Report Final OB

8/10/2019 Report Final OB

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Date of Submission: June 03, 2013

ORGANIZATIONAL BEHAVIOR IN

PERSPECTIVE OF BANGLADESHI

ORGNAIZATIONS

(A Case Study on GrameenPhone Limited)

TERM PAPER


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Report On

Organizational Behavior in Perspective of

Bangladeshi Organizations

(A Case Study on GrameenPhone Limited)


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SUBMITTED TO

Samia Sultana Tani

Assistant Professor

DEPARTMENT OF FINANCE

UNIVERSITY OF DHAKA

SUBMITTED BY

SL No. Name ID

1. Mst. Rekha Sultana 17-049

2. Bannya Rani Biswas 17-105

3. Anup Datta 17-129

4. Prasenjit Roy 17-153

5. Boren Tripura 17-163

6. Tarif-Ul-Haque 17-260

7. Sadman Sakib 17-261

8. Md. Nazmur Rahman 17-263

9. Asma Afia Shetu 17-265

10. Khan Ahsan Habib 17-265

17thBatch

DEPARTMENT OF FINANCE

UNIVERSITY OF DHAKA

DATE OF SUBMISSION: JUNE 03, 2013


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LETTER OF TRANSMITTAL

June 03, 2013

Samia Sultana Tani

Assistant Professor,

Department of Finance

University of Dhaka

Subject: Submission of the term paper on Organizational Behavior in Perspective of

Bangladeshi OrganizationsA Case Study on GrameenPhone Limited.

Dear Madam,

We are very delighted to inform you that, we have completed the term paper on

Organizational Behavior in Perspective of Bangladeshi Organizations A Case Study on

GrameenPhone Limited successfully as a partial requirement of the course 301. We enjoyed

preparing this assignment and it helped us to gain knowledge about the Organizational

Behavior and its importance on Organizations like GrameenPhone Limited. We are also very

grateful for your kind help and advice. Besides, we have finished this task in a friendly

environment and the entire team worked very hard while preparing this term paper.

We aspire that this study will fulfill your suggestion and expectation. If you need any further

assistance to interpret this study, please inform us. It will be our pleasure to clarify your

questions.

Sincerely,

Prasenjit Roy

On the behalf of the group

Section: A, 17thBatch

Department of Finance

University of Dhaka


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ACKNOWLEDGEMENT

At first we would like to thank my course teacher from Department of Finance, DU, Samia

Sultana Tani for providing me such an opportunity to prepare the Report on Organizational

Behavior in Perspective of Bangladeshi Organizations A Case Study on GrameenPhoneLimited. Without her helpful guidance, the completion of this project was unthinkable.

During our preparation of the project work we have come to very supportive touch of

different individuals & friends who lend their ideas, time & caring guidance to amplify the

reports contents. We want to convey my heartiest gratitude to them for their valuable

responses.


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EXECUTIVE SUMMARY

Organizational behavior is a field of study that investigates the impact that individuals,

groups and structures have on behavior within an organization for the purpose of applying

such knowledge towards improving an organization's effectiveness. In the 1960s and 1970s,the field was strongly influenced bysocial psychology and the emphasis in academic study

was onquantitative research. The systematic study of behavior is a means to making

reasonably accurate predictions. When we use the term systematic study, we mean

looking at relationships, attempting to attribute causes and effects. There are four

disciplines contributes to OB field.

Grameenphone started its journey with the Village Phone program: a pioneering initiative to

empower rural women of Bangladesh. The name Grameenphone translates to Rural phone.

It starts its operations on March 26, 1997, the Independence Day of Bangladesh. Leading theindustry and exceed customer expectations by providing the best wireless services, making

life and business easier. Grameenphone offers six different products and services including

handset and internet services etc.

Organizational Behavior of Grameenphone consists of different codes and ethics. They are-

Code of Conduct (COC), Key Performance Indicators(KPI), Supplier Conduct Principles,

Common etiquettes and practices etc.

From the questionnaire, we have found that, Grameenphone has a highly standard and

modern ethics and standards in the management to create a friendly and customer orientedworkplace.

Grameenphone can arrange OB training program, OB Counseling cell and other development

program to improve their OB standards more to deliver superior customer service for

achieving optimum success.
http://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Quantitative_researchhttp://en.wikipedia.org/wiki/Quantitative_researchhttp://en.wikipedia.org/wiki/Social_psychology


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TABLE OF CONTENTS

Sl No. Contents Page No

1. Chapter 1 - Introduction 8-112. Chapter 2Organizational Behavior 12-17

3. Chapter 3GrameenPhone 18-22

4. Chapter 4Organizational Behavior of

GrameenPhone

23-31

5. Chapter 5Questionnaire on

Organizational Behavior of

GrameenPhone

32-36

6. Chapter 6Conclusion 37-40

7. Chapter 7Bibliography & Appendix 41-43


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CHAPTER 1

INTRODUCTION


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Origin of the Report

This report has been prepared to make a study on the Organizational Behavior in Perspective

of Bangladeshi Organizations A Case Study on GrameenPhone Limited as a part of the

fulfillment of course requirement. The report was prepared under the supervision of Mst.Samia Sultana Tani, Lecturer of Dept. of Finance, DU. I am very much thankful to her for

assigning us such types of project work.

