The purpose of this study will be to explore the impact of new entrants on culture change in Telenor Telecommunication. In this research the researcher will describe the successful methods of culture and development. The researcher will also highlight the issue which the organization faces from new entrants with the help of organization culture. Researcher will be identify managerial techniques that contribute to improve culture of the organization; moral of new entrants and behavioural skills will be the most essential for feature success of the employee as well as the organization.
A survey based research will be conduct with the both (new entrants & existing) Employees of the Organization to study the relationship between current and preferred organizational cultural and organizational success. The researcher will take one hundred and fifty people as sample for research purpose. The researcher will show the results of this study with his recommendation regarding culture change with new employee in Telenor telecommunication.
Chapter 1
Problem and Its Background
Introduction
Organizational culture is well-established in the daily working lives of all cultural members. Symbol of cultures in organizations include official practices (such as pay levels, structure of the hierarchy, job descriptions, and other organizational written policies); unofficial practices (such as behavioral norms); the organizational stories employees tell to give details "how things are done approximately here".
Organizational culture shows that how employees respond while doing work in the organization. Impact of new entrants on the organizational culture is very high it might be positive or negative, but all the organization have training departments they trains them according to the job description and share the process of the organizational culture and code of conduct. Cultures means we pass on to sets of taken-for-decided principles, move towards and ways of behaving, which are spoken through and unbreakable by usual practice among a group of people in a given background.
Organization Culture is a pattern of basic assumptions that are taught to new personnel as the correct way to perceive, think and act on daily basis. Some of the important characteristics of organizational culture are observed behaviour regularities, norms, dominants values philosophy rules and organizational climate. Although everyone in an organization will share the organizational culture, not all may do so to the same degree. There can be dominant culture, but also a number of subcultures. A dominant culture is a set of core values that are shared by majority of the organization's members. A subculture is a set of values shared by a small percentage of the organization's members.
Construct Definition
The culture as the shape of what a known group has learned as a group, and this knowledge is frequently personified in a set of shared, essential fundamental assumptions that are no longer aware but are in use for decided as the way the world is (Schein, 1985).
"As individuals come into contact with organizations, they come into contact with dress standards, stories people tell about what goes on, the organization's official rules and procedures, its formal codes of behaviour, rituals, tasks, pay systems, jargon, and jokes only understood by insiders, and so on. These aspects are some of the manifestations of organizational culture"
(Joanne Martin, 1992)
Culture is that complex whole the thing contains on knowledge, beliefs, arts, morals, laws, customs, and any other abilities and habits obtained by a human as a member of society'. (www.unesco.org)
Background Information
Telenor Pakistan is 100% owned by Telenor ASA (allmennaksjeselskap) and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh.
Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country.
We are the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times we are the only operator connecting the previously unconnected.
We are keeping ahead by investing heavily in infrastructure expansion. With USD2 billion already invested, we have extended agreements with our vendors for network expansion and services until 2009. The agreements, with a potential to result in USD750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry.
Our vision crystallizes our customer focus as the cornerstone of everything we do. Our values describe what behaviors are necessary to realize that vision. Our corporate responsibility mindset ensures that our vision and values nurture social concern and help us create shared value.
Our Vision Our vision is simple: We're here to help
We exist to help our customers get the full benefit of communications services in their daily lives. The key to achieving this vision is a mindset where every one of us works together:
Making it easy to buy and use our services.
Delivering on our promises.
Being respectful of differences.
Inspiring people to find new ways.
Research Question or Problem Statement or Objectives
Research Questions
RQ1: How much culture can be affected be the impact of new entrants?
RQ2: Is investment on training of the employees regarding culture is beneficial for the organization?
Research Objectives
To see that how much efficiency can be improved by training regarding organization culture of the employees.
To see that investment on cultural change of the employees is beneficial for the organization.
Scope and Limitations of Study
Research will be conducted in the geographical boundaries of Telenor Telecommunication Pakistan from different positions and designations in support department. The total population consists of 400 employees and we will conduct research through 150 employees.
There could be following limitation of the study that can be observed during interviews and questionnaires sessions.
Data will be collected only from support department so viewpoint of other departments like marketing and sale may differ.
Researcher experience for conducting research is very limited which may affect the outcomes of his research.
Researcher role in organization may subject to limitation.
People some time fail to respond neutral due to personal limitation.
Respondents are from support department and spend most of their time in their work and may not give proper time for giving appropriate answers of the questionnaire.
Personal moderation of printed questionnaire may be observed to complex.
Researcher biasness may be an important factor.
State of mind of respondents is equally important
Many respondents may not be willing to give proper answer which may effect the research results.
Chapter 2
Review of Related Literature
Culture is a sample of basic statement, fantasy, showing, or developed by a group of people, happen as a people learns to control with work place issues and adapting to the external environment, symbolizes things that have worked well sufficient in the past to be careful valid is trained to new members and highlighted as the right way to think, feel and attitude (Schein, 1990)
It is very important to note that the considerable research that added to the growth and validation of the organizational culture kinds focused on companies as an entire. Other research being conducted approximately the same time as the Competing principles Framework - Martin and Siehl (1983), Louis (1983), Gregory (1983)-highlights that the company culture is not standardized.
