Business and Business Environment - TASK 01 & TASK 02

Business and Business Environment
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1.0. Acknowledgement
First and foremost I would like to thank the Lord for the wisdom and skills that he had
given to me that enabled me to successfully complete this report to the best of my
abilities.
Secondly, I would like to thank my all lecturers of HND/BBE Mr. Sanjeevan for his vital
encouragement and support towards me in conducting my research for this project. I
would also like to extend my gratitude towards my family and friends who helped in
making the completion of this report a possibility.
Thank You,
S.Akshana

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2.0. Table of Contents
1.0. Acknowledgement.......................................................................................................1
2.0. Table of Contents ............................................................................................................2
3.0. Task 01 – Presentation Slides with Speaker Notes...............................................3
4.0. List of Table................................................................................................................15
5.0. Abbreviations .............................................................................................................16
6.0. Introduction of the Report ........................................................................................17
7.0. Business Organizations............................................................................................18
8.0. About Dialog...............................................................................................................19
9.0. Dialog Environment...................................................................................................21
10.0. Analysis of Stakeholders of Dialog Axiata Plc & the types and purpose of
their interest in Dialog...........................................................................................................22
10.1. Stakeholders:.....................................................................................................24
10.1.1. Axiata Group Berhad ................................................................................24
10.1.2. HSBC Bank Sri Lanka ..............................................................................24
10.1.3. Orion City IT Park......................................................................................25
10.2. Analysis of Dialog Competitors and Their Size and Scope ........................26
10.3. Main Competitors: .............................................................................................26
10.3.1. Airtel Sri Lanka ..........................................................................................26
10.3.2. Mobitel Sri Lanka.......................................................................................26
11.0. Dialog Organizational Functions & Organizational Structure and their
interrelationship .....................................................................................................................28
11.1. Organizational Functions .................................................................................28
11.1.1. Human Resource ......................................................................................28
11.1.2. Marketing....................................................................................................29
11.1.3. Finance .......................................................................................................29
11.1.4. Operation....................................................................................................30
11.2. Interrelationship between Dialog Company functions .................................32
11.3. The Benefits and Objections of Interrelationship between Different
Functions:...........................................................................................................................34
12.0. Organizational Structure ......................................................................................35
13.0. Dialog Organizational Chart: ...............................................................................37
14.0. Organizational Function Impact with Structure and Objectives .....................38
15.0. Conclusion..............................................................................................................40
References.............................................................................................................................41

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3.0. Task 01 – Presentation Slides with Speaker Notes

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Dialog Axiata Plc is one of the largest Telecommunication Service Provider which
introduced with GSM Technology to Sri Lanka. Dialog was incorporated in 1993 as
MTN Networks Pvt Ltd. It’s a subsidiary of Axiata Group Berhad. And is one of the
largest listed company in ‘Sri Lanka Colombo Stock Exchange’ in terms of market
capitalization. Dialog operates on 2G, 3G, 3.5G and 4G LTE communications
networks. Due to Dialog the Sri Lankan mobile industry has achieve new heights and
has come at par with the developed world. Along with the telecommunication business
Dialog telecom operates a wide portfolio of international telecommunication services
including retail and wholesale international voice and data services.

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Vision:
To be the undisputed leader in the provision of multi-sensory connectivity resulting
always, in the empowerment and enrichment of Sri Lankan lives and enterprises.
Mission:
To lead in the provision of technology enabled connectivity touching multiple human
sensors and faculties, through committed adherence
Objectives of Dialog Axiata Plc:
Service from the heart, Create the future, Champions of change, Exceptional
performance, Uncompromising integrity, Responsible leadership, one team

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Underpinned by Dialog’s vision to enrich and empower all Sri Lankans and enterprises
equitably, they continued to be guided by their founding principles of inclusion and
innovation across all facts of their business. To this end they have continued to explore
ways to deploy their core competencies and services to create Social and
Environmental impact through innovative services that deliver positive outcomes for all
Sri Lankans. Dialog remains conscious of and continues to work on its social and
environmental footprint and enhancing value for all stakeholders across their multiple
business. They continue to look to the TRCSL as well as other policy makers for the
proactive and strategic navigation of the transformational environments ahead.

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A pestle is a framework or tool used by marketers to analyze and monitor the macro
environmental factors that have an impact on an organization. The main categories
that define the PESTEL analyze are Political, Economic, Social, Technological,
Environmental and Legal.
∙ P - The political environment is full of risk for the telecom sector. Political factors
that impact the telecommunication industry are ways through which the
government intervenes on the telecom industry. Government laws have always put
restrictions on phones and the tariffs that the telecom industry can easily produce.
Every new technical of dialog has to adhere to these government rules. Also the
products and services of Dialog should also fit the privacy and safety government
regulations.
∙ E - Inflation, economic growth and interest rates are known to have great impacts
on the telecommunication industry. Competing business need to stay afloat into
the industry especially during global recession. Now since the economic recession
has passed, customer spending on telecom is back on track. Dialog trying hard to
remain relevant regardless of the efforts and investments they have to go through.
∙ S - Social factors also have a deep influence on the industry and its profitability.
Globally, the use of internet based service has grown. This reason that the use of
Dialog 4G has grown globally. Also the common social factors are about career
attitude and safety.

