term paper ob final-protik_2.docx

CHAPTER ONE-INTRODUCTION

1.1 Introduction

Organizational behavior is a field of study that investigates the impact of individuals, groups and

structures upon behavior within an organization. It is an interdisciplinary field that includes

sociology, psychology, communication, and management; and it complements the academic

studies of organizational theory (which is focused on organizational and intra-organizational

topics) and human resource studies (which is more applied and business-oriented). It may also be

referred to as organizational studies or organizational science. The field has its roots in industrial

and organizational psychology. Since Robi is a huge private organization, we have focused on

overall OB practices of the organization. Author’s aim was to study these practices extensively

and intensely. Author worked hard to ensure this term paper is error free. However, human errors

are inevitable and it should be considered while going through this term paper.

1.2 Background of the study

Bangladesh is a country where many people have the capability to use mobile service to get their

work done quickly and easily. As our population is very large, Bangladesh can be a very good

market. At present, middle class people are growing very fast and many mobile service

companies are playing a great role to serve this large number of people. Robi is the one of the

leading providers of telecom service; they always want to serve their best. They devote their time

for recruiting, training, socializing as well as motivating their employees. They check

employees’ performance for giving feedback to the employee; that helps employee in long run.

They are also playing a very prominent role in providing mobile phone technology in

Bangladesh by helping to establish the country's mobile network infrastructure. ROBI has

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established itself as a leader in the communications, transportation, power generation, power

distribution, and Information Technology sector. Therefore, in any particular day you would find

ROBI all around you, from morning until night.

1.3 Objective of the study

The sole purpose of this report is to develop a picture on organizational view of Robi, definitely

from the perspective of Organizational Behavior. We particularly focused on policies, methods,

patterns that have kept the employees of this organization motivated and congruent to their

organization. The objectives of this report are -

To have an overview on historical background of Robi

To construct a view of Robi's Mission, Vision, Goal and Strategy

To have a view of organizational structure of Robi

To have an idea about the products, services offered by Robi and the customers of Robi.

To find out the plan of Robi

1.4 Limitations of the study

The main limitation of this report is the source of information is inadequate. Time constraint was

also a major factor. So, getting relevant information on different factors was a bit difficult. In

addition, many employees were reluctant to answer the questions since this may divulge their

identity and they might face problems. After making them assured that this report is strictly done

for academic purpose, they agreed to take part but with a stipulation that they would not give

their identity in the form. Our persuasion power and patience were tested time and time by all

these constraints.

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1.5 Methodology

The information of this report has been collected from the following sources

Primary

Secondary

To get primary information the following sources had been contacted

Personal interview with experts

Questionnaire

To get secondary information we went to the Head office of Robi, visited numerous outlets of

Robi. We also discussed the policies and methods which are implemented by Robi with the

employees and subordinates of that organization. As for the preparation of charts, we first

constructed a Frequency Distribution table for each question. From that table, we took the data

and put it in Microsoft Excel where we used some commands to construct Histogram for each

question. We used Histogram, because from each bar we can get a clear picture of the

employees’ response to that particular option.

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CHAPTER TWO- RESEARCH METHODOLOGY

2.1 Data Collection

The information of this report has been collected from the following sources

Primary

Secondary

2.1.1 Primary Data Collection

To get primary information the following sources had been contacted

Personal interview with experts

Questionnaire

2.1.2 Secondary Data Collection

To get secondary information we went to the Head office of Robi. We also discussed the policies

and methods, which are implemented by Robi with the employees and subordinates of that

organization. Collect the Details data from Robi portal and the official wave site of Robi Axiata

Limited.

2.2 Population Parameter

Robi is a truly people-oriented brand in Bangladesh. We stand as the people's champion and are

there for the people of Bangladesh – where they want and how they want. With local tradition at

its core, Robi marches ahead with innovation and creativity. More than 2200 employee working

with Robi Axiata Limited.

The management profile of Robi Axiata Limited.

