees?

Do emotions affect our rational judgment and decision making process in our work life?

Conclusion

Future Directions: Launching of Young Talent Program (YTP)

Introduction of the Value Workshop

UI-EP Cultural reformation

Launching of Employee Engagement Survey