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∙ T - The entire telecom industry is based on technology and therefore technological
changes influence it deeply. New dialog phone models and communication are
being produced on daily basis and this clarifies focus on new technologies in the
market. And Dialog 5G is about to arrive and it has already given rise to a lot
excitement.
∙ E - In this factor dialog need to consider public opinions in order to have great way
to excel in the market. Majority of the tele communication companies operate under
competitive and rapidly changing environments. And dialog should also be able to
facilitate its customer with exceptional products at lower price than its competitors.
∙ L - Globally legal compliance gives rise to big risks for the telecom providers. Apart
from the common labor laws and employment laws, there are several other laws
and licenses that are essential to be complied with. In Sri Lanka TRCSL the
regularly body takes up multidimensional roles.

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SWOT analyze is a useful technique for understanding Organization Strength and
Weakness, and for identifying both the opportunity open to company and the threats
they face.
∙ S - Dialog has the first mover advantage of GSM technology in Sri Lanka. Due to
its strong infrastructure it has got one of the best and far reaching mobile
telecommunication coverage. Dialog has got a very aggressive marketing strategy
which enables it to have a good and stable brand equity.
∙ W - The level of motivation of internal employees is decreasing, because they
focusing on the executive level than the below level. Even though dialog has a
good roaming service covering a wide area, roaming packages are high in cost
than some other operators Compare to its competitors dialog lags behind in
innovations related to pricing strategies.
∙ O - The communication industry is growing rapidly. Dialog has got the potential to
gain benefits of value chain convergence. Technology advancements especially in
mobile multimedia technologies and the advent and use of 4G mobile
communications.
∙ T - Rapid changes in the political, social and economic conditions as well as the
laws and regulations. Also the constant changes in technology. Changes in
currency exchange rate and high inflation which is badly effecting the global
business.

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∙ Economic: Economic factors include change in interest rate, inflation rate
exchange rate in the market. If business organization is financially viable it has
sufficient financial resources than changing in these rate will not affect the pricing
and marketing strategy of the organization. Company should always ready to face
the challenges arises due to change in economic factors.
∙ Political and legal: Political and legal factors includes legal rules and regulations
and policies. Changes in these legal policies affect the company to face these legal
challenges company should have expertise and specialized staff.
∙ Social: To face the challenge of changing social and cultural factors. A business
organization should have good staff, viable financial resources and natural
resources. Company should have strength of fulfilling consumer taste and
preferences as per their demands which are based on their beliefs and value.
∙ Technological: If company have strength that it can upgrade its existing technology
with new technology than company can adopt changes in which comes in
technological factors. For this company should have good financial resources.

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One of the key responsibilities of business professionals is making decisions. The
types of decisions we make in business could include - what best sales approach
should be taken or what new idea should the company pursue or how should a startup
enter the market. In making decisions, a good share of energy and time has to be
devoted to carrying out analyses of the idea, task, client, or organization in question.
Such analysis helps with knowing the required resources and competence to achieve
whatever goal is desired. When proper analysis is done, one can expect the right
outcome from decisions made. SWOT quickly identifies both internal and external
factors that are either favorable or unfavorable to the decision-making process,
uncovering potential positive and negative factors to aid in analysis. Strengths and
weaknesses are often viewed from an internal perspective, shining a light specifically
on what makes organizations or specific opportunities unique.

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Macro and micro environment factors are impacting to company’s decision making.
First we take Investors of Dialog Company, if there change in the interest of investors
dialog company’s financial policy decisions are affected. Also without employees
company cannot work. So workers have the direct impact on decision making of the
dialog company. Main part of the company is customers, the affects the dialog’s
product or service policies. It can make changes in economical of organization.
Competitors of dialog can also affect policy decision of them. Competitor’s strategy
should be considered before taking any decision by the management.

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If we see the macro factors, economic factors are like price inflation, exchange rates
are affect the policy decisions related with production and customer. Environment
factors of dialog impact the dialog’s production policy decisions. Technology factors
like skill knowledge applied to the production and changes in the technology of
production. Social factors are need to be considered before making decision by
management. Product or service provided by the dialog impact the society should be
considered by the organization.

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4.0. List of Table
Table 01 08
Table 02 08
Table 03 11
Table 04 27

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5.0. Abbreviations
 GSM – Global System for Mobile communication
 DBN – Dialog Broadband Networks Pvt Ltd
 ICT – Information Communication Technology
 TRCSL – Telecommunications Regulatory Commission Of Sri Lanka
 WiMAX – Worldwide Interoperability for Microwave Access
 CSE – Colombo Stock Exchange
 HSBC – HongKong Shanghai Banking Corporation
 IT – Information Technology
 SLT – Sri Lanka Telecom
 AMPS – Advance mobile phone system
 TDMA – Time Division Multiple Access
 LTE – Long Term Evolution
 GRPS – General Packet Radio Service
 HRM – Human Resource Management
 B2B – Business to Business
 B2C – Business to Customer
 KPI – Key Performance Indicator

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6.0. Introduction of the Report
This report is providing an over view of Business Organization and the different types.
Also it’s briefly explaining about selected organization’s background, their product and
services they supply, the size and scope of the company. And it’s given the
organizational and legal structure and information about their stakeholders.
In detail explained the functions of the choose organizations and its show how the
functions interrelated and an explanations of how they relate to structure through the
organization chart.

