A Dialog Axiata Plc Management Essay

A Dialog Axiata Plc Management Essay Dialog Axiata PLC, Sri Lankas largest communications service provider is a subsidiary of Axiata Group Berhad. Dialog being the 4th entrant to Sri Lankas cellular market launched its services in 1995. They were the first digital network in South Asia to launch HSPA + which is the latest upgrade in mobile broadband. In addition to communication service, the company also offers other services such as mobile, internet, international gateway, data and backbone, fixed wireless and media related services and has 200 value added services. The company is currently serving over 7.5 million local subscribers and is the 50% market leader in this industry. They have the widest coverage reaching 95% of the population and are the only operator to cover all the districts. They have 500 salesmen on the ground along with a strong service team of 1000 staff over 125 service centre and 50,000 retailer networks. They are also the highest FD Investor in Sri Lanka. 1.2- Why is Dialog selected Dialog is one of the most reputed companies in Sri Lanka with a highly diversified group of employees where they would definitely have cross cultural issues. In addition, they have been undergoing ongoing strategic as well as transformation changes which as a result would rise to conflicts at the different levels of the hierarchy. Therefore being a large and reputed company, Dialog stands as a challenging company in the competitive market. 2- Culture at Dialog Every organization has its own culture which refers to the beliefs, ideologies, principles and also the values that the individuals of the organization share. The culture plays a vital role in the success of the organization. When it comes to Dialog, the company has adopted a very open and transparent culture where they have embodied honesty and open communication. Transparency is maintained at all levels where superiors are easily available to the subordinates. The corporate culture of the company fits to Adaptability as well as achievement oriented which emphasize winning and achieving specific ambitious goals and the company values competitiveness and personal imitativeness. Dialog is a company that is also working for the benefits of the staff. The company has a dress code policy to make the office attire equal within the staff. Staff birth days are also celebrated at the company level where the relevant departments forward the staff birthday list to HR Department on the 1st week of the month where the staff will get a gift along with an e-card. And they have a policy like staff that comes up with innovative ideas a recognized on a quarterly basis where they are provided with a reward named BRAVO in a special meeting. Obviously the above actions on the company side will lead to high motivation and increase productivity level of the staff. 2.1- Hofstedes Model Diagram 1: Hofstedes cultural 4 dimension Model Power Distance Although Sri Lanka scores high on this dimension, Dialog is more towards the low power distance. They have a decentralized hierarchy where employees and subordinates do not show inequality much. The superiors or the Management team are willing and they trust the subordinates with important jobs. Individualism vs Collectivism Dialog falls towards the collectivism, because the people in the company have stronger bonds to their groups. Masculinity vs Feminity In 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 Avoidance / structured situations At Dialog, the degree of uncertainty avoidance is low. The company always welcomes for new things and changes, and embrace unpredictable situations. The company is very flexible and open to new approaches or ideas. 3- Changes in Dialog During the past, Dialog Company has undergone several Strategic as well as Operational Changes. However, in this assignment only the following recent changes are being explained; Outsourced Call Centre 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 change was to eliminate one of their main competitors from the market. As a result of the change, Suntels former customer base plus all the employees were transferred to Dialog. Outsourced SAP to Attune Lanka (2012) Business set-up Over the Top Service (2012) During 2012, Dialog opened its largest hi-tech Customer Service Centre in Colombo, where they brought in 150 customer service professions trained in multiple technologies. 3.1- Resistance to Change overcoming resistance Despite the potential positive 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 below; Resistance to Change Overcoming Resistance Suntel employees adapting to Dialog culture Suntel 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 given briefings, training sessions, and were well educated. Employee ranking / salary structure issues When Suntels former employees were brought to Dialog, there were some problems relating to the rankings or position levels and even with the salary structure. Therefore Dialog mapped every staff to the level and was given a probation period of 3 months with given tasks and targets. So if the relevant employee was able to perform 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 actually want to leave Dialog since they felt some kind of proudness working in Dialog. However, Dialog Management convinced the staff that they would not lose anything and will get all the benefits and additional opportunities for their career development. Staff de-motivation effective communication (peers to HR) Security in the past Obviously moving to a new company would feel confused and unsecured about the new environment. In the case of Suntel Staff, they felt that they might not be able to perform well or might 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 Process Diagram 1: John Kotters 8 steps theory model When we look at the John Kotters change model, Dialog also initially created a sense of urgency when they underwent changes. They convinced the employees the importance of acting immediately due to high competitiveness. Also they formed a powerful group to lead the change effort and encourage the group and created a vision 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 Role Human Resource is the backbone of any company and it is their duty to minimize the resistance and make the change a successful one. In Dialogue 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 Dialog 3.4- Force Field Analysis Force field analysis is a technique by Kurt Lewin that can be applied 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. Some of the major critical factors in the restraining forces that the company is not able control are the high energy cost. For example, the Sri Lankan market is yet to grow but cost is very high 4- Conflicts in Dialog Problems will obviously arise in an environment where diversified people are working and especially 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 conflicts During the change process, several conflicts raised in Dialgue which was mainly due to the following reasons; Nature of work activities When we take company buys but the Company the sales staff do all the documentation promising to give the service within two days. But if they do not hear from the company and technical staff Information not passed properly Communication 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 foreign language). Differences in perception Also different peoples perception would be different. Some may feel that merging the two companies would be obviously an opportunity for their career improvement while other might take it as a huge threat. Uncertainty of Job Security conflicts occurred.. 4.1- Effects of conflicts Conflict situations sometimes can be taken as a positive thing depending on the situation. However, some of the main negative effects of conflicts are; Stress De-motivation Absenteeism (5%) Staff turnover (5%) 4.1- Resolving conflicts When it comes to conflict within the company, Dialog takes all the relevant actions at the right time to avoid unnecessary 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 handling 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 Senior 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 learning 51- Single Loop Double Loop Learning model As per the model, Dialog uses the two ways to learn from their experience; Single Loop Learning The company takes corrective action to avoid or resolve a mistake but does not go deep into the matter. Double Loop Learning This is where the company looks into the root of the problem to find the underlying cause of the problem. 6- Conclusion Based on the above information 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 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- Recommendations Although the company is successful in managing change and conflicts, the following recommendations would enable the company more Build an innovative platform to encourage creativity among staff Although staff is given the opportunity to come up with innovative ideas, at the moment the company does not have a special department When outsourcing give more choice to employees to choose their own way When 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 staffs At 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 responsible 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 GREEN In order to reduce the companys high energy cost, it can go to solar panels