Background of the Report

Organizational Behavior plays a vital role in every organization in the world. In todays

competitive business environment, proper application of Organization Behavior can bring

huge success to any organization. This report has been prepared in the light of emerging

Organizational Behavior, Organizational Behavior in Perspective of Bangladeshi

OrganizationsA Case Study on GrameenPhone Limitedas a part of the fulfillment of our

Organizational Behavior Course.

Purpose of the Study:

The purpose of the study is to make an analysis of the importance of Organizational Behavior

in terms of organization of Bangladesh. This study attempted to understand the applications

of OB in organizations like GrameenPhone Limited. The purpose is also to make

recommendations about how to resolve external and internal conflict of organization by

applying appropriate OB techniques. It is also the purpose of us to help the managers of

Organization by providing necessary interpersonal skills technique and ethical behavioral

rules.

Objectives of the Report:

The main objectives of the study are to see whether the Organizations in Bangladesh are

using Organizational Behavior technique in order to improve their services to customers as

well as reputation and performance in the competitive business world. In broader sense the

objectives to be covered under the study are:

To find out the using status of Organizational Behavioral Techniques;

To evaluate the conception of managers as to importance of use and problems, if any,

they face in using the techniques;

To identify the importance of Organizational Behavior in Perspective of Bangladeshi

Organizations and

To highlight suggestive measures to the managers to improve their skills and

performance.


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Scope of the Report:

The scope of this study was strictly confined to the website & personal contact with the

employees of Organization of Bangladesh. To collect the information we visited Public

Relations(PR) section of GrameenPhone Limited. All other data related to the analysis wascollected from web site and from personnel of GP. Investigative study method is used in

writing this report. This study method was significant for us because before this study we

have not enough understanding to proceed with such type of research project also on this

topic. This study is characterized by flexibility and resourcefulness with respect to the

methods, formal research method employed by investigating PR department and obtaining

information by asking question to qualified personnel. The study involves structured

questionnaire. Under the study once a new idea or insight is discovered, they may shift their

exploration in that direction. Proper explanation and analysis is used to clarify to critical

topics. Finally the purpose of this study is to determine whether OB techniques are used bythe Bangladeshi Organizations and whether those organizations using the technique apply the

application process in their customer satisfaction, employee satisfaction and performance and

management operations.

Methodology:

For smooth and accurate study everyone have to follow some rules & regulation. The study

impute were collected from two sources:

Primary sources:

Practical desk work Face to face conversation with the officer direct observations Face to

face conversation with the client.

Secondary sources:

This source includes website of organizations, files & folders, daily diary, various

publications of organizations. The details of the work plan are furnished below:

Data collection method: Relevant data for this report has been collected primarily by direct

investigations of different company personnel.

Data sources: The information and data for this report have been collected from primary

sources. The secondary sources of information are article reports, websites and different

manuals. Some text books, journals, newspapers etc. have been consulted in order to build up

the framework of the study.

Data processing: Data collected from secondary sources have been processed manually and

qualitative approach in general and quantitative approach in some cases has been used

throughout the study.


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Data analysis and interpretation: Qualitative approach has been adopted for data analysis

and interpretation taking the processed data as the base.

Limitations of the Report:

On the way of our study, we have faced some problems that termed as the limitations of the

study. In all respect following limitation and weakness remain within which we failed to

escape by any means. These are follows:

Budgeted time limitation:It was one of the main constraints that hindered to cover all aspects

of the study.

Confidentiality of data:Because of some divisional and confidential problem, we could not

get enough information. Every organization has their own secrecy that is not revealed to

others. While collecting data some company personnel did not disclose enough information

for the sake of confidentiality of the organization.

Data Insufficiency:Especially there is a lack of information about the determination of the

companies applying different secret coding method. Sufficient books, publications, fact and

figure are not available. These constrains narrowed the scope of accurate analysis. If these

limitations had not been there, the report would have been more useful and attractive.


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CHAPTER 2

ORGANIZATIONAL

BEHAVIOR


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What is Organizational Behavior:

Organizational behavior is a field of study that investigates the impact that individuals,

groups and structures have on behavior within an organization for the purpose of applying

such knowledge towards improving an organization's effectiveness. It is an interdisciplinaryfield that includes sociology, psychology, communication, and management; and it

complements the academic studies oforganizational theory (which is focused on

organizational and intra-organizational topics) andhuman resource studies (which is more

applied and business-oriented). It may also be referred to as organizational

studies or organizational science. The field has its roots inindustrial and organizational

psychology.