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7.0. Business Organizations
A business is formed by any one person or a group of people who carryon a
commercial enterprise to provide products and services, in exchange payment from
customers. A “Business Organizations” offers a legal framework that defines the
company’s structure, profit dispersal and liability risk. Legal structures shape a
person’s journey as a business, and choosing the best structure for company requires
time and concentration. There are much type of business entities, each with its own
pros and cos. The person’s choice can greatly affect the way owner run business,
impacting everything from liability and taxes to control over the company.
Table: 01
Business Organizations Based On Objective:
Table: 02
Business Organization Based On Legal Structure:
For any organization, the environment consists of the set of external conditions and
forces that have the potential to influence the organization. Understanding the
environment that surrounds an organization is important to the executives in change
of the organizations.
(B.G.Satyaprasad, et al., 2012)
Business
Organization
Profit Business Non Profit Business
 Sole
Proprietorship
∙ Cooperative
Societies
 Partnership ∙ State Corporations
 Companies ∙ Other Associates
Business Organization
Sole
Proprietorship Partnership
Companies
(pvt, plc) Cooperatives

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8.0. About Dialog
Dialog Axiata Plc is one of the largest Telecommunication Service Provider which
introduced with GSM Technology to Sri Lanka. Dialog was incorporated in 1993 as
MTN Networks Pvt Ltd with 10% by Capital Maharaja and 90% of equity through
Telekom Malaysia Berhad being the Local Promoters to the Investment. It’s a
subsidiary of Axiata Group Berhad. And is one of the largest listed company in ‘Sri
Lanka Colombo Stock Exchange’ in terms of market capitalization. Dialog operates on
2G, 3G, 3.5G and 4G LTE communications networks. Due to Dialog the Sri Lankan
mobile industry has achieve new heights and has come at par with the developed
world. Along with the telecommunication business Dialog telecom operates a wide
portfolio of international telecommunication services including retail and wholesale
international voice and data services.
Dialog Broadband Networks Pvt Ltd is an owned subsidiary of the company, and is an
important player in Sri Lanka’s ICT infrastructure sector. DBN was also the first service
provider in Sri Lanka to introduce high-speed broadband internet services based on
WiMAX Technology. Dialog Axiata PLC, as a provider of multisensory connectivity
resulting in the empowerment and enrichment of Sri Lankan lives and enterprises,
provides products and services that are inherently capable of benefiting the
environment. Dialog work as a team together with their stakeholders in practicing good
environmental practices to meet that moral obligation.
Vision:
To be the undisputed leader in the provision of multi-sensory connectivity resulting
always, in the empowerment and enrichment of Sri Lankan lives and enterprises.
(Dialog Axiata Plc, 2018)
Mission:
To lead in the provision of technology enabled connectivity touching multiple human
sensors and faculties, through committed adherence to customer driven, responsive
and flexible business processes, and through the delivery of quality service and leading
edge technology unparalleled by any other, spurred by an empowered set of dedicated
individuals who are driven by an irrepressible desire to work as one towards a common
goal in the truest sense of the team spirit.
-(Dialog Axiata Plc, 2018)
Objectives of Dialog Axiata Plc:
∙ Service from the heart
∙ Create the future
∙ Champions of change

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∙ Exceptional performance
∙ Uncompromising integrity
∙ Responsible leadership
∙ One team
Dialog Products Out comes:
∙ Dialog Mobile
Since the late 90’s Dialog Mobile separated the exponential growth of the country’s
mobile telecommunication sector, propelling it to a status on par with the developed
world. Dialog operates on a 2.5G, 3G, 3.5G and 4G communications network that
support the very latest in multimedia and mobile internet, coupled with the distinction
of being the first service provider in South Asia to launch mobile 4G FD-LTE services.
∙ Dialog TV
Dialog Television is a Direct To Home (DTH) satellite television service operated by
Dialog. DTV supports a broad array of international and local content in both Standard
Definition (SD) and High Definition (HD) formats together with a wide of Sri Lankan
television channels and delivers high quality infotainment to a viewer base of 650,000
Sri Lankan households.
∙ Dialog Broad Brand
DBN is Sri Lanka’s second Largest Fixed Telecommunications service provider,
serving residential and enterprise customers with voice, broadband, lease lines and
customized telecommunication services. DBN is also a leading provider of Radio and
Optical Fiber-based transmission infrastructure facilities.
∙ Dialog Global
Dialog Global, the international arm of Dialog Axiata. It provides international services
with GSM roaming coverage of 229 countries on 641 networks. 4G LTE roaming
coverage of 55 countries on 101 networks, 3G roaming coverage of 166 destinations
and GRPS roaming coverage of 201 destinations including mutual partnerships with
global carries.

