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2.0 Company Overview

Banglalink is the second largest cellular service provider in Bangladesh. As of August, 2008,
Banglalink has a subscriber base of more than 10 million. It is a wholly owned subsidiary of
Orascom Telecom.
Banglalink had 1.03 million connections until December, 2005. The number of Banglalink
users increased by more than 253 per cent and stood at 3.64 million at the end of 2006,
making it the fastest growing operator in the world of that year.
In August, 2006, Banglalink became the first company to provide free incoming calls from
BTTB for both postpaid and prepaid connections.

2.1 History of the Organization

Sheba Telecom (Pvt.) Ltd. was granted license in 1989 to operate in the rural areas of 199
upazilas and later they were also allowed to extend to cellular mobile radio-telephone
services.
In July, 2004, it was reported that Orascom Telecom is set to purchase through a hush-hush
deal the Malaysian stakes in Sheba Telecom, as it had failed to tap the business potentials in
Bangladesh mainly due to a chronic feud between its Malaysian and Bangladeshi partners. An
agreement was reached with Orascom worth $25 million was finalized in secret. The pact has
been kept secret for legal reasons, considering financial fallout and because of the feud.
The main reason for the undercover dealing was because the existing joint venture agreement
between the Bangladeshi and the Malaysian partners dictates that if any party sells its Sheba
shares, the other party will enjoy the first right to buy that.
Integrated Services Ltd (ISL), the Bangladeshi partner, was being officially shown as
purchasing the shares held by Technology Resources Industries (TRI) of Malaysia for $15
million. ISL then paid another $10 million to Standard Chartered Bank to settle Shebas
liabilities. Sheba had a base 59,000 users, of whom 49,000 were regular when it was sold.
In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba
Telecom (Pvt.) Limited (Sheba). It was acquired for US$ 60 million and re-branded and

launched its services under Banglalink in February, 2005. Banglalinks license is a

nationwide 15-year GSM license and will expire in November, 2011.
In March, 2008, Sheba Telecom (Pvt.) Limited changed its name as Orascom Telecom
Bangladesh Limited, matching its parent company name.

2.2 Vision, Mission

Vision
Banglalink understands peoples needs best and will create and deliver appropriate
communication services to improve peoples life and make it easier.
Mission
To deliver optimum value to

Customers
Employees
Attract and retain quality human resource.
Firm commitment to the society and the growth of national economy while ensuring
good Corporate Governance

2.3 Present Scenario

Definitely there is no justification brooding on the past unless we utilize that experience inthe
further course of time. Lets try to find out the present standing of Banglalink.

Subscriber Base: At present there around 1,00,00,000 subscriber of Banglalink.

Among them there are 850,000 prepaid and 24450 postpaid and 20,287 PCO

subscribers.
Customer Care: There are lots of customer cares of Banglalink situated on Dhaka,
Mymemshing, Barisal, Khulna, Bogra, Chittagong, Uttara, Faridpur, Sylhet, Rajshahi
and Comilla.

3.0 Literature Review

Leadership is the process of influencing and supporting others to work enthusiastically

toward achieving objectives. It is the critical factor that helps individuals or a group identify
its goals and then motivates and assists in achieving the stated goals. The three important
elements in the definition are influence / support, voluntary effort, and goal achievement.
Leadership then is the catalyst that transforms potentials into reality. The primary role of a
leader is to influence others to voluntarily seek defined objectives (preferably with
enthusiasm). Leadership styles represent a consistent combination of philosophy, skills, traits
and attitudes that are exhibited in a person behavior.
Positive leaders emphasize rewards. Negative leaders emphasize on threats, fear, harshness
and penalties.
The way in which a leader uses power also establishes a type of style. Each style autocratic,
consultative and participative- has it benefits and limitation.
Autocratic leaders centralize power and decision making in them. They structure the
complete work situation for their employees, who are expected to do what they are told and
not think for themselves. The leaders take full authority and assume full responsibility.
Autocratic; leadership typically is negative, based on threats and punishments but it can
appear to be positive as demonstrated by the benevolent autocrat who chooses to give some
rewards to employees.
Consultative leaders approach one or more employees and ask them for inputs prior to
making a decision. These leaders may then choose to use or ignore the information and
advice received, however. If the inputs are seen as used, employee are likely to fill as though
they had a positive impact, if the inputs are consistently rejected employees are likely to feel
that their time has been wasted.
Participative leaders clearly decentralize authority. Participative decisions are not unilateral,
as with the autocrat, because they use inputs from followers and participation by them. The
leaders and groups are acting as social unit. Employees are informed about conditions
affecting their jobs and encouraged to express their ideas, make suggestions and take actions.

