a case study on organizational behavioral practices in link3 technologies ltd

12/1/2016

A Case study on Organizational Behavioral

Practices in Link3 Technologies Ltd. EMB601 Term Project

Group-4

North South University

A case study on organizational behavioral practices in Link3

Technologies Ltd.

Company studied:

EMB601 Term project

Faculty: Brigadier General Monirul Islam Akhand

Group # 4

Group Member:

SL# Name ID

1 Hasibul Islam 1512714690

2 Md. Mainur Rahman 1612404090

3 Suparna Rani 1530308090

4 S.M. Abdullah Shahriar 1411821090

5 Nazmus Sadat Parvez 1530318090

LETTER OF TRANSMITTAL

Date: 1st December, 2016

Brigadier General Monirul Islam Akhand

Course Instructor

School of Business & Economics

North South University

Subject: Submission of Term Project.

Dear Sir

It is a great pleasure and privilege to present the term project report titled ―Organizational

Behavior Practices in Link3 Technologies Ltd‖, which was assigned to us as a partial

requirement for the competition of EMB601 course.

It is our great pleasure to work for the largest internet service provider in Bangladesh and gain

an in-depth knowledge on how this industry runs. Throughout the study we have tried with the

best of our capacity to accommodate as much information and relevant issues as possible and

tried to follow your instructions. We tried our best to make this report as much informative as

possible.

We are grateful to you for your guidance and kind cooperation at every step of our endeavor on

this report. We shall remain deeply grateful if you kindly take some pain to go through the

report and evaluate our performance.

Md. Mainur Rahman

ID: 1612404090

Suparna Rani

ID: 1530308090

S.M. Abdullah Shahriar

ID: 1411821090

Nazmus Sadat Parvez

ID: 1530318090

Hasibul Islam

ID: 1512714690

ACKNOWLEDGEMENT

First of all we would like to thank our honorable course instructor Brigadier General Monirul

Islam Akhand for providing us a nice topic for our project report.

We have prepared the report on ―Organizational Behavior Practices in Link3 Technologies

Ltd.‖. We are very much obliged for cordial cooperation from employees of human resource

department of Link3. As we have selected the human resource department, so we would want

to express our whole- hearted gratitude to them for their invaluable cooperation without which,

it would not be possible to complete the report.

We would like to acknowledge the valuable contribution of Mr. F.M. Rashed Amin (Chief

Technical Officer), Mrs. Sonia Mahmud (Chief Human Resource Office), Mr. Mohsin Ali

Khan (General Manager, Administration) and other employees of Link3 Technologies Ltd for

their sincere co-operation while preparing this report.

Declaration

This is to declare that the material presented in this report is the result of our group work. It is

further declared that neither this report nor any part therein has been submitted elsewhere for

the award of any degree or diploma.

Md. Mainur Rahman

ID: 1612404090

Suparna Rani

ID: 1530308090

S.M. Abdullah Shahriar

ID: 1411821090

Nazmus Sadat Parvez

ID: 1530318090

Hasibul Islam

ID: 1512714690

Executive Summary

Now-a-days internet is playing an important role to learn & share knowledge anywhere in the

world. The internet is not only used for browsing information, among many other functions it is

used for communicating through email, voice call, chat, downloading movies, etc. The

opportunities that lie in the ICT market seem endless and the growing demand for broadband

internet is creating a world-wide market. Actors in this industry are seeking the most profitable

markets throughout the world.

Link3 is one of the main players of the ICT industry. Link3‘s growth over the preceding years

have been fuelled with innovative products and services targeting different market segments,

aggressive improvement of network quality and dedicated helpdesk, creating an extensive

distribution network across the country, and establishing a strong brand that emotionally

connects customers with Link3.

To dominate the ICT industry Link3 has used all types of communication strategies as well as

organizational behavior procedures appropriately. After 16 years of operation, Link3 has less

than hundred thousand subscribers as of mid-2016. To retain the current subscriber and

increase it further, Link3 has to communicate its customer continuously. As a result it comes to

know about customers‘ problems, expectations and demand from the company.

