Organizational Behavior- Comparison Between 2 Companies

MGT 321

ORGANIZATIONAL BEHAVIOR A COMPARATIVE ANALYSIS BETWEEN GRAMEENPHONE & TELETALK PRESENTED TO – MR. ASEF HASSAN

PREPARED BY MASUD IMAM MD TANVIR HASSAN NAFEES IMTIAZ SAFAYET BIN TAIYAB SADIQUL ISLAM RAFSAN HASSAN

101 0828 030 092 0574 530 102 0009 030 091 0875 030 101 0628 030 092 0450 530

ORGANIZATIONAL BEHAVIOR

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Letter of Transmittal DEC 12, 2011

Asef Hassan (Aef) Faculty School Of Business North South University Plot # 15, Bashundhara, Dhaka-1229 Sub: Submission of group project. Dear Sir, We are pleased to submit herewith our group g roup report entitled ―A ―A COMPARATIVE ANALYSIS BETWEEN GRAMEENPHONE & TELETALK ‖ as requirements for partial fulfillment of the course MGT 321.This report is a summary of our findings from two telecommunication organizations in Bangladesh , namely, GRAMEENPHONE AND TELETALK. TELETALK. We hope it will enhance our future critical thinking about various OB practices and establish a theoretical & practical baseline regarding the course. If you have any questions or queries regarding the contents of the project; we would be grateful to receive your advice. Thank you for giving us the opportunity to have a practical knowledge about the organizations which follow various modern ORGANIZATIONAL BEHAVIOR concepts. We are looking forward to work under your honorable supervision in our future courses. Thanking you, Sincerely--Masud Imam

101 0828 030

Md Tanvir Hassan

092 0574 530

Nafees Imtiaz

102 0009 030

Safayet Bin Taiyab

091 0875 030

Sadiqul Islam

101 0628 030

Rafsan Hassan

092 0450 530 Page | 3

ORGANIZATIONAL BEHAVIOR

Acknowledgement All praise to Allah, the most gracious and the most merciful. Without His blessing and endorsement this report would not have been accomplished. We are very much thankful for the guidance, assistance & co operation of many helpful people on the preparation of this report. We are especially grateful to our faculty Asef Hassan, MGT 321, for sharing his valuable knowledge and expertise throughout the course which enabled us in producing such successful assignment within a short period of time. Our groups combined effort, the lectures, our class notes & the proper guidance & instructions from our respected sir guided us towards the successful fulfillment of the group research project .

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INDEX

Topic

Page no.

Title page

1

Letter of transmittal

3

Acknowledgment

4

Index

5

Executive summary

6

Organizational Culture

7

Personality and Values

13

Motivation Concepts

16

Emotions and Moods

20

Attitudes and Job Satisfaction

22

Foundations of Group Behavior

24

Understanding Work Teams

26

Communication

29

Organizational Change and Stress management

32

Perception & individual decision making

38

Conclusion

40

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EXECUTIVE SUMMARY This report manly focused on theoretical & conceptual analysis about the relevant Organizational Behavior concepts of two firms in the telecom. industry of Bangladesh, namely GrameenPhone & Teletalk. We tried our level best to ensure the purity & objectivity of the project. All the relevant theoretical frameworks, critical analysis, application of knowledge & practice base evidence are providing throughout the whole project report. The whole report is divided into several segmented topic headings & when required we use appropriate talking headings.. By browsing through the comprehensive index & the table of contents one can get the clear idea about the research project.

Grameenphone widely known as GP, is the leading telecommunications service provider

in Bangladesh. With more than 32 million subscribers (as of June 2011), Grameenphone is the largest cellular operator in the country. It is a joint venture enterprise. Grameenphone was the first company to introduce GSM technology in Bangladesh. It also established the first 24hour Call Center to support its subscribers. With the slogan Stay Close, stated goal of  Grameenphone is to provide affordable telephony to the entire population of Bangladesh.

Teletalk Bangladesh Limited is a public limited company, registered under the Registrar of the

Joint stock companies of Bangladesh. Total shares are owned by the Government of the Peoples Republic of Bangladesh. Teletalk Bangladesh limited was established keeping a specific role in mind. Teletalk has forged ahead and strengthened its path over the years and achieved some feats truly to be proud of, as the only Bangladeshi mobile operator and the only operator with 100% native technical and engineering human resource base, Teletalk thrives to become the true people’s phone – ―Amader  –  ―Amader  Phone‖.

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ORGANIZATIONAL ORGANIZATIONAL CULTURE Grameenphone Vs Taletalk (an OB perspective) In the study of organizational behavior, the various aspects of organizational culture put vital impact in the organization’s setup objectives, norms, mission statement & the company’s goal achievement process. So, in OB, analysis of a company ’s organizational culture has important significance. Culture is a system of shared meaning held by members that distinguishes the organization from other organizations. There is co-relation between organizational culture & institutionalization. Institutionalization is a condition that occurs when an organization takes on a life of its own, apart from any of its members, & accurse immorality. So, while conducting the research project based on organizational behavior perspective about Grameen phone & BTTB Teletalk, Teletalk, we find some remarkable research outcomes ab out the two telecom company’s organizational culture, which give us valuable insights to draw an effective conclusion & to pass a meaning verdict about the organizational culture of Grameen phone & Teletalk. The Grameen phone as a multinational telecomm company it has some strong organizational cultural backround which makes it different from other telecomm company, specially, with Teletalk. As Teletalk is purely Bangladeshi company, run by the government, so, obviously it has some typical bureaucratic impact over its organizational culture, whereas, Grameenphone is more dynamic & flexible & ensures international setup standards as a multinational company.