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9.0. Dialog Environment
Underpinned by Dialog’s vision to enrich and empower all Sri Lankans and enterprises
equitably, they continued to be guided by their founding principles of inclusion and
innovation across all facts of their business. To this end they have continued to explore
ways to deploy their core competencies and services to create Social and
Environmental impact through innovative services that deliver positive outcomes for all
Sri Lankans.
Dialog remains conscious of and continues to work on its social and environmental
footprint and enhancing value for all stakeholders across their multiple business. They
continue to look to the TRCSL as well as other policy makers for the proactive and
strategic navigation of the transformational environments ahead.
(Table: 01)
Dialog Environment
Internal Environment External Environment
Micro Environment Macro Environment
 Intermediate  demographic
 Customers  economic
 public  cultural
 competitors  political/legal
 company  technological
 suppliers  natural
(B.G.Satyaprasad, et al., 2012)

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10.0. Analysis of Stakeholders of Dialog Axiata Plc & the types and
purpose of their interest in Dialog
Stakeholder is a person, person group or organization that has interest or concern in
an organization. They can affect or be affected by the organization’s actions, objectives
and policies. - (Freeman, 2018)
In the case of Dialog Axiata serving Sri Lankans in a self-satisfying manner is their
target and achievement; hence they their created values for over 12 million Customers,
and plethora of other stakeholders.
Dialog Key Stakeholder Group &Type of Engagement and Frequency
(Table: 02)
Customers ∙ Net Promoter Score Survey across all groups of Customers
∙ Independent Stakeholder Engagement Survey.
Civil Society
Organizations
∙ Independent Stakeholder Engagement Survey
∙ Project-wise / Regular business as usual interactions
General
Public
Shareholders ∙ Annual General meeting of shareholders
∙ Investor forum
∙ Earnings call with local and foreign analysis
∙ Regular one-on-one engagement
∙ Overseas roadshows
∙ Local stock broker forums
Regulators ∙ Continuous active engagement across multipledivisions
∙ Independent sustainable Stakeholder Engagement Survey
Employees ∙ Employee engagement survey conducted by the Axiata group
Suppliers ∙ Supplier site assessment and regular on-going engagement
∙ Regular business-as-usual interactions/ Procurement – based
interactions, both daily
Retailers/
Distributors
∙ Regular one-on-one engagements
∙ Dialog 5 star partner initiative

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Media ∙ Regular one-on-one engagements

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10.1. Stakeholders:
∙ Axiata Group Berhad – Investor
∙ HSBC Sri Lanka - Shareholder
∙ Orin City IT Park –Business Partners
10.1.1. Axiata Group Berhad
This organization is a Malaysian Telecommunications company which has extensive
operations and leading telecommunication groups in Asia with 300million subscribers
in 10countries. Within Sri Lanka Axiata has been a committed investor since 1995 and
has been recognized as the single largest Foreign Direct Investor in the country by the
Board of Investment of Sri Lanka.
Axiata group is targeting on Advancing Asia and becoming a Regional Mobile
Champion. So they mainly gives interests, countries where they operates ensures that
their investments create long-term value. Axiata group’s investments to Dialog Axiata
Plc, involving actual basis structure development projects, not only contribute to the
economic development of their Investment countries but also provide prominent
connectivity services to improve the quality of life.
Also their long term commitment is extends to the development of digital ecosystems
in their market. So to be a part in Global Mobile marketing, they choose the standard
countries to enlarge their market place.
Also as an investor they are the guardian angel for everyday and them poring over
financial reports and pressuring management to change tactics if necessary. Axiata
group make wildly unpredictable investments and divestitures in order to move the
share move the share price and attract media attention to a certain issue.
(Axiata Group Berhad, 2018)
10.1.2. HSBC Bank Sri Lanka
These shareholders of the companies also play a huge role in terms of financing,
operations, governance and control of the business. Dialog Axiata which was initially
a private limited company converted in to a Public Limited Company (PLC) in 2005.
Since then ordinary shares of the company listed on the Colombo Stock Exchange
(CSE). Since then Dialog Company is influence by the shareholders.
As a shareholder, Hsbc bank‘s roots in a provincial Asia to its preferment to a global
corporation, also its essence focus on Profitability and High ethical. HSBC is Influences
by permitting or refuse loans or overdrafts. And they promoting their “HSBC Reward”
to all Hsbc Credit card holders through “Dialog Star Points”. Also Hsbc concerned on
local investment as an engine of economic growth.

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Increasing the shareholders’ value is of importance for the management of Dialog
Axiata. So the management must have the interests of shareholders in mind while
Making Decisions. The higher the shareholder value, the better it is for the Dialog and
its management. For this to happen, Dialog management must exercise efficient
Decision Making so as to earn/ increase profits, thereby increasing shareholder value.
On the other hand, faulty Decision Making using unfair tactics might damage
shareholder values.
(HSBC, 2018) , (Dialog Axiata Plc, 2018)
10.1.3. Orion City IT Park
Having a partners in a Business is an important part of success. The partners Dialog
Axiata are mainly technological companies. It is important for the company to maintain
relationships with the business partner. Business partners of Dialog are really helpful
for the company to strive in the dynamic market conditions which abound in the
country.
Dialog Axiata Group announced a joint endeavor Partnership with Orion City to build
and manage the island’s first ever High-Destiny Data Centre at the Orion City IT Park
in Colombo. The Orion city IT Park is fast reaching its goal to make Sri Lanka one of
the most desired after IT destinations in the world. Their main interest through Dialog
is take care of all the passive components of setting up the Company, thereby greatly
reducing their burden. Also to offer world class services to support the rapidly
escalating demand for computing power in an increasingly digital Sri Lankan economy.
As a partner Orion City is boost revenue in several distinct ways. Aligning the goals
and resources with a partner of course affords their business new revenue
opportunities. This gives Dialog more lead generation, increase distribution, and better
customer intelligence, all of which translate into money for their Business.
(Orion City IT Park, 2018)

