Group Project

Banglalink

Submitted to
Nasira Siddika (NSd)
Lecturer, North South University

Submitted by
Irfan Ahmed Sadib 093-0286-030
Sohidul Hoque 093-0385-030
Nabil Muntakim Khan-093-0057-030
Tawsif Zahin 093-0305-530

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Table of Content
Topic
01. Excutive Summary
02. Introduction (Banglalink)
03. Organizational Structure
04. Management Technique
05. Nature of Management Problems
06. Corporate Social Responsibilities (CSR)
07. Cultural Influence
08. Human Resource Management
09. Leadership
10. Motivation
11. Findings (What we have learnt?)
12. Source/Reference

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Executive Summery

This report was a requirement to complete the Management Process of any organization. The
purpose of this research project was to represent an overview of Banglalink. The research paper
represents the organizational structure, management technique, nature of problems, corporate social
responsibilities, human resource management, leadership style, motivational style etc.
Banglalink is one of the largest foreign direct investments in Bangladesh. The company has the
backing of the international telecoms powerhouse Orascom. After its inception, the company has growth
rapidly into the leading mobile phone service provider of the country. Orascom Telecom Holding S.A.E.
("Orascom Telecom") or ("OTH") was established in 1998 and has grown to become a major player in the
telecommunication market. OTH is considered among the largest and most diversified network operators in
the Middle East, Africa, and South Asia, and has acquired in early 2008 a license to
operate mobile services in North Korea.

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Introduction
Banglalink is the new member of the GSM family of Orascom Telecom Holdings. Orascom
Telecom Holdings is operating in 9 countries of the world. The subsidiaries include Egypt, Algeria, Pakistan,
Tunisia, Iraq, Bangladesh, Congo Brazzaville, Zimbabwe, and Democratic Republic of Congo. The
operational performance in 2004 was driven by a robust subscriber growth with a marked rise in
commercial activities by OTH operations. The number of subscribers exceeded 15 million by August 2004,
with prepaid subscribers constituting 73% of the total subscriber base. In Pakistan, Mobilink exceeded the 5
million-subscriber base. In Algeria, Djezzy exceeded 3.4 million subscribers. The following table shows the
performance of the subsidiaries of Orascom telecom Holdings in various countries :

Country

Brand name

Market Share

Algeria

Djezzy

73.0%

Pakistan

Mobilink

63.8%

Egypt

MobiNil

53.5%

Tunisia

Tunisiana

29.4%

Iraqna

100.0%

Banglalink

1.0%

Congo Brazzaville

Libertis

36.8%

Table:
Market Shares of OTH Subsidiaries
Zimbabwe

Tel Zim

31.0%

Oasis Telecom

5.1%

Iraq
Bangladesh

Source: www.otelecom.com/about/

Democratic Republic of Congo

Sheba Telecom (Pvt.) Ltd. was granted license in 1989 to operate in the rural areas of 199 upazilas
and later they were also allowed to extend to cellular mobile radio-telephone services in Bangladesh.

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In July, 2004, it was reported that Orascom Telecom is set to purchase through a hush- hush deal
the Malaysian stakes in Sheba Telecom, as it had failed to tap the business potentials in Bangladesh
mainly due to a chronic feud between its Malaysian and Bangladeshi partners. An agreement was reached
with Orascom worth $25 million was finalized in secret. The pact has been kept secret for legal reasons,
considering financial fallout and because of the feud.
The main reason for the undercover dealing was because the existing joint venture agreement
between the Bangladeshi and the Malaysian partners dictates that if any party sells its Sheba shares, the
other party will enjoy the first right to buy that.
Integrated Services Ltd (ISL), the Bangladeshi partner, was being 'officially' shown as purchasing
the shares held by Technology Resources Industries (TRI) of Malaysia for $15 million. ISL then paid
another $10 million to Standard Chartered Bank to settle Sheba's liabilities. Sheba had a base 59,000
users, of whom 49,000 were regular when it was sold.
In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba Telecom
(Pvt.) Limited (Sheba). It was acquired for US$ 60 million and re-branded and launched its services under
Banglalink in February, 2005. A robust growth has been seen from the very beginning of the operation of
Banglalink. Surprising Public acceptance resulted to get nearly 100,000 subscribers within couple of
weeks of its launch in February 2005. By the end of May, Banglalink was able to get approximately
400,000 subscribers. At present, there are around 1, 00, 00,000 subscribers of Banglalink. Among them
there are 850,000 prepaid and 2450 postpaid and 20,287 PCO subscribers.