History of Organizational Behavior:

While Classical philosophies rarely took upon a task of developing a specific theory of

organizations, some had used implicit conceptions of general organization in construct views

on politics and virtue; the Greek philosopherPlato,for example, wrote about the essence of

leadership, emphasized the importance of specialization and discussed a primordial form of

incentive structures in speculating how to get people to embody the goal of the just city

inThe Republic.Aristotle also addressed such topics as persuasive communication. The

writings of 16th century Italian philosopherNiccol Machiavelli laid the foundation for

contemporary work on organizational power and politics. In 1776,Adam Smith advocated a

new form of organizational structure based on the division of labor. One hundred years later,

German sociologistMax Weber wrote about rational organizations and initiated discussion of

charismatic leadership. Soon after,Frederick Winslow Taylor introduced the systematic use

of goal setting and rewards to motivate employees. In the 1920s, Australian-born Harvard

professorElton Mayo and his colleagues conducted productivity studies at Western Electric's

Hawthorne plant in the United States. In the 1960s and 1970s, the field was strongly

influenced bysocial psychology and the emphasis in academic study was onquantitative

research.An explosion of theorizing, much of it at Stanford University and Carnegie Mellon,

producedBounded Rationality,Informal Organization,Contingency Theory,Resource

Dependence,Institutional Theory,andOrganizational Ecology theories, among many others.

Methods Used in Organizational Studies:

Quantitative methods

Computer simulation

Qualitative methods
http://en.wikipedia.org/wiki/Organizational_theoryhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Industrial_and_organizational_psychologyhttp://en.wikipedia.org/wiki/Industrial_and_organizational_psychologyhttp://en.wikipedia.org/wiki/Platohttp://en.wikipedia.org/wiki/The_Republic_(Plato)http://en.wikipedia.org/wiki/Aristotlehttp://en.wikipedia.org/wiki/Niccol%C3%B2_Machiavellihttp://en.wikipedia.org/wiki/Adam_Smithhttp://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Quantitative_researchhttp://en.wikipedia.org/wiki/Quantitative_researchhttp://en.wikipedia.org/wiki/Bounded_Rationalityhttp://en.wikipedia.org/wiki/Informal_Organizationhttp://en.wikipedia.org/wiki/Contingency_Theoryhttp://en.wikipedia.org/wiki/Resource_Dependencehttp://en.wikipedia.org/wiki/Resource_Dependencehttp://en.wikipedia.org/wiki/Institutional_Theoryhttp://en.wikipedia.org/wiki/Organizational_Ecologyhttp://en.wikipedia.org/wiki/Organizational_Ecologyhttp://en.wikipedia.org/wiki/Institutional_Theoryhttp://en.wikipedia.org/wiki/Resource_Dependencehttp://en.wikipedia.org/wiki/Resource_Dependencehttp://en.wikipedia.org/wiki/Contingency_Theoryhttp://en.wikipedia.org/wiki/Informal_Organizationhttp://en.wikipedia.org/wiki/Bounded_Rationalityhttp://en.wikipedia.org/wiki/Quantitative_researchhttp://en.wikipedia.org/wiki/Quantitative_researchhttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Adam_Smithhttp://en.wikipedia.org/wiki/Niccol%C3%B2_Machiavellihttp://en.wikipedia.org/wiki/Aristotlehttp://en.wikipedia.org/wiki/The_Republic_(Plato)http://en.wikipedia.org/wiki/Platohttp://en.wikipedia.org/wiki/Industrial_and_organizational_psychologyhttp://en.wikipedia.org/wiki/Industrial_and_organizational_psychologyhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Organizational_theory


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Value of OB to Systematic Study:

The systematic study of behavior is a means to making reasonably accurate predictions.When we use the term systematic study, we mean looking at relationships,attempting to attribute causes and effects, and basing our conclusions on scientific

evidencethat is, on data gathered under controlled conditions and measuredand interpreted in a reasonably rigorous manner.

Evidence-based management (EBM) complements systematic study by basingmanagerial decisions on the best available scientific evidence. For example, we want

doctors to make decisions about patient care based on the latest available evidence,and EBM argues that managers should do the same, becoming more scientific in how

they think about management problems. A manager might pose a managerial

question, search for the best available evidence, and apply the relevant information to

the question or case at hand. We might think it difficult to argue against this (whatmanager would say decisions shouldntbe based on evidence?),but the vast majority of

management decisions are still made on the fly, with little or systematic study of

available evidence.

Systematic study and EBM add to intuition, or those gut feelings about what makes

others (and us) tick. Of course, the things you have come to believe in an

unsystematic way are not necessarily incorrect. Jack Welch (former CEO of GE) noted,The trick, of course, is to know when to go with your gut.But if we make all decisions

with intuition or gut instinct, were likely working with incomplete informationlike

making an investment decision with only half the data.

Disciplines that Contributes to OB Field:

Organizational behavior is an applied behavioral science built on contributions from a

number of behavioral disciplines, mainly psychology and social psychology, sociology,

and anthropology. Psychologys contributions have been mainly at the individual or

micro level of analysis, while the other disciplines have contributed to our

understanding of macro concepts such as group processes and organization. Exhibit 1 is an

overview of the major contributions to the study of organizational behavior.