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10.2. Analysis of Dialog Competitors and Their Size and Scope
In a business, a company in the same industry or a similar industry which offers a
similar product or services called as a competitors. Any person or entity which is rival
against another. (Business Dictionary, 2018)
Dialog will able to identify the strategies and objectives of other competitor
organizations in market through Benchmarking. Also it’s identified a great opportunity
to use its infrastructure and core competencies to bridge the divide in level of education
between urban and rural areas.
10.3. Main Competitors:
∙ Airtel Sri Lanka
∙ Mobitel Sri Lanka
10.3.1. Airtel Sri Lanka
Airtel Lanka Limited is a subsidiary of Bharti Airtel Limited, the third mobile operator in
the world. It’s commenced commercial operations of services on 2009. It is also
registered company under the board of investment Sri Lanka. Under the license, the
company provides digital mobile service to Sri Lanka. This inclusive of voice telephony,
Voice mail, data services and GSM based services. All of these services are provided
under the Airtel brand. Airtel offerings products include 2G, 3G and 4G wireless
services, fixed line services and high speed home broadband.
Airtel Sri Lanka mainly focusing on winning customers for life through an exceptional
experience. So they give importance to Dialog for analyze what should Dialog offers
differently, pricing, advertising, and marketing to keep their customers in touch. Also
how Dialog maintaining customer services through online social Medias. From this
Airtel can make the productivity to target customer equally or more than to Dialog
Axiata.
10.3.2. Mobitel Sri Lanka
Mobitel Pvt Ltd is Sri Lankan’s National Mobile Service Provider, which started
operations in 1993, become a wholly owned subsidiary of SLT in 2002. Following the
successful implementation and operation of an AMPS/TDMA network in the country,
Mobitel launched its GSM Operations in 2004. Mobitel currently operates a 4G LTE
network also serving customers with over 3000 GSM and 1200 3.5G base stations
island wide. Their targeting is to lead Sri Lanka towards an info-com and knowledge
rich society through their service offerings. So they focus on differentiating themselves
from Dialog with innovative service, applications and technologies especially those
requiring relatively less investment than do infrastructure projects. Making some

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changes in their company from analyzing and giving importance in Dialog Company is
Mobitel defines its marketplace and creates a personal niche for its unique offerings.
Products offer by Mobitel, are Mobile, mobile Broadband, Mobile Financial services,
Fix Broadband, Mobile Tv.

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11.0. Dialog Organizational Functions & Organizational Structure and
their interrelationship
11.1. Organizational Functions
Organizations are built about a group of functions, each of which provides support for
the operations of the business. Functional department each serve a specific purpose
with the organization to achieve its objectives. The most common functional areas of
Dialog Axiata plc discussed below.
Dialog Axiata Organization Function:
 Human Resources Function
 Marketing Function
 Finance Function
 Operation Function
11.1.1. Human Resource
Of all the support functions, the Human Resource Management function is a critical
component of any organization. More than any other support function, HRM functions
has the task of ensuring that the organizational policies and procedures are
implemented and any objections of the employees are taken of. Basically Human
Resource is the backbone of any company and it is their duty to minimize the
resistance and make the change a successful one. (Open Learn, 2018)
In Dialog HR was very certain in properly communicating the employees about the
change and ensured that there would be no harm done to any staff and as per labor
law, all the right of the employees was delivered. When it comes to attracting new
blood to the company Dialog Axiata follows several policies. The core intention of
recruitment policy is finding suitable employee who will contribute to growing profits
and at the same time that individual’s careers development irrespective of where
he/she comes from. The recruitment planning process of Dialog Axiata is aligned with
its business plan process. Dialog Axiata can be identified as a place where people
work who belongs to different backgrounds, cultures even different nationalities. Dialog
was able to team up all these diversities together to achieve its goals and objectives
over the past years. By doing so, Dialog Axiata was able to satisfy their internal
employees by guiding and allowing the staff to reach for their own personal goals at
the same time.
(Dialog Axiata p lc, 2017)

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11.1.2. Marketing
Business owners everywhere recognize that if they want to make money, they have to
sell their product or services. Marketing function is a role that helps a company to
identify and source potentially successful products for the marketplace and then
promote them by differentiating them from similar products. Typical marketing function
types within a larger business might include performing market research, producing a
market plan, and product development, as well as strategically overseeing advertising,
promotion, distribution for sale, customer service and public relation.
(Open Learn, 2018)
Their marketing policies drive the accuracy and clarity of their advertising. The internal
filtering process makes sure all these communications are unbiased, ethical, and
comply with Sri Lankan regulation. Marketing function would be the support of 4P’s &
communicational activities, Dialog GSM has a dedicated sales and marketing team to
full fill this function within the organization, sales team is divided to target the B2B &
B2C target customers, while marketing team fulfills the marketing activities to achieve
the marketing objectives. Dialog GSM is looking to exploit the growing new and
increasing mobile transmission developing with a repositioned and re priced product
using various marketing mix strategy of product reposition and promotional strategy.
Dialog GSM needs to position their value added services to retain and differentiate
from competitors, customers service will also be a vital value added product where a
customer will be evaluating against the competitors service. Evaluation & control for a
marketing plan is important to rectify & make corrective action, Dialog GSM could make
use of KPI's and evaluate the achievements against the KPI’s set initially, this would
give a clear view of the overall achievement the market plan.
(Dialog Axiata Plc, 2018)(Dialog Axiata Plc, 2017)
11.1.3. Finance
Finance is the basic foundation of all kind of economic activities, finance is the master
key that provides access to all the sources for being employed in manufacturing and
merchandising activities. Accounting is the way to keep score of a company’s activities,
but finance brings a business to life. Finance passes through every part of a firm’s
operations. There must be synergies between the various processes and this is where
the finance function can play a critical role. The finance function, which is essentially a
support function, has to do all by themselves, it is useful to note that, many
contemporary organizations have dedicated project office teams for each division,
which perform this function. (Open Learn, 2018)