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1. Michale Kuehner – Managing director/ CEO

2. A.K.M Murshed- Chief Technology Officer (CTO)

3. Mahtabuddin Ahmad- Chief Financial Officer (CFO)

4. Mitual Islam Nowshad- Cheif Human Resource Officer (CHRO)

5. Pradeep Shiravastava – Chief Marketing Officer (CMO)

6. Yoshishige Hasegawa – Chief Strategy Officer (CSO)

2.3 Computer software used:

IT department of Robi Axiata Ltd has developed software for in house use. HR department is

using this software for preserving data. To prepare the report, author used the MS Office.

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CHAPTER THREE - ORGANIZATIONAL PROFILE

3.1 Starting of the Organization

Robi Axiata Limited is a joint venture between Axiata Group Berhad, Malaysia and NTT

DOCOMO INC, Japan. Robi Axiata, formerly known as Telekom Malaysia International

(Bangladesh), commenced operations in Bangladesh in 1997 with the brand name AKTEL. On

28th March 2010, the service name was rebranded as ‘Robi’ and the company came to be known

as Robi Axiata Limited. Robi is a truly people-oriented brand in Bangladesh. We stand as the

people's champion and are there for the people of Bangladesh – where they want and how they

want. With local tradition at its core, Robi marches ahead with innovation and creativity.

To ensure leading-edge technology, Robi draws from the international expertise of Axiata and

NTT DOCOMO Inc. Robi supports 2G voice, CAMEL Phase II & III and GPRS/EDGE service

offering high speed internet connectivity. The company’s GSM service is based on a robust

network architecture and cutting edge technology such as Intelligent Network (IN), which

provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network

coverage and multiple global partners for international roaming.

Robi has the widest International Roaming coverage in Bangladesh connecting 600 operators

across more than 200 countries. Our customer-centric solutions includes value added services

(VAS), quality customer care, easy access call centers, digital network security and flexible tariff

rates.

Robi Axiata Limited is a Joint Venture company between Axiata Group Berhad (70%) and NTT

DOCOMO INC. (30%)

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Shareholders

Axiata Group Berhad

Axiata is an emerging leader in Asian telecommunications with significant presence in Malaysia,

Indonesia, Sri Lanka, Bangladesh and Cambodia. In addition, the Malaysian grown holding

company has strategic mobile and non-mobile telecommunications operations and investments in

India, Singapore, Iran, Pakistan and Thailand. Axiata Group Berhad, including its subsidiaries

and associates, has approximately 120 million mobile subscribers in Asia, and is listed on

Malaysia’s stock exchange (Bursa Malaysia).

NTT DOCOMO INC

NTT DOCOMO INC is the world's leading mobile communications company and the largest

mobile communications company in Japan. DOCOMO serves over 56 million customers,

including 44 million people subscribing to FOMA™, launched as the world's first 3G mobile

service based on W-CDMA in 2001. DOCOMO also offers a wide variety of leading-edge

mobile multimedia services, including i-mode™, the world's most popular mobile e-mail/Internet

service, used by 48 million people. With the addition of credit-card and other e-wallet functions,

DOCOMO mobile phones have become highly versatile tools for daily life. With cutting edge

technology and innovative services, DOCOMO is fast becoming a preferred lifestyle choice,

continuously expanding its role in its users’ lives, growing globally throughout Asia, Europe and

North America. NTT DOCOMO INC is listed on the Tokyo (9437), London (NDCM) and New

York (DCM) stock exchanges.

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Our approach to People

The purpose of Robi is “empowering you” – our customers, our stakeholder, and our employees.

It is HR’s vision to handhold the company, be its strategic partner, adding value in each step

taken towards making Robi the employer of choice. We engage our employees and inspire them

to achieve excellence. To ensure excellence, we devise people policies that are relevant and

rigorous. Our policies assure that decisions will be consistent with and contributive to Company

objectives. The Policy manual is an important guide for management in decision-making that

affects employee's terms of employment, working conditions and development prospects. The

Manual truly belongs to the company as well as to the employee.