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The significant differences & analytical comparison about the two company’s organizational culture : 1. A brief discussion about 6 organizational characteristics differences : From our observation of the two c ompany’s organizational culture, culture, we find some phenomenal differences in their organizational management procedure as well as the organizational cultures. Below some of the key points are discussed: i) Innovation & risk taking: In Grameenphone, the company always encourages innovative ideas

& encourage employee view point & participation. But they also follow the moderate risk taking policy. Comparing it with Teletalk, they are conservative as they have to follow the strict government rules & regulations & work procedures. ii) Attention to detail: In Grameenphone, the degree of expected exhibition of precision, analysis

& attention detail from employees are more positive & interactive in compared with Teletalk. iii) Outcome orientation: In Teletalk the managements are more focused towards results or

outcomes & Grameenphone put emphasis on techniques & processes to achieve the desired results or outcomes. iv) People orientation: The management decisions are more authority oriented rather than

employee oriented , so work range are narrow & task focused in Teletalk. In this case Grameen phone always maintains a qualitative balance. v) Aggressiveness: The employees of Grameenphone are more competitive & enjoy a bit more

liberty as the promotion & the employee career development do not follow fixed ratio process. In Teletalk the employees are more easy going as they have high job security & enjoy government facilities. vi) Stability : The Grameen phone’s organizational activities emphasize maintaining the status

quo in contrast to growth. The Grameen phone assures its objectivity & measures its goal achievement & in that case Grameen phone is more stable than Teletalk.

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2. The differences in various cultural concepts : Though the 2 company have some differences in the various cultural concepts as culture is a descriptive term & it may act as a substitute for formalization, yet the differences are not so vast. But from our analytical observation we identifies some of the differences for comparison: i) The comparison in terms of Dominant culture: Here, the Grameen phone is more expressive &

express the core values that are shared b y the majority of the organization’s member. One of key observation was GP is innovative & creative idea oriented & Teletalk is more structural work  process follower. Teletalk, in terms of core value adoption they follow more predefined structure & one of the key aspect is the employees are more group oriented rather than team oriented & has strong bondage within the group which expresses the core value of the company in a certain way. ii) The comparison in terms of subculture impact: Subculture is mini-cultures within an

organization, typically defined by department designations & may be in some cases geographical or demographical separation. For example: in GP as they are more team oriented so the grape vine may be considered a sub culture with in their core culture. Where as In Teletalk many a time it is pretty much the same but in terms of grape vine impact it is more individualistic as the responsibility in various work procedure in lies to different designated employees. iii) Core values acceptance: Core value is the primary or dominant values that are accepted

throughout the organization. For example : The Grameen phones core value is to maintain a good quality services with high quality network coverage through out Bangladesh. & in Teletalk their core value is to serve the mass people with the assurance of good services with relatively low cost & thus to retain retain the productive growth growth of country’s GDP. GDP. iv)An analysis over companies Strong culture: Strong culture is, the culture in which the core

values are intensely held & widely shared.  A related example example can can be : Teletalk’s strong culture is complex, time consuming, beurocratic, authoritative, group oriented, focused work ranged,& follow fixed interval ratio where the level of hierarchy is bigger. Where, Grameenphone ’s organizational strong culture is more transparent,

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flexible, dynamic, up to date, more acceptability towards adopting modern international concepts, not so time consuming or rapid creative decision making process, & appraisal process is more performance & competency based.

3. The comparison in the stages of socialization process: (An analysis)

Productivity

Prearrival

Encounter

Metamorphosis

Commitment

Turnover



Pre-arrival: One of the of the pre-arrival process of GP is internship process, through which

potential employees can learn & develop their skills & competency level. Besides they have several types of training & employs recruiting & selection programs which can help the would be employees to adopt the organization’s cultures, values, norms easily. In Teletalk they also have probation period & training process but it is different than GP. 

 Encounter: The new employees sees what the organization is really like & confronts the

possibility that expectations may diverge. In GP an employee gets ample of opportunity to judge him/herself weather s/he is adopted & adjusted with the company or not. In that case, company’s job description & job specification plays a vital role. Though Teletalk  has defined job description but they do not follow specific person specification procedure. 

 Metamorphosis: According to organization’s policies , by adopting & implementing

necessary initiatives, both GP & Teletalk ensures the new employee changes & adjusts to the work,work group, & organization.

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The way organizational culture forms : ( Theoretical Theoretical framework) Philosophy of  organization's founders

Selection criteria

Top management

Organization culture

socialization

4. The comparison in terms of learning cultures : i) stories: It is a common traits in both GP & Teletalk is anchor the present into the past

&provide explanations & legitimacy for current practices. ii) Rituals: Ritual is repetitive sequences of activities that expresses & reinforce the key values of 

the organizations . For example: Both GrameenPhone & Teletalk celebrate their first inauguration day & special events. iv) Material symbols: GP does more advertising & branding than Teletalk. GP has strong & well

defined & renowned acceptable logo, office, opulence of the office furnishings etc. that is a resemble of their well managed & strong organizational culture. v) Language: Both GP & Teletalk use professional languages in terms of conversations &

communications.

