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CULTURALLY
COMPATIBLE
HUMAN RESOURCE
STRATEGIES
(MB-08-12)
(MB-08-16)
(MB-08-06)
(MB-08-20)
(MB-08-61)
(MB-08-75)
(MB-08-33)
Iqra Khan
Sidra Ghazanfar
Zoya Chaudhry
Mianamir2009@gmail.com
Kokab Khalid
Mudassir Khalid
Sher Afghan
Faizan
REPORT SUBMISSION
PREFACE
This report reviews the Human Resource
Management (HRM) of Telenor, the second largest
telecom company in Pakistan. We give a brief
history of the company and tell about the
corporate human resource of Telenor primarily in
Pakistan. It put light on the culturally compatible
HR strategies of the organization around the
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CULTURE
“Culture is the customs and civilization of a particular people or
group”
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CULTURAL COMPATIBILITY
“It is the capability of different cultures to live together
harmoniously.”
HR STRATEGY:
HR STRATEGY:
HR STRATEGY:
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HR STRATEGY:
their own culture, not recognizing, even devaluing, cultures that are
different from their own. “If it works here, it’ll work anywhere,”
exemplifies the ethnocentric individual. Ethnocentric can play an
important role in preserving standards and uniformity across the
global corporation.
some of course did better, some worse out of this process. Whilst
those cultures in the mainstream of the flow of capitalism – those in
the West and, specifically, the United States – saw a sort of
standardized version of their cultures exported worldwide, it were
the cultures of the developing world that have been most
threatened. Thus the economic vulnerability of these non-western
cultures is assumed to be matched by a cultural vulnerability.
“We want one solution for the world rather than 54 country
solutions. We optimize at the company rather than the
country level.”
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2001).
Protocols followed.
CROSS_CULTURAL CONFLICTS:
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COLLECTIVISM/INDIVIDUALISM
COLLECTIVISM:
HR STRATEGIES
INDIVIDUALISM:
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less decisive
HR STRATEGIES
CONCLUSION
CASE STUDY: GERMAN INDUSTRIAL
INTERPRISES
A few years ago it was typical to give one’s subsidiaries a free rein
and send managers overseas from headquarters only. But today a
great deal depends on overcoming this one-way street and in looking
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“Do you have worldwide HR policies, that is, policies that apply to all
employees regardless of location?”
GLOBAL INTEGRATION :
Local Adaptation:
1) International Strategy:
2) Multinational Strategy:
Cross-border advantages of
standardization and learning are low.
Global Integration:
3) Global Strategy:
Advantages of standardization of
policies and practices.
Strong centralism.
4) Transnational Strategy:
CONCLUSION
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BUSINESS STRATEGY:
Innovation
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High quality
Low cost
GLOBALIZATION STRATEGY:
Market seeking
Asset seeking
HR STRATEGY:
HR challenges:
CONCLUSIONS
CULTURAL MISALIGNMENT
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IMPLEMENTING GLOBAL HR
STRATEGIES
"Top-level managers in many of today's leading corporations are
losing control of their companies. The problem is not that they have
misjudged the demands created by an increasingly complex
environment and an accelerating rate of environmental change, nor
even that they have failed to develop strategies appropriate to the
new challenges. The problem is that their companies are incapable
of carrying out the sophisticated strategies they have developed.
Over the past 20 years, strategic thinking has far outdistanced
organizational capabilities.
CROSS-CULTURAL COMPETENT HR
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EFFECTIVE HR STRATEGIES IN
GLOBALIZATION
RECRUITING, DEVELOPING AND RETAINING QUALIFIED
MANAGERS
REFERENCES
& Robert Doktor. 1986. From the Atlantic to the Pacific Century:
Cross-cultural management reviewed. Journal of Management, 12(2):
295-318.
Aulakh, P. S., Kotabe, M., & Teegen, H. 2000. Export strategies and
performance of firms from emerging economies: Evidence from Brazil,
Chile, Mexico. Academy of Management Journal 43: 342-361.
Barberis, N., Boycko, M., Shleifer, A., & Tsukanova, N. 1996. How
does privatization work: Evidence from the Russian shops. Journal of
Political Economy, 104: 764-790.
Evans, Doz, & Laurent, (1989) op. cit.; Andre Laurent "The Cross-
Cultural Puzzle of International Human Resource Management," Human
Resource Management, 25(l). 1986. 91-101;
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Hendryx, Steven R. 1986. The China trade: Making the deal work.
Harvard Business Review, 64(July/August): 75-84.
Khanna, T., & Palepu, K. 1997. Why focused strategies may be wrong
for emerging markets. Harvard Business Review, 75(4): 3-10.
Stross, Randall E. 1990. Bulls in the China shop, and other Sino-
American business encounters. New York: Pantheon Books.
Tse, David K., Katn-hon Lee, Ilan Vertinsky & Donald A. Wehrung.
1988. Does culture matter? A cross-cultural study of executives'
choice, decisiveness, and risk adjustment in international marketing.
Journal of Marketing, 52(October): 81-95.
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REPORT
ON
CULTURALLY COMPATIBLE
HUMAN RESOURCE (HR)
STRATEGIES
COMPANY PROFILE
Telenor Group
Telenor Pakistan
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VISION OF TELENOR
Make it Easy
We are practical. We don't complicate things. Everything we
produce should be easy to understand and use. Because we never
forget we're trying to make customers' lives easier.
Keep Promises
Everything we set out to do should work, or if it doesn't, we're here
to help. We're about delivery, not over promising, actions not words.
Be Inspiring
We are creative. We strive to bring energy to the things we do.