Principle & Purpose

Empowering you- we are there for you, where you want and in the way you want, in order to help you develop, grow and make the most of your lives through our services.

Principles:

Robi Axiata Limited employees hold themselves accountable to the following guiding Principles for the organization.

Emotional: Passionate, Creative, Respectful, Open

Functional: Simple, Ethical, Transparent, Ownership

No matter what we do in order to realize our purpose, we hold ourselves accountable to the following overarching guiding Principles for our organization:

1. Being respectful towards everyone.

2. Being trustworthy by action. Being passionate and creative in all we do.

3. Keeping things simple in the way we do things.

4. Being ethical and transparent.

5. Demonstrating individual and collective ownership.

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6. Practicing an open culture in communication and interaction.

Our Code of Conduct sets out the fundamental standards to be followed by us in our everyday

actions on behalf of the Company. We must abide the following code of conduct:

Conduct the Company’s business with honesty and integrity and in a professional

manner.

Build relationships with customers, vendors and fellow employees based on trust and

treat every individual with respect and dignity.

Become familiar with and comply with the Company policies and procedures.

Avoid any activities that could involve or lead to involvement in any unlawful practice or

any harm to the Company’s reputation or image.

Avoid actual or potential conflicts of interests in all transactions.

Provide accurate and reliable information in records submitted; safeguard the Company’s

confidential information.

Promptly report to the Company any violations of law or Company policies that come to

the employee’s attention, and cooperate fully in any audit, enquiry, review or

investigation by the Company.

3.2 Mission and Vision

Mission

To provide total customer satisfaction as the company strives to become the most

preferred GSM cellular service provider in Bangladesh.

They will achieve this through developing people, products, and services of the highest

quality and meeting the needs of its employees, shareholders and the nation.

Total quality objective

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Total commitment to the needs of their customers · Following the highest ethics

standards

Continual improvement of all work processes

Permanent improvement of all the employees’ knowledge and skills Securing quality of

the service to match the quality of services offered by the world’s most successful

companies in the field

Preserving the Company’s leading position in the national market of mobile

telecommunications

Vision

To be the most preferred GSM cellular service provider in Bangladesh

3.3 Characteristics

The Manual has the following essential characteristics:

Robi people policies are consistent with the Company’s other policies such as finance policy,

business policy. The policies are reflected with the country's existing law to ensure fairness.

Policies are fair, flexible and realistic.

Policies and procedures will be reviewed when there are major changes.

People policies are applicable for all permanent employees of the Company.

The policies are clearly stated so that employees can clearly understand them. Also HR will

make necessary policy interpretations to the employees.

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3.4 Organogram

Department wise population also mentioned below

1. Administration Division (Number of Employee is 55)

2. Corporate Centre (CEO's Office) ( Number of Employee is 2)

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Managing director/ceo, Michael kuehner

Market Operation, Pradeep Shrivastava

Finance Division, Mahtabuddin Ahmed

Technology, a.k.m. Morshed

Corporate Strategy, Yoshishige Hasegawa

Human Resources, Matiul Islam Nowshad

Infrastructure , Asif Rahman

Corporate, Regulatory Affairs & Legal (Crl), Mahmudur Rahman

Administration, Abdullah Al Mamun

Enterprise Program Management Office, Nishat Husain

Internal Audit (Reporting To Bac), Shafik Azlee Bin Mashar

Ethics office, acting md. Shahedul alam

Digital Services, Rozano Marius Planta

3. Corporate Strategy Division ( Number of Employee is 29)

4. CRL ( Number of Employee is 33)

5. Enterprise Program Management Office ( Number of Employee is 9)

6. Finance division ( Number of Employee is 174)

7. Human Resources Division ( Number of Employee is 21)

8. Internal Audit Department ( Number of Employee is 11)

9. Market Operation Division ( Number of Employee is 863)

10. Technology ( Number of Employee is 669)

3.5 SWOT

3.5.1 Strength

The partner company, Telekom Malaysia, is a well-established and experienced global player

operating with several subsidiaries in the global telecommunication industry and Excellent

business track record of A. K. Khan & Co. for more than half a century in Bangladesh.

