Organization Structure of Telenor

Presentation Topic:

Group Members ID # 16

ID # 22

ID # 26

ID # 10

ID # 14

ID #31

Muhammad Suleman

Faiza Khalid

Muhammad Adil Bhatti

Tauqeer Ahmad

Maryam Nazir

Asra Bibi

Norwegian Multinational Telecommunication company.

1 of World’s largest mobile telecommunication company.

Owns network in 12 countries.. Operations in more than countries.

History

Introduction about Telenor Telenor acquired the license for providing GSM

services

in Pakistan in April 2004.

Telenor is the 2nd largest network of Pakistan

after Mobil ink.

It had a reported subscriber base of 26.7 million,

and a

market share of 24% .

Contribution in Pakistan Economy:

It has created 2,500 direct and 25,000 plus indirect jobs.

It has a network of 30 sales & services center.

More than 250 franchises.

150,000 retailers.

In 2010 it is estimated that Telenor Pakistan contributed over Rs. 21 billion in various forms of direct and indirect taxes to the economy of Pakistan.

VISION & MISSION

VISIONOur vision is simple: Telenor

exists to help customers get the full benefit of communications

services in their daily lives. We're here to help.

MISSION“Telenor is a customer focused

business mobile service operator/telecommunications

Company that seeks competitive advantage in quality and valued added service in both prepaid

and postpaid categories through state of the art technology. Telenor relies on building trusting relationships with

customers, owners, employees and society in general”

Next Member:

o21334022Muhammad Adil Bhatti

Product Line

BCG MATRIX of Telenor: This BCG matrix is with respect to the competition that exists for Telenor in the telecom industry. This includes the following mobile operators:

Mobilink Ufone Warid Zong

Organizational structure: Mr. Jon FredrikCEO, telenor

Mr. Lars ChastainCEO,telenor Pakitan

Board

CEO

Commercial Division

Finance Division

Chairman

IT Division

Marketing Dvision

HR and Admin

Department Directors

Managers

Assistant Managers

Executives

Technical Division

Definition How job tasks are divided, grouped and coordinated.

Why organization needs structureOrganisational structure describes:

Who is responsible for what

Communication and knowledge exchange.

Skills required to move up the organisation.

From whom they can take help for their problems.

Structure tells how to address with company’s issues and problems.

It tells what behaviours should be and are accepted.

It defines norms and roles.

Organizational structure Design:Work Specialization

Departmentalization

Span of Control

Chain of Command

Centralization & Decentralization

Formalization

Next Member

o21334026Faiza khalid

Work SpecializationThe degree to which tasks in an organization are

subdivided into separate jobs.

Division of LaborMakes efficient use of employee skillsIncreases employee skills through repetitionSpecialized training is more efficientAllows use of specialized equipment

…

Work Specialization

Both specialist people and multi skill people

require at

Telenor Pakistan.

If specialist person have some extra skills he will

preferable

given job at Telenor Pakistan.

Like the IT department requires specialized

person but

Customer Relation department doesn’t necessary

require a

specialized person.

Departmentalization The basis by which jobs are grouped

together.

Basis by: Functional

Grouping jobs by functionsperformed

ProductGrouping jobs by productline

CustomerGrouping jobs by type ofcustomer and needs

GeographicalGrouping jobs on the

basis ofterritory or geography

Departmentalization Telenor structure is functional.

Telenor Pakistan has several departments.

Commercial DivisionCustomer Service DivisionFinancial DivisionCorporate affairsFinancial service

Next Member

o21334010Maryam nazir

Chain of CommandCOC is the line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom.

Authority Responsibility

Unity of command

Authority refers to the rights inherent in a

managerial position to tell people what to do and to

expect them to do it.

As managers assign work to employees, those employees

assume an obligation to perform any assigned

duties.

UOC states that a person should report to

only one person.

Chain of Command

Clear line of authority 7 layers

CEO

Vice Presidents

Directors

Managers

Assistant Managers

Executives

Officers

Span of Control The number of employees a manager can efficiently and effectively manage.

There are less layers of management to pass a message through, so the message reaches more employees faster

It costs less money to run a wider span of control because a business does not need to employ as many managers

Advantages and DisadvantagesWider Span of

Control Narrow Span of

Control•A narrow span of control allows a manager to communicate quickly with the employees under them and control them more easily

Feedback of ideas from the workers will be more effective

•Less management skill required

Next Member

o21334014Tauqeer Ahmad

Span of control It varies department to department.

HRM and Finance has narrow spans of control.

Marketing and customer relationship department

has wider span of control

Average, the span of control is 4-5 people under

a manager

Centralization & Decentralization

Decision making is done at top level

Employees are not capable to take decisions

• Uniformity in action• Personal leadership• No loyalty• Remote Control• Delay in work

Decision making flow is downward Employees are capable•concentrate on strategy on higher level decision making, and coordinating activities•vital experience in making decisions

Centralization & Decentralization Centralization is there but you can say to

some extent there is decentralization.

Employees gives ideas but last action require

the agreement of top management

StandardizationRules & procedures are present to control the

behavior of employees.

Standardization is high at Telenor.

employees perform their tasks in a uniform manner

Standardization is mostly visible in lower and middle level of employees

Next Member

o21334031Asra Bibi

Mechanistic or Organic

W.S

HighMechanistic

Structure & Strategy• Telenor wants to make an image in the mind of

customers.

• Telenor has differentiating strategy.

• Structure support strategy somehow:

ConclusionStructure of Telenor Pakistan is Mechanistic and

functional.

Decision-making is highly centralized and empowerment is not appreciated as much but to some extent.

The important success factor for Telenor is differentiation.

The employees of the organization are committed to their company and the company is taking care of the need of its employees.

RecommendationTelenor must have organic structure.

Motivating employees through giving them empowerment.

There should be an effective employee exchange program even at the level of middle management so the organization can share the level of skill and expertise at all levels with the parent company

REFERENCES:

•Management (9th edition)by Steven P. Robbins and Mary Coulter•Telenor Broadcast Report - 2008-09 as on 11th of February 2009•Interim Report January–December 2008•Corporate Responsibility Report 2008•Telenor Cantt Franchises•www. Telenor.com.pk•www.researchandmarkets.com/reports•www.telenor.com.pk