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5. Comparing both the companies’ characteristics characteristics of the spiritual organization: Work place spirituality: The recognition that people have an inner life that nourishes & is

nourished by meaningful work that takes place in the context of the community. People seek to find meaning & purpose in their work. The desire to integrate personal life values with one’s personal life. Work place spirituality is also concerned with helping people develop & reach their full potentials.

Characteristics 1.Strong sense of purpose

2.Trust & respect

3.Humanistic work practices

Grameenphone

Teletalk

1. All the employees have the

1.Different employees have

common sense of purpose

different sense of purpose

2.The employees of GP has the

2. Trust & respect is well

strong connections & bondage as

established in between co

the hierarchy level is relatively

workers & different hierarchy

flat

levels.

3. GP is renowned for its

3. Teletalk is not so much

corporate social responsibilities responsibilities

renowned for its humanistic humanistic work practices.

4.Toleration of employee

4. It is moderate within the

4.It is moderate within the

expression

organization . But certain

organization .

behavior rules are strictly monitored & followed.

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Summary (our findings & research outcomes): 

Culture defines the boundary between one organization & others.



Conveys sense of identity for its members.



Facilitates the generation of commitment to something larger than self interests.



Enhances the stability of social system.



Serves as a sense-making & control mechanism for fitting employees in the organization.



All organizations need to be more culturally sensitive.

PERSONALITY AND VALUES What makes Grameenphone employees more satisfied, involved and dedicated to their jobs? It’s their personality and values which distinguishes them from other employees working in other telecommunication organizations. Grameenphone employees are the highest qualified, well built, smart and energetic which makes them different and superior. They are ready to face any challenges and overcome any problems in difficult situations. All companies want highly qualified employees but it depends on company goodwill, status etc. Teletalk could not reach that mark to hire employees like Grameenphone. Defining personality, it is the sum total of ways in which an individual react to and interact with others. It is a vital thing in customer care  procedure, how to manage the customer’s problem within a short period of time, giving the customer proper attention, ways of talking to the customer and managing their problems, etc. If  we consider the Big Five personality model in judging Grameenphone and T eletalk’s employees, we can see the differences which lacks in T eletalk’s employees.

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THE BIG FIVE PERSONALITY TRAITS Personality Trait

GRAMEEN PHONE

TELETALK

Emotional Stability

Training process makes more emotionally stable Employees more self-confident

Training process does not focus on emotional stability rather focuses on performance of  work 

Extraversion

Emphasizes on team-oriented tasks, therefore employees are more sociable, gregarious and assertive Nurtures creativity, imagination, sensitivity and curiosity in their work procedure

Group-oriented, therefore outcomes are more self  fulfilling

Openness to experience

Agreeableness

Conscientiousness

The work  environment makes employees good natured, cooperative and trusting The structure of  work encourages responsibility, dependency, persistency and organization

The work does not allow much creativity or imagination The work  environment makes employees relatively less agreeable

The structure of work  encourages responsibility and dependency, but in a smaller scale

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Grameenphone manage their employees in adapting these qualities by training them and thus a corporate manager of Grameenphone is highly demanded whereas Teletalk does not have good training facilities resulting in not so skilled employees in their company. When considering the importance of values in the employees, it is how the company sees the employees or what position do they give their employees in the organization. Values are basic convictions that a specific mode of conduct or end  – state  – state of existence is personally or socially  – state of existence. Values are preferable to an opposite or converse mode of conduct or end  – state important because they lay the foundatio n for one understands the people’s attitude and motivation and because they influence our perception. Values generally influence attitudes and behavior. Grameenphone hires people in the work force with a mixture of values while Teletalk  hires people according to the government policy which is not a good idea to take a telecommunication business ahead, at least considering the scenario of our country. A table consisting of dominant work values in toda y’s workforce is given below.

Grameenphone has employees with all value types making them more innovative and strong. Values are important in an organization for employee’s pe rformance and satisfaction are likely to be higher if their values fit well with the organization. Srategies obtained by Grameenphone are spot on and their future plan and hiring employees is truly a success which made them the telecommunication giant in this country while on the other hand, Teletalk has a lot to do with this staffs and making their strategic level different would only be possible if they hire people considering their values and personality, not from recommendation.

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MOTIVATION CONCEPTS Many people incorrectly view motivation as a personal trait —  trait — that that is, some people have it, and others don't. But motivation is defined as the force that causes an individual to behave in a specific way. Simply put, a highly motivated person works hard at a job; an unmotivated person does not. Managers often have difficulty motivating employees. But motivation is really an internal process. It's the result of the interaction of a person's needs, his or her ability to make choices about how to meet those needs, and the environment created by management that allows these needs to be met and the choices to be made. Motivation is not something that a manager can ―do‖ to a person. As motivation is a prime factor to jo b satisfaction, management is willing to take initiative by offering schemes:

Performance Bonus Performance bonus is given to the good performers with accordance with the company rules and management discretions as recognition of one ’s performance throughout the year. Reward and recognition Reward and Recognition policy is introduced to award the outstanding performers, best team performers and the best support staff.