Use of the GSM technology that is the most advanced and secured technology in the world

telecom industry.

Providing cellular services through very competent and skilled human resources comprised of

1600 employees with a notable reputation and goodwill in line with the Vision, Mission and

Theme of AKTEL.

Better network and quality in to coverage area

Quality top management

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Pioneer in launching prepaid standard product (Ashol phone)

Better liaison with foreign GSM operators

Long term strategic planning

Market research unit, strong dealer network and having own backbone network

Professional, devoted and motivated technical work force.

Round the clock strong customer services center (call center)

System, policies and procedures are transparent and well established

3.5.2 Weakness

No massive network coverage up to rural and remote areas

Network coverage is not seamless everywhere

Not enough channels with BTTB

Shortage of human resource in the Help-line than the competitor

Package - pricing of the packages are not cheap

Call rates are not always lowest in the market

Lack of strategic alliances with other operators

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Customer services centers are not enough.

Indoor network/signal deficiencies and undue line blocking or disconnection

Capacity of production is almost fully utilized

3.5.3 Opportunities

Telecommunication market is still in growing stage

Modern technology and young generations are very eager to the product

Product with very long life cycle

The most new technology

Main competitor provides poor service because of its unplanned customer growth

Growing middle class population

Change of horizontal and vertical integration

There are huge demand and acceptance of the products in market

Competitive labor cost comparing to neighbor countries

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3.5.4 Threat

Unstable political culture

Recession in the economy

Non-cooperative telecommunication regulatory body

Awareness of health risk for using mobile phone

Government decisions

Bureaucracy in decision making

New entrants / existing competitors in Bangladesh

Resignation of skilled manpower

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CHAPTER FOUR - FINDING & ANALYSIS

4.1 Nature of organizational Behavioral of Executives at Robi Axiata Ltd

By studying the HR report and interview in different times the following findings are found in

case of executives-

1. Democratic attitude

2. More dynamic

3. Innovative Mentality

4. More or less good relations of junior level managers and employees

5. Strictness to non-union attitudes

6. Less bureaucracy

7. Conservative financial behavior

8. Liberal attitude toward Publicity

9. More or less benevolent leadership style followed

10. Close relationship with high officials elite people

11. Discriminatory/heterogeneous/irrational behavior

12. Corporate social responsibility

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4.2 Organizational behavior and culture

The study and application of knowledge about human behavior related to other elements of an

organization such as structure, technology and social system is known as organizational

behavior.

The objectives are set to move towards a goal and the same to be interpreted to all concerns. The

importance of this subject matter is beyond expression to optimize the output. Understanding the

models, key forces, functions, fundamental concept. characteristics, fields’ elements etc make the

managers to function the organization effectively.

There are many challenges to be faced and opportunities to be explored. All human being are

separate and considered as ‘a whole person’. Their behavior and thinking process are also

different to each other, thereby they need different things in the own ways. A manager in charge

must understand the subject matter to run an organization and bring it to an optimized state.

Organizational culture

Robi is an autonomous institution. In this organization job satisfaction level is high. The

organization, so called ‘Bossing’ does not exist in this organization. The promotion policy is fair

enough because one employee can predict, in normal course of time, when he/she will get his/her

promotion. The transfer/posting policy is systematic in the organization.

Purpose of Robi Axiata Limited

WE EMPOWER YOU: We are there for you, where you want and in the way you want, in

order to help you develop, grow and make the most of your lives through our services.

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Guiding Principles and Code of Conduct

Maintaining the highest ethical standards and integrity in our operations is a crucial factor at obi.

