A Dialog Axiata Plc Management Essay

A negotiation Axiata Plc Management Essay dialogue Axiata PLC, Sri Lankas biggishst communications service provider is a subsidiary of Axiata Group Berhad. negotiation being the 4th entrant to Sri Lankas cellular mart launched its services in 1995. They were the beginning(a) digital ne twork in South Asia to launch HSPA + which is the in style(p) upgrade in mobile broadband. In addition to communication service, the attach to withal offers early(a) services such as mobile, internet, international gateway, entropy and backb codinal, fixed tuner and media related services and has 200 tax added services.The connection is currently serving oer 7.5 million local subscribers and is the 50% market leader in this industry. They guide the widest coverage reaching 95% of the cosmos and argon the only operator to cover all(prenominal) the districts.They stool euchre salesmen on the ground on with a strong service team up of 1000 round over 125 service centre and 50,000 re tail merchant networks. They be in whatever case the exaltedest FD Investor in Sri Lanka.1.2- Why is talks selected dialog is one of the around reputed companies in Sri Lanka with a highly diversified radical of employees where they would decidedly have cross cultural issues. In addition, they have been undergoing ongoing strategic as wellhead as transformation modifications which as a prove would rise to conflicts at the different levels of the hierarchy. thusce being a large and reputed club, duologue stands as a challenging conjunction in the belligerent market.2- Culture at duologueE really face has its possess finish which refers to the beliefs, ideologies, principles and also the values that the various(prenominal)s of the organization sh ar. The culture plays a vital utilisation in the success of the organization.When it perplexs to Dialog, the company has adopted a genuinely diffuse and transparent culture where they have embodied honesty and brusk c ommunication. foil is maintained at all levels where superiors are easily avail adapted to the subordinates.The integrated culture of the company fits to Adaptability as well as achievement orientated which emphasize winning and achieving specific ambitious goals and the company values battle and personal imitativeness.Dialog is a company that is also workings for the benefits of the stave. The company has a dress code policy to make the office prink equal indoors the ply. Staff birth days are also celebrated at the company level where the relevant departments forward the stave birthday list to HR Department on the 1st hebdomad of the month where the staff testament get a gift along with an e- invoice.And they have a policy like staff that comes up with innovational ideas a recognized on a quarterly basis where they are provided with a reward named BRAVO in a special meeting.plain the above actions on the company side will lead to high motivation and increase productivity level of the staff.2.1- Hofstedes ModelDiagram 1 Hofstedes cultural 4 dimension ModelPower DistanceAlthough Sri Lanka get ahead high on this dimension, Dialog is more towards the low power distance. They have a decentralized hierarchy where employees and subordinates do non show disparity much. The superiors or the Management team are willing and they trust the subordinates with all-important(a) jobs.Individualism vs CollectivismDialog falls towards the collectivism, because the people in the company have stronger bonds to their groups.Masculinity vs FeminityIn Dialog its more like a combination of both as this would help them for a balanced approach. They value achievement and competitiveness as well as money and power. However, they also value people and maintain good relationship with them.Uncertainty shunning / structured situationsAt Dialog, the degree of uncertainty avoidance is low. The company eer welcomes for bare-ass things and switchs, and embrace unpredictable si tuations. The company is very flexible and open to new approaches or ideas.3- Changes in DialogDuring the past, Dialog Company has undergone several(prenominal) Strategic as well as Operational Changes. However, in this subsidization only the following recent lurchs are being explainedOutsourced Call optic to Firstsource Solutions (2011)During 2011, Dialog entered into a partnership with the BPO service provider Firstsource Solutions where Firstsouce acquired 76% shares of the Dialog Company. The new company was named as Firstsource Dialog Solutions.Acquired Suntel Ltd (2012)Dialog acquired Suntel Ltd, Sri Lankas second largest wireless fixed line operator during 2012. The main reason behind this stir was to eliminate one of their main competitors from the market. As a result of the change, Suntels former(prenominal) customer base plus all the employees were transferred to Dialog.Outsourced SAP to Attune Lanka (2012) line of credit set-up Over the Top Service (2012)During 2012, Dialog opened its largest hi-tech guest Service Centre in Colombo, where they brought in 150 customer service professions trained in multiple technologies.3.1- Resistance to Change overcoming resistancepatronage the potential peremptory outcomes, change is often resisted at both the individual and the organizational level (Mullins, 1999).When Dialog brought the above mentioned changes as mentioned in clause 3 above, the company faced resistances from the employees. However they overcame the main problems and issues as mentioned to a lower placeResistance to ChangeOvercoming ResistanceSuntel employees adapting to Dialog cultureSuntel Ltd and Dialog were having two different types of corporate culture. So when Suntel Ltd was brought under Dialog, employees who were working for Suntel had a very difficult time adjusting to Dialogs new culture. As such they were give briefings, planning sessions, and were well educated.Employee ranking / salary structure issuesWhen Suntels forme r employees were brought to Dialog, there were few problems relating to the rankings or position levels and even with the salary structure.Therefore Dialog mapped any staff to the level and was inclined a probation period of 3 months with given tasks and targets. So if the relevant employee was able to coif to the expected level they were given the same position they had in Suntel.Staff transfer(Dialog Brand loyalty)When Dialogs card centre staffs were transferred to SAP, some issues were raised because people who have been working for Dialog for a long time felt bad and also they didnt genuinely want to leave Dialog since they felt some kind of proudness working in Dialog.However, Dialog Management convinced the staff that they would non miss anything and will get all the benefits and additional opportunities for their career development.Staff de-motivation efficacious communication (peers to HR)Security in the pastObviously moving to a new company would feel confused and un secured active the new environment.In the case of Suntel Staff, they felt that