Psychology

Social Psychology

Sociology

Anthropology


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Challenges and Opportunities for OB:

In short, todays challenges bring opportunities for managers to use OB concepts. In this

section, we review some of the most critical issues confronting managers for which OB offers

solutionsor at least meaningful insights toward solutions.

Responding to Economic Pressures Responding to Globalization

Managing Workforce Diversity

Improving Customer Service

Improving People Skills

Stimulating Innovation and Change

Coping with Temporariness

Working in Networked Organizations

Helping Employees Balance WorkLife Conflicts

Creating a Positive Work Environment


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Basic OB Model:

A model is an abstraction of reality, a simplified representation of some real world

phenomenon. Exhibit 2 presents the skeleton on which we will construct our OB model.

It proposes three types of variables (inputs, processes, and outcomes) at three levels ofanalysis (individual, group, and organizational). The model proceeds from left to right,

with inputs leading to processes and processes leading to outcomes. Notice that the model

also shows that outcomes can influence inputs in the future.

Functions of Managers:

Manger

Functions

Planning

Organizing

Leading

Controling


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Roles of Managers:

1. Interpersonal Roles: All managers are required to perform duties that are ceremonial and

symbolic in nature.

2. Informational Roles: All managers, to some degree, collect information from outside

organizations and institutions, typically by scanning the news media (including the

Internet) and talking with other people.

3. Decisional Roles: Mintzberg identified four roles that require making choices. In the

entrepreneur role, managers initiate and oversee new projects that will improve their

organizations performance.

Managers Skills:

Managers

Skills

Techincal

Skills

Human

Skills

Conceptual

Skills


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CHAPTER 3


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About the Company:

Grameenphone started its journey with the Village Phone program: a pioneering initiative to

empower rural women of Bangladesh. The name Grameenphone translates to Rural phone.

Starting its operations on March 26, 1997, the Independence Day of Bangladesh,

Grameenphone has come a long way. Grameenphone pioneered the then breakthroughinitiative of mobile to mobile telephony and became the first and only operator to cover 98%

of the countrys people with network.

Since its inception Grameenphone has built the largest cellular network in the country with

over 8000 base stations . Presently, nearly 99 percent of the country's population is within the

coverage area of the Grameenphone network. Grameenphone has always been a pioneer in

introducing new products and services in the local telecom market. GP was the first company

to introduce GSM technology in Bangladesh when it launched its services in March 1997.

Grameenphone was also the first telecommunication operator in Bangladesh to introduce the

pre-paid service in September 1999. It established the first 24-hour Call Center, introduced

value-added services such as VMS, SMS, fax and data transmission services, international

roaming service, WAP, SMS-based push-pull services, EDGE, personal ring back tone and

many other products and services. The entire Grameenphone network is also EDGE/GPRS

enabled, allowing access to high-speed Internet and data services from anywhere within the

coverage area. There are currently nearly 5.8 million EDGE/GPRS users in the

Grameenphone network.

Today, Grameenphone is the leading and largest telecommunications service provider in

Bangladesh with more than 40.02 million subscribers as of December 2012.

Ownership Structure:

The shareholders of Grameenphone contribute their unique, in-depth experience in bothtelecommunications and development.

It is a joint venture enterprise between Telenor (55.8%), the largest telecommunications

service provider in Norway with mobile phone operations in 12 other countries, and Grameen

Telecom Corporation (34.2%), a non-profit organization of Bangladesh. The other 10%

shares belong to general retail and institutional investors.


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Organizational Structure:

Brand:

The right and contemporary use of technology is the key to the progress of a nation. Keeping

this in mind, Grameenphone always brings the future proof technology in order to facilitate

your progress.

The possibilities in this new world are immense and someone as bright as you should not bebehind in anyway. At the end of the day, all the individual progresses accumulate to the

progress of the beloved motherland.

Grameenphone promises you to bring the best of communication technologies so that you

can Go Beyond.

Mission:

Leading the industry and exceed customer expectations by providing the best wireless

services, making life and business easier.

Vision:

GP exists to help our customers get the full benefit of communications services in their daily

lives. GP wants to make it easy for customers to get what they want, when they want it. GP is

here to help.


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Values:

Make It Easy

Keep Promises

Be Inspiring

Be Respectful

Product & Services:

Corporate Governance:

In the fast-paced world of telecommunications, vibrant and dynamic Corporate Governance

practices are an essential ingredient to success. Grameenphone believes in the continued

improvement of corporate governance. This in turn has led the Company to commit

considerable resources and implement internationally accepted Corporate Standards in its

day-to-day operations.

Being a public limited company, the Board of Directors of Grameenphone have a pivotal role

to play in meeting all stakeholders interests. The Board of Directors and the Management

Team of Grameenphone are committed to maintaining effective Corporate Governance

through a culture of accountability, transparency, well-understood policies and procedures.

The Board of Directors and the Management Team also persevere to maintain compliance ofall laws of Bangladesh and all internally documented regulations, policies and procedures.

Grameenphone is a truly transparent company that operates at the highest levels of integrity

and accountability on a global standard.

