Robi axiata limited

1. Group-10
Submitted by:
Muntasir Mamun chowdhury 1010471030
MD.Shah Ahsan 1010762030
Iffat Hossain 1010081030

2. Presentation
On
Chapter-17
Organizational Culture
Of
Robi Axiata Limited

3. Introduction
• A system of shared meaning held by members that
distinguishes the organization from other
organization.
• Organizational culture is generally accepted to be a
holistic and multidimensional concept that is
historically determined and socially constructed.

4. Categories of Organizational Culture
Normative Culture: 1. perceived to portray a high standard of business ethics.
2.norms and procedures of the organization are predefined.
2. rules and regulations are set as per the existing guidelines.
Pragmatic Culture: 1. more emphasis is placed on the clients and the external parties.
2. Customer satisfaction is the main motive of the employees.
3. Every employee strives hard to satisfy his clients .
Academy Culture: 1. organization provides an environment for the development.
2. employees are highly skilled.
3. follow this culture by hiring skilled individuals.
Baseball team Culture: 1. considers the employees as the most treasured possession.
2. the employees are 'free agents', and are highly prized.
3. considerable amount of risk attached to this culture

5. Categories of Organizational Culture
Club culture:1. individuals are hired as per their specialization, educational
qualification and interests.
2. very particular about the employees.
Process Culture: 1. The employees abide by the rules and regulations.
2. work according to the ideologies of the workplace.
3. All government organizations follow such a culture.
Fortress Culture: 1. employees are not very sure about their career and
longevity.
2. organization undergoes massive changes.
3. Stock broking industries follow such a culture.

6. Elements of Organizational Culture:
Core Beliefs: Foundation of all organizational cultures.
2. Set of beliefs makes the organization successful and unsuccessful.
3. Developed over time and through experience.
Values: 1. have strong positive and negative emotions associate with them.
2. positive emotions are expressed as values.
3. holds a promise of success
Fears: 1.Every core belief has an associated fear.
Normative Behaviors: Values and fears form the boundaries of normative behaviors.
Infrastructure:1. Institutionalized in the organization's infrastructure.
2. Establishes roles, rules and structure to support the Core Beliefs.

7. Organizational culture and strategic management
Culture has long been on the agenda of management theorists. Culture change
must mean changing the corporate ethos, the images and values that inform action
and this new way of understanding organizational life must be brought into the
management process. There are a number of central aspects of culture:
• There is an evaluative element involving social expectations and standards;
the values and beliefs that people hold central and that bind organizational groups.
• Culture is also a set of more material elements or artifacts. These are the signs
and symbols that the organization is recognized by but they are also the events,
behaviors and people that embody culture.
• The medium of culture is social interaction, the web of communications that
constitute a community. Here a shared language is particularly important in
expressing and signifying a distinctive organizational culture.

8. Culture and the management of change
If real change is to occur in organizations rather than cosmetic or short – lived
change, it has to happen at the cultural level. Corporate culture has many
powerful attractions as a lever for change. The problem is how to get a hand
on the lever.
• Firstly, cultures can be explicitly created –we have to be aware of what it
takes to change an existing culture.
• Culture is frequently counterpoised to formal rationality .
• Culture helps to resolve the dilemma of bureaucracy.
• The ability of companies to be culturally innovative is related to leadership
and top management must be responsible for building strong cultures.
• Leaders construct the social reality of the organization, they shape values
and attend to the drama and vision of the organization.
• formal procedures are necessary for business integrity but they also stifle
autonomy and innovation.

9. Functions of Organizational Culture
• Cooperation - by providing shared values, culture
may enhance goodwill and mutual trust,
encouraging cooperation
• Decision Making - shared beliefs gives members a
consistent set of basic assumptions which may
lead to a more efficient decision-making process
due to fewer disagreements
• Perception - what an individual sees is
conditioned by what others sharing the same
experience say they are seeing

10. Continued
• Communication - culture reduces communication
problems in two ways: 1. no need to communicate in
matters for which shared assumption already exist
(things go without saying) 2. shared assumptions
provide guidelines and cues to help interpret messages
that are received
• Commitment - strong cultures foster strong
identification which causes commitment
• Justification of behavior - culture helps organization
members make sense of their behavior by providing
justification for it.

11. Problems of Organizational Culture
• communication problems
• ego clashes
• inter-group conflicts

12. Prospects of Organizational Culture
• Competitive edge from innovation and customer service
• Consistent, efficient employee performance
• Team cohesiveness
• High employee morale
• Strong company alignment towards goal achievement

13. •Launched Brand Aktel Nov 97
•Re-Branded as Mar 10
•Network reach by population 96%
•Human capital 1700
•Organization transformation
•Employee engagement level 74%
Robi Axiata Limited

14. Logo and visual language
Robi brings the first gleam of light that
shows us the day, a symbol of harvest
that brings smile on the faces of farmers
We aim to develop an emotional link
with the culture and roots of this
nation

15. What Organizational Culture means at Robi
A set of shared beliefs, truths, assumptions, and values that
operate the organization
• How things are done around here
• Reflects underlying assumptions about the way work is
performed here
• What is acceptable and not acceptable here
• What behaviour and actions are encouraged or discouraged

16. Purpose and values
• We are there for you, where you want and
in the way you want, in order to help you
develop, grow and make the most of your
lives through our services.
Empowering You
• Passionate, Creative, Respectful, and OpenEmotional
• Simple, Ethical, Transparent, OwnershipFunctional

17. Organizational
pride
Ambition
towards being
the best
Constant
review of
profits and
costs
Quality
leadership
Obvious
teamwork and
communication
Characteristics of Robi’s Organizational
Culture

18. Continued
Employee
relationships
Client and
customer
relations
Cutting edge
thinking
developmental
programs
Honesty and
safety

19. What Robi do to promote Organizational
Culture
Robi Believes in Open Communication culture
Organize events to promote culture

20. Robi Believes in Open Communication
culture
QBU
Meet the
CEO
CXO’s
Online
Chat
CXO’s Blog

21. Organize events to promote culture
Organize annual family day Organize programs for the
family members of Robi
employee

22. Conclusion
In organization life, organizational culture is important parcel and
part of it. Organizational culture includes habits, values and
traditions on how things used to be done and how it’s going to
be done in future, through this organization working method and
identity can be symbolized. It is naturally born inside the
organization, but outside factor can influenced it very much. It is
unavoidable to deal organization culture, and administration
knowledge is dominant value in formative the performance and
strength of organization all together, particularly for appropriate
actions and its appropriate decision

23. Thank You...
Any Question???