mtn afghanistan organizational structure by abid momand
TRANSCRIPT
MTN AFGHANISTANOrganizational Structure
Analysis
Introduction to MTN MTN has been launched in 1994.
Is multinational telecommunications group.
MTN working in 21 countries in Asia, Africa and in the Middle East.
MTN recorded more than 100 million customers across the globe.
MTN lunched in 2008 in Afghanistan and it’s the leading telecom operator.
Continue…. Its coverage area is 34 provinces and has over 6 million active
subscribers.
MTN direct employees are more than 500 people and provides indirect employment to more than 7000 people.
Country’s single largest investor and tax payer. Since its inception 7 years ago, MTN has invested over US $500
million in Afghanistan.
MTN brings international expertise to Afghanistan and is committed
to the highest standards of network quality and coverage for the people of Afghanistan.
Mission & Vision of MTN
Dimensions of MTN Organization
Structural Dimensions Formalization In response of the Question that: How much formal and written documents,
reports, records, policies and other formalities going on inside this organization? He replied:
This organization is thoroughly based on rules, policies, employees records and procedures in WRITTEN form.
So, we have figured out that formalization at MTN is close to perfection
Centralization Throughout of our investigation we found that this organization follow the
vertical flow of authority and that is why all the important and essential decision and problem solving taking place at the top level of hierarchy.
If new issue or problem is coming to existence; the top MGT is responsible to take a corrective step and to design an effective decision.
In short, MTN is a highly centralized organization and no one else has the authority to interfere/intervene in decision making or problem solving.
Specialization As we observed there were some sort of tasks, assigned to
employees. And each employee was responsible to perform accordingly
But in some aspect of MTN organization we have seen that one employee engaged in more tasks at the same-nature of job than others.
In conclusion, based upon the collected data we realized that specialization at MTN is not as much higher as the formalization and centralization are.
Professionalism As It refers to the academic aspect of employees, MTN
organization is committed to hire well-educated and qualified personnel
In the beginning of this organization there were need to a large numbers of employees and the level of required qualification was very low, even school graduated students make the major part of this organization but in contrast,
Now a days the minimum required qualification for a job is the bachelor degree
And currently there are many those employees working; who have the Master degree in their specialized field
So, it indicates that the degree of professionalism at MTN organization is in height.
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MTN Afghanistan
formalization centralization specialization professionalization
MTN Hierarchy of Authority
CEO
Finance
Finace Senior Managers
Finance Manager
Finance Supervisor
Employee
HR
HR Senior managers
HR Manager
HR Supervisor
Employee
Marketing
MKT Senior Managers
MKT Manager
MKT Supervisor
Employee
Network
Network Senior Managers
Network Manager
Network Supervisor
Employee
Customer Care
CC Senior Manager
CSP Manager
CSP Supervisor
Employee
Deparments Directors
Contingency Factors or Contextual Dimensions of
MTNSize It is a leading telecommunication operator with coverage area of
34 provinces of Afghanistan Has more than 6 million active subscribers Has more than 500 direct employees and provide indirect
employment to more than 7000 people in Afghanistan Higher taxpayer organization in Afghanistan So, it shows that it is a large organization in Afghanistan
Organizational Technology
As innovation is one of the core values of MTN organization, and innovation basically coming to existence through utilizing the latest technology and electronic means thus,
MTN is intensely enthusiastic to bring innovation and
technological revolution to its customers.
ERS (electronic recharge system),E-Payment, GPRS and other communication software are the best examples of MTN technologies.
Environment The considerable elements outside the MTN organization are
Government
Customers
Suppliers Community
And most importantly other similar-nature organization or its competitors.
Goals and Strategy The main Goals and objectives of MTN Afghanistan is to provide
quality services to their customers and to
Earn profit through customer satisfaction
MTN currently providing quality and competitive environment to capture the entire Market and earn more profit
Mission and vision statements of MTN organization signify and emphasize that MTN is intend to be the leading telecommunication company among their competitors
Culture
Since it’s a high formalized organization there are strict rules and ethical standards that nobody should cross those limits.
They claimed that we treat all the employees in the same way, in and outside the organization
At the head office of MTN, there are employees who are from different religions but each and everyone should maintain sound relation among themselves and have to be respected to the values, beliefs and norms of one another.
There is a strong commitment of employees towards efficiency and organizational goals.
MTN’s Organizational StructureAnalysis
Formal Reporting Relation Through its vertical flow of reporting and authority MTN has basically
three types of reports such as: Weekly Monthly and Annual And all these reports are passing on through VIS (vertical information
sharing) system. To sum up, these reports are communicating and shifting from the
lower to middle and from the middle to top management respectively.
Number of Levels
Nearly all organizations are typically built on three levels of management; Top, Middle and First level
MTN is also one of those organizations which are based initially on these three pillars of Supervision but,
To see its Hierarchy we are coming to know that there is further division of authority among the top and middle level managers which makes the organizational chart taller.
Span of Control
The number of subordinates that a manager or supervisor can directly control.
There are a few number of employees at the top of MTN hierarchy but to go downward the amount of employees become increasing.
So, Due to its vertical chain of command, the span of control of MTN
organization is narrow because there are a limited number of subordinates that should report to their supervisors
Vertical vs Horizontal
As a result of our investigation and analysis we reach to this decision that MTN organization is a highly centralized, formalized and specialized organization
Its chain of command is vertical and formal reporting system is based upon VIS(vertical info sharing)
So, emphasis on efficiency and control, vertical linkages, few work teams or task force, hierarchal referral, reports and many rules and instruction are the basic indicators of vertical communication and structure
Even though in some minor cases MTN subordinates need to coordinate horizontally but vertical communication is dominant here
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