Organizational Structure: BANGLALINK

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Waled El Sonbaty
Acting Chief Information Officer

Ahmed Abou Doma

Chief Executive Officer

Asher Yaqub Khan

Chief Commercial Officer

Tarek Beram
Head of HR

Ahmed Mohamed Fady

Mohamed Hassan Osman

Chief Technology Officer

Chief Financing Officer

Altaf H.
Faquih
Admin Director

Nizar elAssaad

Hassan Samy
Sales Director

Omar Rashid
Marketing Director

information
technology
director

Tanvir Ibrahim
Raed El-Shafei
Sr. Manger
Sales Support

Rumana Reza
Customer Care Director

Kazi Munirul
Kabir
MangerDirect Sales

Manager Corporate
Sales

Nasar
Yousuf
Supervisor
Corporate Sales

Parvez Sajjad
Mahtab
Manager
Distribution Sales

Management Technique
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Management techniques are also known as the management functions. The Managerial functions
are given below:Planning - Banglalink is planning to make its network systems more upgraded and advanced so
that it can have a better network coverage in the country. In order to fulfill customers satisfaction it also
providing international roaming service in the future. Banglalink is still focusing on making better service
and quality.
Decision Making - Making intelligent and ethical managerial decisions for the company the
managers are very much responsible. Like tools to ensure effective protection of employees, enabling
business units to continue its work efficiently, making ethical decisions with the shareholders of the
company. Decision making is now major management challenge for any company in the world.Banglalink is
very much conscious about business continuity plan.
Organizing - Banglalink has a good chain of command for the organization for that it helps to
ensure the use of human resource management.HRM plays a huge role in the functioning of the
organization. Banglalink has a number of human resource managers for which they are now the leading
telecom service in Bangladesh.HRM is one of the reasons of the companys success.
Staffing - Banglalink performs different development programs for making people efficient for
organizational purposes. Also the company has recruitment and training process. For internal recruitment
notices are given in notice boards and for external recruitment notice is given to the media, like
Newspapers. After recruiting the employees are given with different training programs in which they
develop their skills and knowledge.
Communicating - Banglalink Managers are very much responsible for the employees
performance. Specially the mutual understanding of the employee with the superior. Managers do their
subordinates feedback process. Company is also very much caring about their customers as we can see
they have done different CSR activities. Through which they are earning customer satisfaction.
Motivation - To motivate a employee Banglalink sets different tours in which the training and
development programs are filled with charms and enjoyment .The primary requirement for being worker in
the company is to be loyal and trustworthy at their work. It helps the employees to be self motivated.
Leading - Leadership is very much important for motivating a employee. In Banglalink the
managers are becoming leaders, serves as a role model and through which the employees can be
motivated. Managers influence their employees with their supreme leadership quality to work efficiently.
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Managers give emphasize to some certain traits and characteristics. For example listening power, maturity,
intelligence, integrity and honesty to effective leadership.
Control - Managers take feedback from their sub-ordinates in order to control the employee
management for better performance and efficient work. Feedback process is performed by managers so
that the employees can work efficiently in future.

Nature of management problems

Like any organization, Banglalink faced both major and minor problems in their management
process. They include problems with provided network, market share,
Network - Most of the problems were customer and service oriented. Like some customers
complained that service massage sent from Banglalink Network embarrassed them in a way. Also the
greatest Banglalink got is its network. While the reception is quite clear when the user is out of doors, once
inside, the reception breaks up.
Market - When the company had entered a market where the industry leader has been reigning
supreme for years now and people were bound to compare the leaders services with Banglalink
performance, even it was new to market. People tend to forget that it had taken the leader more than three
years since its start to provide its subscribers with a decent connection; hence it is with Grameen Phones
present performance that Banglalink is compared and sure enough, the latter does not farewell.
Unorganized Structure OTH bought Sheba (Pvt.) Limited last september and immediately
started changing the structure the losing concern. They are constantly recruiting people, adding/deleting
levels of organ gram. Thus the environment is constantly chaotic, with many people not knowing who to
contact or whom to report to and who is responsible for what. This takes away time and energy away from
the selling activities.