Maslow’s Theory Application ( In context of Grameenphone and Teletalk Employee Motivation Practices)

Abraham Maslow explored a hierarchy of needs, from the most basic physical needs to the most internal needs for self actualization, and found that individuals respond to motivation that meets their lowest need at a particular point in time. This approach to motivation holds considerable potential for companies willing to apply it to their personnel practices. Some major impacts of  the two theories are visible in every aspect of Grameenphone ltd. The motivation level of  employees in Grameenphone is increased by the various facilities that reflect Maslow’s needs

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hierarchy. As from theoretical perspective Maslow’s hierarchy of need seems to be strong in Bangladesh Context, where people seems follow visible needs rather than preferring challenges in the workplace in actuality results indicate employees perception toward goal is very strong. The aim of this observation was to find out the practical impact of the most relevant motivational theories in Grameenphone and describe in which issues these theories have made an substantial impact.

As Maslow’s theories state that an individual will be motivated to fulfill his first need, which is physiological needs . Grameephone seems to be strongly influenced by this part of the theory.

The minimum salary for the lowest managerial position in Grameenphone is 28,000 taka and in the call center starting salary is 10,000 taka whereas the minimum salary for the lowest managerial position in Teletalk is 20,000 taka and in call center minimum salary is 8,000 taka. Maslow’s physiological needs means the biological needs human requ ires surviving such food, clean water. So it is clear that a Grameenphone employee has better probability to satisfy the biological needs as the monthly salary is higher than Teletalk and most of the other companies in Page | 17

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Bangladesh. This higher salary policy has proved milestone for Grameenphone. As it offers an handsome salary at the very starting point of career Grameenphone has been able to recruit the most highly skilled employees. A high salaried job is much more attractive to the freshly graduated skilled applicants. This salary philosophy (putting more money to the base salary) has also helped them keeping the skilled productive workforce at their company. Their motivation also increases by the paid training period which Grameenphone offers. Teletalk and most of the companies in Bangladesh keep an unpaid training period on the other hand Gram eenphone’s paid training program are more lucrative to the trainees and it motivates them to response to the training opportunity eagerly. Maslow’s safety need is emphasized in Grameenphone ltd. They have included so much to make employees more protected, secure and stable in their workplace. Grameenphone ltd is building a pension fund for it employees. It also invests in a provident fund. 10% of the salary is paid on a monthly basis into the fund. Employees are also entitled and covered by health and medical insurance. This also applies to family member andin Teletalk they have relatively similar offers. However, employees of Teletalk are not so flexible and not so responsive. Grameenphone also provides monthly education grants for children under age of 21 to all employees. The grant is fixed for each child. This type of financial security has made Grameenphone employees more comfortable at their jobs. As our results suggest that the medical insurance is very useful to every employee. They are mainly using it for their sick parents of elderly persons in the family. The workplace has also taken into account to give the employees best safety at the place which you can see watching their corporate head office at Bashundhara.. Sophisticated software and computerized security system to keep the whole place from the safety of fire, theft, robbery and any kind of unwanted event. Another issue in within the Grameenphone employees is child care service. Around half of the employees are woman and among them around two third are married and with little children. Over half of them missed office because of some child issues. So Grameenphone is thinking to make this female employees more motivated by planning to provide a child care service in the office space. Maslow’s social need indicates love, affection, and a sense of belongingness in one's relationships with other persons. Examples of these needs are work groups, teamwork, and Page | 18

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company good relationship with co-workers. Humans are inherently social and friendly creatures, a. Friendships are beneficial to humans at home and in the workplace, but some employers do not realize the importance of this association. We are all aware that humans form meaningful relationships outside of the workplace, but the value of establishing enjoyable relations within the workplace is often underestimated. Research has shown that promoting social interaction among employees will "increase morale and productivity."In our observation we have found that Grameenphone requires each employee to attend in the ―discussion time‖ of  the team work to strengthen interpersonal relationships. Also a new employee need to attend the orientation and after that he/she stays under supervision of two or three experienced colleague and a senior supervisor during the training period to alleviate the left out feeling of a new comer whereas in Teletalk they just have a orientation programme which employees need to attend and where the new employee get to know others but there is no program like ―DISCUSSION TIME‖ in Teletalk. Maslow defined esteem needs as the level of fulfillment a person feels in the workplace such as respect, prestige, recognition, need for self-esteem, personal sense of competence and mastery in opinion, humans are egocentric, and everyone likes to be praised . This is part of this need fulfillment. Results states at Grameenphone employees like to be appreciated and recognized for  job .This motivates motivates them to continue working hard for the company. company. Performance Performance bonuses are given on the basis of performance in a given year. This happens after the yearly appraisal. The reviewer (usually the immediate boss) notes down the performance of the employee on a given set of characteristics and sends it to the MD. The MD then takes the decision on the performance bonus. However, all decisions regarding performance bonuses by the MD needs to be approved by the Board of Governors. Most lucrative to mention about rewarding provided by recognition for ― Employee of the Month‖ is made each month that drives the employee motivation level to greater extent. The last level of Maslow's hierarchy, the pinnacle of achievement, is the level of selfactualization the need to grow and use one's abilities to the fullest and most creative

extent. Grameenphone offer challenging and an d meaningful work assignments assi gnments which whi ch enable innovation, creativity, and progress according to long-term goals. There is a saying-" saying -"What What a Page | 19

ORGANIZATIONAL BEHAVIOR

man can be, he must be. be.‖ We may this need call self-actualization . According to our observation in Grameenphone each year around 2% employee reaches this phase where they feel their potential is truly paid off (employees who get promoted at the top level management)

EMOTIONS AND MOODS EMOTION

Intense feelings which is directed towards someone or something. MOODS

Feelings that tend to be less intend than emotions and that lack a contextual stimulus. Emotions and mood is a big thing in organizational behavior.

