Final Term Paper on Grameenphone: Organizational Management (MGT212)

This final term paper provides a comprehensive analysis of Grameenphone, a leading telecommunications provider in Bangladesh. The report covers Grameenphone's mission statement, executive summary, organizational structure, and a detailed situation analysis examining both internal and external factors. A SWOT analysis is presented to evaluate the company's strengths, weaknesses, opportunities, and threats. The paper outlines the company's objectives and identifies key management issues. The report also emphasizes Grameenphone's strong cultural values, including transparency, employee recognition, and cooperation. This detailed examination offers insights into Grameenphone's operational strategies, market position, and management practices, providing a thorough understanding of the company's approach to organizational management.

Grameenphone 1
FINAL TERM PAPER ON
GRAMEENPHONE
Name ID
Mohammad Labib
Khan
1931441630
Hafsa Nargis 1931169030
Fahima Rahman 1931090030
Arisha Faisal 1931944630
Nowsheen Afroz
Neha
2011864630
Course Title: Organizational Management
Course Code: MGT212
Section: 26
Group: 6
North South University
Prepared For:
Ms. Shabnin Rahman Shorna
Initial: SRS2
Prepared by:
Date of submission:
25 September, 2020

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Acknowledgement
Bef o r e w e di s cu ss ab ou t o u r p ap er , w e w ou ld fi rstl y l ik e to
ack no wl ed ge o u r gr at eful n es s to w ards a f ew in div id u als w h o h av e b een a
p art o f t his task sin ce its o ri gin . T h e co mp osi tio n o f this un d ert ak in g h as
b een o n e o f th e cr it i cal s chol asti c d i ff i cul ti es w e hav e c on f ro nt e d an d
w it ho ut t h e h el p, per si st ence, an d di r ecti on o f th e in div idu als i n q u est io n,
t his er r an d w oul d n ot hav e b een f i nis h ed . It is t o th em w e ow e ou r mo st
p r o fo un d a pp r e ci atio n .
W e w a nt to t h an k o u r cou r s e ins t ru cto r M s. S h ab nin R ah m an S ho rn a
f o r h er u nmi st ak abl e and p o int b y p oi nt r ul es abo ut how t h e t erm p ap er
o u ght to b e. Sh e mad e th in gs cl ear in th e cl ass , an d i f co ns id er ab l y af t er
t h at w e f elt p erp l ex ed abo ut an yt h i n g, s h e k in dl y as s isted u s fu rt h er . W e
f eel v er y gr at ef u l to her co nt rib ut io n.
Li k ew i s e, w e wo ul d li k e t o sh ow ou r h eart iest gr ati tu d e to t he
co mmi tm en t and co ns t ant as si st an ce o f M r . S yed M asu d M ahmo od , t he
gl o b al L&D p art ner ( Gl ob al Lear n in g an d D ev elo pmen t, P eo pl e an d
O r gan izati on ) at Gr am een ph on e Lt d , w h o assi st ed us i n t h e ass or tm en t o f
as s ess m ent m ater ial an d f u rth erm o r e in i ts h and lin g. Th e t ask is d ev ot ed t o
each o n e of t ho se in di vi du al s, w ho h el p ed u s wh il e un d er t ak in g thi s task .

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Table of Contents
Acknowledgement ...................................................................................................................... 2
Table of Contents ............................................................................................................................ 3
1. Mission Statement ................................................................................................................... 4
2 . Executive Summary ................................................................................................................ 4
3. Officers of the company and Organogram ............................................................................. 5
4. Situation Analysis ................................................................................................................... 6
5. SWOT Analysis .................................................................................................................... 15
6. Objectives ............................................................................................................................. 18
7. Management Issues ........................................................................................................... 23
8. Conclusion ............................................................................................................................ 25