Corporate Social Responsibility:

Safe Motherhood & Infant Care Project- More than 1.7 million free primary healthcare services to underprivileged pregnant

mothers & their infants

Free eye care support for around 28,780 people

- 3,458 eye sights restored so far

Awareness building on varied national issues- AIDS, National Immunization Day

Product &

Services

Packages Handsets InternetInternational

Roaming

Mobile

Services

Payment &

Recharge


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Information boats with digitized livelihood contents and internal access for remoteriverine communities

Economic freedom for more than 400,000 Village Phone Operators

More than 500 Community Information Centers- connecting life and learning

Proud sponsor of Bangladesh Special Olympics team

Employment opportunity to acid survivors Scholarship for underprivileged meritorious students

Blood donation camps for underprivileged Thalassaemia patients

Establishment of Blood Bank at Bogra for underprivileged patients

Emergency relief effort in natural calamities

Social Initiatives:

Grameenphone takes two important social initiatives. They are-

Community Information Center

Village Phone


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CHAPTER 4

ORGANIZATIONALBEHAVIOR OF

GRAMEENPHONE


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Ethics and Behavior:

i. Codes of ConductGP has adopted Code of Conduct (Code) approved by the Board of Directors, which

reflects GPs core values, integrity, respect, trust and openness. It provides clear direction on

conducting business, interacting with the community, government, business partners and

general workplace behavior. It also includes guidance on disclosure of conflict of interest

situations, maintaining confidentiality and disclosure of information, good international

practices and internal control and the duty to report where there is a breach against the Code.

The Codes are properly communicated to all the employees including its Board members and

others acting on behalf, who are strictly required to abide by it. All of them have certified inwriting that they have read and understood the Codes.

ii. Restrictions on dealings in GP Shares by InsidersThe Company has established a detailed policy relating to trading of GP shares by Directors,

Employees and other Insiders. The securities laws also impose restrictions on similar

transactions. All the Insiders are prohibited from trading in the GP shares, while in possession

of unpublished price sensitive information in relation to the Company during prescribed

restricted trading period. Directors and Employees are also required to notify their intention

to trade in the GP shares prior to initiating the same.

iii. Supplier Conduct PrinciplesThe Supplier Conduct Principles (SCP) outline the standards for ethical and business

conduct expected for suppliers and contractors in their relationship with the Company. The

SCP are binding on the Companys suppliers through the confirmation and signing of the

Agreement on Responsible Business Conduct to ensure high standards of business ethics

amongst all suppliers of the Company.

iv. Information Disclosure

In accordance with the disclosure requirements, the Company follows these three main forms

of information disclosure:

Continuous disclosurewhich is its core disclosure and primary method ofinforming the market and Shareholders;


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Periodic disclosurein the form of quarterly and yearly reporting of financial

results and other issues; and

Event based disclosureas and when required, of administrative and

Corporate developments, usually in the form of stock exchanges & press releases.

Supplier Conduct Principles (SCP):

1. Relationship with National Law

In addition to complying with the provisions of these Supplier Conduct Principles

(hereinafter the Principles) the Supplier shall comply with applicable local laws. Where the

provisions of applicable local laws and the Principles address the same subject, and are not in

conflict, the highest standard shall be applied. We should any of the requirements in the

Principles conflict with applicable local laws in the sense that it would represent a breach of

applicable local laws if the Principles were applied, the highest standards consistent with

applicable local laws shall be applied.

2. Human rights

The Supplier shall respect internationally proclaimed human rights, and shall avoid being

complicit in human rights abuses of any kind. The Supplier shall respect the personal dignity,

privacy and rights of each individual.

3.

Labor standards

3.1 Freedom of Association and the Right to Collective Bargaining

The Supplier shall ensure and recognize the right of free association and, where a significant

proportion of the workforce agree, collective bargaining of employees and/or workers

(employees and/or workers hereinafter to be collectively referred to as Worker/Workers).

The Supplier shall not discriminate against Workers representatives or members of trade

unions, which shall also have access to carry out their representative functions in the

workplace.

Where the right to freedom of association and collective bargaining are restricted under

national law, the Supplier shall allow Workers to freely elect their own representatives.

3.2 Forced Labor

The Supplier shall not use forced or compulsory labor, including, but not limited to, debt

bonded labor. The Supplier shall ensure that the work relationship between the Worker and

the Supplier is freely chosen and free from threats.


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The Supplier shall secure that all Workers are provided with written agreements of

employment setting out employment conditions in a language understandable to the Worker.

4. Health and Safety

The Supplier shall secure that the Workers are provided with a healthy and safe workingenvironment in accordance with internationally recognized standards.

The Supplier shall do its utmost to control hazards and take necessary precautionary

measures against accidents and occupational diseases. Whenever necessary Workers are to be

provided with, and instructed to use, appropriate personal protective equipment.

The Supplier shall provide adequate and regular training to ensure that Workers are

adequately educated on health and safety issues.

The Supplier shall secure that, where it provides accommodation, it shall be clean, safe andmeet the basic needs of the Workers, and, where appropriate, for their families.

