Management Practices of Banglalink
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Management Practices of Banglalink

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Different areas of management, practices within BANGLALINK is presented in these slides.

Different areas of management, practices within BANGLALINK is presented in these slides.

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Management Practices of Banglalink Management Practices of Banglalink Presentation Transcript

  • A Presentation on MANAGEMENT PRACTICES of BANGLALINK
  • Presented for: DR. Motaher Hossain, Course Instructor, Institute of Business Administration, Jahangirnagar University.
  • GROUP MEMBERS: Aniqa Tahsin Anchal(787), Md. Shafaeth Zaman(802), Nafiz Imtiaz Noor(816), Sabiha Sultana(1257), Md. Aftarul Islam(1981)
  • BANGLALINK AT A GLANCE  New brand name of Shebaworld(019),  Orascom Telecom bought 100% share of Sheba Telecom,  Banglalink entered the Bangladesh telecom industry in February 2005,  The fastest growing mobile operator of the country with a growth rate of 257%.  THEME-„MAKING A DIFFERENCE‟.  SLOGAN-“JAKHANAI DIN BODOLAR CHESTA SHAKHANAI BANGLALINK”
  • The Functions of Management Four Functions of management: • Planning, • Organizing, • Leading & Motivating, • Controlling.
  • 2nd SPEAKER SABIHA SULTANA(1257): • An Insight into Banglalink Planning
  • An insight into BANGLALINK Planning Strategic Planning: • Market Needs • Quality Service • Customer Service
  • An insight into BANGLALINK Planning Formulation: • Customer Segmentation • Marketing Mix • Product Positioning
  • An insight into BANGLALINK Planning Implementation: • Service at Low Price • Marketing Strategy of Banglalink • Promotion of Product
  • 3rd SPEAKER Md. Aftarul Islam(1981): • Organizational Structure of BANGLALINK
  • Organizational Structure of BANGLALINK DEPARTMENTALIZATION: • Sales division • Marketing division • Human resources division • IT & Billing division • Administration division • Customer care division • Finance division • Technical division
  • DEPARTMENTALIZATION
  • Organizational Structure of BANGLALINK WORK SPECIALIZATION: • Work specialization high • Each Manager made responsible for only a particular function,which is his expertise. • No boredom or monotony • Challenging work • Promotions based on performance.
  • AUTHORITY OF BANGLALINK Managing Director (MD) Chief Financial Officer (CFO) Chief Operating Officer (COO) Divisions (General Managers) Departments (Departmental Heads) Marketing GM •Brand and A&P (Advertising & Promotion) •Product Development •Marketing Research & MIS •International Roaming •Corporate Sales •Direct Sales •Dealer Management •Customer Care Finance GM •Account Receivable •Account Payable •Core Account •Revenue Assurance •Corporate Finance •Taxation •Reporting •Costing IT GM •Billing •Value Added Service •Rating (Post-Paid) •Customer Relations Management (CRM) •Pre-Paid •Product Configuration •Billing Operations Team Technical GM •Planning •Infrastructure •Property Management Human Resource (HR) Head Corporate Strategy (CS) Head Corporate Affairs (CA) Head Coordination Head
  • th 4 Speaker Aniqa Tahsin Anchal(787): •Leading in Banglalink
  • Leading in BANGLALINK LEADERSHIP STYLE: • Increasing business with a coordinated approach by helping each other in its operations • Encouraging the employees to give new ideas so as to increase the customer satisfaction • Leadership style used in all the departments of Banglalink-Democratic • Highly open communication system.
  • Leading in BANGLALINK MOTIVATION: • Policy of promotion from within policy • Promotions bestowed on the performance basis • Compensation plan also a motivating factor • Working environment and a challenging milestone-major factor in employee motivation
  • Leading in BANGLALINK Training: • Effective training for all employees & Exclusive executive training for top level employees • Effectively performance gap fulfilled • Effective strategic training plan taken quarterly • Good coordination among training materials, training efforts and training arrangements • Training program provided for handling crucial situation • Effective training assists organizational competitiveness by aiding in the retention of employees • Training program provided for increasing employees KSAs to compete effectively • On -the -job -training and external training followed by them
  • Leading in BANGLALINK Employee development: • Individual centered career progression & dual career progression effectively done here • Redevelopment provided if any employee needs that • By providing great KSAs, under the taken care of expertise panels they can develop their employees • Good coordination between training and development process for both short and long term process seen here
  • th 5 Speaker Nafiz Imtiaz Noor(816): •Controlling of Banglalink
  • Controlling of Banglalink Performance management: • Effective performance appraisal followed here for both administrative and development use • 360 degree appraisal followed here in most of the cases • Good link created between pay system and performance appraisal • After 3 times of performance appraisal decision taken for/against any employee • Performance Appraisal interview taken by Head of the department, GM of the department and CEO of Banglalink
  • Controlling of Banglalink Reward and Compensation: • Both intrinsic and extrinsic rewards available • Top level employees get much more extrinsic rewards, while mid or lower level employees get little • Incentives and bonuses available
  • Controlling of Banglalink Compensation systems : • Compensation Administration Process followed very seriously with great care • Equal pay system followed • Job evaluation checked by various steps and different groups of expertise • Effective pay structure system available here • Effective pay range available here
  • SWOT Analysis of BANGLALINK STRENGTH: • Huge capital investment • Expertise • Tight control over sales process WEAKNESS: • Network • Unorganized structure • Inadequate Human Resource • Bureaucracy OPPORTUNITY: • Re-invent it THREATS: • Price wars
  • THANK YOU