EMOTIONAL EFFECTIVENESS (GRAMEENPHONE (GRAMEENPH ONE VS TELTALK)

Title

Grameen phone

Teletalk 

1.Positive

Facilities in Grameen phone helps

No adequate facilities to keep their

affection

employees keep their positive

positive affection going.

affection going. Such as:-excitement, assurance, cheerfulness, reduce tiredness. 2.Negetive

Negative affection such as:-

Whereas, in teletalk Negative affection

affection

nervousness, stress, anxiety seems to

looks like playing a big part.

be playing a little part in Gp. 3.Work hour

Gp is very strict on their time

Teletalk is also strict on their working

effect

schedule and their holiday leaves.

hour but a bit flexible than Gp.

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4.Differtiate

Different emotional aspects like

Because it is a government job there

from the

weather, stress, sleep, exercise, age,

seems to a bit of conflict and less

emotions source

plays a small part in employess job

facilities to get rid of emotional

point of view

performance. As, Gp has some

aspects.

facilities to cop on those emotional aspects. 5.Presence of 

In Gp employees have to face

Professionalism is also part in

displayed

displayed emotions more. Because

Teletalk but a bit more flexible

emotions Vs felt

the professionalism plays a bit part

comparing it to Gp.

emotions

there. As, there is no place for emotions.

6. Reward for Ei

As in Gp employees are trained

In Teletalk employees are not trained

properly that they can cope with

for emotional intelligence.

their emotion and show their emotional intelligence. 7. OB

Selection, decision making,

Whereas in Teletalk these factors are

applications in

creativity, motivation leadership,

also considered very highly.

emotions and

negotiation, customer service, job

moods.

attitudes plays a big part in Gp.

We discussed what factors can affect employees emotions and moods. Every organization should focus on these factors and provide all the facilities need to raise the productivity of their employees

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ATTITUDES AND JOB SATISFACTION GrameenPhone is currently the leading telecommunication operator in Bangladesh and there are reasons why they are superior from rest of mobile operators. Teletalk is in a much lower rank  than Grameenphone for several reasons. The reasons might be for poor management, lack of  investment, workplace environments, employee satisfaction, strategies and planning etc. In this part, we will explain the attitudes in workplace and job satisfaction between Grameenphone and Teletalk. The three components of attitude describe the employee performance of Grameenphone and Teletalk, they are cognitive, affective, and the behavioral component. The statement ―my pay is low‖ is a description of cognitive component of an attitude – the – the aspect of an attitude that is a

description of or belief in the way things are. It sets the stage for the more critical part of an attitude –  attitude  – its its affective component. Affect is the emotional or feeling segment of an attitude and is reflected in the statement ― I am angry over how little I’m paid .‖ .‖ Finally the behavioral component of an attitude refers to an intention to behave in a certain way toward someone or something, to continue the example, ― I am going to look for another job that pays better .‖ .‖ These entire factors affect employee working in Teletalk for it is a government owned company whereas Grameenphone is a foreign company and the salary of an employee in Teletalk is much less than an employee paid in Grameenphone. The major job attitudes that affect the telecommunication industry are Job satisfaction, Job involvement, and Organizational Commitment. a) Job satisfaction describes a positive feeling about a job, resulting from an evaluation of  its characteristics. A person with a high level of job satisfaction holds positive feelings about his or her job, while a dissatisfied person holds negative feelings. When people speak of employee attitudes, they usually mean job satisfaction. In Grameenphone, job satisfaction is very high along with the employee’s morale which motivates them to work  harder for the company and take it further while in Teletalk, the job satisfaction in not as high compared to Grameenphone and employee morale in Teletalk is quite low. Page | 22

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b) Job involvement measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth. Another closely related concept is psychological empowerment, which is employees’ belief in the degree to which they influence their work environment, their competence, the meaningfulness of their job, and the perceived autonomy in their work. In Grameenphone, they nurse their managers and believe that good leaders empower their employees by involving them in decisions, making them feel their work is important, and giving them discretion to ―do ―do their own thing.” Teletalk is way more behind in these cases and the decisions are only made by the high officials resulting in a lack of job involvement for the employees.

c) Organizational commitment is a state in which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. So, high job involvement means identifying with your specific job, while high organizational commitment means identifying with your employing organization. There are three  – an affective separate dimensions to organizational commitment. Affective commitment  – an commitment is an emotional attachment to the organization and a belief in its values.  – it Continuance commitment commitment –  it is the perceived economic value of remaining with an  – it is an obligation to organization compared to leaving it. Normative commitment  – it remain with the organization for moral or ethical reasons. These things are very much needed in an organization and employees in Grameenphone have strong organizational commitment and bonding and they represent their company in a very special way due to the employee commitment to the organization. Again, in this field, the government owned Telecommunication Company is behind as they do not have sufficient number of  customer care centre, lack of recharging outlets etc. The main factor is, Teletalk lacks representatives as organizational commitment is very low.

d) There are other factors too like perceived organizational support, employee engagement,  – evaluations, customer satisfaction etc. Perceived organizational support is core self  – evaluations, Page | 23

ORGANIZATIONAL BEHAVIOR

the degree to which employees believe an organization values their contribution and cares about their well –  well  – being. being. Employee engagement is an individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does and core self evaluations defines the bottom –  bottom  – line line conclusions individuals have about their capabilities, competence, and worth as a person. Grameenphone has all these qualities in their employees who make them superior and takes them one step ahead to be the superior giant in the telecommunication field. Their main strategy is customer satisfaction by strengthening their network and the network coverage for which customers does not have too many complains about Grameenphone although their call rate was a bit higher than the other mobile operators. On the other hand Teletalk had lower call rates but poor network coverage which was one of the major factors of customer dissatisfaction.

