All Documents are for students::::

2. Presented By
Muhammad Zeeshan Baloch
Sabir Hussain
Hafiz Muhammad Majid
Rashid Latif
Usama Nawaz

3. Introduction about Telenor
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% .

4. Vision & Values
We're here to help.

5. How Telenor contributes
In Pakistan Economy

6. Definition
How job tasks are divided, grouped and coordinated.
Why organization needs structure
Organisational structure describes:
Who is responsible for what
Patterns of 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.

7. Whether structure is designed for first time or it is
redesigned for this we engage with organization structural
design.

8. 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
Less between-job downtime increases productivity
Specialized training is more efficient
Allows use of specialized equipment
Can create greater economies and efficiencies – but not
always…

9. Specialization can reach a point of diminishing returns
Then job enlargement, job enrichment and job rotation
gives greater efficiencies than does specialization

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

11. By GeographicaL and FunctionaL:::

12. Pros And Cons
By Functional By Geographical
• Advantages
• Increase efficiency • Advantages
• Co ordination within • More effective and efficient
functional area handling of specific regional
• In depth specialization issues that arise
• Disadvantages • Serve needs of unique
geographic markets better
• Poor communication
across functional areas • Disadvantages
• Limited view of • Duplication of functions
organizational goals

13. By product
+ Allows specialization in particular products and services
+ Managers can become experts in their industry
+ Closer to customers
– Duplication of functions(loss of economies of scale stemming from the
duplication of various departments within operating units.)
-- Cost will be high
– Limited view of organizational goals

14. By Customers
+ Customers’ needs and problems can be met by
specialist
- Duplication of functions

15. Chain of Command
COM is the line of authority extending from upper
organizational levels to lower levels, which clarifies who
reports to whom.

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

17. Factors influencing span of control

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

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

20. Formalization
How standardized an organization’s jobs are and the
extent to which employee behavior is guided by rules
and procedures.
+:It makes employee behavior more predictable
+: reduces ambiguity and provides direction to
employees
+: reduced innovativeness
-: reduced motivation and job satisfaction

21. Mechanistic
Organic

22. High work Specialization Low work Specialization
High departmentalization High departmentalization
Narrow span of control Wide span of control
High level of centralization Low level of centralization
High level of complexity Low level of complexity
High level of formalization Low level of formalization

23. Why structure differs

24. Strategy

25. Technology
It refers to how an organization transfers its inputs
into outputs.
Classification of Technology
1. Long linked technology
2. Mediating technology
3. Intensive technology

26. 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.

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

28. Chain of Command
Clear line of authority
7 layers

29. 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

30. 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.

31. Standardization
 Rules and procedures are present to control the
behavior of employees and to facilitate smooth
working of the organization

32. Mechanistic or Organic
Mechanistic

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

34. 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.
 Because the environment is becoming tougher with
each Passing day so to enhance their competitiveness
& profitability it is providing excellent service, giving
top priority to meeting customer requirements and
charge low operating cost from their customer

35. Recommendation
Telenor must have organic structure.
Motivating employees through giving them
empowerment.