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Organizational structure with Telenor Structure
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Organizational structure with Telenor Structure


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  • 1. Presented ByMuhammad Zeeshan BalochSabir HussainHafiz Muhammad MajidRashid LatifUsama Nawaz
  • 2. Introduction about TelenorTelenor acquired the license for providing GSMservices in Pakistan in April 2004.Telenor is the 2nd largest network of Pakistan afterMobil ink.It had a reported subscriber base of 26.7 million, anda market share of 24% .
  • 3. Vision & ValuesWere here to help.
  • 4. How Telenor contributes In Pakistan Economy
  • 5. DefinitionHow job tasks are divided, grouped and coordinated.Why organization needs structure Organisational structure describes: Who is responsible for what Patterns of 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.
  • 6. Whether structure is designed for first time or it isredesigned for this we engage with organization structuraldesign.
  • 7. Work Specialization The degree to which tasks in an organization are subdivided into separate jobs. Division of Labor Makes efficient use of employee skills Increases employee skills through repetition Less between-job downtime increases productivity Specialized training is more efficient Allows use of specialized equipment Can create greater economies and efficiencies – but not always…
  • 8. Specialization can reach a point of diminishing returnsThen job enlargement, job enrichment and job rotationgives greater efficiencies than does specialization
  • 9. DepartmentalizationThe basis by which jobs are grouped together.Basis by: Functional  Customer  Grouping jobs by  Grouping jobs by type of functions performed customer and needs Product  Geographical  Grouping jobs by product  Grouping jobs on the line basis of territory or geography
  • 10. By GeographicaL and FunctionaL:::
  • 11. Pros And Cons By Functional By Geographical• Advantages • Increase efficiency • Advantages • Co ordination within • More effective and efficient functional area handling of specific regional • In depth specialization issues that arise• Disadvantages • Serve needs of unique geographic markets better • Poor communication across functional areas • Disadvantages • Limited view of • Duplication of functions organizational goals
  • 12. By product+ Allows specialization in particular products and services+ Managers can become experts in their industry+ Closer to customers– Duplication of functions(loss of economies of scale stemming from the duplication of various departments within operating units.)-- Cost will be high– Limited view of organizational goals
  • 13. By Customers + Customers’ needs and problems can be met by specialist - Duplication of functions
  • 14. Chain of CommandCOM is the line of authority extending from upperorganizational levels to lower levels, which clarifies whoreports to whom.
  • 15. Span of ControlThe number of employees a manager can efficiently and effectively manage.
  • 16. Factors influencing span of control
  • 17. Advantages and DisadvantagesWider Span of Control Narrow Span of Control There are less layers of  A narrow span of control management to pass a allows a manager to message through, so the communicate quickly with message reaches more the employees under them employees faster and control them more easily It costs less money to run a  Feedback of ideas from the wider span of control workers will be more because a business does not effective need to employ as many  Less management skill managers required
  • 18. Centralization & Decentralization Decision making is done Decision making flow is at top level downward Employees are not Employees are capable capable to take decisions +:concentrate on strategy+: Uniformity in action on higher level decision+: Personal leadership making, and coordinating activities-: No loyalty +: vital experience in-: Remote Control making decisions-: Delay in work
  • 19. Formalization How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.+:It makes employee behavior more predictable+: reduces ambiguity and provides direction to employees+: reduced innovativeness-: reduced motivation and job satisfaction
  • 20. Mechanistic Organic
  • 21. High work Specialization Low work SpecializationHigh departmentalization High departmentalizationNarrow span of control Wide span of controlHigh level of centralization Low level of centralizationHigh level of complexity Low level of complexityHigh level of formalization Low level of formalization
  • 22. Why structure differs
  • 23. Strategy
  • 24. Technology It refers to how an organization transfers its inputs into outputs.Classification of Technology 1. Long linked technology 2. Mediating technology 3. Intensive technology
  • 25. 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.
  • 26. Departmentalization Telenor structure is functional. Telenor Pakistan has several departments.  Commercial Division  Customer Service Division  Financial Division  Corporate affairs  Financial service
  • 27. Chain of Command Clear line of authority 7 layers
  • 28. 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
  • 29. 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.
  • 30. Standardization Rules and procedures are present to control the behavior of employees and to facilitate smooth working of the organization
  • 31. Mechanistic or Organic Mechanistic
  • 32. Structure & StrategyTelenor wants to make an image in the mind ofcustomers.Telenor has differentiating strategy.Structure support strategy somehow:
  • 33. Conclusion Structure 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. Because the environment is becoming tougher with each Passing day so to enhance their competitiveness & profitability it is providing excellent service, giving top priority to meeting customer requirements and charge low operating cost from their customer
  • 34. Recommendation Telenor must have organic structure. Motivating employees through giving them empowerment.