Importance of Management
Roles in small and large Firms:
Roles in small and large Firms:
 |
 |
|
Functions |
Theoretical Part |
Practical Part |
Lack |
|
Planning |
30% |
35% |
-5% |
|
Organizing |
30% |
33% |
-3% |
|
Leading |
28% |
18% |
10% |
|
Controlling |
12% |
14% |
-20% |
 |
 |
|
Functions |
Theoretical Part |
Practical Part |
Lack |
|
Planning |
20% |
21% |
-1% |
|
Organizing |
30% |
37% |
-7% |
|
Leading |
35% |
32% |
3% |
|
Controlling |
15% |
10% |
5% |
 |
|
Functions |
Theoretical Part |
Practical Part |
Lack |
|
Planning |
17% |
17% |
0 % |
|
Organizing |
20% |
20% |
0 % |
|
Leading |
55% |
54% |
10 % |
|
Controlling |
8% |
9% |
-1 % |
 |
|
Functions |
Theoretical Part |
Practical Part |
Lack |
|
Planning |
17% |
17% |
0 % |
|
Organizing |
20% |
20% |
0 % |
|
Leading |
55% |
54% |
10 % |
|
Controlling |
8% |
9% |
-1 % |
|
Roles |
Theoretical Part |
Practical Part |
Lack |
|
Leadership |
100% |
90% |
10 % |
|
Liaison |
100% |
95% |
05 % |
|
Monitoring |
100% |
100% |
0 % |
|
Informational |
100% |
85% |
15 % |
|
Decisional |
100% |
90% |
10% |
|
Spokesperson |
100% |
95% |
05% |
Importance of
Managerial Roles in small and large Firms
Managerial Roles in small and large Firms
History & Background
On September 2nd 2004, Orascom Telecom has purchased 100%
of the shares of Sheba Telecom in Bangladesh. Sheba Telecom holds a nationwide
GSM license and operates a network serving approximately 60,000 subscribers
primarily in and around Dhaka, Chittagong and Sylhet.
of the shares of Sheba Telecom in Bangladesh. Sheba Telecom holds a nationwide
GSM license and operates a network serving approximately 60,000 subscribers
primarily in and around Dhaka, Chittagong and Sylhet.
On October 20th 2004, Chairman and CEO of Orascom Telecom,
Mr. Naguib Sawiris as well as the executives of the company have announced the
re-branding of Sheba Telecom into Banglalink™ and the actual purchase of the
shares.
Mr. Naguib Sawiris as well as the executives of the company have announced the
re-branding of Sheba Telecom into Banglalink™ and the actual purchase of the
shares.
On
February 10th 2005, Orascom Telecom announced the launch of GSM mobile services
in Bangladesh. Banglalink offered different attractive pricing plans from its
newly launched prepaid service, which came in addition to its already available
postpaid monthly service. A great presentation was done by Mr. Lars P. Reichelt
CEO of Banglalink after which reporters were impressed by the offers.
February 10th 2005, Orascom Telecom announced the launch of GSM mobile services
in Bangladesh. Banglalink offered different attractive pricing plans from its
newly launched prepaid service, which came in addition to its already available
postpaid monthly service. A great presentation was done by Mr. Lars P. Reichelt
CEO of Banglalink after which reporters were impressed by the offers.
The
operation in Bangladesh will further enhance Orascom Telecom’s growth and
leadership in mobile services. OTH intends to remain the leading emerging
markets mobile services operator with a primary focus on investing in and
developing core GSM operations in Algeria, Bangladesh, Egypt, and Iraq
operation in Bangladesh will further enhance Orascom Telecom’s growth and
leadership in mobile services. OTH intends to remain the leading emerging
markets mobile services operator with a primary focus on investing in and
developing core GSM operations in Algeria, Bangladesh, Egypt, and Iraq
The managerial hierarchy of
Banglalink
GSM Telecom Company
GSM Telecom Company
Top-level
managers,
managers,
In management Banglalink group top-level managers are
1. CEO
2. Functional manager
3. Operational manager
Mid-level managers:
1. Human resource
manager
manager
2. Program manager
3. Administrative
manager
manager
Lower level Managers:
1. Marketing manager
2. Sales manager
3. It and billing
manager
manager
4. Excess network
manager
manager
5. Senior commercial
executive
executive
6. Distribution manager
7. Customer relation
officer
officer
8. Contact manager
9. Operation &
maintenance manager
maintenance manager
10. Transport manager
Roles of Mangers in Banglalink Telecom Company
I
found in Banglalink Telecom Company they are maintaining these roles, which are
listed down below.
found in Banglalink Telecom Company they are maintaining these roles, which are
listed down below.
