This document provides an overview of management practices at Banglalink, a mobile operator in Bangladesh. It discusses Banglalink's history and growth. It then covers the four main functions of management - planning, organizing, leading, and controlling - as they relate to Banglalink's operations. Several speakers discuss Banglalink's approaches to strategic planning, organizational structure, leadership styles, employee motivation, and performance management. In closing, the document performs a SWOT analysis of Banglalink, identifying strengths, weaknesses, opportunities, and threats.

1. A Presentation on
MANAGEMENT PRACTICES
of
BANGLALINK

3. Presented for:
DR. Motaher Hossain,
Course Instructor,
Institute of Business Administration,
Jahangirnagar University.

4. GROUP MEMBERS:
Aniqa Tahsin Anchal(787),
Md. Shafaeth Zaman(802),
Nafiz Imtiaz Noor(816),
Sabiha Sultana(1257),
Md. Aftarul Islam(1981)

5. 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”

6. The Functions of Management
Four Functions of management:
• Planning,
• Organizing,
• Leading & Motivating,
• Controlling.

7. 2nd SPEAKER
SABIHA SULTANA(1257):
• An Insight into Banglalink Planning

8. An insight into BANGLALINK Planning
Strategic Planning:
• Market Needs
• Quality Service
• Customer Service

9. An insight into BANGLALINK Planning
Formulation:
• Customer Segmentation
• Marketing Mix
• Product Positioning

10. An insight into BANGLALINK Planning
Implementation:
•
Service at Low Price
• Marketing Strategy of Banglalink
• Promotion of Product

11. 3rd SPEAKER
Md. Aftarul Islam(1981):
• Organizational Structure of
BANGLALINK

12. Organizational Structure of
BANGLALINK
DEPARTMENTALIZATION:
• Sales division
• Marketing division
• Human resources division
• IT & Billing division
• Administration division
• Customer care division
• Finance division
• Technical division

13. DEPARTMENTALIZATION

14. 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.

15. 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

16. th
4
Speaker
Aniqa Tahsin Anchal(787):
•Leading in Banglalink

17. 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.

18. 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

19. 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

20. 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

21. th
5
Speaker
Nafiz Imtiaz Noor(816):
•Controlling of Banglalink

22. 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

23. 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

24. 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

25. 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

26. THANK YOU