Analysis of multi sensory connectivity

Im working for Dialog Axiata PLC ( DTP ) , one of the largest telecommunication companies in south East Asia which is a to the full ain subordinate of Telecom Malaysia PLC ( TM ) . DTP ‘s nucleus concern was Mobile communicating and they acquired two more local companies which was in to satellite Television and Fixed informations and voice communicating solutions and branded all three entities as Dialog GSM / Dialog TV / Dialog Broadband.

Even though these entities operated individually overall vision of the TM was to offer Multi – Sensory connectivity throughout the state. But due to different organisational constructions and civilizations TM was unable to accomplish the coherence among these entities. Due to an overall Re – Branding scheme TM was Renamed as Axiata PLC and all the above mentioned entities were merged and branded as Dialog Axiata PLC. And direction has decided to transport out overall restructure and re alignment scheme along with the rebranding scheme.

Most of the staff was non prepared to accept these alterations as it was a entire reengineering of procedures and processs. Team members were disengaged from bing squads and reassigned to new squads. Particularly the corporate gross revenues squads were actively rejecting this thought as it could upset their whole operation. Gross saless reps were pulled out from the histories which they were managing and assigned to new histories. This had a major impact on the bing relationship with the clients and gross revenues reps. farther the impact on earning of these persons has badly affected due new inducement strategies which was introduced as a portion of the restructure.

There were new constructions created and old constructions were scrapped, single appellations were changed and SBU construct was introduced. Unfortunately the overall alteration was non successful ; there were immense miscommunications, procedure complications and competition among different SBU ‘s. With all these internal issues and heavy competition the company started doing immense losingss.

As mentioned above all three companies had their ain procedures, processs and organisational civilization, there was immense mismatch in many facets post amalgamation of these organisations. Each Company had their ain HR squads, Gross saless and selling squads, Technical squads, Customer service squads Etc. since all these squads merged and re structured batch of internal struggles and political relations could be seen as each squad was seeking to order footings to other squads.

With all these alterations and complications people ‘s motive was severely affected and cardinal forces from chief divisions started go forthing the company and to do the affairs worse the direction decided to present a VRS system ( Voluntary Retirement Scheme ) to cut down the figure of staff as DTP was overstaffed with the amalgamation. But this offer did non give the consequences inception was trusting for as many staff did non accept the offer hence DTP had to coerce this strategy FRC ( Forced Retirement Scheme ) to selected staff members where they were obliged to accept the offer and go forth the company.

Still company was unable to better their bottom line as the gross revenues and degree of client satisfaction started dropping. The key to this failure was operational facets of the organisation, all three entities were specialized in the countries which they were runing in, due to the amalgamation persons and squads has to take up the undertakings of all three companies but they were unable complete these undertaking since they did n’t had the know how in these specific countries.

With all these issues gross revenues squads were unable to accomplish the needed gross revenues public presentation by the organisation. The gross revenues reps were specialized in either GSM, Fixed Solutions or Satellite Television, Now they have to advance all three merchandises to their clients But no proper preparation were carried out and these cats had to make their occupation with minimum cognition of what their were selling. And it was the same state of affairs in the other squads mentioned above every bit good.

The chief ground for this operation melt down was the deficiency of leading. The COO ( Chief Operating Officer ) was non steadfast plenty on his determinations and the in-between directors were act uponing him to do alterations which are favorable to them. Chiefly two caputs from GSM gross revenues and Fixed Solution gross revenues were seeking to take over the overall control of the whole gross revenues squad.

Since there was no important betterment after a twelvemonth TM decided to name a new COO who was a Malayan National. And shortly after he took over the responsibilities he changed most of the procedures and processs to accommodate most of the squads. And he was ever in contact with all the persons so that he can acquire proper information and feedback for his determination devising. Although company is still undergoing major alterations to streamline the operations, major betterments can be seen since the assignment of the new COO.