Therefore we have introduced our Guiding Principles that we expect our employees to embed in

their minds and uphold in discharging their responsibilities. Our Code of Business Ethics

safeguards our ethical standards by clearly defining our way of working. With such systems in

place we ensure that we do business with a conscience and safeguard our mployees from

exploitation. We expect our employees to exemplify the guiding principles in their work and

regulate their actions by the stipulations in the Code of Conduct. Robi employees hold

themselves accountable to a set of Guiding Principles for the organization. Our Guiding

Principles are at the core spot of our action… action that will empower us to achieve excellence!

No matter what we do, in order to realize our purpose, we hold ourselves accountable to the

following overarching guiding Principles for our organization

1. We will be Creative in our way of work

2. We will be Open to ideas and change,

3. We will be Respectful and earn respect

4. We will be Ethical in our endeavors

5. We will take a Simple approach in the way we work

6. With Passion we will perform

7. We will take Ownership of our actions

8. Being Transparent will be our stance

Code of Conduct sets out the fundamental standards to be followed by us in our everyday actions

on behalf of the Company. We must abide the following code of

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Conduct:

Conduct the Company’s business with honesty and integrity and in a professional

manner.

Build relationships with customers, vendors and fellow employees based on trust and

treat every individual with respect and dignity.

Become familiar with and comply with the Company policies and procedures.

Avoid any activities that could involve or lead to involvement in any unlawful practice or

any harm to the Company’s reputation or image.

Avoid actual or potential conflicts of interests in all transactions.

Provide accurate and reliable information in records submitted; safeguard the Company’s

confidential information.

Promptly report to the Company any violations of law or Company policies that come to

the employee’s attention, and cooperate fully in any audit, enquiry, review or

investigation by the Company.

All employees must uphold these standards in the conduct of company business. If a decision is

not covered by the Code, seek guidance from the Divisional Heads or Human Resources.

Approach to People

The purpose of Robi is “empowering you” – our customers, our stakeholder, and our employees.

It is HR’s vision to handhold the company, be its strategic partner, adding value in each step

taken towards making Robi the employer of choice. We engage our employees and inspire them

to achieve excellence. To ensure excellence, we devise people policies that are relevant and

rigorous. Our policies assure that decisions will be consistent with and contributive to Company

objectives. The Policy manual is an important guide for management in decision-making that

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affects employee's terms of employment, working conditions and development prospects. The

Manual truly belongs to the company as well as to the employee.

Employment Policy

The objective of the Employment policy is to ensure that people with the right talent, skills,

knowledge and values are recruited using quality selection tools and procedures guided by the

HR Division of Robi Axiata Limited. Effective Resourcing shall ensure the competency and high

quality performance of the whole organization. Robi Axiata Limited Employment Policy does

not allow any favor or preferential treatment to anyone. No one who is below 18 years of age can

be hired as an employee for Robi Axiata Limited on regular, contract or temporary status and

Third party. The employment status can be changed from regular to contract or vice versa

depending on the change in policy or management decision under the guidance of Legal &

Compliances department of Robi Axiata Limited.

Employment Policy

Internal Job watch

External Job Advertisement

Empanelled Executive Searches

Personal and social Networking

Employee Referral

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4.3 Motivation

Salary & Benefits

Salary and benefits will be fixed based on competency and person equity ratio, experiences,

professional track record, additional qualification, range for the band based on the market survey.

GM Resourcing should work with GM, compensation and benefit to check the internal parity

along with the other factors while deciding the salary. An employee in a short term contract will

not be eligible for end service benefits or any loan facilities from the company. The terms of

service of contract employment will be guided by individual contract term.

Part-Time Employment

Jobs that are totally part-time in nature and are required for a short period (maximum of 89 days)

to cater the additional influx of work or emergency exigencies or filling up a permanent position

that is temporarily vacant. Terms and duration can be changed based on the local labor law at

any point of time. Part-time appointment should be for a fixed period or until the completion of

the special job/project and cannot be for long periods. Employing divisions/ department must

obtain approval form the Division/ Department Head justifying the need, specifying the number

of personnel and the required background. Line Manager in concert with HR will process the

hiring. The principle of hiring should be the best candidate suited to the job/position. No

discrimination will be permitted on the basis of personal relationship regarding hiring of Part-

Timers. All individuals involved in the hiring process must be sensitive to the perception of

favoritisms and bias.