Organizational culture is a model of shared basic theory that the group learned as it resolved its difficulties of outside version and inside integration that has worked well sufficient to be considered suitable and, therefore, to be trained to new members as the right way you distinguish, think, and feel in relation to those issues. A lot of organizational culture, studied in deepness, would show the regularity, organization-wide agreement, and clearness that addition studies have claimed to find (e.g., Alvesson, 2002; Martin, 1992, 2002; Turner, 1986).
As per Schein, the culture as the figure of what a known group has learned as a group of people, and this knowledge is frequently incarnate in a set of shared, essential fundamental assumptions that are no longer aware but are in use for decided as the way the world is (Schein, 1985). It is debatable that the educational acceptance of culture, without the usual argues and uncertainty linked with new ideas, is a major sign of the apparent meaning of the concept (Alvesson, 1990).
Certainly, the rising popularity of that view of competitive benefit proposes that the degree to which a culture can be guess to decide a sustainable advantage is needy upon the value, infrequency, limitability, and sustainability of the culture concerned (Barney, 1986, 1991). Schein (2004) suggests that as it is easy to watch what happen in organizations, an understanding of culture assists to give details why things happen. Further, understanding how leaders make culture and how culture describes and creates leaders, illuminates leadership-a dangerous variable in defining achievement or failure.
Ogbonna and Harris (2002) get part while discussion from a management point of view. They explain those who consider culture can be managed at all as idealists, who normally come from a human relations viewpoint, consider in unitary cultures in organizations, and link with the culture to business performance. Those who refuse the possibility of culture change are doubters or disbelievers, who are more often educational or theorists more interested in explanation of culture than its sensible utility for managers. Pessimists centre on conflict and disagreements and on how cultures appear and change, and question whether control of the unconscious can really be attained. Ogbonna and Harris at last declare that those who discover some merit in both possibilities are realists such as Schein (2004), who are prepared to explore the dynamics of culture change, and are ready to admit some power over-if not control of-culture.
Hatch (2004) contrasts more complex viewpoints. Schein's says culture is comparatively administrative Hatch maintains. It is based on his position of 'manage or be managed'. He observes that culture is a partially determined by leaders who, unless they become aware of the cultures in which they are well-established, will find that the cultures will manage them. Both culture and leadership are therefore two sides of the same coin, neither understood by it. Cultural standards define leadership, and yet leaders create, manage and work with culture-or destroy it when it is dysfunctional. Schein makes a clear difference between leadership and management-the previous creating and changing cultures, and the last acting within a culture.
The result of cultural differences can be obviously seen. Cultural disagreements continue to burn approximately the world. These conflicts frequently effect from efforts to uphold different cultural identities. Culture, although not the only variable of meaning, contributes importantly to explaining key differences in community behaviour (Treven, Treven, 2007).
In other words, employers of option are those organizations that break their competition in attracting, developing, and keeping people with business-required talent. They achieve this standing through innovative and compelling HR does that advantage both employees and their organizations. Thus, it is seriously important to check employees' job satisfaction, motivation, and organizational promise level. In this element, journal survey-feedback approach is highly recommended. If fact, research has recognized a direct link between employee protection rates and sales growth and companies that are cited as one of the 100 Best Companies to Work For regularly outperform their competition on many other financial pointers of performance (Fulmer, Gerhart, & Scott, 2003). As per Cooke and Rousseau (1998), corporate culture is a multidimensional build, and therefore it is necessary to assess each dimension. They discuss four aspects, which includes on 16 items, these are communication, rewards, training and development, and teamwork.
Stuart (1999) said that communication can modify empowerment of employees, which in turn affects organizational promise. Top management has to be visionary, dependable, powerful, and able of translating dream into practical action plans. The successful achievement of organizational change also needs to connect employees at all stages where the change will impact. Recurrent communications about the change with an enough number of organization stakeholders are key (Kanter 1983).
Chapter 3
Methods and Procedures
Methodology of Study
For past perspective (i.e., to summarize previous research) Qualitative (Content Analysis) is done while going through books, journals, newspapers, and internet surfing and for current perspective Quantitative (Survey based) questionnaire will be tested to explore the construct of impact of new entrants in cultural change in selected organization at Telenor Telecommunication.
Survey Instrument
A questionnaire will be used a survey instrument
Sample
The survey-based research may cover managerial, Supervisors, Operators and other employees serving in Telenor Telecommunication. Respondent of my study will be about 150 Respondents.
Data Collection
The primary data will be collected using a questionnaire and Likert scale will be used to get the responses of the respondents.
Chapter 4
Data Analysis and Representation
Data Analysis
Data will be analysed by using Microsoft Excel to apply specific formulas and find mean, standard deviation, variance etc.
Chapter 5
Findings, Conclusions and Recommendations
Details of findings recommendations and conclusions will be explained in this chapter.
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