5. Environment

The Supplier shall take a precautionary approach towards environmental challenges,

undertake initiatives to promote greater environmental responsibility, and encourage the

development and diffusion of environmentally friendly technologies.

The Supplier shall act in accordance with relevant local and internationally recognized

environmental standards.

The Supplier shall minimize its environmental impact and continuously improve its

environmental performance.

6. Prohibited Business Practices

6.1 Corruption and other Prohibited Business Practices

The Supplier shall comply with applicable laws and regulations concerning bribery,corruption, fraud and any other prohibited business practices. The Supplier shall not offer,

promise or give any undue advantage, favor or incentive to any public official, international

organization or any other third party. This applies regardless of whether the undue advantage

is offered directly or through an intermediary.

6.2 Gifts, Hospitality and Expenses (Business Courtesies)

The Supplier shall not, directly or indirectly, offer gifts to [Telenor] employees or

representatives or anyone closely related to these, unless the gift is of modest value.

Hospitality, such as social events, meals or entertainments may be offered if there is abusiness purpose involved, and the cost is kept within reasonable limits. Travel expenses for


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the individual representing [Telenor] shall be paid by [Telenor]. Hospitality, expenses or gifts

shall not be offered or received in situations of contract negotiation, bidding or award.

6.3 Money Laundering

The Supplier shall be firmly opposed to all forms of money laundering and shall take steps to

prevent its financial transactions from being used by others to launder money.

6.4 Competition

The Supplier shall under no circumstances cause or be part of any breach of general or

special competition regulations, such as illegal cooperation on pricing, illegal market

sharing or any other behavior that is in breach of relevant competition laws.

Controlling Environment:

In implementing and ensuring the right Governance in Grameenphone, the Board and

Management Team ensures the following:

Beyond Budgeting Management Model

Financial Reporting

Operational Excellence

Business Review and Financial Review

Management of Assets

Statutory Audit

Internal Audit

Internal Control


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Below is description of some Control Environment items which are related to Organizational

Behavior.

Beyond Budgeting Management Model:

GP employs a Beyond Budgeting strategic management model whereby the company reviews

its strategy for the next three years and sets annual and quarterly targets on key KPIs for the

upcoming year. The targets/KPIs are set on relative terms to reflect the changes in business

environment and thus ensuring a performance culture focused on attaining the targets and

steering the company towards fulfilling its strategic ambitions. In every quarter the company

also prepares forecast for the next five quarters. These forecasts are realistic projections of

future directions.

The model focuses on initiatives to minimize the gap between the targets (KPIs) and

forecasts. The corporate level initiatives are cascaded down to divisional as well as individual

levels. The forecasts on the key KPIs which serve as radar screen on future directions are

reviewed and monitored against targets. This is a forward-looking and action-oriented

approach towards managing the business. The resource allocations are dynamic and are based

on the intended actions linked with the target and strategy. It aims to build a culture of

freedom through responsibility and thereby leading to increased responsiveness to

surrounding changes.

Related Party Transactions

Dividend Policy

Risk Management & Risk Mitigation

Revenue Assurance and Fraud Management

Compliance with Rules & Regulations of the Country

Business Continuity and Crisis Management (BCCM)


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Operational Excellence:

To ensure better shareholder return on investment, cost efficiency plays a vital role in any

organization. In view of that, Grameenphone keeps operational excellence as one of the key

focus areas.

One of its major cost and operational efficiency initiatives has been the swapping of network

equipment with energy efficient equipment and future ready technology. Swapping of the

entire network equipment of 7,272 base stations was completed in November 2011. This

initiative has not only improved the network performance in terms of quality and capacity,

but also has significantly reduced fuel and power consumptions by taking out air conditioners

from the base stations as well as lowered power requirement of the equipments.

Moving to its corporate headquarter GPHouse and associated benefits such as waste water

recycling, reduced illumination requirement, paperless approval systems and various scaleeffects are some of the notable efficiency drives in addition to numerous large and small

efficiency initiatives across the company.

Grameenphone has also made significant advancements in green initiatives which have

reduced its carbon footprint and led to increased utilization of solar energy. Since 2011,

Grameenphone has undertaken a companywide cost transformation project which aims

towards streamlining GP processes thereby optimizing costs and making the company more

efficient in the years to come. This has given notable contribution to cost efficiency, along

with a structured operational efficiency method that helped the company to save as high as

BDT 2.4 billion in operational cost in the year 2012.

Internal Control:

Corporate Governance is well-built in GP and is reached to even greater height in terms of

sound internal control pursuits. In 2012, the practice has been strengthened as control

owner/performers are getting more involved, aware and proactive rather than being enforced.

Partnering among Board of Directors, Management and Employees of the Company has

made this continuous success story of pursuing Sarbanes Oxley Act in GP since 2006. The

outcome of the effort is award winning true fair representation of financial report.

The scope of ICFR includes Company Level Control (CLC) along with General Computer

Control (GCC) as well to ascertain operational efficacy, consistent and dependable financial

reporting, information security and legal compliance. This reasonable assurance has become

even more crucial after being a listed company in the countrys Stock Exchanges.