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Inadequate Human Resources While many people off their CVs at the office on a regular basis,
finding sufficient numbers of people, switch the correct qualifications, has no become hard to find. Hence, a
handful of people are doing the work of many leading to back log of work.
Bureaucracy - The new management is trying to create a system where each individual is
responsible and accountable for his duties. While it is a good idea, it has also created a bottleneck at the
administrative & financial level, where work gets stuck and stays stuck until all papers are properly signed
and taken care of.

My Suggested Solutions
Problems in management process faced by Banglalink really effect their overall organizational
activities and can be a real reason to create an obstacle against its main goal. So according to my view,
following solutions can be followed
Network More antennas should be placed on certain locations. Also the poor network should be
repaired by using modern technology to prevent customer embarrassment.
Market Banglalink should continue its innovative commercials and should try for offering unique
services to its customers. Also it should take necessary steps to increase market demands and availability
of Banglalink packages in most places.
Unauthorized Structure Banglalink should decrease recruiting constant employees at a time. It
should follow all the recruiting rules properly to decrease chaotic environment in workplace.
Inadequate Human Resources Recruit managers should work carefully on employee
recruitment. They should study each and every applicant CVs carefully so that they can employ the right
man for the right job. Also they should be careful about job requirement and qualifications of the applicants
for the posts. Assigning wrong person for the wrong job might create a major problem in organization
activities.

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Corporate Social Responsibilities Strategies

Banglalink continues to play an active role in the area of corporate social responsibility. Banglalink
has given Dhaka International Airport - the gateway of Bangladesh a completely new look. Provision of high
quality passenger trolleys, phone booths, emergency charging station and beautification of the premises is
an exemplary initiative which no other multinational has taken. Banglalink also contributed to an important
tiger conservation project in the Sundarbans, and continues to support the Cox's bazaar beach cleaning
program.
Blood Donation Program - One of prominent social contribution of Banglalink is in the field of
Voluntary blood donation. Banglalink has sponsored and directly participated in various voluntary Blood
Donation Programs around the country. ORCA (Old Rajshahi cadet association) had organized a blood
donation program which was sponsored by Banglalink.
Blanket distribution Program - In Ranjpur district Banglalink distributed 500 blankets in
distressed people by Anjuman Mofidul Islam. In Bangladesh every year in cold prone area people died in
cold related disease due to their disability to buy warm cloths.

Cultural Influence
Banglalink has designed an integrated business strategy by incorporating internal management
system with a focus to the external environment. For their expansion strategy, they followed vertical
integration, using human resource policy as a base of their business strategy. They enhanced their HR
inventory by recruiting a good number of intelligent and promising youngsters from various academic
institutions and as well as from their competitors. They provided very lucrative compensation package
together with a clear career path. Basically, these were the ground work for their promotional activities. Side
by side they developed new products to attract the customers. They offered new SIM card with a mobile
phone set. Additionally, free six calling cards that added an extra attraction to the offer. It was really alluring
to the customers. Simultaneously The Company also offered some o their new value adding services. For
example, it decided to carving out a niche in the market, targeting the female subscribers. Ladies First is
the only package available in the market offering a special reduced rate and special talk time exclusively for
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women. Banglalink does not consider this just a product offer, but more of an acknowledgment of the
contribution that women of Bangladesh make to the society and the nation. This service includes
horoscope, tips on beauty, cooking, health, home management, child care, first aid, and cinema and drama
schedule.
Upper Class is the Banglalink experience that is targeting a slightly upscale clientele, offering a
range of services at a competitive price. Specifically, Upper Class offers Purple Carpet treatment, giving
special attention with separate counters at sales and customer care center sand a dedicated hotline. A big
SIM Card of larger storage memory, customized numbers, international roaming, easy bill inquiry, call back
customer service, and start-up assistance are the privileges of this package. A Web log (blog) updates the
customer on new services, initiatives, useful tips, and entertaining ideas.
Yellow Pages service is unique to Banglalink, allowing access to varied information about airlines,
banks, hospitals, embassies, etc. through a dedicated number. Additionally, it offered cheap and convenient
e-mail through their network to friends and family all over the world. With the free SMS, low-cost call-rate
and low cost email service it covered both the need of synchronous and asynchronous communication. It
also gave an opportunity to its customers to download music, play online game through mobile phone.
Though it is not still very popular due to relatively high cost, it was an added value that is open to all
customers and it has an opportunity to be popular in future.
Banglalink also named some of their products reflecting the culture and tradition of our country. For
example Banglalink Desh, Banglalink Rong, even the brand logo of Banglalink etc.

