Freedom Mobile's Mission, Values, and Aims: A Canadian Perspective

This essay provides an analysis of Freedom Mobile's mission, values, and aims within the Canadian mobile network market. It highlights the company's strategic approach of offering payment plans without term agreements and unlimited features, emphasizing its mission to challenge the status quo. The essay discusses Freedom Mobile's focus on building trust and reliability with a diverse customer base, including its rebranding strategy and the launch of a new LTE network. It further explores the company's commitment to cultural diversity, reflecting Canada's multicultural populace and incorporating aboriginal customs and languages. The essay concludes by noting the positive relationship between diversity management and organizational performance at Freedom Mobile, emphasizing the importance of top management valuing diversity to drive overall company success. Desklib provides access to this document and many other solved assignments.

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Introduction
Freedom Mobile, Canada has strategically introduced an improved way of doing business
in the Canadian mobile network market. The company has been efficiently offering payment
plans with no term agreements, hidden charges along with truly unlimited features (Freedom
Mobile, 2019). The fundamental mission of the company’s culture significantly lies on
challenging the status quo. Freedom Mobile having been operating its business in Canada
comprises of a clientele base belonging to diverse ethnic backgrounds, thus have been offering
global perspective. The following paper will analyse the mission, value and aims of Freedom
Mobile Company operating its business in Canada.
Discussion
Reports of House (2015) have revealed that Freedom Mobile have been proficiently aiming
to build trust and a strong base of reliability with its customer base. Thus, recently the company
has initiated rebranding strategy which primarily corresponds to the launch of a new LTE
network for the Telco in Toronto and Vancouver by improving on its previous 3G network in
addition to with plans to work same expansions to other mobile markets in 2017 (Freedom
Mobile, 2019).
Comprehensive studies of Fudge (2015) have noted that as individuals belong to inherent
racial biases resulting to others reflexively recognize people on the basis of race, ethnicity,
nationality, in addition to other factors. However, recognizing as well as adjusting to such
aspects by setting up cultural competence has been highly critical in breaking these stereotypes.
Thus, organizations like Freedom mobile has been aiming to identify and comprehend cultural as
well as individual ethnic traits in which management and employees will be able to communicate

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with stakeholders in order to create an improved working environment (Dahya & Dryden-
Peterson, 2017). Employees engaged to Freedom Mobile have considered this mission as core
strength of the organization. According to Gendron, Hancherow and Norton (2016),
organizational cultural diversity strategically was generating more ideas in comparison to
homogenous one. For instance, ethnically diverse backgrounds have the propensity to produce
diverse ideas to solve problems. Furthermore, Fudge (2015) has noted that effective
sustainability of cultural diversity has been a primary goal of Canada's Freedom Mobile which
has been promoted through training as well as employment opportunities and further by
efficiently reflecting the linguistic and ethnic duality in addition to the multicultural and
multiracial character of Canadian society along with special place of aboriginals within the
Canadian society (Freedom Mobile, 2019).
At this juncture, Gendron, Hancherow and Norton (2016) have stated that as Canadian
cultural diversity has been perceived as a possession to the country, companies like Freedom
mobile has been manifesting its organizational goals and mission in the acceptance of difference
in addition to undisturbed resolution of conflict along with the sincerity and respect towards
varied cultural practices and values of others. Moreover, Dahya and Dryden-Peterson (2017)
have claimed that diversity related to cultural expression primarily has been promoting creativity
and improved ways of resembling issues and struggles. These factors thus have led Freedom
Mobile organizational aims and missions to position on diversity by reflecting its multicultural
populace along with its two official languages and gratitude of the unique place of its aboriginals
by incorporating their customs, cultures and languages. Additionally, Freedom Mobile has been
sharing its goals, missions and vision by conforming international conventions, agreements as
well as protocols in the areas related to culture (Freedom Mobile, 2019). Thus, the company has

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been efficiently draw attention of foreign expertise and investment in its cultural and ethnic
industries and further by participating in a growing international network on cultural diversity.
Furthermore, House (2015) has found an affirmative relationship between diversity
management and organizational performance. The current performance of Freedom Mobile has
been aligned to its diversity management. This type of correlation between diversity
management and performance has been reflected that superior number of top managers has been
valuing diversity as it tends to translate positively into performance. For diversity management to
succeed, there have to be some specific and conscious management practices. Dahya and
Dryden-Peterson (2017) have stated that practices related to top management sustainability;
corporate philosophy, awareness establishment and culture form the key management practices
which have been ascertaining the success of diversity management in the organization. Such
strategies can further be attained if the top management teams of Freedom Mobile genuinely
value and recognize the possible impact of diversity management on the overall performances of
the company (Gendron, Hancherow & Norton, 2016).
Conclusion
Hence to conclude, Freedom has been proficiently continuing to grow as well as develop
its operations by providing its diverse Canadian clientele greater number of choices and
preferences with more affordable rapid services and understanding customers of all cultural
backgrounds.

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References
Dahya, N., & Dryden-Peterson, S. (2017). Tracing pathways to higher education for refugees: the role of
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Freedom Mobile. (2019). About | Freedom Mobile. Retrieved from https://www.freedommobile.ca/why-
freedom-mobile/about-us
Fudge, J. (2015). Constitutionalizing labour rights in Canada and Europe: Freedom of association,
collective bargaining, and strikes. Current Legal Problems, 68(1), 267-305.
Gendron, F., Hancherow, A., & Norton, A. (2016). Exploring and revitalizing Indigenous food networks
in Saskatchewan, Canada, as a way to improve food security. Health promotion
international, 32(5), 808-817.
House, F. (2015). Freedom on the Net 2015. Obtenido de https://freedomhouse. org/sites/default/files/F
OTN, 202015.
Roy, J. (2016). Data, dialogue, and innovation: Opportunities and challenges for “Open Government” in
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