Employee Lifecycle Management

There have been changes in jobs and employee status in the Robi Axiata Limited.

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Employees move from job to job, place to place, both horizontally and vertically. Robi

policy is to provide maximum efforts for making the transition process easy and fair.

Human Resources Division in consultation with the respective division takes necessary

measures in relating to employee transition.

Office Hour and Leave Policy

Office Hour

Following are the details regarding office hours: Flexi Hours: The time period during the

working day in which employees may choose to schedule their arrival and departure time :

Arrival time between 8:00 AM to 11:00 AM

Departure time between 4:30 PM to 7:30 PM

Core time is from 11:00 AM to 4:00 PM – is the time between which the

Leave

Annual Leave

An employee will be allowed to avail 26 days of annual leave per annum. Maximum 15

days annual leave will be carried forward to the successes year, if any and excess for 15

days annual leave as the December 31st will be forfeited.

If the service tenure is less than 1 year on December 31st in a calendar year,

proportionate annual leave shall apply.

When an employee leaves the company he/she will be entitled for payment against

accumulated annual leave he/she credit as of separation date. Encashment of annual leave

shall be accumulated based on his/her basic salary.

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Contractual employee will be entitled 13 days leave for each six months contract. No

other leave will be applicable for contractual employees.

If the authority refuses to grant any leave or recall an employee to resume duties under

exigencies of circumstances , such leave refused or not availed, shall be credited on the

employees leave account

Sick Leave

14 working days is entitled as Sick Leave at Robi Axiata Limited for all employees.

When applying for Sick Leave, an employee must apply on a prescribed Sick Leave

Application Form, approved through his/her supervisor. Application for Sick Leave for

more than 2 (two) days must be accompanied by a medical report and prescription from

his/her attending physician.

In the event of an employee being on Sick Leave for more than a week, his/her Unit

Manager should send a weekly written report on his/her condition to HR Business partner

until he/she has returned to duty.

In the case of serious illness, the Unit Head at the unit must maintain regular contact with

Head of HR Operations and Payroll Manager at the HR Department

Maternity Leave

A female employee, who is expecting a baby, will be allowed 26 weeks leave, with full pay,

during the pre and post natal period, after confirmation. In 26 weeks of leave 13 weeks will be in

Pre-natal and 13 weeks will be in post natal Period. This will be applicable for two cases of child

birth and no encashment of the facility will be allowed.

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Pilgrim Leave: 20 consecutive days paid leave (holidays will be inclusive) for pilgrim under

following circumstances:

4.4 Leadership

Leadership Competencies

Our leadership competencies are embedded with the philosophy “Think before we act and we

shall act according to what we embrace” Robi Axiata has embraced the following leadership

competencies to develop our people and all the leadership training module will be designed

based on these competencies.

• Strategic Thinking

• Business Acumen

• Results Achievement

• Coalition Building

• Customer Orientation

• People Management & Development

• Personal Attribute

People Development Strategy

The Competence Development team will facilitate all internally oriented, holistic development

model, based on three areas: Education, Experience & Exposure/Relationship. The following

tools will be used for people development process.

1. In-house knowledge sharing

2. External/Internal training on Core, Functional & Leadership Competencies

3. Coaching & Mentoring

4. On Job assignments & projects

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In-house knowledge sharing

– Employee is responsible for attending the in-house knowledge sharing session organized by

divisions/departments.

– The in-house session will be considered as training KPI and will be included in the overall

training KPI.

– Every division will initiate in-house knowledge sharing session to create a cross functional

learning culture within the organization

Leadership Competency Development

– The leadership training programmer will help to build our leadership capability and grow our

people for the future leadership position in line with Axiata group vision. – Competence

Development will roll out the leadership development programmer for all Robi staff. –

Competence Development will prepare a Leadership training calendar based on TNA assessment

and will source external/in-house facilitators.