FOUNDATIONS OF GROUP BEHAVIOUR GROUP When two or more people works together for achieving a particular objectives and they remain interacting and independent , then they form a group. As from our studies, we came to know that, an organizations success heavily depend on the group performance of the employees of that firm. Group work is modern theory which has bought revolutionary changes in the output of an organization. So, from the organizations point of view it very important to give preference to group work rather than individual work. Every organization should encourage group work. Group work is beneficial from every angle as it can be very effective is doubling the out of both an individual and organization. Here are our findings on foundations of group behavior in Grameen phone and Teletalk.

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ORGANIZATIONAL BEHAVIOR

GRAMEEN PHONE

TITLE

TELETALK

1.Presence of 

In Gp the preference of group work is

In Teletalk group work is also demanded

group

special.

but not as Gp.

2.Formal group

Gp’s most of the work is done in form of 

In Teletalk most of there there is done in form

Vs Informal

formal group.

of informal group.

3.Imporentance

Working as a form of task group is mostly

There is not not much preference of task 

of Task group

preferred.

group working in teletalk.

4.―THE FIVE

Groups that work on Gp mostly follow the

But in Teletalk they follow ―THE

STEP MODEL‖

five step model. Which they believe is the

PUNCTUATED-EQULIBRIUM

VS ―THE

best way to go.

MODEL‖.

5.Group

In Gp, employees are very well trained. So,

Because no such training is arranged so,

property: Roles

that they can identify their own roles in the

employees have to take their role by

group work.

themselves.

Acceptable standards of behavior is

Things are almost similar in Teltalk too.

group

PUNCTUATEDEQULIBRIUM

MODEL‖

NORMS

maintained in Gp. STATUS

Status process is very common in their

In Teletalk things are similar.

group activities.

Page | 25

ORGANIZATIONAL BEHAVIOR

UNDERSTANDING WORK TEAMS GRAMEENPHONE In GrameenPhone, every department has a work team with a team leader and under one team there are some executive who continuously works for the betterment of their organization as well as their goal which has been set up earlier by the top level officers. The executives never compromise with the quality of their tasks and they give the best service to their customers. They have a team leader in every department like IT, Marketing, Customer Service etc. inside the organization the employees are having a very friendly environment with each others. Whenever a new employee joins the company he/she is treated as a member of the family and the authority provides adequate training to that employee.

TELETALK There are also some executives under one leader. But there is lack of command among the leadership of the team leaders. Leaders are not that much effective as the other telecom companies of Bangladesh such as Grameen Phone, Banglalink, Airtel, Citycell, and Robi. Their chain of command has not been changed in time. It is still weak as before. If there was accountability, the work environment and service would have been much better than the past. Sometimes social loafing occurs inside the organization. The comparisons that make GrameenPhone more different from others are: 



Focus on Employee satisfaction through meetings and their Quality maintaining

The Organizational Structure is so strong and simple.



Fully digitalized, paperless, clean and green office environment.

Page | 26

ORGANIZATIONAL BEHAVIOR



Extra benefits, salary, compensation and other facilities inside the office and outside both are so high.

SIMILARITIES AND DIFFERENCES

Quality

GRAMEENPHONE GRAMEENPHONE

TELETALK

Adequate Resources

More than Sufficient

Not Enough

Leadership

Very Strong

Very Weak 

Work Environment

Friendly

Not Friendly

Trust

Have it in each other

Inadequate

Rewards

Rewards can be arranged

No Rewards like performance

based on individuals

appraisal

performance Abilities of the Members

Have technical expert team,

Decision making team, expert

problem solving team,

team

decision making team and

Problem solving team are not

interrelation team.

that much strong as others

Friendly, experienced, skilled,

Not friendly, sometimes

conscientiousness

experience and skill lacks,

Performance

High

Low and medium

Facilities

Incentives, reward, maternity

No rewards for extra ordinary

facility, day care

performance

Very high

Low

Personality of the members

Skills

GRAMEENPHONE: Being the best telecom company in the country GrameenPhone has got

the best work environment among all other organizations. All of the employees of the organization are well experienced and skilled compared to others and it has made them the best. Their chain of command is very strong and inside the organization there is a very friendly Page | 27

ORGANIZATIONAL BEHAVIOR

environment among the seniors and juniors. They have the capabilities of solving out any sort of  problems related to the given task. They also have the best corporate house in the history of  Bangladeshi telecom industry and it has got lots of modern facilities. The employees have the ability and wish to perform work independently. They can also different skills and talents. Their goal is to be succeeded in every step of their job.

Page | 28

ORGANIZATIONAL BEHAVIOR

TELETALK: Teletalk is the first Govt. oriented telecom company in Bangladesh.. The internal

performance of the company is not up to the level. There is no tendency among the employee to compete with the other telecom companies of the country. Inside the organization the employee are not free enough with each other’s so that they can’t express their opinion regarding anything related to their jobs. The training given to the employees are not sufficient and they are not updated enough to compete with others. All these things establish the differences between GrameenPhone and Teletalk.