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1. Mission Statement
T h e mis si on o f G r am eenp ho ne i s t o to h elp th eir cu st om ers get t h e
f u ll b en efi t of b eing co nn ect ed. T h ei r s u ccess i s m easu r ed b y h o w
p ass io nat el y t h ei r cu st om ers p ro mo te th e m . ( G r am een ph on e, n. d. )
2 . Executive Summary
T hi s i s t h e fi nal t erm p ap er on G r am een p ho ne Lt d . G ram een ph on e Lt d.
i s a l ead in g p ro vi der o f t elecomm un i cati on s s er vi ces of Ban gl ad es h an d i s
t h e l ar gest m o bil e t el ecomm un i catio ns o p er ato r i n Ban glad esh in t er ms o f
r ev enu e, co v er age an d su bs cri b er b a se . T h e comp an y o p er at es a di git al
m ob il e t el eco mm un i cati on s n et wo r k b as ed on t h e G SM s t an dar d in bo th
r u r al an d u rb an area s o f Ban gl ad esh .
G r am eenp h on e ’s pur p os e is to con n ect yo u t o wh at m att er s mo st and
e m po w e r s o ci et y b y pr ov id in g t he p ow er o f di git al com mu n i c at io n, e n abl in g
e v e r yo n e t o imp r ov e t h ei r l iv e s, b uild in g so ci e ti es an d s e c u rin g a b et t er
f u tu r e f or all .
G r am eenp h on e ’s vis io n is to emp ow er s o ci et y an d mi ss ion is to h elp
cu st om ers . Th ei r v al u es ar e to b e in sp iri n g, mak e it eas y, be r es p ect fu l, and
k e ep p rom is es .

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3. Officers of the company and Organogram
Board of
Directors
Yasir Azman
Chief Executive Officer
Sajjad Hasib
Chief Marketing Officer
Rade
Kovacevic
Chief Technology Officer
Syed Tanvir
Husain
Chief Human Resource Officer
Solaiman Alam
Chief Digital & Strategy Officer
Jens Becker
Chief Financial Officer
Ole Bjorn
Sjulstad
Chief Corporate Affairs Officers
Kazi Mahboob
Hassan
Chief Business Officer
S M Imdadul
Hoque
Company Secretary

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H i e r a r c h yor Bands as referred to in Grameenphone :
 T op -l ev el man ag emen t t ea m: CE O & CX O s
（ B and A )
 S eni o r ma na g ement t ea m: Di r ect or s & D epu t y D i r ecto rs
（ B and B)
 Mid - senio r man agemen t t ea m: GM s & D G Ms
（ B and C )
 Mid -l ev el ma na g emen t t ea m: Sp eci al ist s ( or M an agers )
（ B and D )
 En t ry- l ev el man agemen t t ea m: Ex ecut iv es , s eni o r ex ecuti v es , et c.
（ B and E)
4. Situation Analysis
Internal Factors:
G ram een ph on e h as i ns til led st r on g cu lt ur al v al ues w hi ch in fl u en ce
t h e empl o yees ’ b ehav io r an d act io ns ef f ectiv el y. T h eir ke y v al u es are
i nt en s el y h eld an d w i del y s h ar ed. T h ey h av e st ro n g co nnecti on b etw een
t h ei r s h ar ed v alu es an d b eh av io rs . T he y m o tiv at e and enco u r age t h ei r
em plo yees in a num b er o f wa ys :
 T ransp a ren cy w i thi n th e O rgan iza tio n: Si n ce t he l as t few
year s , G r am eenp hon e h as b ro u ght abou t tr ans p ar en cy w i th in