To do so, Link3 gets linked to its subscribers 24 hours throughout the year by providing

information. Moreover, the company fascinates the customers by giving all types of facilities

such as over phone support, package changing offers and so on by their 24/7 helpdesk. To

provide these services the company communicates with its customers through direct or indirect

method and they became successful by using their organizational behavior procedures.

Table of Contents Origin of the Report ............................................................................................................. 1 1.

Objectives of the Study ................................................................................................ 1 1.1.

Methodology of the Study ........................................................................................... 1 1.2.

Scope of the study ........................................................................................................ 1 1.3.

Limitations .................................................................................................................... 1 1.4.

Introduction .......................................................................................................................... 2 2.

About Link3 ................................................................................................................. 2 2.1.

Link3 Milestones .......................................................................................................... 3 2.2.

Business Information: .................................................................................................. 3 2.3.

Key Products of Link3 ................................................................................................. 4 2.4.

Management of Link3 ......................................................................................................... 5 3.

Owner Panel ................................................................................................................. 5 3.1.

Operation Management ................................................................................................ 5 3.2.

Managerial Position in Organizational Hierarchy ....................................................... 6 3.3.

Communication Practices at Link3. .................................................................................... 7 4.

Internal Communication. ............................................................................................. 7 4.1.

External Communications ............................................................................................ 8 4.2.

Communication Barriers: ............................................................................................. 9 4.3.

Leadership ............................................................................................................................ 9 5.

Managerial Grid ........................................................................................................... 9 5.1.

Link3 Social System & Its Organizational Culture .......................................................... 10 6.

Specific environment ................................................................................................. 10 6.1.

Corporate Social Responsibility (CSR) ..................................................................... 11 6.2.

Organizational Culture of Link3 ................................................................................ 11 6.3.

Customer-Responsive Culture ................................................................................... 12 6.4.

Ethical Culture ............................................................................................................ 12 6.5.

Innovative Culture ...................................................................................................... 12 6.6.

Stakeholder Relationship Management ............................................................................ 13 7.

How service delivery team manage Potential Customers ......................................... 14 7.1.

Motivation & Reward System in Link3 ............................................................................ 15 8.

Motivation System ..................................................................................................... 15 8.1.

Reward System ........................................................................................................... 15 8.2.

Interpersonal Behavior....................................................................................................... 16 9.

Conflict ....................................................................................................................... 16 9.1.

Effects of Conflict ...................................................................................................... 16 9.2.

Empowerment & Participation ...................................................................................... 16 10.

Informal & Formal Group in Link3 .............................................................................. 17 11.

Committees ................................................................................................................. 17 11.1.

Potential Outcomes of Formal Group Processes ....................................................... 17 11.2.

Managing Change & Environment in Link3................................................................. 17 12.

Internal Forces ............................................................................................................ 17 12.1.

External Forces ........................................................................................................... 17 12.2.

Managing Resistance to Change ................................................................................ 17 12.3.

Stress & Counseling ....................................................................................................... 18 13.

Team building ................................................................................................................ 18 14.

Recommendations .......................................................................................................... 18 15.

Conclusion ...................................................................................................................... 19 16.

References ...................................................................................................................... 20 17.

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Origin of the Report 1.

This report is prepared as a requirement for the completion of the EMB601 course. The primary

goal of the report was to give a clear picture of an organization‘s organizational behavioral

procedures internally and externally. The students are placed in enterprises, organizations,

research institutions as well as development projects. As part of the curriculum of EMB601

course, we were asked to choose a company and know their organizational behavioral

procedures. We chose Link3 Technologies Ltd. and made the report on “Organizational

behavioral practices of Link3 Technologies Ltd.”

Objectives of the Study 1.1.