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Human Resource Management

Proper human resource management is a reason for Banglalink to be a leading telecom service in
Bangladesh. Banglalink has a number of experienced human resource managers. Human resource
department plays a very important role in the functioning of the organization. There are 12 employees in the
HRD who are reporting to the Head of HRD- Mr. Tarek Beram. The main tasks of this department are
employee recruitment, selection, transfer, promotion, training, development, performance appraisals, pay
and benefits; etc. Their main task is to keep the components of the human resource management fit with
each other.

RECRUITMENT
Banglalink prefers internal recruitment to external recruitment. Notices are given on the notice
boards for internal recruitment. Relevant employees are also sent e-mails. External recruitment notices are
given on the media, for example newspapers. Even in case of external recruitment candidates with
reference are given priority. Realistic job review is done strictly at Banglalink.

SELECTION PROCESS
In general Banglalink follows the following selection tools

Background Information: Name, date of birth & place, a short family history, education, past
working experience etc is required in the background information.

Reference: Reference is regarded almost a must to be an employee of Banglalink.

First Interview: The first interview focuses on the attitude and is rather unstructured.

Paper and Pencil Test: It is used as a selection tool for mostly lower level employees.

Second Interview: The second interview focuses deeply on the job knowledge of the candidate. It
is both situational and structured.

Medical Checkup: Candidates willing to join at any level have to go through a medical checkup.

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Third Interview: The third interview taken of the candidate is structured and is based on the job
the candidate will be performing. The country manager takes it.

TRAINING PROCESS
From the very first day of appointment employees have to go through the training process. The
new employee joins a training program. In the program s\he has to be in all the departments to get
introduced to others for two days. The main concern of this program is to build a strong interaction among
the employees. This is an on-the-job training.
Other training programs are held to increase communication power, to talk decently over the
telephone, experiential learning program etc. At times they are on-the-job training or classroom instruction.
These training are given both inside and outside the organization. The trainings are conducted at various
venues, for example CDME, BRAC and other hotels. Some international institutions also train employees of
Banglalink, for example Tack International Training Center.

DEVELOPMENT PROGRAMS
Technology helps Banglalink to be the most efficient and innovative express logistic company. So
Banglalink has to conduct development programs to enable its employees to keep pace with the
ever advancing technology. These programs are most of the time

classroom instructions and

sometimes on-the-job training. Banglalink does not give any formal education facility to its employees.

PERFORMANCE APPRAISAL
Performance appraisal and feedback complement recruitment, selection, training and
development. It lets good performers know that they are appreciated and lets poor performers know
that their lackluster performance needs improvement.

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TYPES OF PERFORMANCE APPRAISAL

Trait Appraisal: During the time of training trait appraisal is observed.

Behavior Appraisal: To meet customer satisfaction how the employees do their jobs is very
important at Banglalink. So behavior appraisal is strongly observed at Banglalink.

Result Appraisal: What they accomplish or how much revenue have they earned is also very
important here. This requires for result appraisal.

Subjective and Objective appraisal: Objective appraisal is more observed than subjective
appraisal at Banglalink.

Employees at Banglalink are appraised only by themselves and their superiors. It is a rather formal
process.

FEEDBACK
The business managers do their subordinates feedback process. It is based mainly on the
mutual understanding of the employee with the superior. The feedback process continues until they
meet at same decision.

PAY AND BENEFITS

PAY LEVEL:
The pay level at Banglalink is based on international standard. The pay incentives are set in
comparison to multinational companies, for e.g. Glaxco, British American Tobacco, and Nestle etc.

Pay Structure - The pay structure at Banglalink is set in terms of job knowledge, performance,
seniority, and skill levels. The basic payment of the employees is sixty percent.

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Benefit - The employees are given up to forty percent extra allowances other than their basic
payment. They are also given two festival bonuses. Each year increment is also given up thirty
to thirty five percent. The incentives are at times given on monthly basis.