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t h ei r o r ganiz at io n. Fo r th at , t h ey h av e m ad e so m e p h ys i cal
ch an ges. Fo r ex amp l e, t her e ar e n o f ix ed d es ks fo r any
em plo yees , n ot even f or th e C E O or t he CX Os , i . e. , no
cu bi cal d esk s ys t em ex ist s i n th ei r of f i ce an ym o r e. T h er e
ar e all op en d esk s. A n yo n e can sit an yw h er e an d alt o gether .
If o n an y p ar ti cu l ar da y an em plo yee sit s a desk ar r an ged
b esi de th e w in do w, t he n ex t da y s o m eo n e els e can s it th er e,
i r r es p ecti ve o f th e hi er archi cal p os iti on i n t h e co mp any.
T h ey d o t his fo r ensu r in g equ al t r eatm en t o f th ei r emp lo ye es
an d cr eati n g a s tro n g p s ych o l o gi cal bo nd b et w een t hei r
em plo yees .
 R e c o g n i t i o n o f I n d i v i d u a l P e r f o r m a n c e M o d e l :
G r a m e e n p h o n e f o l l o w s r e c o g n i t i o n o f i n d i v i d u a l
p e r f o r m a n c e m o d e l . T h e y h i g h l y t r y t o a p p r e c i a t e t h e i r
e m p l o y e e s f o r d o i n g g r e a t j o b , f o r h e l p i n g o t h e r
e m p l o y e e so r f o r s e e k i n g h e l p f r o m o t h e r e m p l o y e e s .
T h e y a p p r e c i a t e t h e i r p e o p l e n o t o n l y o n e t o o n e b u t a l s o
i n f r o n t o f e v e r y o n e . T h e y h i g h l y a p p r e c i a t ev a l u i n g
o t h e r s a n d t h i s f e e l i n g o f a p p r e c i a t i o n s t r o n g l y m o t i v a t e s
t h e i r p e o p l e .
T h ey p r ac t i ce giv ing ‘ T h an k Y ou ’ cards . T hes e card s ar e fo u nd
at ev er y f l o o r, in ab u nd an ce. Th e car ds ar e m eant to s how app r eci ati on
t o war ds o n e an ot h er . M an agers G r am een ph on e t r ai n t h ei r empl o yees t o
b ui ld and s ho w an y o f th e 4 v al u es th at t he co mp an y u p h ol ds . Th e
v alu es ar e-

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a) C r eat e to get h er ;
b ) Be r esp ect fu l;
c) M ak e it eas y;
d ) Al wa ys ex pl or e.
T h es e ‘T h an k Yo u ’ car ds ar e gi v en t o o n e ano th er w hen on e
em plo yee s h ow s any o r all o f th es e val u es . Th e car ds can b e gi v en b y
an en tr y- l ev el em plo yee t o hi s o r h er bo ss , w hil e th e C EO hi ms el f can
gi v e th is car d to any o t h er empl o yee t o o . Thi s bu ild s a sen s e o f
b elo n gi n gn es s in the com pan y.
 C o op era ti on b etw een E mplo y ees : T h e Lear n in g an d
D ev el op ment ( L & D ) D ep ar tm en t u nd er t h e H uman
R eso ur ce D ep ar tm ent at G r am een p ho ne t r ai ns th eir
em plo yees to r ecogn iz e each o th er ’s tal ent s t oo . Th e y’ re
t r ai n ed w ith t h e ri gh t sk ill s t o get th eir p roj ect s do n e in the
r i ght di r ecti on , w h ic h h as m ad e G r ameenp ho n e v er y
s u ccess f ul w ith ver y f ew f ail ed p ro j ects . Th e m anager s
all o w t h e ju nio r o f fi cers t o l ead an y p r o j ects as th e y b eli eve
t h at, wit h th e ri ght t oo ls an d techn iq ues , an yo n e can pul l u p
an y p r o j ects wit ho ut an y ch an ces o f f ail u r e. Th e cycle

