This presentation have been made by Senior students of Alfalah University, Jalalabad, Afghanistan about MTN Afghanistan Under the Supervision of Muhammad Amin and submitted by Abid Momand. 2016

2. MTN AFGHANISTAN
Organizational Structure
Analysis

3. Introduction to MTN
 MTN has been launched in 1994.
 Is multinational telecommunications group.
 MTN working in 21 countries in Asia, Africa and in the Middle East.
 MTN recorded more than 100 million customers across the globe.
 MTN lunched in 2008 in Afghanistan and it’s the leading telecom operator.

4. Continue….
 Its coverage area is 34 provinces and has over 6 million active
subscribers.
 MTN direct employees are more than 500 people and provides
indirect employment to more than 7000 people.
 Country’s single largest investor and tax payer.
 Since its inception 7 years ago, MTN has invested over US $500
million in Afghanistan.
 MTN brings international expertise to Afghanistan and is committed
to the highest standards of network quality and coverage for the
people of Afghanistan.

5. Mission & Vision of MTN

6. Dimensions of MTN Organization
Structural Dimensions
Formalization
 In response of the Question that:
 How much formal and written documents, reports,
records, policies and other formalities going on inside this
organization? He replied:
 This organization is thoroughly based on rules, policies,
employees records and procedures in WRITTEN form.
 So, we have figured out that formalization at MTN is close
to perfection

7. Centralization
 Throughout of our investigation we found that this organization follow the
vertical flow of authority and that is why all the important and essential
decision and problem solving taking place at the top level of hierarchy.
 If new issue or problem is coming to existence; the top MGT is responsible
to take a corrective step and to design an effective decision.
 In short, MTN is a highly centralized organization and no one else has the
authority to interfere/intervene in decision making or problem solving.

8. Specialization
 As we observed there were some sort of tasks, assigned to employees.
 And each employee was responsible to perform accordingly
 But in some aspect of MTN organization we have seen that one employee
engaged in more tasks at the same-nature of job than others.
 In conclusion, based upon the collected data we realized that
specialization at MTN is not as much higher as the formalization and
centralization are.

9. Professionalism
 As It refers to the academic aspect of employees, MTN organization is
committed to hire well-educated and qualified personnel
 In the beginning of this organization there were need to a large numbers
of employees and the level of required qualification was very low, even
school graduated students make the major part of this organization but in
contrast,
 Now a days the minimum required qualification for a job is the bachelor
degree
 And currently there are many those employees working; who have the
Master degree in their specialized field
 So, it indicates that the degree of professionalism at MTN organization is
in height.

10. 40
50
60
70
80
90
100
MTN Afghanistan
formalization centralization specialization professionalization

11. MTN Hierarchy
of Authority
CEO
Finance
Finace Senior
Managers
Finance Manager
Finance
Supervisor
Employee
HR
HR Senior
managers
HR Manager
HR Supervisor
Employee
Marketing
MKT Senior
Managers
MKT Manager
MKT Supervisor
Employee
Network
Network Senior
Managers
Network
Manager
Network
Supervisor
Employee
Customer
Care
CC Senior
Manager
CSP
Manager
CSP
Supervisor
Employee
Deparments
Directors

12. Contingency Factors or Contextual
Dimensions of MTN
Size
 It is a leading telecommunication operator with coverage area of 34
provinces of Afghanistan
 Has more than 6 million active subscribers
 Has more than 500 direct employees and provide indirect employment to
more than 7000 people in Afghanistan
 Higher taxpayer organization in Afghanistan
 So, it shows that it is a large organization in Afghanistan

13. Organizational Technology
 As innovation is one of the core values of MTN organization, and
innovation basically coming to existence through utilizing the latest
technology and electronic means thus,
 MTN is intensely enthusiastic to bring innovation and technological
revolution to its customers.
 ERS (electronic recharge system),E-Payment, GPRS and other
communication software are the best examples of MTN technologies.

14. Environment
 The considerable elements outside the MTN organization are
 Government
 Customers
 Suppliers
 Community
 And most importantly other similar-nature organization or its competitors.

15. Goals and Strategy
 The main Goals and objectives of MTN Afghanistan is to provide quality
services to their customers and to
 Earn profit through customer satisfaction
 MTN currently providing quality and competitive environment to
capture the entire Market and earn more profit
 Mission and vision statements of MTN organization signify and emphasize
that MTN is intend to be the leading telecommunication company among
their competitors

16. Culture
 Since it’s a high formalized organization there are strict rules and ethical
standards that nobody should cross those limits.
 They claimed that we treat all the employees in the same way, in and
outside the organization
 At the head office of MTN, there are employees who are from different
religions but each and everyone should maintain sound relation among
themselves and have to be respected to the values, beliefs and norms of
one another.
 There is a strong commitment of employees towards efficiency and
organizational goals.

17. MTN’s Organizational Structure
Analysis
 Formal Reporting Relation
 Through its vertical flow of reporting and authority MTN has basically
three types of reports such as:
 Weekly
 Monthly and
 Annual
 And all these reports are passing on through VIS (vertical information
sharing) system.
 To sum up, these reports are communicating and shifting from the
lower to middle and from the middle to top management respectively.

18. Number of Levels
 Nearly all organizations are typically built on three levels of management;
Top, Middle and First level
 MTN is also one of those organizations which are based initially on these
three pillars of Supervision but,
 To see its Hierarchy we are coming to know that there is further division of
authority among the top and middle level managers which makes the
organizational chart taller.

19. Span of Control
 The number of subordinates that a manager or supervisor can directly
control.
 There are a few number of employees at the top of MTN hierarchy but to
go downward the amount of employees become increasing.
 So,
 Due to its vertical chain of command, the span of control of MTN
organization is narrow because there are a limited number of subordinates
that should report to their supervisors

20. Vertical vs Horizontal
 As a result of our investigation and analysis we reach to this decision that
MTN organization is a highly centralized, formalized and specialized
organization
 Its chain of command is vertical and formal reporting system is based
upon VIS(vertical info sharing)
 So, emphasis on efficiency and control, vertical linkages, few work teams or
task force, hierarchal referral, reports and many rules and instruction are
the basic indicators of vertical communication and structure
 Even though in some minor cases MTN subordinates need to coordinate
horizontally but vertical communication is dominant here

21. Thanks for Your Kind Attention!