The objective of the study is to gather practical knowledge on organizational behavioral

procedures of a company. In this regard we have chosen Link3 Technologies Ltd. This project

report gives us a chance to bridge the theoretical knowledge and the practical experience. The

following are the core objectives:

To know the organizational behavioral practices of Link3 Technologies Ltd.

To know the organizational behavioral procedures & policies of Link3 Technologies Ltd.

To know about the internal & external communication procedure of Link3 Technologies Ltd.

To enrich our knowledge on effective usage of organizational behavioral practices.

To know about the success based on the proper organizational behavioral practices.

Methodology of the Study 1.2.

For smooth and accurate study everyone need to follow some rules & regulations. The study

Inputs were collected from two sources:

Primary Sources 1.2.1.

Face to face conversation with the current employees.

Direct observations.

Secondary Sources 1.2.2.

Annual Report of Link3.

Websites of BTRC.

Different journals & articles.

Scope of the study 1.3.

The report covers the aspects of organizational behavioral practices of Link3 with the main

emphasis on highlighting organization behavior.

Limitations 1.4.

There were certain limitations while conducting the study. These are summarized below:

Confidentiality of information was a barrier that hindered the study. Every organization has its

own secrecy that is not revealed to someone outside the organization. While collecting data at

Link3, personnel did not disclose enough information for the sake of confidentiality rule of the

organization.

Work pressure in the office was another limitation restricting this report from being more

detailed or analytical.

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Introduction 2.

The number of Broadband internet subscribers has increased dramatically. Over the last few

years, the number of internet subscribers in Bangladesh has almost doubled on annual basis.

The broadband internet subscriber base had reached 3.769 million by end of August 2016

[BTRC report] and is continuing to grow at a fast rate. And the strong growth seems likely to

continue with the drive that has been developed on the back of the government's deregulation

process. The competitive environment has further intensified due to the entry of new service

providers into the market.

The internet has become cheaper and affordable for people in the country with the increase in

disposable income that improves the quality of life in Bangladesh. People are showing interest

in new technologies like IPTV service by internet. Besides, ISPs are also adding new

technologies in their services. As a result more and more customers are connecting to

broadband internet.

In view of above, it becomes a high concern for the companies to stay alive and win the market

share by making the customers more loyal to their firms. As competition increases, customers

bargaining power gets stronger and building trust and image becomes more important. As such,

companies should put more focus on factors affecting loyalty among consumers. In this report,

we are emphasizing on the core organizational behavioral practices of Link3 Technologies Ltd.

including detailed description of organizational behavioral procedures.

About Link3 2.1.

Link3 Technologies Ltd. is a full service IT Solution Provider that has been operating in

Bangladesh market since 2000 with a very high level of success achieved through an

uncompromised service quality and customer satisfaction. Link3's highly trained professionals

can ensure a standard of service that remains unmatched by any other player in the market.

Link3 Technologies Ltd. is the market leader in Bangladesh in providing Intranet solutions as

well as broadband Internet services through Fiber Optic and Radio Link connections. Link3

Technologies Ltd. has a distinguished and satisfied client base to whom they have already

provided services. Link3 has the largest subscriber base in Dhaka and has spread its POP

(Points of Presence) so that they can provide connectivity at any location. The whole country is

covered through Link3 network coverage.

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Link3 Milestones 2.2.

January 2000: Link3 starts its journey

September 2001: Starts operation in Chittagong City

February 2002: Starts operation in Sylhet City

July 2003: Starts operation in Khulna & Barisal Cities

March 2005: Link3‘s internal backbone becomes fully operational with redundant links over

Radio.

June 2005: Link3‘s own fully operational network covers entire Dhaka city

August 2007 to present: Design and roll-out of SDH network alongside Layer 2/3 MPLS VPN.

June 2014: Link3 has deployed network coverage all over the country including Chittagong hill

tracts

There are more than 1100 employees working at present in Link3. Here employee turnover is

less than 1%.