The gross bonus and the increments are given on the basis of the performance of the employees and
by performance appraisal. The employees are also awarded as The Salesman of the Year or The
Employee of the Year on the same basis. Banglalink also gives its employees some non-monetary
benefits, for e.g. holiday trips, vacations etc. The HR department is also responsible for disseminating
internal communication to all users and in the process of developing compensation packages for its
employees, such as medical insurance under the group plan, life insurance and running several activities
such as the Vaccination Program for all.

LEADERSHIP
THE NATURE OF LEADERSHIP
Leadership quality is a prime factor to motivate employees. Managers at Banglalink effectively
influence their employees by their supreme leadership quality.

THE KEY TO LEADERSHIP

Manager practices a number of powers to motivate employees behavior and gets them to act in a
certain way. Legitimate power is distributed by the superiors to every level of employees up to a certain
level. Every employee does not have reward power at Banglalink. Only the top manager posses this power.
A reward giving committee is set to distribute rewards. They use performance appraisals and employees
contribution to achieve organizational goal. Almost all levels of employees have the power to complain and
on the basis of the complain punishment is given. By this way coercive power is used. Special knowledge,
skills and expertise often help managers at Banglalink to preside over other employees. Coworkers respect
admiration and loyalty has a very high impact to increase leadership quality of the managers at Banglalink.
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APPLICABLE THEORIES OF LEADERSHIP

At Banglalink the manager emphasize on certain traits and personal characteristics, for example
listening power, intelligence, self-confidence tolerance for stress, maturity, integrity and honesty to effective
leadership. Initiating structure is regarded more useful then consideration to lead employees of Banglalink.
Previous country manager used to emphasize on trust, respects, and cared about subordinates. But the
present country manager gives importance both on consideration and initiating structure.
Every employee of Banglalink from top to bottom feels that his or her job is important for the
organization as well as themselves. This realization motivates the employees to work harder for the
betterment of the organization. So transformation leadership is appreciated at Banglalink. High
performance is appreciated at Banglalink by giving attractive rewards. A reward giving ceremony is held
abroad which is very enchanting. The Sales Person of the Year and The Employee of the Year are two
attractive rewards given to the employees of Banglalink.

MOTIVATION
THE NATURE OF MOTIVATION:

Extrinsic Motivation - Banglalink takes a number of efforts to motivate their employees

extrinsically. They often set tours. Its training and development programs are filled with charms and
enjoyments; they grow deliberation towards the tasks the employees perform at Banglalink. It also
gives awards - The Salesman of the Year and The Employee of the Year. Seventeen awarded
employees from every regional area gather in a reward giving ceremony abroad. They are
also given promotions or given a pay rise. These factors highly motivate the employees.

Intrinsic Motivation - Employees at Banglaink claim themselves to be self-motivated. Their

primary requirement to be a worker at Banglalink is to be loyal to their job. Intrinsic
motivation often helps them to be an effective employee.

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APPLICABLE MOTIVATIONAL THEORIES:

Expectancy theory is followed at Banglalink. Perception about the result of the effort is often a
basic concern of the employees. This is a common expectancy. One who provides more or better service
gets more increment or bonus. So instrumentality is a higher priority here. Managers at Banglalink are
also concerned

of which employee desires for which outcome. This is valence

according to

expectancy theory. Indirectly Need theory is followed at Banglalink. Managers cares about the various
levels of needs of the employees. Equity theory is also followed. The goals set by the country office
is very high and very difficult to achieve. These difficult, high goals motivate the employees to
contribute more inputs to their jobs. These specific, difficult goals also affect motivation by helping
the employees focus their inputs in the right direction. So Goal Setting theory is followed by Banglalink.

PAY AND MOTIVATION:

Banglalink gives a number of pay facilities to its employees to motivate them. It gives up to forty
percent increment each year. It also gives two festivals bonuses each year. These high payments motivate
the employees at Banglalink highly, make them loyal to their job, and also keep them working at Banglalink.

FINDINGS
From the whole management research, we come to know about the origin of Banglalink, its
organizational structure, management technique, nature of management problems it faced, corporate social
responsibility strategies, and cultural influence in the business, human resource management, leadership
style, motivational technique etc.

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REFERENCES
www.banglalinkgsm.com
investing.businessweek.com
www.wikipedia.com
www.banglapedia.search.com.bd
www.reuters.com

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