Undertaking 2.1 – Leadership Approaches and their effectivity.

In an overall organisational alteration leading has to play a critical function in driving the organisation towards successful transmutation. Leadership could be viewed as procedure of act uponing followings toward a shared end. ( Velsor, Ruderman, & A ; McCauley, 2010 ) . It ‘s the procedure of bring forthing way, alliance and committedness in collectives.

Harmonizing to the research workers at the University of the Michigan they have identified Production centred and employee centred leading as the two basic signifiers of leading manners ( org ) . As reflected in the above scenario we could place production / undertaking oriented leading manner in ( DTP ) where the directors taken a Top down attack to implement the alteration. It could be argued that the direction of DTP could hold made an attempt to place the organisational civilization and the single perceptual experience for such a alteration and aline their direction attack which will be the best to implement the alteration.

Harmonizing to House ‘s Path – Goal Theory leading manner we could place a Directing leading attack ( org ) where the alteration was force upon their staff. The direction had finalized the alteration direction scheme and the attack where the lower degree staff had to implement it whether they like it or non. The functions and undertakings were changed harmonizing to how direction thinks its best and passes it down for the underside of the pyramid for execution.

Harmonizing to Leadership Grid developed by Robert Blake and Jane Mouton DTP could hold adopted a squad direction scheme where the precedence was given for both accomplishing the undertaking while maintaining the staff besides satisfied. The best method to accomplish this is by good develop alteration direction scheme and internal communicating scheme. Clearly the DTP has failed to make a Need for Change among the staff hence DTP failed to construct the staff committedness towards the alteration. Further DTP failed to present proper systems and processs which were of import when it comes to accomplishing the freshly assigned undertakings and functions. Further there was no proper preparation given to the staff even though TM vision was to offer Multi centripetal connectivity throughout Sri Lana which led to hapless gross revenues public presentation.

If the direction could hold adopted Team Management Strategy they could hold avoided the opposition towards the alteration by making good defined ends and the implementing a proper alteration direction scheme. By making so DTP could hold achieved the both organisational ends and single satisfaction.

On the other side Team Management Strategy would non ever applicable for accomplishing direction ends. As reflected in the above scenario the staff members did non accept the VRS strategy positively hence the direction had to follow a Directing leading attack where they made it compulsory for figure of staff to accept this offer which could be argued as the right attack in that state of affairs. Clearly DTP was over staffed and required to cut down its operating expenses, even though DTP did non made it mandatory ab initio they had to do a strong determination to end staff to accomplish their aim. Today it ‘s really of import for organisations identify the of all time altering Macro environment factors and adjust the organisational schemes and constructions which they think best for the endurance of the organisation. Hence most of the clip organisation

But as reflected in the scenario DTP has adopted Directive leading attack in every facet of the alteration procedure, this has led to staff de-motivation and hapless organisational public presentation. The overall organisational public presentation will be based on how productive their employees are. If the degree of staff motive is low this will hold inauspicious consequence on the organisation every bit good.

But utilizing team direction scheme has it ain disadvantages. It does non bespeak how leaders manner associate with public presentation results. Further it dose non bespeak a cosmopolitan leading which could be effectual in every state of affairss. Hence different manner of leaders has to be appointed in different state of affairss ( Northhouse, P. G. ( 2010 ) .

Hence it could reason that DTP should hold adopted Achievement Oriented Leadership Style ( Puting Challenging Goals Stressing excellence in public presentation and demoing assurance in the group members abilities to accomplish high criterions of public presentation ( Org ) where it indicates a mix of both team direction leading and directing leading manners. Where it will clearly bespeak

Reason for alteration

Organizational schemes and ends

The single Tasks and Roles after the alteration

Procedures and processs after the alteration

Individual Task and Roles after the alteration

Cardinal Performance indexs after the alteration

Performance reappraisal systems, wagess and punishments.