Leadership roles:
Banglalink
Telecom Company has more control on leadership. Once upon a time they were no
able to maintain the law of leading, but now they achive leadership role to
establish their company as a running position. They maintain 95% leadership
role.
Telecom Company has more control on leadership. Once upon a time they were no
able to maintain the law of leading, but now they achive leadership role to
establish their company as a running position. They maintain 95% leadership
role.
The
motivation and activation of subordinates are more satisfactory and Banglalink
Telecom Company most important roles based on staffing and associated duties.
motivation and activation of subordinates are more satisfactory and Banglalink
Telecom Company most important roles based on staffing and associated duties.
Figure: Leadership role on Banglalink
Liaison Roles:
In
Banglalink Telecom Company Liaison role is another important part of their
organization, by following this role they able to made connection between tops
to bottom.
Banglalink Telecom Company Liaison role is another important part of their
organization, by following this role they able to made connection between tops
to bottom.
In
our visiting organization concentrate on Acknowledging mail; doing external
board work; performing other activities that involve outsiders.
our visiting organization concentrate on Acknowledging mail; doing external
board work; performing other activities that involve outsiders.
Banglalink
Telecom Company maintain in 95% Liaison role
Telecom Company maintain in 95% Liaison role
Figure: Liaison
roles
on Banglalink
roles
on Banglalink
Monitoring
Roles:
Roles:
Thus,
the three informational roles are primarily concerned with the managerial
decisions. Monitoring is one of them. In the monitoring role, the managers of
Banglalink Telecom Company received and collection information.
the three informational roles are primarily concerned with the managerial
decisions. Monitoring is one of them. In the monitoring role, the managers of
Banglalink Telecom Company received and collection information.
Banglalink
Telecom Company concentrate on seeking and receiving wide variety of special
information to develop thorough understanding of organization and environment;
emerges as nerve center of internal and external information about the
organization.
Telecom Company concentrate on seeking and receiving wide variety of special
information to develop thorough understanding of organization and environment;
emerges as nerve center of internal and external information about the
organization.
The
percentage of monitoring in Banglalink Telecom Company 100%
percentage of monitoring in Banglalink Telecom Company 100%
Spokesperson
roles:
roles:
Spokesperson
role is another part in Banglalink Telecom Company; the namager of Banglalink
Telecom Company are very much involved in spokesperson role.
role is another part in Banglalink Telecom Company; the namager of Banglalink
Telecom Company are very much involved in spokesperson role.
Banglalink
Telecom Company mixed up transmits information to outsiders on organization’s
plans, Policies, actions, results, etc. serves as expert on organization’s
industry. The percentage of spokesperson role is 95% Banglalink Telecom
Company.
Telecom Company mixed up transmits information to outsiders on organization’s
plans, Policies, actions, results, etc. serves as expert on organization’s
industry. The percentage of spokesperson role is 95% Banglalink Telecom
Company.
Figure: Spokesperson
roles on Banglalink
roles on Banglalink
Informational Roles:
As
a multinational Group Banglalink Telecom Company makes link with modern
technology so it is essential for that to cope with informational roles. Its
helps their managerial works smoothly.
a multinational Group Banglalink Telecom Company makes link with modern
technology so it is essential for that to cope with informational roles. Its
helps their managerial works smoothly.
In
Banglalink Telecom Company all managers, has to follow some important degree
which fulfill with informational roles, receiving and collecting information
from other organizations and institutions outside their own organization.
Banglalink Telecom Company all managers, has to follow some important degree
which fulfill with informational roles, receiving and collecting information
from other organizations and institutions outside their own organization.
Banglalink
Telecom Company following 85% informational roles.
Telecom Company following 85% informational roles.
Figure: Informational
Roles on Banglalink
Roles on Banglalink
Decisional Roles:
Disturbance Handler managers take corrective
action in response to previously unforeseen problems. Banglalink Telecom
Company desisional role is 90%
action in response to previously unforeseen problems. Banglalink Telecom
Company desisional role is 90%
Figure: Decisional Roles on Banglalink
Responsibilities of
managers at different level of
managers at different level of
Banglalink Telecom
Company
Company
CEO
The
major duties of CEO of Banglalink Telecom Company is that, he spends his time
in decision making as well as planning in carrying out organization goals.
Actually he is a decision-maker and controlling all process.
major duties of CEO of Banglalink Telecom Company is that, he spends his time
in decision making as well as planning in carrying out organization goals.