On Job Training/Assignments

Learning by doing is the best way to improve people competence level. People learn best when

they have been assigned to a new project or task. This helps to build the problem solving

capability and people potential in a multidimensional exposure.

– Line managers will assign new task or projects to the team members to develop individual

competencies

– The project/assignment must be different from routine task of the individual

– Line manager will monitor and guide the individual for successful implementation of the skill

development projects/assignments

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– Line manager will capture all the successful projects/assignment in a specified form and send

to HR for records

– HR will update Division heads about the contribution of people competence development

through capability enhancement projects/assignments

– The project duration will be captured in the functional KPI target

4.5 Empowerment

Competence Development

Empowerment is the process of enhancing the capacity of individuals or groups to make choices

and to transform those choices into desired actions and outcomes. Central to this process are

actions which both build individual and collective assets, and improve the efficiency and fairness

of the organizational and institutional context which govern the use of these assets

Robi Axiata Limited believes that people are the driving forces of the organization and it is the

people who make the real difference. The Company is committed to create an environment

where people will have the opportunity to learn and grow with the organization and deliver to the

best of their potential. The company has a dynamic learning opportunity to develop the

individual competencies so that people can utilize their potential to the fullest. Development

Objectives

To align skills training with the existing and future business goals and employees’ career

paths.

To accustom employees to the Company’s ethics, values and a unified work culture.

To continually foster and enhance team-spirit and teamwork.

To continually develop the Company’s potential, existing and future leaders.

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To ensure training is fully integrated with Talent & Leadership Management, Career &

Succession Planning, Reward & Recognition and Performance Management.

The Competency Model

Employee skills will focus on 3 competencies, with each correlating to the 3 dimensions of the

employee: the body, the heart, the mind, and collectively the spirit. This comprises an integrated,

holistic model of the employee.

Functional Competencies

Functional Competencies involves an employee’s knowledge & skills to demonstrate his/her

capabilities to perform his/her functional specific job pertinent to Division/Department role.

Knowledge Management

HR will maintain an online organizational Knowledge Center as a repository for its training

resources and aids; and to provide supplemental learning and teaching resources for employees’

Management, leadership exposure and skills development. Resources will include articles and

reading materials on companies, business leaders and challenges, best practices, Management

and other topical organizational issues.

Talent Management

Based on Axiata Group’s vision of having a steady supply of business leaders by 2015, a talent

management strategy has been put in place that lays down the framework of identifying talents

through rigorous assessment and grooming them through focused development initiatives for

deployment in future roles either at home or across OpCo.

The objective of introducing a universal talent management framework across the organization is

to create a common platform of defining and evaluating talent to bring about synergy within the

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group. In doing so, prepared talents will be exposed to deployment across the group through

open resourcing, new business, expertise sharing and so on. By adopting this framework, Robi is

in an advantageous position of providing diversified career opportunities to its high performing

talents.

Capability Assessment

Competencies are the skills and knowledge required to perform one’s job or role. To do a

specific job and perform the role, the employee will require leadership competencies and

functional competencies, which encompass technical and generic skills. Competencies assessed

are those of the Axiata Leadership competencies namely:

1. Strategic Thinking

2. Results Achievement

3. Business Acumen

4. Coalition Building

5. People management and Development

6. Customer Orientation

7. Personal Attribute

Benefits

_ Employees participating in the talent program will get to learn and grow at an accelerated pace.

_ They will also get to learn with highly talented peers.

_ They will be considered first for emerging job openings, particularly those that are good fit to

your skills or that will enhance your capabilities.

_ They will enjoy increased visibility to Top Management of Robi

Expectations

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ADP provides varying development opportunities such as workshops, intensive

coursework, participation in special projects/ taskforce, network sessions or a job change

with a possibility of relocation.