Undertaking 2.2 Change direction schemes and their effectivity

When implementing change it ‘s every bit of import to hold the proper leading every bit good a alteration direction scheme. As reflected in the scenario DTP undergoing a Extremist Change procedure ( this is alteration that consequences in major makeover of the organisation and / Or its component systems ( Wood, et al. , 2010 ) . Since the amalgamation and re-branding of DTP had to travel through this alteration because they have planned to present new engineering under their trade name. To make this they had to re engineer their procedures and processs to present the overall organizational aims.

Even though the administration is undergoing a planned alteration it could be argued that the direction attack to alter was non in conformity with the civilization of the administration. The direction has taken a Top- Down attack ( Upper Level Management determines the aims for subsidiaries ( Koontz, H. & A ; Weihrich, H. ( 2008 ) where they take all the determinations on the top degree and forced it down the hierarchy for execution.

This attack could hold being the chief ground why DTP could non accomplish the “ consequences of alteration ” which they set out to accomplish. They failed to convert the people to accept the alteration which is the most critical facet when implementing a alteration scheme hence the direction has to cover with heavy opposition from the employees. As explained by kurt Lewin to accomplish a successful alteration the Driving Forces of Change must be much more stronger than the Restraining Forces ( Lewin, 2008 – 2011 )

Beginning – ( Lewin, 2008 – 2011 )

The direction has failed to construct to committedness of the employees for the alteration through this attack. There was no clear communicating program to prosecute the staff hence they had really small thought of the alterations in their environment. Further the staffs was frustrated over sudden alteration which was taking topographic point as they were taken out from their comfort zones and reassigned with new undertakings and functions. If the direction could hold taken stairss to prosecute the staff in the alteration procedure they could hold being able to contradict re-starting forces as indicated above.

As pointed out by many direction scholars the Top- Down attack is non a successful attack to implement alteration. Alternatively DTP could hold adopted Rational Persuasion and planned attack for alteration it ‘s a scheme where alteration agents utilizing rational persuasions scheme effort to convey about alteration through the usage of particular cognition, empirical support or rational statement ( Wood, et al. , 2010 ) . It could be structured as below.


The senior directors of DTP failed to gain the importance of this scheme. It should be start point of the alteration. If DTP were able to accomplish this stage successfully they could hold implemented the alteration direction scheme more successfully.

DTP should put clear vision and ends which they are be aftering to accomplish

Identify the protagonists of alteration and delegate them as the alteration directors who will interact straight with staff and educate them and turn to their concerns

Implementing a internal communicating program to explicate the staff of the grounds and advantages for such alteration

Implementing clear systems, procedures and processs of alteration scheme

Management should be able to sell the thought of alteration by explicating that the alteration will be better than what its now.

Implementing the alteration

Once the direction was able to construct its staff committedness to alter they should implement the alteration fast. The squads have to be put in topographic point with appropriate leading. The new procedures and processs should be implemented. The single undertakings and duties have to be clearly defined and explained.


This is where the administration freezes the freshly implemented alteration in to lasting phase. The direction has to measure whether they have achieved the alteration which they wanted to accomplish. DTP direction failed to set up the relevant measuring standards to supervise the alteration processes. Hence they failed to place the factors which have an inauspicious consequence on the whole alteration direction procedure,

It is really of import to measure the consequences against the ends they set and make the necessary alterations if required.

Undertaking 2.3 – Power and Politicss Issue

Power is derived from the official place held by an person in an administration. It ‘s the ability to acquire things done ( Kondalkar, 2009 ) Harmonizing to John French and Bertram Raven there are five major bases or beginnings of power in organisations ( Wagner III, J. A. & A ; Hollenbeck, J. R. . ( 2010 ) ,

Position Based Power

Wagess Power

Coercive Power

Legitimate Power

Person Based Power

Expert Power

Referent power

In the above scenario we could see mix of place based power used to consequence the alteration. Chiefly they have used coercive power to implement the scheme. They have assigned rigorous KPI ‘s to be maintained and enforce punishments to the workers in a signifier of incentive tax write-offs or FRC strategy for non adhering to the KPI ‘s.