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The management of the financial expenditure should be well manage by the Dialog
finance management. In the process of finance planning the program certain
expenditures may arise and the result cost could be escalated higher than expected.
Therefore to overcome such issues a clear financial management is critical for a
program as such. Proper financial management essential & will ensure that the actual
cost will not exceed the budgeted amount. Dialog finance involves analyzing the data
contained in their financial statements in order to provide valuable information for
management Decision.
11.1.4. Operation
The design, execution, and control of operations that convert resource into desired
good and services, and implement a company’s business strategy calls operation
Management. The operation function brings together raw materials with the production
process to make products that customer’s needs. Operation management plays a very
crucial role in organizations as they produce professional managers which are cable
of achieving organization’s strategic goals in a defined period of time. It involves
planning, organizing, coordinating, and controlling all the resources needed to produce
a company’s good and services. (Open Learn, 2018)
The Dialog business and operations are managed under the supervision of the Board
of Directors comprising of 5 non-executive director and 1 executive director. The board
has the power to appoint executive directors including the CEO. In Dialog function has
deep relationships with and visibility into essentially all material operational elements
of the company, the many structural and operational changes the company and its
units underwent in the period, one misstep demonstrate the complexity and
interconnectedness of the many activities underpinning the most basic services they
provide. Across the backdrop of a fairly synchronized global economic up-swing, costs
of capital are increasing overall. Cost-rescaling has been an annual exercise within the
company since 2010, sparing no effort in reducing their cost based and switching to
leaner operations.
Part of this effort is to aggressively leverage technology and new innovations in our
own operations to increase productivity and costs. Developing operational strategies
for each pillar, Dialog is bound by the guiding principles laid out under its strategic
sustainability framework particularly:
∙ Deliver strong and sustained economic performance that benefits all stakeholders.
∙ Maintain solid governance principles and oversight systems to monitor compliance,
while managing its business with transparency and integrity.
∙ Develop leading-edge telecommunication services that contribute to economic,
social and environmental sustainability of the country.

31
∙ Act responsibly and engage with stakeholders to identify opportunities beyond
compliance to create benefits for both society and the Company.

32
11.2. Interrelationship between Dialog Company functions
Given that the business environment of the 21st
century is defined by rapid changes
and innovation, it is essential for any organization, regardless of size, to create
interrelationships between its different business departments. The only way to
essentially create synergy in an organization is to allow different business functions to
share information and collaborate with one another.
 Human Resource Function& Financial Function
Most people see a fundamental difference between Human Resource and Finance,
after all represent different components of business. While finance views HR as an
unnecessary cost, HR thinks finance is out to squeeze every penny they can find.
Individually each department provide services to the company, many of which overlap.
Dialog HR’s objective is to hire educate and task a well-trained production force. A
large number of productions are required to achieve and maintain this objective. From
hiring qualified candidates and providing proper training to insurance benefits and
meeting production needs; Dialog HR requires a lot of financial information in order to
perform their job at maximum efficiency. The data finance gathers and controls is need
by HR to make the best financial Decisions. Without source of relevant real-time-data
HR depends on inaccurate projection models when requesting funds for programs,
making it very difficult to provide viable return on investment data. Initiating a
cooperative environment between HR and Finance is no simple task. In Dialog there
have been clearly designated functional walls between them for as long as there have
been separate departments. Also data systems and technology are purchased without
notification to finance until they discover them on quarterly reports.
Link between HR and Finance can makes benefits and Objections in the
Organizations. To create an open flow of information and cooperation start with a
project that has obvious overlap between HR and Finance. In Dialog by collaborating
and sharing data received and employee performance data HR and Finance can
create incentives that reward exemplary work while increasing morale, production and
customer satisfaction, all of which have a huge effect on the bottom line and Profit.
Also utilizing the functions of HR, Finance will gain valuable insight into research and
development, Resolution, and many other functions in Dialog Company. Without HR
and Finance openly communicating and providing the other with expertise and detailed
ongoing data, a Dialog company will struggle to compete in today’s market. The
benefits are extensive, bringing production, customer satisfaction and profit to
maximum potential. (Business Case Study, 2018)