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b egi ns wi th th e id en ti fi cat io n o f n ew co ns um er n eed and the
i nv enti on o f a su bs equ ent n ew p ro duct , o ft en fol lo w ed b y
p at ent p ro t ecti on and f ur th er d evel opm ent to m ak e i t
s aleabl e. T his i s us u all y f o l lo w ed b y a r api d ex p ans io n i n
i ts s al es as t he p r od u ct gai ns m ark et accept an ce.
 S t ron g es t A ss et: G r am eenp h on e’s st r on gest ass et i s i ts
em plo yees . A n y o t h er co mp an y can co p y t h ei r st r at egi es ,
t echni qu es, so ft w ar e, etc., b ut t h ey can ’t cop y a uni qu e
as s et; t h e mi nds e t o f th e emp lo yees . Em pl o ye es ’
co ll ab o r ati on , agilit y, p assi on fo r th e d ev elo pm en t o f t h e
o r ganiz atio n sh o ws t h at th er e is bar el y an y ch an ce o f
f ail u re. Gr am eenp ho n e’s m ai n p u rp os e i s ‘ con nectin g w hat
m at t er s th e m os t’ , w h ich m ean s, wh at m at ter s th e m ost t o
t h e cust om ers and t h e empl o yees . T h ey al s o hi ghl y
d is cou r age p r ocr asti n ati on .
 C rea ti n g an Emp l oy ee - Cent ric En vi ro n men t : A t
G r am eenp h on e, t h e em plo yees ar e als o t r eat ed as cu sto m ers .
Feed b ack s o n an y n ew pack age or s er v ice o ff er ed b y t he
co mp an y ar e als o tak en fr om t h e em plo yees to en h an ce th e
p r oj ect f ur th er. T his l eads to t rans p aren c y i n co mmu ni catio n
an d b ett er deli ver y o f p ro du cts and s erv i ces to th e cust omers

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as Gr ameenp ho n e is als o al w a ys con cern ed abo ut t hei r us ers .
T h e HR d epar tm en t t r ai ns t he emp lo yees to sh o w a
cu st om er - cent ri c beh avi or as w ell as empl o yee - cen t r i c b y
l et ti n g t h em voi ce t h ei r o w n o pin ion s. T his a di f fer en ce
cr eat ed b y G P as m aj o rit y o f t h e com p ani es d on ’t fo llow
t h es e p ri ncip les, mak in g G r am een ph on e u ni qu e.
 Fo cu sing On In trin si c Mo ti va t ion : T h ey h i gh l y f o cu s on
i nt ri nsi c mo tiv atio n . Fo r ex amp l e, i n t hi s C O V ID - 19
p a nd emi c, t he y s en t th ei r emp lo yees a s et of GP b r and ed
m ask s of di ff er ent siz es wit h a l et t er s ign ed b y C E O , so t hat,
t h ey can s h ow th eir car e t o war ds t h eir emp lo yees . Besi des ,
t h ey h av e cr eat ed a sp eci al ho tli n e fo r ev er y emp lo yee and
t h ei r f am il y m em ber s t o su pp or t th em as m u ch as p os si bl e
d u ri n g th is si tu at ion , w hil e th e y’ r e w or k in g f ro m hom e.
 I nsu ra nce Po li ci es: Gr ameenp ho n e’s em plo yees h av e m an y
i ns u ran ce f acil iti es. T h e comp an y co v er s th e in su r an ce fo r
an emp lo yee’ s s po us e, chil dr en as well th ei r p ar ent s wh o ar e
b elo w 70 year s o f age, whi ch alm os t n o comp an y d o es in
Ban gl ad es h.
E x tern al Fa ct o rs :