Even though they had mix of each facet of place based power, they failed to capitalize 1s which are of import to implement the alteration.

Reward Power

Reward power is extent to which directors can utilize extrinsic wagess and intrinsic wagess to command people ( Wood, et al. , 2010 ) . This power base could hold being one of the key elements which could hold being utilized to turn the staff in favour of the alteration. Harmonizing to Herzberg ‘s two factor theory ( REF ) people could be motivated through Hygiene factors and Motivator factors, these two factors can be satisfied through intrinsic wages and extrinsic wagess. If DTP could hold identified the factor which motivates these persons they could hold focused pass oning the benefits such as wagess, Career promotion, Recognition Etc. to convert the staff in favour of the alteration. Normally when people are comfy with their current environment they will believe that their no necessity for alteration hence it ‘s of import to alter their head set before implementing any alteration. To accomplish this it ‘s really of import that the direction shows the benefits and wagess to the staff members which could be used as driving force for alteration.

Coercive Power ( The authorization or power that is dependent on fright, suppression of free will and/ or utilize of penalty or menace for non corroborating with a petition ( The Negotiation Academy. 2010 )

DTP Management utilised this power base extensively to accomplish their aims but it did non give the returns which they were trusting for. Even though the staff members were rejecting facets such as SBU theoretical account, restructuring of the gross revenues squad and new procedures the direction was inexorable in engrafting theses alterations. These physical executions had negative impact on the staff motive which was reflected in hapless staff public presentation. Even though the direction introduced a VRS system it was non mandatory to use for it but some of the divisional directors made it compulsory for its staff to use for it which led to dissatisfaction of the staff. even though they used extended coercive power to carry the staff members accept this offer they were unable to accomplish their nonsubjective hence they had to forcibly take the staff members to accomplish their mark.

Legitimate Power ( Based on Norms, Value sand believes that Teach that people have the legitimate right to governor influence others ( Wagner III, J. A. & A ; Hollenbeck, J. R. 2010 )

As reflected in the scenario deficiency of proper leading is another facet which adds to the failure of DTP ‘s alteration direction scheme. The staff did non believe in the determinations of the COO. They knew that the determinations he made was influenced by the two gross revenues troughs therefore he was unable to enforce his authorization down the hierarchy. This is clear illustration where he did non had any legitimate power over his subsidiaries as they did non believed he had any legitimate power to command.

In contrast to that the new COO has a really different attack. he has taken all the facets in to concideration before he makes his determinations therefore it has improved the operational issues face by the staff. Further he makes a attempt to prosecute with all the staff members whenever he can which enable him to acquire the exact image if the operational state of affairs instead than person else giving him a brifieng in a board room. This attack has enabled him to derive the regard of the staff members and which enable him have legitimate power over his subsidiaries.

Organizational Politicss

As reflected in the scenario DTP ‘s Org construction is really hierarchal and we could detect that most of the directors play political relations to accomplish their personal aims. Organizational political relations involves knowing Acts of the Apostless of influence to heighten or protect the ego -Interest of persons or groups ( Kinicki & A ; Kreitner, 2009 ) .

While the senior direction was endeavoring to achive a successful transmutation the Gross saless directors were playing political games to aquire the entire control of the whole gross revenues squad. They were neither concerned about the persons nor the consequence they have with the reshuffle, they were merely focused on deriving power.

A cardinal status which encourahe political activities is Uncertenity. This was the cardinal eliment which encourged theese two persons to fall back to poltics in happening ways to cut down the uncertanity awhich provides them added power and other personal benefits.

Further some of the divisional directors were willing to sacrifise their peiers merely to do a name for them egos, these are the directors who forced the staff to use for VRS even when it was non compulsary.