Everything we produce should look good, modern and fresh. We are
passionate about our business and customers.
Be Respectful
We acknowledge and respect local cultures. We do not impose one
formula worldwide. We want to be a part of local communities
wherever we operate. We believe loyalty has to be earned.
Technical
Customer operations
Finance
Human Resource
Marketing
VICE PRESIDENT
MANAGER
DIRECTOR
EXECUTIVE
ASSISTANT MANAGER
INTERNEES
hierarchy is as follows:-
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GLOBAL PRESENCE
Europe
Norway
Denmark
Sweden
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Finland
• Services: Broadband, TV
Hungary
• Companies: Pannon
Montenegro
• Services: Mobile
• Companies: Promonte
Serbia
Ukraine
• Services: Mobile
• Companies: Kyivstar
Russia
• Services: Mobile
• Companies: VimpelCom
Asia
Pakistan
• Services: Mobile
Bangladesh
• Services: Mobile
• Companies: Grameenphone
Thailand
• Services: Mobile
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• Companies: dtac
Malaysia
• Services: Mobile
• Companies: DiGi
The best way to see the cultural differences depicting in the work,
performance, perceptions, attitudes, behaviors and even statements
of HR of different nations, is to observe the views given by
themselves in their interviews. Following is such an interview that
was taken by two employees of Telenor relating to two different
cultures and two different nations.
• Company: DiGi
I am responsible for the sales in the central region of Malaysia, which is the
area around Kuala Lumpur. This region accounts for 50 percent of the total
sales in Malaysia. There are approximately 6000 dealers nationwide. I need
to make sure that all our 3000 dealers have enough supplies, that we reach
our sales targets and that our brand has a prominent position in the sales
outlets. I have weekly meetings with my sales staff to maintain the overview
and keep myself updated on new telecom product launches and promotion
efforts. I also am required travel to the other regions to get new impulses
and see what our competitors are doing.
Before, I worked for a telecom company that had a really strict hierarchy
and too many rules and regulations for my taste. So I wanted to find a new
job in the telecom industry. I had heard a lot of positive things about
Telenor, so when my current position became available – I applied and got
the job
It is fruitful to work with many skilled people and help them to reach their
goals. In addition, when good ideas are developed into strategies, it is very
interesting and challenging to execute it and see how it progresses.
Moreover, there are no barriers in DiGi as you get to voice out your opinions
and all suggestions are taken into account before plans are being formulated
It is a great atmosphere here, and our facilities are open and modern. We
are given the flexibility to work where we like, and manage our own time
We had a prepaid registration drive last 2 years and my team had to patrol
all dealers outlet in Central region at the last minute before midnight to
ensure we registered as many subs as possible. The next morning, had a
breakfast meeting with Johan (CEO) and committee for an update session
and planned on further action to execute. It was a truly remarkable
experience as I got to work with people of all levels to complete a simple yet
important task
This is my first position in Telenor, which I have had for three and a half
years now. Time passes really fast, and I feel that my career is developing
rapidly, especially due to the several development programs I get access to
through Telenor. I find that the financial workshops and leadership sessions
I have attended enables me to perform better in my job.
I like the responsibility and the challenges being a manager, so I would like
to develop myself further as a leader and take on bigger tasks in the future
I like to spend time with my wife and children. We often go on longer trips in
the weekends to go shopping, try new food and relax on the beach. Penang
Island is one of our favorite locations.
The job I have now does not differ much from the one I had before. Just as
in Serbia, we start the day summing up recent events and news stories.
Then, we plan forthcoming activities. I still write articles and stories for our
intranet portal, which is something I enjoy doing. Besides that, I am involved
in the development of the new intranet, which will be used by tens of
thousands of employees worldwide. Being even a small piece of the puzzle in
a complex project like that is exciting.
I have been in the telecommunications sector for over 10 years now, and
tried several interesting jobs. My first position with Telenor was also my
first role as a manager and an important opportunity for me. The job I was
doing there brought me to Norway, where I now have the chance to continue
working within my profession and at the same time learn how things look and
work from a different perspective.
When I started to work with Telenor in Serbia, we had just moved into a
new building, located in the new part of Belgrade. Our Belgrade offices have
a cool, modern design. Everyone enjoyed the benefits that make it an
attractive place to work, such as free refreshments and massage chairs.
Now, I know the concept is the same here, in Norway. The Telenor
headquarters – just outside Oslo - at Fornebu, has an incredible position just
by the sea. The view over the fjord is different from the grey urban
landscapes I was used to. I also admire the Telenor art collection, both here
and in Belgrade.
Colleagues are the most important part of any work environment. I miss my
colleagues in Serbia, our discussions about work, but also the time we spent
together out of the office. Still, I am forming new friendships and getting
to know new people in Norway. Although there is a similar work culture
across Telenor, there are differences in our native cultures that make
working together interesting, sometimes challenging, but certainly enriching
for all of us. Working and living in another country and a new environment,
enables me to develop not only professionally, but also as a person.
I was part of the committee responsible for planning and organizing our one-
year anniversary in Serbia in 2007. It was a big event with activities for
both employees with families, as well as external partners and others
interested in celebrating this milestone. We had an outdoor party with a live
DJ, puppet theatre for the children, sports activities, and a lot more. It was
a great success! Everyone loved it.
OBSERVED DIFFERENCES
OBSERVED SIMILARITIES
RECRUITMENT:
GENERAL SET-UP
TRAINING
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JOB DUTIES
CULTURAL COMPATIBILITY
CONFLICT RESOLUTION
CHALLENGES
CONCLUSION
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