4.0 Current Position

Name of the Person

Hosne Ara Hoque

Company
Banglalink

Current position
RA Assistant Manager and Officer In-Charge for LIC
Government Relation & Regulation Affairs

Headquarters
Tigers Den house 4(SW)
Bir Uttam Mir Shawkat Sharak, Gulshan 1, Dhaka-1212

5.0 Analysis

5.1 Leadership
The Nature of Leadership
Leadership quality is a prime factor to motivate employees. Managers at Banglalink
effectively influence their employees by their supreme leadership quality.

The Key to Leadership

Manager practices a number of powers to motivate employees behavior and gets them to act
in a certain way. Legitimate power is distributed by the superiors to every level of employees
up to a certain level. Every employee does not have reward power at Banglalink. Only the top
manager posses this power. A reward giving committee is set to distribute rewards. They use
performance appraisals and employees contribution to achieve organizational goal. Almost
all levels of employees have the power to complain and on the basis of the complain
punishment is given. By this way coercive power is used. Special knowledge, skills and
expertise often help managers at Banglalink to preside over other employees. Coworkers
respect admiration and loyalty has a very high impact to increase leadership quality of the
managers at Banglalink.

Applicable Theories of Leadership

At Banglalink the manager emphasize on certain traits and personal characteristics, for
example listening power, intelligence, self-confidence tolerance for stress, maturity, integrity
and honesty to effective leadership. Initiating structure is regarded more useful then
consideration to lead employees of Banglalink. Previous country manager used to emphasize
on trust, respects, and cared about subordinates. But the present country manager gives
importance both on consideration and initiating structure.
Every employee of Banglalink from top to bottom feels that his or her job is important for the
organization as well as themselves. This realization motivates the employees to work harder
for the betterment of the organization. So transformation leadership is appreciated at
Banglalink. High performance is appreciated at Banglalink by giving attractive rewards. A
reward giving ceremony is held abroad which is very enchanting. The Sales Person of the
Year and The Employee of the Year are two attractive rewards given to the employees of
Banglalink.

Leadership Style

Directive Leadership
In the directive style, co-intelligent leaders look more like traditional leaders, actively
generating the structures, activities, attitudes, conditions, lessons, etc., they deem necessary to
initiate co-intelligence in the system. If they are in charge, they may mandate such changes.
Other directive strategies include demanding, urging, advising, and training, suggesting and
explicitly modeling desirable behaviors. The least extreme form of defectiveness is a
management style that solicits lots of input before, during and after issuing its directives. The
most extreme legitimate form of defectiveness is controlling force or domination, which may
be considered co-intelligent to the extent it is a) required for emergency survival, b)
temporary, c) answerable to those over whom it is exercised or to the larger community that
includes them and/or d) it impedes dominating forces that suppress diversity or creative
participation in the system (for example, a CEO firing an oppressive manager). In order not
to impede subsequent co-intelligence, incidents in which force has been used need to be
processed -- examined, explored, understood and emotionally discharged -- to remove the
inevitable toxic traces force leaves behind.

Supportive Leadership
Supportive leadership is a reference to a particular leadership style for business. As
management styles became more complex in the 1970s and 1980s, theories began to develop.
Businesses started looking not only at the techniques of management but at the different types
of leaders found in business and what categories those leaders fell into. By the 1990s,

concepts such as supportive leadership had become widely accepted. Supportive leadership is
a naturally organic and emotionally sensitive style; like other styles, it is especially useful in
certain circumstances, but the company must adopt a culture that encourages such styles for
them to be effective.

Participative Leadership
Leaders interact with other participants as peers to see what they can discover and create
together. To the extent there is any "strategy" at this level, it is that of implicit modeling, of
simply being the change the leaders want in others. In a sense, everyone in a truly cointelligent system leads in this way by co-creating a group field which influences everyone in
it to be and behave in co-intelligent ways, more and more, as the system feeds co-intelligence
back into itself. In participatory mode, everyone in the group leads according to their
competence, insight, experience, or passion in ways that others can and do honor and follow.
Such co-leadership and co-followership are shared by all in co-intelligent partnership.