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Compliance with Rules and Regulations of the Country:

Compliance helps to build trust among the Board Members, Shareholders, Customers and

other stakeholders. As the leaders of a compliant Company, the Management Team of

Grameenphone adopted strategies that assure compliance with all legal and regulatoryrequirements. This ensures that good governance cascades right throughout the Company.

Grameenphone is subject to close monitoring process of regulatory bodies that focus on

transparency and require that Grameenphone provides accurate and periodic reporting of

issues/events and certification where necessary. In this context, Grameenphone regularly

provides a complete set of financial statements and relevant documents to the Bangladesh

Securities and Exchange Commission (BSEC), Stock Exchanges, National Board of Revenue

(NBR), Registrar of Joint Stock Companies & Firms (RJSC), Bangladesh

Telecommunication Regulatory Commission (BTRC), the Board of Investment (BOI) and all

other relevant bodies and authorities. Further, in order to conduct day-to-day business in acompliant way, Grameenphone renders its best efforts to comply with the existing applicable

laws of the country as well as with the directives/guidelines/ regulations of various

Government Authorities. Grameenphone also takes various initiatives to conduct awareness

sessions on existing and proposed laws and regulations of the country to ensure compliance

throughout the Company. Overall, Grameenphone has always strived to remain a fully

compliant Company accommodating every possible ways and strategies to ensure the same.

Business Continuity and Crisis Management (BCCM):

Grameenphone has adopted Business Continuity and Crisis Management (BCCM) program

as part of corporate governance. Business Continuity Management is a holistic process of

identifying potential threats and consequent proactive preparation for creating organizational

resilience. This is to enable Grameenphone to avoid threats or if it happens, to respond

effectively. It aims the objective that threats are not escalated to crisis rather managed at

earlier stage.

Crisis management process requires being ready with Business Continuity Plan (BCP) and

Crisis Management Plan (CMP). BCPs are made to run the business at minimum acceptable

level in case of any threat in real life. The CMP documents procedures to be followed in caseof an incident escalated to crisis. It is expected from such readiness that Grameenphone

would be able to deliver critical services at an acceptable level and to bring the business back

to normal within an acceptable time period.

BCCM approach encompasses all enterprise-wise critical business processes. Risk

Assessment (RA), Business Impact Analysis (BIA), Creating & updating BCP & CMP,

exercising & review are the key process-cycle followed as BCCM practice at Grameenphone,

a Assessment (RA), Business Impact Analysis (BIA), Creating & updating BCP & CMP,

exercising & review are the key process-cycle followed as BCCM practice at Grameenphone.


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CHAPTER 5

QUESTIONNAIRE

ON ORGNIZATIONAL

BEHAVIOR OF

GRAMEENPHONE


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QUESTIONNAIRE

Answer: High

Answer: Like most of the organizations The basic functions of the managers in

Grameenphone are:

Planning

Organizing

Leading

Controlling

Answer: High

Answer: Grameenphone maintains its organizational behavior with the help of three key

standards.

Code of Conduct (CoC)

Key Performance Indicator (KPI)

Etiquettes and Common Practice

Question 1: How much importance do you put on interpersonal skills in GP?

Question 2: What are the general functions of manager in GP?

Question 3: How much importance do you put on OB in GP?

Question 4: What is the OB structure of GP?


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Code of Conduct (CoC):

Code of Conduct (Coc) of Grameenphone (GP) is a set of well-defined rules and regulation

which all of the stakeholders of the company must strictly adhere to. And not complying with

the CoC can be fatal like getting fired and even litigated.

CoC comprises the rules how the work will be done inside the company, how the interest,

safety and dignity of the stakeholders are secured.

Key Performance Indicator (KPI):

Key Performance Indicator (KPI) is the standard for Grameenphone employees for measuring

their performance. Some widely used KPIs in Grameenphone are as follows:

Fig: Common KPIs of GP

Sales Targets:Sales target is the target for individual employees to generate target revenue

for the company. The company as a whole will meet it revenue target only when the

employees meet sales target. So this KPI measures an employees contribution to the revenue

generation for the company.

Service Quality Index (SQI): Service Quality Index (SQI) is the KPI for measuring quality

of the service of an employee of GP. GP has a well structured process for SQI it examines

basically its after sale service quality by assigning reasonable weights to different criteria and

grading within a range of 100%.

Average Handling Time (AHT): Average Handling Time (AHT) is the KPI basically for the

customer service employees in the Contact Center of GP. It basically measures the average

time of an employee for solving customers problem. Lower AHT shows that and employee

is solving problems of the customers quickly and higher AHT means the opposite.

Etiquettes and Common Practices:

Etiquettes and Common Practices in GP are not that much official as CoC and KPIs and thusnot that strictly monitored but they are integral part of the organizational behavior of GP.

Sales Target

Service Quality

Index (SQI)

Average Handling

Time (AHT)


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The most common etiquettes in GP are as follows:

Fig: Common Etiquettes in GP

Floor Etiquettes:

Floor Etiquettes are the etiquettes regarding the employees behavior in the office floor. This

etiquette needs to be maintained so that the office environment remains good.

