Telenor is a Norwegian telecommunications company operating in 12 countries. In Pakistan, Telenor acquired a GSM license in 2004 and is now the second largest mobile network with over 26 million subscribers. Telenor Pakistan has a mechanistic and functional organizational structure with centralized decision making. Key departments include Commercial, Finance, IT, Marketing, and HR. The structure supports Telenor's differentiation strategy through standardized processes and clear lines of authority.

1. Organization Structure of
Telenor
Presentation Topic:

2. Group Members
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Muhammad
Suleman
Faiza Khalid
Muhammad
Adil Bhatti
Tauqeer
Ahmad
Maryam
Nazir
Asra Bibi

3. Norwegian Multinational
Telecommunication company.
1 of World’s largest mobile
telecommunication company.
Owns network in 12 countries.
.
Operations in more than
countries.

4. Telenor acquired the license for providing GSM services
in Pakistan in April 2004.
Telenor is the 2nd largest network of Pakistan
after Mobil ink.
It had a reported subscriber base of 26.7 million, and a
market share of 24% .

5. Contribution in Pakistan Economy:
It has created 2,500 direct and 25,000 plus indirect jobs.
It has a network of 30 sales & services center.
More than 250 franchises.
150,000 retailers.
In 2010 it is estimated that Telenor Pakistan contributed over
Rs. 21 billion in various forms of direct and indirect taxes to
the economy of Pakistan.

6. VISION & MISSION
VISION
Our vision is simple: Telenor exists to
help customers get the full benefit of
communications services in their daily
lives. We're here to help.
MISSION
“Telenor is a customer focused
business mobile service
operator/telecommunications
Company that seeks competitive
advantage in quality and valued added
service in both prepaid and postpaid
categories through state of the art
technology. Telenor relies on building
trusting relationships with customers,
owners, employees and society in
general”

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8. Product Line

9. BCG MATRIX of Telenor:
This BCG matrix is with respect to the competition that exists for Telenor
in the telecom industry. This includes the following mobile operators:
Mobilink
Ufone
Warid
Zong

10. Organizational structure:
Mr. Jon Fredrik
CEO, telenor
Mr. Lars Chastain
CEO,telenor
Pakitan
Board
CEO
Commercial
Division
Finance
Division
Chairman
IT
Division
Marketing
Dvision
HR and
Admin
Department
Directors
Managers
Assistant
Managers
Executives
Technical
Division

11. Definition
How job tasks are divided, grouped and coordinated.
Why organization needs structure
Organisational structure describes:
Who is responsible for what
Communication and knowledge exchange.
Skills required to move up the organisation.
From whom they can take help for their problems.
Structure tells how to address with company’s issues and problems.
It tells what behaviours should be and are accepted.
It defines norms and roles.

12. Organizational structure Design:
Work Specialization
Departmentalization
Span of Control
Chain of Command
Centralization & Decentralization
Formalization

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14. Work Specialization
The degree to which tasks in an organization are subdivided
into separate jobs.
Division of Labor
Makes efficient use of employee skills
Increases employee skills through repetition
Specialized training is more efficient
Allows use of specialized equipment
…

15. Work Specialization
Both specialist people and multi skill people require at
Telenor Pakistan.
If specialist person have some extra skills he will preferable
given job at Telenor Pakistan.
Like the IT department requires specialized person but
Customer Relation department doesn’t necessary require a
specialized person.

16. Departmentalization
The basis by which jobs are grouped together.
Basis by:
Functional
Grouping jobs by functions
performed
Product
Grouping jobs by product
line
Customer
Grouping jobs by type of
customer and needs
Geographical
Grouping jobs on the basis of
territory or geography

17. Departmentalization
Telenor structure is functional.
Telenor Pakistan has several departments.
Commercial Division
Customer Service Division
Financial Division
Corporate affairs
Financial service

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19. Chain of Command
COC is the line of authority extending from upper
organizational levels to lower levels, which clarifies who
reports to whom.
Authority Responsibility
Unity of
command
Authority refers to the
rights inherent in a
managerial position to tell
people what to do and to
expect them to do it.
As managers assign
work to
employees, those
employees assume an
obligation to perform any
assigned duties.
UOC states that a
person should report to
only one person.

20. Chain of Command
Clear line of authority
7 layers
CEO
Vice Presidents
Directors
Managers
Assistant Managers
Executives
Officers

21. Span of Control
The number of employees a manager can efficiently and
effectively manage.

22.  There are less layers of
management to pass a
message through, so the
message reaches more
employees faster
 It costs less money to run a
wider span of control
because a business does not
need to employ as many
managers
Advantages and Disadvantages
 Wider Span of Control Narrow Span of Control
•A narrow span of control
allows a manager to
communicate quickly with
the employees under them
and control them more easily
Feedback of ideas from the
workers will be more effective
•Less management skill
required

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24. Span of control
It varies department to department.
HRM and Finance has narrow spans of control.
Marketing and customer relationship department has wider
span of control
Average, the span of control is 4-5 people under a manager

25. Centralization & Decentralization
Decision making is done at
top level
Employees are not capable
to take decisions
• Uniformity in action
• Personal leadership
• No loyalty
• Remote Control
• Delay in work
Decision making flow is
downward
Employees are capable
•concentrate on strategy on
higher level decision
making, and coordinating
activities
•vital experience in making
decisions

26. Centralization & Decentralization
Centralization is there but you can say to some extent
there is decentralization.
Employees gives ideas but last action require the
agreement of top management

27. Standardization
 Rules & procedures are present to control the behavior of
employees.
 Standardization is high at Telenor.
 employees perform their tasks in a uniform manner
 Standardization is mostly visible in lower and middle level
of employees

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29. Mechanistic or Organic
W.S
High
Dptlzn
Functional
COC
Clear
SOC
wide &
Narrow
Fmztn
Rules are
there
Mechanistic

30. Structure & Strategy
• Telenor wants to make an image in the mind of customers.
• Telenor has differentiating strategy.
• Structure support strategy somehow:

31. Conclusion
 Structure of Telenor Pakistan is Mechanistic and
functional.
 Decision-making is highly centralized and empowerment
is not appreciated as much but to some extent.
 The important success factor for Telenor is differentiation.
 The employees of the organization are committed to their
company and the company is taking care of the need of its
employees.

32. Recommendation
 Telenor must have organic structure.
 Motivating employees through giving them empowerment.
 There should be an effective employee exchange program
even at the level of middle management so the
organization can share the level of skill and expertise at all
levels with the parent company

33. REFERENCES:
•Management (9th edition)by Steven P. Robbins and Mary Coulter
•Telenor Broadcast Report - 2008-09 as on 11th of February 2009
•Interim Report January–December 2008
•Corporate Responsibility Report 2008
•Telenor Cantt Franchises
•www. Telenor.com.pk
•www.researchandmarkets.com/reports
•www.telenor.com.pk