Achievement-oriented Leadership
In achievement-oriented leadership challenging goals are set, high performance is expected
and management has a high level of confidence in the employee's ability to achieve the goals.
This style of leadership is well suited for quarterbacks to use on other team members.

Findings
Banglalink follows participative leadership style. There is a supportive work in environment.
The employees of this organization can provide their opinions that are evaluated by the top
managers with importance. The organization provides an optimal level of job freedom
towards the employees corresponding to their work, so the employees can make decisions of
their respective works. This leadership style is the key component of their success within a
short time period and in a very competitive telecom market in Bangladesh.
Participation is the mental and emotional involvement of people in group situations that
encourages them to contribute to group goals and share responsibility for them. This
definition entails three important ideas:

Involvement

Contribution

Responsibility

Participative managers consult with their employees, bringing them in on problems and
decisions so that they work together as a team. The managers are not autocrats, but neither
are the managers who abandon their management responsibilities. Participative managers still
retain ultimate responsibility for the operation of their units, but they have learned to share
operating responsibility with those who perform the work. The result is that employees feel a
sense of involvement in group goals.

5.2 Motivation
The nature of Motivation
Extrinsic Motivation
Banglalink takes a number of efforts to motivate their employees extrinsically. They often set
tours. Its training and development programs are filled with charms and enjoyments; they
grow deliberation towards the tasks the employees perform at Banglalink. It also gives
awards - The Salesman of the Year and The Employee of the Year. Seventeen awarded
employees from every regional area gather in a reward giving ceremony abroad. They are
also given promotions or given a pay rise. These factors highly motivate the employees.
Intrinsic Motivation
Employees at Banglaink claim themselves to be self-motivated. Their primary requirement to
be a worker at Banglalink is to be loyal to their job. Intrinsic motivation often helps them to
be an effective employee.

Applicable Motivational Theory

Expectancy theory is followed at Banglalink. Perception about the result of the effort is often
a basic concern of the employees. This is a common expectancy. One who provides more or
better service gets more increment or bonus. So instrumentality is a higher priority here.
Managers at Banglalink are also concerned of which employee desires for which outcome.
This is valence according to expectancy theory. Indirectly Need theory is followed at
Banglalink. Managers care about the various levels of needs of the employees. Equity theory
is also followed. The goals set by the country office are very high and very difficult to

achieve. These difficult, high goals motivate the employees to contribute more inputs to their
jobs. These specific, difficult goals also affect motivation by helping the employees focus
their inputs in the right direction. So Goal Setting theory is followed by Banglalink.

Pay and Motivation

Motivation is the process that account for an individuals willingness to exert high levels of
efforts to reach organizational goals, conditioned by the efforts ability to satisfy some
individuals need. Motivation mostly needed when the workers are low in their effort or
performance. The simplest and most intuitive approach to motivation is to satisfy an
employees need. Banglalink gives a number of pay facilities to its employees to motivate
them. It gives up to forty percent increment each year. It also gives two festivals bonuses each
year. These high payments motivate the employees at Banglalink highly, make them loyal to
their job, and also keep them working at Banglalink. The management leader of Banglalink
motivates their employers giving reward, special offer, promotion and many others way like.
They make most workers motivated as they always try to make the best result out of
their employee.
They set a personal example to follow by their subordinates.
The shows the future basing on their job regarding their achievements and other
staffs.
Sometime they give employees different incentive offer like- performance based
reward, task based reward etc.
For motivating the employer they set the right job and well environment for the
employer.
They also give the right to make effective decision for the organization.

6.0 Conclusion
Banglalink as a novice cellular company has improved its condition within a very short time.
Banglalink is the second largest cellular service provider in Bangladesh. When Banglalink
entered the Bangladesh telecom industry in 10thFebruary 2005, the scenario changed
overnight with mobile telephony becoming an extremely useful and affordable

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communication tool for people across all segments. Within one year of operation, Banglalink
became the fastest growing mobile operator of the country with a growth rate of 257%. This
milestone was achieved with innovative and attractive products and services targeting the
different market segments; aggressive improvement of network quality and dedicated
customer care and effective communication that emotionally connected customers with
Banglalink.

7.0 Reference

Hosne Ara Hoque

RA Assistant Manager and Officer In-Charge for LIC
Government Relation & Regulation Affairs
Class note and journal provided by course instructor.
Websites
https://www.ahri.com

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http://www.assignmentpoint.com/
http://www.banglalink.com.bd/en/

8.0 Appendix
Visiting Card