Dining Etiquettes:

Dinging Etiquettes are etiquettes regarding the employees behavior in the dining halls of GP.

It mainly deals with hygiene and cleanliness.

Transport Etiquettes:

Transport Etiquettes are etiquettes regarding the employees behavior in the office transports

of GP. It mainly deals with the environment of the transportation facilities provided by the

company.

Common Practices:

Like etiquettes common practices are integral part of organizational behavior of GP.

Common practices are like there is no sir/madam inside GP. We usually call each other

Vaia/Apu. But we call the foreign employees by their names.

Ans: GP improves quality by adopting more and more strict Service Quality Index (SQI)

models.

Floor

Etiquettes

Dining

Etiquettes

Transport

Etiquettes

Question 5: How GP improve managers quality?


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Ans: As a service providing company GP increases productivity by setting bigger targets for

employees to increase capacity to supply and the demand for the customers for its products

and services.

Ans: GP improves customer satisfaction by surveying customer satisfaction and solving the

problems that causes low level of customer satisfaction.

Ans: Grameenphone create a positive work environment by providing reasonable amount of

compensation to the employees, rewarding ones with superior performance, arranging

different in house parties and Team Outings. It really keeps a family like environment inside

the organization.

Ans: GP manages Work-Life conflicts by allowing employees various leaves like Sick Leave

for whom get sick, Exam leave basically the part-time employees who are students and

planned leave for vacationing. It also facilitates flexible rosters to manage work-fife conflicts.

Ans: GP improves ethical behavior by maintaining and following its all ethical codes and

standards.

Question 6: How GP improve managers productivity?

Question 7: How GP improves Customer Service?

Question 8: How GP creates a positive work environment?

Question 9: How GP manages a work life conflict?

Question 10: How GP improves ethical behavior?


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CHAPTER 6

CONCLUSION


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Findings:

1. Comprehensiveness of the OB Strategies and Policies:

From the study, we have found out that, the OB policies and strategies are comprehensive

enough to manage the workforce of the company. The policies are well defined and widely

explained to ensure an all encompassing management of the company.

2. Access of the employees to OB Strategies and Policies:

The OB policies and strategies are disclosed to the full among the employees and

management body for better understanding and practice. The employees have sufficient

access to them in case of any need felt.

1. OB Strategies and Policies in practice:

Our research on Grameenphone Ltd. shows that, the OB strategies of the company is

practiced in full and without any bias and deviation. The policies are also helping the

company to get a better managed working environment.

2. Acceptance among the employees

The employees of Grameenphone Ltd. are satisfied with the OB policy as they are fully

disclosed and neutrally practiced. The policys comprehensiveness and implementation

procedure are working as a moral support in this regard.

3. OB Strategies and Policies and human rights issues:

From our study, we have found out that, the OB policies and strategies are conforming the

International standards for the employees. The policy also follows the rules and regulations of

Govt. of Bangladesh.


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Recommendations:

Introduction of an OB Training Program:

In many cases, the need for an OB training program is felt. This program can take different

constructive efforts for the improvement of the ethics and standards of the company. Despite

continuous criticism, the need of this kind of program still remains indispensable.

Applying OB Model:

By applying OB model in the organizations management like Grameenphone, a company

can achieve maximum success and can maintain a good working and friendly environment.

Training and Development issue:

More intensive training program should be introduced to increase the employee performanceto the optimum level. The OB policy could include certain provisions regarding to a

reutilized and modern training.

OB counseling cell:

An OB counseling cell can be established to provide counseling and information to the

employees regarding to OB issues. This will certainly increase the motivation and confidence

level of the employees.

Continuous modernization and revision:

Modernization and revision of the OB policies and strategies are indispensable for any

organization as the world is getting more diversified day by day. The management of

GRAMEENPHONE limited should continuously monitor the changes happening around and

adjust the policies to match the changed scenario.


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Conclusion:

Ensuring management or proper utilization of OB policies is prerequisite for achieving the

organizational objectives because a friendly work environment can increase employee

performance which leads a company to success. In the competitive situation OrganizationalBehavior is very much vital because that can provide competitive edge to the companies. The

spontaneous participation of Organizational Behavior is very essential for increasing the

performance. The owner, authority, and stakeholders should remember that neglecting or

violating Organizational Behavior in the work place a sustainable development is not

possible. They should not refute the significant roles of OB rather they have to generate an

idea among the employees that they are important part of the organization by providing

reasonable wages/salary, incentives, compensation, training and development program, as

well as creating morale and maintaining a good relationship with them.


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CHAPTER 7

BIBLIOGRAPHY &

APPENDIX


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Bibliography:

1. Organizational BehaviorRobbins & Judge (13thEdition)

2. Journals and reports of GrameenPhone Limited

3. www.msn.com4. www.google.com

5. www.wikipedia.com

6. www.GrameenPhone.com

7. www.yahoo.com

8. www.ask.com

9. Annual Report, Grameenphone Ltd


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Appendix:

Documents

Report Final OB