It could be argued that political relations can be used for good every bit good as bad. The direction could hold used political relations to contend the rtesistance to alter. They could hold placed their Informants ( Supporters of alteration ) among the staff members to acquire feedback and place the groups and persons who are driving the opposition. By making so the nmanagent could hold place the grounds for the resitance and adress these concerns to construct committedness among persons. Further by placing the restarning forces they could either coerce them out of the administration or change over them to be supportters of alteration throgh extrinsic wagess and intrinsic wagess.

Undertaking 2.4 – Conflict Management Process

Conflict Occurs whenever disagreement exists in a societal state of affairs over issues of substance, when of all time emotional hostilities creates clash between single or groups ( Wood, et al. , 2010 )

Organizational communicating: attacks and procedures


There was great trade of internal struggles due to cultural mismatch ( ref ) . DTL was an highly advanced and client driven organisation but DBN and DTL was highly bureaucratic and traditional organisation. Due to these cultural differences there was substantial struggles occurred among single and groups since the amalgamation.

Conflict Management Process

Conflicts are ineluctable happening in any organisation nevertheless organisations could follow a well structures conflict direction procedure to decide the issue and drive the organisation towards their ends. Conflicts could be defined as a battle or competition between people with opposing demands, thoughts, values, or ends ( Ref ) . DTP besides had to meet these issues and take stairss to decide these struggles.

Interpersonal Conflicts – ( ref ) the chief interpersonal struggle we could supervise is the struggle between the two gross revenues directors. The base of this struggle is both substantial and emotional. Each director was eager to get the power and the resources to command the full gross revenues squad hence they were seeking to cut each other out by seeking to convert the COO. Further they were uncertain about their occupation security as the direction could ever delegate a one gross revenues manger to head the gross revenues squad and trash the other place as there were no necessities for two gross revenues troughs to map in one gross revenues squad

Inter group Conflicts – ( ref ) this is the country where major struggles could be seen. Since most of the squads are from different organizational civilizations there were seeking to set up themselves as the dominant squad. When the companies merged most of these squads had to travel to one edifice nevertheless the DTL gross revenues squad and the back uping squads did non wanted to travel they demanded that other squads move in to their edifice even though it did non had the needed infinite. Further there was clash between DTL gross revenues and DBN proficient and support squads and frailty a versa.

Inter organizational Conflict – ( ref ) the above scenario could be classified as a really good illustration of Inter organizational Conflicts. Three administrations with their ain position points and civilizations coming together and colliding set up themselves and last in the new administration construction.

Substantial struggles – these are the struggles which occurred due to restructuring of the squads and re technology the procedures.

Emotional struggles – these are the struggles which occurred due to fear of alteration and uncertainness of their occupation security due to VRS system and reshuffle. Peoples were angry at the direction for implementing such a restructure. This fright and choler led to defeat which finally resulted in de-motivation and hapless public presentation.

Pull offing these struggles requires great trade of communicating and good structured attack. Conflict Management involves geting accomplishments related to conflict declaration, self awareness about struggle manners, struggle communicating accomplishments and set uping a construction for direction of struggle in your environment ( Ref )

There are five chief manners of struggle declaration.

Source – … /OB_Ch08_FurtherRef_01.pdf

We could see different manners of conflict direction from the senior directors and the two COO.

Competitor ( Ref )

We could see that divisional troughs utilizing this manner to merely to carry through their personal ends. There were willing to give people and their lively goon merely accomplish what they are taking for. They did non even see the consequence it will hold on persons and their households.

Avoider ( Ref )

The ex COO could be identified as individual who used this manner to decide struggle. Most of the clip his determinations were taken based on colored information provided by two persons. And he did non believed that there are issues in the land degree and ne’er interacted with those persons. He tended to neglet the state of affairs which finally cost him his occupation.