COMMUNICATION

Communication process refers to the steps between a source and a receiver that result in the

transfer and understanding of meaning.

Both GrameenPhone and Teletalk divide its communication process into three sectors as follows: 

Communication with the customer



Communication in the organization



Communication with the dealers or agents

DIRECT METHOD

GRAMEENPHONE The direct method are shown below through which Grameen phone get connected with

TELETALK The following methods are applied by Teletalk:

customers: 

*111*#

all time get to any

information 



General Information 1234



Help line 444

121 hot line service: Page | 29

ORGANIZATIONAL BEHAVIOR



Message service & Email contacts



Message service & Email contacts



Customer Management centre



Customer Management centre

INDIRECT METHOD

Both Grameenphone and Teletalk communicate with its subscribers through indirect method by level 3 communications, where a two way, face to face verbal communication does not occur. Only written or printed documents or photo images are circulated on bill board and advertisements are telecast on television and so on. As a result, instant feedback is not available in this process. Thus the company informs their facilities of sim card to subscribers. The indirect method are given below: 

Advertisement on television



Advertisement on bill board



Advertisement on newspaper.



Advertisement on internet.

COMMUNICATION SYSTEMS External System:

This system is used to control individual and group behavior and to achieve organizational goals. Some elements of external system are following : 

Business letter



Report writing



Business proposal



Memorandum report etc.

Page | 30

ORGANIZATIONAL BEHAVIOR

Internal System

The internal system develops as people interact within the formal, external system and certain behavior patterns emerge, patterns which accommodate social and psychological needs. In internal system, both formal and informal elements of communication are used which are following: 

Grapevine



Face to face communication



PABX



Mobile



Letter etc.

By conducting survey we are able to reach this point that the communication skill of Grameen Phone is really overwhelming, whereas in Teletalk communication has to be improved by a great margin as “Business communication skill is important for a business to achieve its organizational goal”.

Page | 31

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL CHANGE & STRESS MANAGEMENT M ANAGEMENT (AN OB PERSPECTIVE) GRAMEENPHONE VS TELETALK Introductory remarks: In today’s era of competitive business, organizational change & stress

management is one of the vital issues . It It directly or indirectly put impact on any organization’s overall productivity & work procedures. So, toda y’s modern companies are more aware about stress management & organizational change. There are some forces which are mainly the causes of organizational change. So, identifying those forces & planning the company’s policy effectively within the framework is now a great concerns. From our research , based on 2 company Grameenphone &Teletalk, we find that they also have some policies regarding organizational change & employees stress management. From our observation while conducting the research we gain some valuable insights about the two company Grameenphone & Teletalk. Grameenphone recognizes the changes but they do not appreciate any drastic changes. On the other hand Teletalk also follow the dilatory process in decision making while concerning to any valuable policy changes. Grameenphone categorizes 2 types of changes, & these are : i) Planned change : Activities that are proactive & purposeful. Grameenphone’s intentional &

goal oriented activities are this type. ii)Unplanned change : mainly unplanned changes occurred when immediate necessary initiatives

are taken which are not so major. In comparison to Teletalk they are also pretty much the same, but they are less likely to adopt any unplanned change, in this case they are not as flexible as Grameenphone while decision making process are concerned. Below some concepts about stress are discussed which are vital in the study of a company’s organizational beahviours.

Page | 32

ORGANIZATIONAL BEHAVIOR

Stress: A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what s/he desired & for which the outcome is perceived to be both uncertain & important. Both Grameenphone & Teletalk take necessary initiatives to lower the job pressures |& stress. On this regard Grameenphone always try to ensures the work life balances to reduce the stress. Teletalk think they also gives sufficient vacation to their employees which elevate the employee job satisfactions. Challenge stressors : Stress associated with workload, pressure to complete tasks & time

urgency.  Hindrance stressors : Stress that keeps one from the goals, for example : red tape. It many a time cause greater harms than stressors.

Sources of resistance to change : ( A theoretical frame work) :

1. Threat to estublish resource allocation

6.Threat to established power relationship.

2.Structural inertia

Organizational resistance

3.Limited focus of  change

5.Threat to expertise

4.Group inertia

Page | 33

ORGANIZATIONAL BEHAVIOR

1.Selective information processising

5. Fear of  the unknown

2.Habit

Individual resistance

4.Economic factors

3.Security

The significant differences & analytical comparison : 1.Lewin’s 3 step change model : ( A theoretical concepts ) :

Unfreeze

Move

Refreeze

Page | 34

ORGANIZATIONAL BEHAVIOR

2. Kotter’s EightEight -step plan : (Evaluating lewin’s 3 step model) : To implement change : Title

Grameenphone

1. Establish a sense of 

1. It is more positive about it.

urgency 2.Form a coalition

Teletalk

1. It is relatively less, in this case.

2. They form a strategic

2. In special case they also

coalition in long term decision

form coalition to get the job

making process

done effectively. Otherwise, it is more hierarchy oriented.

3. Create a new vision

3. As it is a well known fact

3. Teletalk also has their own

that, Graqmeenphone has clear

development visions but in

mission statement, but when

this case they are relatively

necessary they also follow &

moderate.

adapt new themes when opportunity arises. 4. Communicate the vision

4. Grameenphone

4. Teletalk does not follow

communicates their visions

that type of 

strongly.

formalities strictly.