Actually he is a decision-maker and controlling all process.
Top
Level
Level
The
major duties of top level managers of Banglalink Telecom Company are spending
more time to set planning, organizing and controlling rather than mid level,
and lower level managers. But they are also spending their time in leading but
it is less than first line or mid level managers.
major duties of top level managers of Banglalink Telecom Company are spending
more time to set planning, organizing and controlling rather than mid level,
and lower level managers. But they are also spending their time in leading but
it is less than first line or mid level managers.
Mid
Level
Level
The
mid level managers of Banglalink Telecom Company are spending their time in
carrying out organizational goals in planning, organizing, and controlling as
well as leading. But in leading functions their contribution is less than
planning, organizing or controlling
mid level managers of Banglalink Telecom Company are spending their time in
carrying out organizational goals in planning, organizing, and controlling as
well as leading. But in leading functions their contribution is less than
planning, organizing or controlling
First Level
First
level managers are spending their time in leading. But they have a contribution
in planning, organizing, and controlling but it is less than top or mid level
managers.
level managers are spending their time in leading. But they have a contribution
in planning, organizing, and controlling but it is less than top or mid level
managers.
Operatives level managers
Actually
they do the fieldwork. They can’t interfere in planning, organizing or
controlling, but they have to pay contribution in leading, but not so much
contribution. They also research market.
they do the fieldwork. They can’t interfere in planning, organizing or
controlling, but they have to pay contribution in leading, but not so much
contribution. They also research market.
Distribution of per functions by organizational
levels in
levels in
Banglalink Telecom
Company
Company
Figure:
Top level manager’s functions in Banglalink telecom company
Top level manager’s functions in Banglalink telecom company
Figure: Min-level
manager’s functions in Banglalink telecom company
manager’s functions in Banglalink telecom company
Figure: Lower
level manager’s functions in Banglalink telecom company
level manager’s functions in Banglalink telecom company
Comparison
between organizational
between organizational
Hierarchy
Analysis
In
theoretical part we see that there are three basically three levels of
managers, which are top-level managers, mid-level managers, and first line
level managers, but in practical part we see that there are four levels. I.e.
CEO top-level managers, mid-level managers, lower level managers, as well as
operatives level managers. We know that in big organization there are basically
four levels of managers.
theoretical part we see that there are three basically three levels of
managers, which are top-level managers, mid-level managers, and first line
level managers, but in practical part we see that there are four levels. I.e.
CEO top-level managers, mid-level managers, lower level managers, as well as
operatives level managers. We know that in big organization there are basically
four levels of managers.
Comparison between
theoretical part and practical part in time spent in carrying out
organizational goals
theoretical part and practical part in time spent in carrying out
organizational goals
Top-Level Managers part
Figure:
Top level manager’s functions in Banglalink telecom company
Top level manager’s functions in Banglalink telecom company
Figure: Top-level
manager’s functions in Banglalink telecom company
manager’s functions in Banglalink telecom company
Analysis:
In
theoretical part we see that the top-level managers pay contribution in
planning 30%, Organizing 30%, Leading 28% and Controlling 12%. But in practical
part top-level managers pay contribution in Planning 35%, Controlling 14%
leading 18%, and organizing 33%.
theoretical part we see that the top-level managers pay contribution in
planning 30%, Organizing 30%, Leading 28% and Controlling 12%. But in practical
part top-level managers pay contribution in Planning 35%, Controlling 14%
leading 18%, and organizing 33%.
Table analysis:
Comparison between
theoretical part and practical part in time spent in carrying out
organizational goals
theoretical part and practical part in time spent in carrying out
organizational goals
Mid-Level Managers part
Figure: Mid
level manager’s functions in Banglalink telecom company
level manager’s functions in Banglalink telecom company
Figure: Mid
level manager’s functions in Banglalink telecom company
level manager’s functions in Banglalink telecom company
Analysis:
In
theoretical part we see that the Mid-level managers pay contribution in
planning 20%, Organizing 30%, Leading 35% and Controlling 15%. But in practical
part Mid-level managers pay contribution in Planning 21%, Controlling 10%
leading 32%, and organizing 37%.
theoretical part we see that the Mid-level managers pay contribution in
planning 20%, Organizing 30%, Leading 35% and Controlling 15%. But in practical
part Mid-level managers pay contribution in Planning 21%, Controlling 10%
leading 32%, and organizing 37%.