33
 Marketing Function & Operation Function
Marketing nowadays cannot reap benefits without a “Quality Products”. As the Dialog
consumers are getting expected to information sources, they are getting more
demanding Consumers study products, Processes, raw materials and then make a
purchase Decision. Basically while operations take inputs such as projected sales and
price of the product and then plan their Production, Procurement, Automation, Labor
Requirement, and Logistics. Dialog marketing always functions as a key “voice of the
customer” and thus helps to focus operations to achieve customer satisfaction.
Because operations sometimes have solid and direct customer contact, it can often
help guide marketing toward new or expended business opportunities.
 Human Resource Functions & Marketing Functions
Leader in Human Resources are responsible for managing a complex culture,
environment, and reward elements in organization. Just like in a marketing where
marketers like to attract and retain customer, HRs also need to attract prospective
employees and retain the recruited ones. As in marketing the concept is to create the
employee value proposition that best satisfies the needs of the workforce (the
customer) and is aligned with the strategic objectives of the organization. Dialog very
well knows how important it is to hear from their customer’s feedback and suggestions
are highly crucial for them. The same applies for HR as well. It is crucial that an
employer go directly to its workforce and listen to its employees, and do so on regular
and even continuous basis to provide them with the right solutions, reward and
recognition. Employees are equally important to Dialog HR as customer to marketers.
Dialog HR also will need to segment their employees based in their needs and
preferences. Devising strategies in order to gain the best from Dialog employees as
well as being able to provide them with their needs will be the best way to retain them.
 Finance Functions & Marketing Functions
Accounting department and marketing departments are connected in that an
accounting department determines o business financial condition, which in turn gives
a marketing department a budget in which to operate. Every business has some type
of accounting systems that monitors the business’s financial wellbeing. By compiling
financial statement, the accounting department assists management in determining
the business profitability. Dialog marketing department creates sales strategies and
programs aimed through promotions and advertising. Dialog Marketing is responsible
for compiling reports that includes information about the success or failure of specific
strategies.
(Bloomberg, 2018) (Business Case Study, 2018)

34
11.3. The Benefits and Objections of Interrelationship between Different
Functions:
Given that the business environment of the 21st
century is defined by rapid changes
and innovation, it’s essential for any organizations, regardless of size, to create
interrelationship between its different business functions and departments. In fact,
several leading business figures argue that the key to remaining competitive in today’s
market place is to create synergy. The only way to essentially create synergy in an
organization is to allow different business functions to share information and
collaborate with one another. However, this idea must be preached from top-level
executives in order for it to trickle throughout the organization and take effect.
While most of us are familiar with the classic “hierarchy model”, this particular structure
is becoming less effective for many corporations as it isolates business functions and
consequently, prevents the creation of synergy. As a result, more and more
organizations are adopting “flatter” structures that enable their various department to
share resources and enhance overall organizational performance. For example, while
departments such as finance and marketing were traditionally viewed as polar
opposites, many organizations are now creating interrelationship between these two
departments to improve the efficiency of their business marketing methods.

35
12.0. Organizational Structure
The typical hierarchical arrangement of lines of authority, communications, right and
duties of organization. Organizational structure determines how the roles power and
responsibilities are assigned, controlled, and coordinated, and how information flows
between the different levels of management. A structure depends on the organization’s
objectives and strategy.
In a Centralized structure, the top layer of management has most of the Decision
Making power and has tight control over departments and divisions. In decentralized
structure, the Decision Making power is distributed and the departments and divisions
may have different degrees of independence.
 Functional Structure:
Most business adopt functional organizational structure with chain of command.
Different functions go into separate departments that report to department managers,
who then report to someone higher up. If Dialog adopt functional structure, it has
advantages to clear lines of authority, with key Decision makers in each department
who set the overall mission and tasks. The structure allows each employee to
concentrate on the particular mission. However a functional structure is for
organization is not without its drawbacks.
 Divisional structure:
A divisional organizational structure spreads functions across different branches.
Dialog has different product line, so the division for each product line has its own
functional groups such as marketing, R&D, sales and accounting. The advantage of
this approach is that each division of the company has the personnel to carry out all
necessary functions. In essence each division can carry out Dialog’s business
operations more or less autonomously. The drawback is that with Dialog employees in
each division performing identical functions, Dialog could end up with a lot of
redundancy and inefficiency. For instance, managing five human resource operations,
rather than a single centralized operation, mean duplication of functions, management
systems, and policy development and so on.
 Matrix structure:
Using a matrix structure in any business can give greater flexibility in business
functions than a more hierarchical organization. In a matrix structure, each Dialog
employee works in a function based department, such as marketing finance, but they
can be assigned to projects under different managers and teamed with employees who
have different functions. This structure adapts Dialog Functions to changing
organizational needs. The drawback is that the chain of command in matrix may
become cloudy and conflict.

36
 Team Structure:
As an organization grows, its structure becomes increasingly important. A large
organization can’t be managed properly unless it has a strong internal structure. There
are several ways to structure an organization, including by function or department. A
team is composed of employees who work together on a specific project; it’s a
pragmatic way to group employees.