These opportunities may require a great deal of commitment and time on the employee’s

part to learn and grow at an accelerated pace.

Whilst the organization provides employees with the development opportunities, it is

their responsibility to take full advantage of the development opportunities provided.

Participation in the ADP is a choice.

4.6 Decision making and participation

Decision making (decision from Latin decidere "to decide, determine," literally "to cut off," from

de- "off" and caedere "to cut") can be regarded as the mental processes (cognitive process)

resulting in the selection of a course of action among several alternative scenarios. Every

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

choice.

Decision planning

Making a decision without planning is fairly common, but does not often end well. Planning

allows for decisions to be made comfortably and in a smart way. Planning makes decision

making a lot more simple than it is. Decision will get four benefits out of planning: 1. Planning

give chance to the establishment of independent goals. It is a conscious and directed series of

choices. 2. Planning provides a standard of measurement. It is a measurement of whether you are

going towards or further away from your goal. 3. Planning converts values to action. You think

twice about the plan and decide what will help advance your plan best. 4. Planning allows for

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limited resources to be committed in an orderly way. Always govern the use of what is limited to

you. (e.g. money, time, etc.)

4.7 Team work

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 empowerment

process in the workplace.

Employee participation 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. Employee participation is also part of the move

towards human resources development in modern organizations. Employees are trusted to make

decisions for themselves and the organization. This is a key motivational toll.

Employee participation can take either a representational or a direct form. Representation takes

place through bodies such as consultative committees. Direct participation, can be achieved

through communication methods such as newsletters, employee attitude surveys, team briefing,

and open-book management, or through involvement initiatives such as self-managed teams,

suggestion programs, and quality circles.

For organizational performance, one can start alone or two or more can start together. If two or

more persons come together, they are forming a team but their goal is common. What they could

do alone, now they can do more by forming a team. In a team they are working with joy,

motivation and enthusiasm. They can now solve small problems in consultation with team

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member. They don't feel work; they help each other to finish within the stipulated time. Team

can increase personal relationship also. By working together they can establish social

relationship.

A team is any group if people organized to work together interdependently and cooperatively to

meet the needs of their customers by accomplishing a purpose and goals. Teams are created for

both long term and short-term interaction. A product development team, an executive leadership

team, and departmental team are long lasting planning and operational groups. Short-term teams

might include a team to develop an employee on boarding process, a team to plan the annual

company party, or a team to respond to a specific customer problem or complaint.

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CHAPTER FIVE - CONCLUSION & RECOMMENDATIONS

Robi, the leading telecom company of the country, was established with an aim and a decade of

conducting the business it has become one of the biggest private industries in Bangladesh. To

make this organization working properly the job satisfaction of the employees must be ensured.

This is so because the organization’s goal is to be achieved through appropriate performance of

its employees. During this study, it has been found that the level of job satisfaction among Robi

employees is high and constant. More importantly, the female employees are founded to feel

comfortable with their job in this organization. The loans facilities, incentives & bonuses,

recognition, rewards, etc. exist in Robi are creating a favorable situation for the employees. For

betterment of job satisfaction of employees of Robi following suggestions and recommendations

are made:

Encourage Individual’s idea generation procedure

Cost minimize with the respect of developed country.

Need to collect Environment friendly equipment which will be less costly

Evaluation procedure should be individual not collective of group.

Separate and better pay scale may be introduced

Employees who are more prone to tardiness, absenteeism should be put on a cluster and

should get trained.

To ensure the productivity rate is at maximum and to retain it, monetary and motivating

policies are needed to be implemented on a timely basis.

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REFERENCES

1. Rahman, Dr. M.Ataur (2012), Organizational Behavior, Neela Publications of Dhaka,

Bangladesh.

2. Davis,Keith(2012)Organizational Behavior Prentice hall, New Delhi, India

3. Linde Group , www.linde.com

4. Web Portal of Linde Bangladesh Limited, www.linde.com.bd

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http://www.linde.com.bd/

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