Use of Doubt To Persuade Essay -- Successful Persuasion Essays

Persuasion goes on around us everyday, all the time, on television, on advertisements, even in conversations with friends. Perhaps because of this, much has been written on how to persuade more effectively. Most of this literature is built upon the notion that to persuade is to urge successfully and completely. Going along these lines, certainty and confidence are logical complements to effective persuasion, since we cannot hope to convince others when we are ourselves in doubt. Doubt, therefore, is felt to be at the other end of the spectrum and antithetical to persuasion. But the art of persuasion is a human art, and so it is a living art, which cannot be satisfactorily summed up between the covers of self-improvement guides. In reality, successful persuasion can somewhat deviate from the conventional criteria of certainty; in fact, even doubt can be used to persuade. This exciting possibility appears unlikely from the start, because there is an inherent paradox in the notion that doubt can persuade. This contradiction is even clearer when we consider persuasion in the form of a speech given to a large audience. To be able to hold his own in front of a crowd, the speaker, surely, must be certain of himself and what he wants to say. But there is a possible approach by which orators can round the corner of persuading with doubt, and even make doubt work to their advantage. Given that the doubt is a shared concern of both the speaker and his audience, a candid confession of uncertainty may open new emotional inroads into the audience. By serving as a common denominator and a common challenge to both parties, a shared doubt when brought into the open can direct the combined energies of the listeners towards finding a workable so... ...nd genuine than an outward show of sorrow. In this case, to contrive is to constrict. Doubt as an instinct embedded in persuasion transcends common rhetoric as it moves beyond the rational sphere of intellect into the domain of unbridled emotions. For this reason, and also because it was with an intention to explore persuasion beyond conventional notions that we set out to study the use of doubt in the first place, it is impossible and indeed unnecessary to encapsulate the skill of persuading with doubt within any sort of generalising guidelines. To subject this practice to prescriptive limits is to sever its lifeline-the vital element of spontaneity that moves with circumstances. As Lee lamented, "sometimes, history takes many devious turns"; it was exactly through one such quirk of history that his speech in 1965 achieved such astonishing payoffs ("Press" 9).