37
13.0. Dialog Organizational Chart:
The Dialog Company or company staffs have trouble visualizing a proposed structure;
company can use an organizational chart to see it clearly. A chart shows the lines of
authority and control running between different departments and level of management.
A well designed chart will make it easy to see who makes decisions, who reports to
whom and how the organization divides up its operating functions.
(Table 04)
Dialog
Axiata Plc
CEO
Head of
HR
Head of
Marketing
Head of IT
Head of
Accounts
Head
Administrations
Manager Manager Manager Manager Manager
Unit
Manager
Unit
Manager
Unit
Manager
Unit
Manager Unit Manager
Assistant
Manager
Assistant
Manager
Assistant
Manager
Assistant
Manager
Assistant
Manager
Specialist Specialist Specialist Specialist Specialist
Senior
Executive
Senior
Executive
Senior
Executive
Senior
Executive Senior Executive
Coordinator Coordinator Coordinator Coordinator Coordinator
Executive
officer
Executive
officer
Executive
officer
Executive
officer Executive officer
Office
assistant
Office
assistant
Office
assistant
Office
assistant Office assistant

38
14.0. Organizational Function Impact with Structure and Objectives
 Organizational Functions & Organizational Structure:
Every organization has a hierarchy of people and job functions whether it is organic or
international. For a business to operate efficiently and systematically, it needs a
planned structure that fits the style, size and operation of the organization.
Reference for business defines organizational structure as “the way that an
organization arrange people and jobs its work can be performed and its goal can be
met”. Small group can make decisions democratically and be productive in an
unstructured arena, but the large groups of company like Dialog must delicate authority
and jobs in order to run efficiency. Different sized organizations with differing goals and
a continual need to increase productivity gave rise to plethora of structure types.
Organizational structure defines to character of an organization; how it thinks and how
it will react. As a business grows, employee responsibilities detach from specific
people, and are instead, assigned to specific positions or departments regardless of
who holds that job. The relationship between all these different poisons, their
departments and hierarchical management structure make up Dialog’s Organization
Structure.
 Organizational Functions & Organization Objectives:
Organizational structure refers to how the workers within a business are organized and
how they related to each other. A visual representation of the structure can be shown
in an organization chart. This shows who has authority over whom and the different
roles the workers carryout.
It is important for business to choose a structure that helps operate efficiency. The
structure should also help to achieve the organization’s aim and objectives and make
best use of people and resources.
∙ Hierarchical Structure – this means that the business is organized in layers, with
the higher layers having more authority than most below them. The advantage of
hierarchy structure is that every role is clearly defined. From this structure Dialog
Group decision can be make quickly by those at the top of the organization but
communication may be slower as the message has to pass through all the layers.
∙ Horizontal Structure – here there are fewer layers and more people in each layer.
Decision making may need to take account of several groups within a layer.
However the communication is usually more effective. Horizontal structures often
work well with skilled and motivated workers.
∙ Matrix structure – sometimes the business people needs to use people with variety
of skills who are drawn from many parts or functional areas of the business such

39
as Marketing, Operation, Finance and Human Resources. These can be organized
into team to complete projects.

40
15.0. Conclusion
As an Author of this Report I have provided the Business Organization and its
Environment overview. Also identified the organization’s different stakeholder’s and
different competitor’s Structures and scope and how they linking to the specific
organization and critically evaluate their performance to Business Decision Making.
Mid of the report was explained about the organizational different functions, different
structures and their interrelationship in the selected organization.
Finally critically analyzed about how the organization Functions impacting to
organizational structure and their Objectives.

41
References
Axiata Group Berhad, 2018. Axiata Group Berhad. [Online]
Available at: https://www.axiata.com/
B.G.Satyaprasad, K.Nirmala, D.S.Gopala Krishna & Vedananda Murthy, 2012.
Business Organization and Environment. In: Business Organization and
Environment. s.l.:s.n.
Bloomberg, 2018. Dialog Axiata Plc - CEO, BOD. [Online]
Available at:
https://www.bloomberg.com/research/stocks/private/people.asp?privcapId=22991633
Business Case Study, 2018. Business Case Study - UK. [Online]
Available at: https://businesscasestudies.co.uk/
Business Dictionary, 2018. Business Dictionary. [Online]
Available at: http://www.businessdictionary.com/definition/competitor.html
Dialog Axiata p lc, 2017. Dialog Team. [Online]
Available at: https://www.dialog.lk/dialogdocroot/content/pdf/hr-pal.pdf
Dialog Axiata Plc, 2017. Dialog Home Page. [Online]
Available at: https://www.dialog.lk/dialogdocroot/content/pdf/annual_reports/2017-
annual-report.pdf
Dialog Axiata Plc, 2017. Dialog Sustainablility Report 2017. [Online]
Available at:
https://www.dialog.lk/dialogdocroot/content/pdf/sustainability_reports/sustainability-
report-2017.pdf
Dialog Axiata Plc, 2017. Sustainability report 2017. [Online]
Available at:
https://www.dialog.lk/dialogdocroot/content/pdf/sustainability_reports/sustainability-
report-2017.pdf
Dialog Axiata Plc, 2018. [Online]
Available at: https://www.dialog.lk/our-values
Dialog Axiata Plc, 2018. Dialog and HSBC Rewards. [Online]
Available at: https://www.dialog.lk/news/dialog-star-points-and-hsbc-rewards-
redefine-customer-loyalty-returns/
Dialog Axiata Plc, 2018. Dialog shareholders. [Online]
Available at: https://www.dialog.lk/shareholding-structure
Freeman, E., 2018. In: Strategic Management: A Stakeholder Approach. s.l.:s.n.
HSBC, 2018. HSBC Share holding Plc. [Online]
Available at: https://www.hsbc.com/investor-relations/shareholder-information
Open Learn, 2018. Organization Management. [Online]
Available at: http://www.open.edu/openlearn/money-management/organisations-and-
management-accounting/content-section-4.1
Orion City IT Park, 2018. Orion City - Official Site. [Online]
Available at: https://orioncity.com/

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