Confederate and Accommodator ( Ref )

The new COO used both these manner to turn to the struggles. He ever thrived to get the right information and tried decide the struggle with a win – win state of affairs for all the parties concerned. He chiefly utilised a collaborative manner to decide the struggle among the two gross revenues troughs. He devided the gross revenues squad in to two and assigned these persons as caputs. To avoid farther struggles he segregated the market in several sections and gave clear limits to each gross revenues director to which country to be handled. By making so he was able to make a constructive struggle ( ( Ref ) where each gross revenues director was seeking to out execute the other hence gross revenues gross increased.

Further he had some facets of accommodating manner, he ever tend to mix with the all the staff and place any issues refering to their work and offer ways and means to decide these issues. nevertheless he was careful plenty to affect in the professional struggles of these persons he normally does non acquire involved in personal issues of the persons.

Undertaking 2.5 – Function of organizational civilization in the alteration procedure.

Organizational civilization is the shared beliefs, Valuess and premises that exists in an administration ( USQ Study Book ) . There are three degrees of analyzing organizational civilization.

Discernible Culture

Shared Valuess

Common Premises

Surface facets of organizational civilization

Deep / Hidden Aspects of the organizational Culture

The first bed of the organizational civilization consist discernible facets such as Behaviour, Symbols, Processes, rites etc. these facets reflect on twenty-four hours to twenty-four hours operations performed by the staff members. All these discernible facets are different to one another in all three companies. DTP is the most advanced company with great ambiance, client oriented, and younger staff. Whereas other two companies were holding more traditional, Bureaucratic and procedure goaded civilizations. The DTP civilization perused to be more modern because it ‘s unconventional interior ornaments, procedures were engineering driven ( SAP, Oracle, Cisco etc. ) and the staff was extremely client oriented. And the squad coherence was really high where they acquire together more frequently in divisional parties and escapade trips.

Since DTP was holding the more dominant civilization they did non wanted to things to alter. They perceived the amalgamation as harmful consequence on their civilization. Further since the members were reshuffled they were frightened that squad spirit will be affected.

The 2nd bed of the civilization consists of shared values. As reflected above DTP ‘s values were really strong, they perused themselves as privileged holding selected as a member of DTP. For illustration most of the staff will have on the ID ticket where of all time their spell, for illustration they tend to demo their company ID even to a constabulary officer since they know that they will be allowed to go through in any cheque point every bit shortly as they see the DTP ID.

The staffs were good trained and professional. DTP has being awarded the figure one trade name in Sri Lanka in several occasions. On the other manus even though Employees of DTV and DBN were long functioning members and it seems that they did non had such strong set of shared values.

The 3rd bed of the civilization consists of common premises. All three companies believed themselves as superior administrations. Having being the figure one company in Sri Lanka DTP believed that they are far more superior. DBN was specialised in fixed communicating and they believed themselves to be superior ICT solution supplier. DTV was the lone satellite Television operator in Sri Lanka and they besides believed themselves as the figure one in the industry. Having perused to b far more superior to one another made it hard to set these three companies in to one organizational construction. All three companies believed that they should work as separate entities and they were better off working entirely.

Since the amalgamation all these different values and civilizations were put together. Hence it was at hand that a civilization has to be created through either Enhancing Sub Culture ( Ref ) or new civilization has to be evolved. Since most of the squad members were shuffled each SBU consist of all three different civilizations. Since the debut of the SBU concept the whole administration was scattered to smaller divisions. There were cultural mutual exclusivenesss which created batch of struggles within these SBU ‘s. Since the assignment of New COO all these different SBU ‘s were assigned under his supervising and he was able to stream line all the concern procedures and enforce KPI ‘s for all squads. With this new construction all the maps were centralised instead than different SBU ‘s working individually hence it enabled the administration to accomplish its nucleus aim of being a entire ICT supplier. Regardless of the failures of the initial administration restructure the new construction has being able to drive the administrations towards the its coveted aims.

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