Table
analysis:
analysis:
Comparison between
theoretical part and practical part in time spent in carrying out
organizational goals
theoretical part and practical part in time spent in carrying out
organizational goals
First line-Level
Managers part
Managers part
Figure:
First level manager’s functions in Banglalink telecom company
First level manager’s functions in Banglalink telecom company
Analysis:
In
theoretical part we see that the First-level managers pay contribution in
planning 17%, Organizing 20%, Leading 55% and Controlling 8%. But in practical
part Mid-level managers pay contribution in Planning 17%, Controlling 9%
leading 54%, and organizing 20%.
theoretical part we see that the First-level managers pay contribution in
planning 17%, Organizing 20%, Leading 55% and Controlling 8%. But in practical
part Mid-level managers pay contribution in Planning 17%, Controlling 9%
leading 54%, and organizing 20%.
Table
analysis:
analysis:
Figure: First
level manager’s functions in Banglalink telecom company
level manager’s functions in Banglalink telecom company
Analysis:
In
theoretical part we see that the First-level managers pay contribution in
planning 17%, Organizing 20%, Leading 55% and Controlling 8%. But in practical
part Mid-level managers pay contribution in Planning 17%, Controlling 9%
leading 54%, and organizing 20%.
theoretical part we see that the First-level managers pay contribution in
planning 17%, Organizing 20%, Leading 55% and Controlling 8%. But in practical
part Mid-level managers pay contribution in Planning 17%, Controlling 9%
leading 54%, and organizing 20%.
Table analysis:
Comparison and contrast
between theoretical and
between theoretical and
Practical
(According to Mintzberg
roles)
roles)
Table analysis
Recommendation
on Phase III: According to our opinion BanglaLink Telecom Company is doing
their business well. Some parts they are closely related with theoretical
concept and some part they have lack. But over all their performance is
satisfied.
on Phase III: According to our opinion BanglaLink Telecom Company is doing
their business well. Some parts they are closely related with theoretical
concept and some part they have lack. But over all their performance is
satisfied.
Conclusion:
Management
is the process of designing and maintaining an environment for the purpose of
efficiency accomplished selected aims. One of the most important human
activities is managing. For that reason all managers’ carry out managerial
functions, roles and responsibilities. Managerial functions, roles and
responsibilities. Managers are changed with the responsibilities of taking
actions that will make him possible, for individuals to make him possible, for
individuals to make their best contributions to group objectives. Good managers
listen more than talk. They have a good sense of humor that can be used good
managers as a powerful tool. they take their jobs seriously by maintaining the
roles and responsibility of their perspe4ctive organization. Thus managing a
nuclear power plant in different from managing levels. Finally we can easily
distinguish about the special purpose of the project report, which promotes
excellence among all levels in organization, especially among managers aspiring
managers and other professionals.
is the process of designing and maintaining an environment for the purpose of
efficiency accomplished selected aims. One of the most important human
activities is managing. For that reason all managers’ carry out managerial
functions, roles and responsibilities. Managerial functions, roles and
responsibilities. Managers are changed with the responsibilities of taking
actions that will make him possible, for individuals to make him possible, for
individuals to make their best contributions to group objectives. Good managers
listen more than talk. They have a good sense of humor that can be used good
managers as a powerful tool. they take their jobs seriously by maintaining the
roles and responsibility of their perspe4ctive organization. Thus managing a
nuclear power plant in different from managing levels. Finally we can easily
distinguish about the special purpose of the project report, which promotes
excellence among all levels in organization, especially among managers aspiring
managers and other professionals.
Recommendation:
A
solid grounding in management is essential to successfully siding today’s large
of small, profit or not-for profit organizations through rapidly changing
times. From the theory, research and practice we find similarity between our
visiting organizations and also found some contrast. But most of the parts of
the reports are similar like theoretical study. In some place we find lack,
which can be negligible. If we identify the Banglalink Gsm Telecom Co. in terms of managerial value as 100% but
there achievement found 85% that is excellent and acceptable. And they have a
long periodical experience in Telecommunication Business sides. So, we think,
though they have some contrast but they could all try to remove there lack age
to over come from the present situation.
solid grounding in management is essential to successfully siding today’s large
of small, profit or not-for profit organizations through rapidly changing
times. From the theory, research and practice we find similarity between our
visiting organizations and also found some contrast. But most of the parts of
the reports are similar like theoretical study. In some place we find lack,
which can be negligible. If we identify the Banglalink Gsm Telecom Co. in terms of managerial value as 100% but
there achievement found 85% that is excellent and acceptable. And they have a
long periodical experience in Telecommunication Business sides. So, we think,
though they have some contrast but they could all try to remove there lack age
to over come from the present situation.