5.Empower others by

5. According to the

5. The empowerment process

removing barriers

designation Grameenphone

is not as adopted life

believes in employee

Grameenphone.

empowerments 6. Create & reward short time

6. Grameenphone is very

6. Teletalk also rewards their

wins

famous for this as a

employees , but it is not as

multinational telecomm

rapid & intense like GP. It is a

company

pretty much time consuming process.

7. Consolidates, reassess,

7. Moderately agreeable.

7. Moderately agreeable

8. Reinforce the change

8. They follow both the direct

8. They are pretty much

& indirect approach

follow the direct approach.

Page | 35

ORGANIZATIONAL BEHAVIOR

Grameenphone & Teletalk’s work  3. Managing stress : ( An analytical comparison of Grameenphone initiatives) : Individual approach : Title

Grameenphone

Teletalk

1.Implementing time

1.Grameenphone efficiently

1. Teletalk follow moderate

management

control the time management

amount of time management.

system 2.Relaxation training

2. Grameenphone ensures the

2. Teletalk also ensure

relaxation in their training

relaxation training

process. 3.Expanding social support

3. The peers, co-workers ,

3. Their social support

network 

subordinates, bosses, etc.

network is not as inter active

create a social bondage &

as Grameen phone

network & have great understanding & correlation

Organizational approach : Topic

Grameenphone

Teletalk

1. Improved personnel

1. Grameenphone ensures the

1. Teletalk also working on it

selection & job placement

improved quality of personnel

gradually

selection & job placement 2.Training

3.Use of realistic goal setting

2. Their training process is

2. Their training process is

versatile & practical

more structured & typical

3.Grameenphone set realistic

3. Teletalk’s setup objectives

& achievable goals

is many a time based on government budgets

Page | 36

ORGANIZATIONAL BEHAVIOR

4. Redesigning of jobs

4. It redesigns its job

4. Do not often change their

according to the necessity

 job designs designs but if want want to change then it is a dilatory process

5.Increased employee

5. It always positive towards

5. More of a authoritative &

involvement

employee involvement

individual assigned task  oriented

6.Improved organizational

6. GP always try to be up to

6. They follow more of a

communication

dated

formal communication channels

7.Offering employee

7. In one calendar year they

7. They also have different

sabbaticals

design various types of 

types of employs sabbaticals,

employee sabbaticals

& enjoy various government holidays which many a time Grameenphone employees do not have.

8.Establishment of corporate

8. Grameenphone is famous

8. They have very few

wellness program

for its corporate social

corporate wellness programs.

responsibilities

Summary (our view point regarding the topic): 

Both Grameenphone & Teletalk should adopt new & modern concepts in controlling organizational changes & stress management.



Organization & within them must undergo practical, adaptable & dynamic changes.



In both the company managers & high level work force are the primary change agents &modifiers of organizational culture.



Both the company recognizes the importance of stress management procedures.



It is our perception and believe that despite possible improvements in job performances caused by stress, such improvements come at the cost of increased job dissatisfaction Page | 37

ORGANIZATIONAL BEHAVIOR

Perception & individual decision making Perception is a process by which individuals organize and interpret their sensory impressions in

order to give meaning to their environment. What organizations perceive can be substantially different from objective reality.

Improving Creativity in Decision Making Creativity is the ability to produce novel and useful ideas. Three component model of creativity

The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation.

CREATIVE SKILLS

CREATIVITY

EXPERTISE

TASK MOTIVATION

a)  Expertise:  Expertise: In general, GrameenPhone hires human resource with who possess greater

expertise in doing their job. Experts are attracted by GrameenPhone by higher salary, better working conditions, good work-life balance, greater scopre for career development, etc. In Teletalk, there a people who have great knowledge and experience of the related telecom. Work, but they are not motivated to give their full effort due to many reasons.

Page | 38

ORGANIZATIONAL BEHAVIOR

b) Creative thinking skills: GrameenPhone is cautious in their hiring process and they make

sure that their workforce includes personnel who have the ability to use analogies, and the talent to see the familiar in a different light. Grameenphone ’s products and services do reflect the creativity of their employees. Teletalk, the government owned organization does not encourage much creativity, which again is reflected in their product quality and network facilities. Innovative concepts are rarely seen in Teletalk’s outputs. motivation: Employees in GrameenPhone undoubtedly have the greater c)  Intrinsic task motivation: intrinsic task motivation, because they have the desire to work on something because the task is interesting, involving, satisfying, or personally challenging. From our observation, we did not find much reason to conclude that Teletalk’s workforce love their work which is a vital expression of task motivation. There is not much accountability- you get paid at the end of the month whether you do your accurately or not, hence there is a lack  of personal challenges.

Page | 39

ORGANIZATIONAL BEHAVIOR

CONCLUSION By comparing & analyzing the two company’s organizational behaviour we find some significant similarities & differences, though we put emphasis on the differences & the analytical comparison. From our research outcome we can say that Grameenphone is more dynamic, flexible, versatile, in their work process. Grameenphone is modern & follow international standards, whereas Teletalk is more bureaucratic &depends more on hierarchical process, so they are not as productive as Grameenphone. Besides, their main motto is to retain & maximize income of the nation from telecomm sector while providing society oriented service rather than being profit motive.

Page | 40