The document discusses the telecommunications industry in Bangladesh and analyzes Robi Axiata Limited. It presents three case studies on organizational stress, values, and emotions in the workplace. The case studies find that excessive work pressure without proper stress management can cause absenteeism. Organizational values may conflict with job limitations and individual values. Negative moods from work pressure can impact decision-making and performance. The document recommends initiatives like talent programs, values workshops, cultural reform, and engagement surveys to address these issues.

1. Emotions, Moods and Values
PRACTICE AND IMPLICATION IN LOCAL ORGANIZATION

2. Presenting to you
(Group # C)
Rahat Ferdous
Esrar Uddin khan
Md. Sharif Khan

3. INDUSTRY ANALYSIS
TELECOMMUNICATION

4. INDUSTRY BACKGROUND
 Started back in 1989
 First operator- Citycell
 introduced Advanced Mobile Phone System (AMPS) in 1993
 3 GSM based operator got license in 1996
 Aktel, Grameenphone and Sheba telecom Started operation in 1997
 3G technology was introduced in 2012

5. Market Analysis
Based on subscribers
0
10
20
30
40
50
60
9.892
31.941
0.702
56.909
27.442
4.490
Mobile Subscriber ( In Million)
Mobile Subscriber (In Million)
Operator Market Share
Airtel 6.60%
Banglalink 25.70%
Citycell 1.00%
GrameenPhone 42.00%
Robi 21.40%
Teletalk 3.30%

6. Company Analysis
ROBI AXIATA LIMITED

7. Company Background
• Started As Aktel back in 1997
• joint venture company between Axiata Group Berhad of Malaysia and
NTT DOCOMO, INC. of Japan
• Rebranded as Robi in 2010

8. Company Profile

9. SWOT Analysis
Based on employee orientation
Strength
• Competitive compensation structure
• Attractive benefits and features
• Recreation scopes
• Employee oriented corporate Culture
• bottom up feedback mgt.
Weakness
• Periodical work pressure
• High competition and lack of job security.
• Heightened individual responsibility
Opportunity
• Improved employee oriented HR strategies.
• Work life balance program
• Bottom up feedback procedure.
Threat
• Cost cutting strategies.
• Over saturated market
• heightened competition.

10. Case 01
Organizational stress and practices of stress management
Scenario:
 Mr. Ahmed Ullah Chowdhury has encountered with excessive work pressure
 Key Performance Index (KPI) was set too high
 Periodical target was set without proper sales forecasting method
 Significant drop in sales has observed.
 Rise in absenteeism identified.

11. Case 01
Key Findings
 Target was not set on a rational basis
 Stress management process was not executed despite of the privilege
 Lack of work life balance
 Supervisor was not prompt in taking actions
 Moods and emotions are greatly influenced by work stress.

12. Case 01
Discussion Questions
 Is stress management is considered with significance in the organization?
 Was the supervisor aware about the stressing impact of the excessive work pressure?
 Despite of the presence of the scopes of annual/casual leaves, do supervisors really appreciate
their employees to take breaks from their work schedule?
 Though company facilitated Mr. Ahmed with scopes of managing stress, what made him unable to
utilize that opportunity?
 Is it always negative for an employee to be on stress? Explain.
 What are the future course of actions that might help the company to have a balanced environment
with reduced stress?

13. Case 02
Organizational Values and its implication in the organization
Situation 01
 Ms. Maniza Tabassum works in customer care center
 Recognized for creating exceptional customer service
 Proper value orientation has been done though company value workshop
 Crossed extra mile for creating customer delight

14. Case 02
Organizational Values and its implication in the organization
Situation 02
 Frontline employees emotional state hindering quality customer service.
 Employees are facing emotional dissonance.
 Organizational values fail if it lacks proper orientation.
 Job limitations often conflict with organizational values.

15. Case 02
Key Findings
 A balanced mix of individual values and organizational values works best.
 Employee’s mental state is an inevitable issue.
 There isn’t much effort on identifying the issues which leads to employee dissatisfaction.
 It’s not always possible to act or execute certain things because of the limitations in authority.
 There could be a conflict between the value sets and the job limitations.
 Empathy, presence of mind is certainly connected to individual values and cannot be learnt.

16. Case 02
Discussion Questions
 What are the values that the organization provided which leaded to the eventual
customer satisfaction in the mentioned situation?
 Does Emotional Dissonance represent a conflict between individual and organizational
values?
 Did value workshop played any significant role in developing the organizational values
within the employees?
 Did the organization measured any techniques to alleviate any conflicts between
individual and organizational values?
 Was there a service benchmark provided? What driven Ms. Maniza to go out of the box
and focus on customer satisfaction?
 What lesson does this incident provide the service employee?

17. Case 03
Moods, emotions have whether positive or negative impact in workplace
Scenario
 Mr. Shahriar has negative moods in his work life.
 Excessive work pressure.
 Projects were not successful.
 Servicing was set without consider the manpower.
 Facing personality problems.

18. Case 03
Moods, emotions have whether positive or negative impact in workplace
Key Findings
 No one has control on feelings, moods & emotions.
 Work life balanced not maintained.
 Negative moods leads to making bad decision & performance.
 Behavioral change.
 Leaves are necessary for healthy work life.

19. Case 03
Discussion Questions
 Are employees who have negative mood considered with significance in the
organization?
 Did managers monitor and control type of moods and emotions employees have?
 Despite of the presence of the scopes of annual/ casual leaves, do employees have
freedom to enjoy taking break from their work schedule?
 What are the techniques being applied to ensure a better mental state for the
employees?
 Can the managers take actions when external factors are affecting the moods and
emotions of the employees?
 Do emotions affect our rational judgment and decision making process in our work life?

20. Conclusion
Future Directions:
 Launching of Young Talent Program (YTP)
 Introduction of the Value Workshop
 UI-EP Cultural reformation
 Launching of Employee Engagement Survey