they aptitude not be able to perform well or office even lose the job. Therefore Dialog offered a job guarantee letter confirming that their jobs are not at risk.But any how they were well informed that if anyone who cannot perform to the expected level would be withdrawn from the job.3.2- John Kotters Change wait onDiagram 1 John Kotters 8 steps theory homunculusWhen we look at the John Kotters change cast, Dialog also ab initio created a sense of urgency when they underwent changes. They convinced the employees the importance of acting at present due to high competitiveness. Also they formed a powerful group to lead the change effort and encourage the group and created a passel where they communicated with the entire employees.In order to reach the vision, they tried to remove the obstacles that might undermine the vision and encourage risk taking ideas.3.3- Human Resources social occasionHuma n Resource is the backbone of any company and it is their duty to minimize the resistance and make the change a successful one.In duologue HR was very certain in properly communicating the employees about the change and ensured that there would be no harm done to any staff and as per the labour law, all the right of the employees were delivered. Even when they took over Suntel, the former staffs service period was counted on a continuing basis. For example if an employee had served Suntel for a period of 6 years, then they had counted from the 7th year when the staff joined Dialog3.4- Force Field AnalysisForce issue analysis is a technique by Kurt Lewin that can be use in a team building program.When we look at the Dialog side, the listed driving forces help the company to achieve their targets or goals. On the other hand restricting forces make it difficult to reach their targets. slightly of the study critical factors in the restraining forces that the company is not able co ntrol are the high cypher appeal.For example, the Sri Lankan market is yet to grow but cost is very high4- negates in DialogProblems will obviously pinch in an environment where diversified people are working and curiously if two companies with two different cultures are merged.In Dialog case, most of the conflict arises at the individual levels mainly due to difference in their personal views since some might think the change as a positive thing while others might take it as a threat or risk for them. Also several issues rose because Suntel staff had the feeling that they might be treated unequally or they might not get all the rights what Dialog company staffs already had.4.1- Sources of conflictsDuring the change process, several conflicts raised in Dialgue which was mainly due to the following reasons disposition of work activitiesWhen we take company buys but the Company the sales staff do all the documentation promising to give the service inside two days. But if they do not hear from the company and technological staffInformation not passed properlyCommunication barriers as difficulties in communicating to all levels of the staff can cause misunderstanding and as a result may create problems especially at the very lower level staff. For example Messenger level staff would not be able to access to intra-net plus they might not be able to understand internal memos or notices written in conflicting language).Differences in perceptionAlso different peoples perception would be different. Some may feel that merging the two companies would be obviously an probability for their career improvement while other might take it as a huge threat.Uncertainty of Job Security conflicts occurred..4.1- Effects of conflictsConflict situations sometimes can be taken as a positive thing depending on the situation. However, some of the main negative effects of conflicts areStressDe-motivationAbsenteeism (5%)Staff turnover (5%)4.1- Resolving conflictsWhen it comes to c onflict within the company, Dialog takes all the relevant actions at the right time to avoid excess fights and disagreements. This is because they believe that it would hugely affect the productivity level of the employees.The company has a written code of conduct where every employee follows and is aware about the companies policies and procedures. When manipulation conflicts, the matter is first discussed at the supervisor or the relevant department level and thereafter then line Manager. If the matter is still not solved then the issue is raised to the HR Dept and further to older Management level. In worst cases, Arbitrators are invited to solve the problem if required.When it comes to the procedures, first the staff is negotiated verbally and if that does not help, written explanation as well as enquiries is done. However if all these actions do not work then written warnings are also given.5- Change Management through organization learning51- superstar Loop Double Loop Le arning modelAs per the model, Dialog uses the two ways to learn from their experienceSingle Loop LearningThe company takes corrective action to avoid or resolve a mistake but does not go obscure into the matter.Double Loop LearningThis is where the company looks into the root of the problem to discover the underlying cause of the problem.6- ConclusionBased on the above knowledge and extensive research done, it may be concluded that the company has a very open and transparent culture. In addition, it is successful in managing culture, change and conflict. This is because Dialog Company has a set procedure for everything as per their write in code of Conduct.Further when a new staff joins or is recruited, the staff will be provided with a clearly written job description so that everybody would know what is their role and what is expected from them.7- RecommendationsAlthough the company is successful in managing change and conflicts, the following recommendations would enable the c ompany moreBuild an innovative political platform to encourage creativity among staffAlthough staff is given the opportunity to come up with innovative ideas, at the jiffy the company does not have a special departmentWhen outsourcing give more choice to employees to take their own wayWhen outsourcing we feel that the staff should be given a chance to choose what is best for them. For example in case when card centre of Dialog was outsourced, they were not given any chance for their own views whether they want a transfer to another department within Dialog or want to join the new company. If they should have given the chance or at least got some feedback, then they might not have felt negative.Introduce job enrichment to motivate the staffsAt the moment there is no job rotation or job enrichment programes within the company. However, if job enrichment programme is introduced, the staff would feel more motivated and obligated for their work. It would enable them to try new tasks and stretch their skills beyond what they have been doing all the time.Go GREENIn order to reduce the companys high energy cost, it can go to solar panels