Calculate the Total Asset Turnover

Question 4: Calculate the total asset turnover, the P, P, & E Turnover, and the intangible asset turnover for each of the past two years. Are these turnover ratios increasing or decreasing? What might explain these trends? Total Asset Turnover is a financial ratio that measures the efficiency of company’s use of its assets to product sales. It is a measure of how efficiently management is using the assets at its disposal to promote sales.The ratio helps to measure the productivity of a company’s assets. Total Asset Turnover is calculated by Net Sales divided by Total Assets. We had to calculate the Total Asset Turnover, the Property, Plant, and Equipment Turnover, and the Intangible Asset Turnover Ratios in 2010 and 2011 for Johnson and Johnson Company. The below table shows the above ratios in 2010 and 2011. |2010 |2011 | |Total Asset Turnover = |61,587 = |60% |65,030 = |57% | | |102,908 | |113,644 | | | | | | | | |P, P, & E Turnover = |61,587 = |4. 3x |65,030 = |4. 41 x | | |14,553 | |14,739 | | | | | | | | |Intangible Asset Turnover = |61,587 = |1. 92x |65,030 = |1. 89x | | |32,010 | |34,276 | |For the Total Asset Turnover, there is a decrease from 60% in 2010 to 57% in 2011. For the Property, Plant, and Equipment Turnover, there is an increase from 4. 23 in 2010 to 4. 41 in 2011. For the Intangible Asset Turnover, there is a decrease from 1. 92 in 2010 to 1. 89 in 2011. Increases in the asset turnover ratio over time may indicate a company is growing into its capacity. A decreasing ratio may indicate the opposite. Asset purchases made in anticipation of coming growth (or the sale of unnecessary assets in anticipation of declining growth) can suddenly and somewhat artificially change a company's asset turnover ratio.

Economic Activities - 690 Words

Economic activities occur continuously. From buying groceries, experiencing massive layoffs, and decreasing taxes everyone is a part of the economic process. These things have an effect on government, business, and households. This analysis is a simplification of a complex process. Buying Groceries At first glance buying groceries is a simple task. One goes to the store and makes purchase; returns home and consumes the groceries. This activity involves more than a simple purchase. The government sets the tax rate the grocery is responsible for. The grocer collects that tax from the consumer at time of purchase and forwards it to the government. The government regulates the quality and standards of the product that the grocer purchases†¦show more content†¦With less taxation the government has less revenue. With fewer dollars expenditures are less, including employing practices and insurance benefits creating a cascading effect. Contracts for projects are fewer, which affects suppliers who in turn employee fewer people. Once again a downward spiral is created. Conclusion Finally whether, a business, a household, or the government an economic link exists between each component. The actions of the government affect business and households; actions of business affect households and government; actions from households affect government and business. Either positive or negative outcomes depends on the actions of any one of these economic components. References Sum, A., McLaughlin, J. (2010). The Massive Shedding of Jobs in America. Challenge, 53(6),Show MoreRelatedEconomic Factors Affecting The Economic Activity Of The Uae998 Words   |  4 Pagesmining, information, and manufacturing are less contributions to the GDP. However, the concentration in the economic activity in UAE are in sectors with limited productivity growth, such as tourism, retail trade, and construction. 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