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Ex t er nal f acto rs and f o r ces af fect t he p er f or man ce o f G r am eenp ho ne.
T h e ex t ern al envi ro nm ent con t ain s dif f er ent com po n ent s w hi ch m an agers
n eed t o k no w fo r st rat egi c f o rmu l at io n o f t h e co mp an y. T h es e f acto r s
i n clu d e:
 E cono mi c: Th e eco no mi c en vi r onmen t h i ghl y af f ects an y
co mp an y. T h e econo mi c n at ur e an d s egm ent i n clu d es in flati on -
r at es , i nt er es t - r at es, G DP , cu rr en c y- ex ch an ge r at es ,
u n em plo ym en t l evel s an d di sp os abl e i n co me. Th e fl uctu atin g
G D P r at es ar e st ud ied b y G P to un d erstan d th e al go r ith m to h elp
o u r eco no m y gr o w . (Co u rs eh er o. co m, n. d. ) G r am een ph on e is
o n e o f t h e hi gh es t tax p ayer s o f t h e cou nt r y, p a yi n g 6 7 % o f t h ei r
t ot al r ev enu e as v ari ou s t ax es. Unf o rt un atel y, d u e to th e
p and emi c t his year , t h ey l os t s om e v alu abl e su bs crib er s, h en ce
a r edu ct io n i n tot al rev en u e. T h ey q u i ckl y o v er cam e th is b y
i nv esti n g 25 0 cro r e BD T fo r t h ei r n etwo r k co v erage, add ing 1 32
n ew 4G sit es du r ing s eco n d qu art er of t he year . ( tb sn ews .n et,
n . d. )
 D emo g raphi c: D em o gr ap hi cal l y, G P h as been abl e t o b ui ld a
s t ro n g cust om er bas e b y b u il di n g a st ro n g n et wo r k al l o v er
Ban gl ad es h, cov erin g 99 % o f ou r l and w ith th e cu r r en t bas e
s t ati on of 15 ,9 00 , ov er 64 dis tr i cts in ou r cou nt r y. T h ei r qu alit y
an d r eli abl e netw or k h as cr eat ed 9 8 % br and aw ar en ess in ju st

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1 1 year s . T h ey h a v e s imp li fi ed int er net p ack age bu yi n g o pt io n
t o h elp t h ei r con sum ers o f all age to un d erst and t hei r s ys t em .
 T echn ol ogi cal : G ram een ph on e w as lis t ed as t h e fi r st com p an y
t o br in g GSM t echn ol o g y n et wo rk in Ban gl ad es h. It s tart ed i ts
s er vi ce i n M arch , 19 9 7. Cu r r en tl y, t h ey’ r e o f f er in g 3G cov e r age
w h ils t cov eri n g th e po pul atio n o f Ban gl ad esh at 9 5 .2 %,
i n clu di n g 72 mi l lion us er s o ut of 37 .1 m illi on mo bil e d at a us ers .
( G r ameenp ho n e, 20 2 0) T h ey cu r r entl y h av e 7 t ech nolo gi cal
t r en ds - D eepf ak e, A rti f ici al In t ell igen ce( A I) , 5 G Net wo r k
M assi v e Ex p an sion , M ass In d u st ri al - Io T , Vo i ce Act iv at ed
C h at -b ots fo r h om e s up pli es an d T echn ol o gi cal Awar en es s
Fact or s li k e s cr een tim e co nt ro l an d m obi l e - d ri ven gr een
t echn olo g y. ( G r ameen ph on e, n. d. ) Th e y as p ir e t o m ake ou r
co un tr y d i git al an d t ech - fr i en dl y.
T he y h av e in v es ted a lot to i nv ent new p ro du cts. Th er e i s a ri sk
o f no t h av in g suf f i ci en t s kill ed em pl o yees t o u nd er t ak e th e
ch an gin g n eeds o f t h e co ns um ers . H en ce, t h ey u s e t he ad v an ced
t echn olo g y o f RP A ( R ob oti c P ro ces s Au to mati on ) . Thi s t ech no lo g y
co mp ri s es art i fi ci al in telli gen ce and mach in e l ear ni n g w hi ch do es
r ep eat ed t as ks u nd er gr eat p r es su r e. Wi th t h e ch an gi n g d em and of
t h e cons um ers , thi s adv an ced t echno lo g y h el ps t he co mp an y
u n der st an d t he cons um ers ' n eeds an d w ant s an d w o rk acco r di n gl y.
It h as h elp ed th e co mp an y m ak e n ew s t rat eg y mo d el s, i nt r od uce