Mission:

Facilitate seamless information flow through innovative ICT infrastructure and services

Vision:

Link3 will be the largest broadband user based ICT solutions service provider in Bangladesh

Core Value:

Do What's Right

Respect Others

Perform With Excellence

Taking care of our people

Excellent customer service

Building strong partnerships

Good Corporate Citizenship

Leading Edge

Business Information: 2.3.

Link3 Technologies Ltd. is holder of the following licenses:

Nationwide DDCSP (Domestic Data Communications Service Provider) License

Nationwide Internet Service Provider (ISP) License

Nationwide 3.5 GHz Exclusive Frequency License

IP Telephone Service License

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Key Products of Link3 2.4.

Dedicated Internet Bandwidth

Retail shared Internet Bandwidth

Data Connectivity Intranet Bandwidth

Fiber Optics dark core connectivity

Wide Area Network Connectivity

Multi-Protocol Label Switching (MPLS)

International Private Leased Circuit (IPLC)

Video Conferencing Service

Mail Spam Protection Service

Network Security Products and Services

IP Telephone

IP TV

Corporate ERP Solution

Wireless transmission Network

Local Area Network solution

Web design

Mail Hosting

Online payment gate way

SMS service

Mobile application development

Domain Registration

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Management of Link3 3.

Owner Panel 3.1.

Operation Management 3.2.

CEO

CTO CMO CFO CHRO GM

Admin

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Managerial Position in Organizational Hierarchy 3.3.

Link3 has categorized their all managers into three levels as below

Job Description of 1st Level Manager 3.3.1.

Consist of Assistant Managers, Deputy Managers and Managers.

They spend maximum time in assigning jobs to employees.

They also guide and supervise the fellow team members in completing day to day activities.

They also ensure quality and maximum production via minimum resources.

They also work on managing conflicts and helping subordinates to be competent for the next

level in professional hierarchy.

Besides the above activities all the managers also work as a great motivator which is a basic

function of management. First level managers oversee employee satisfaction results in greater

productivity.

First Level Manager

Middle Level

Manager

Top Level Manager

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Job Description of Mid-level Manager 3.3.2.

Consist of Sr. Manager, Assistant General Manager, Deputy General Manager.

They are accountable to the top management for the activities done in their relevant

departments.

They act as mentors to the first level managers. They convey the information, objectives,

policies & goals of top level managers to first level managers to ensure that organizational plans

and activities are going on as plan.

They spend more time working on executing organizational and directional function.

Job Description of TOP level Manager 3.3.3.

Consist of General Manager, CXO‘s & CEO.

They are responsible for controlling and overseeing the whole organization and define goals for

the organization.

They develop strategies, plans and company policies.

Contributes significantly in mobilizing external resources.

They are accountable to shareholders and general public.

Communication Practices at Link3. 4.

Internal Communication. 4.1.

The flow of communication within the organization may be upward, downward, or

horizontally directed. Link3 has downward, upward and sometimes horizontal communication

flows. The flows are briefly explained in the following.

Downward Communication: 4.1.1.

Downward Communication is from superior to the employee under him/her, and from policy

maker to operating personnel.

Five elements of downward communication are following:

Job instruction: Teaching new or current employees how to do a particular task. Or

assigning the employee with new task. These type of messages are passed usually using emails,

memorandums or by speaking in person.

Information: Orientation to the company - its rules, practices, procedures, and history. These

types of messages are usually provided by arranging a training session, a meeting, or for less

important reasons, memorandums or emails.

Feedback about job performance: Supervisors evaluation or appraisal of employee

performance. These types of messages are passed usually by speaking to the employee in person

or sending him/her an email of appreciation.

Ideology: The effort to convey to and instill in employees a degree of enthusiasm, loyalty, or

support for the organization. This is done through arranging seminars or meetings.

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Upward communication: 4.1.2.

When management requests information from lower organizational levels, the resulting

information becomes feedback to the request. This is called upward communication. This

communication keeps management informed about the feelings of subordinates, helps

management identify both difficult and potentially promotable employees, and paves the way

for even more effective downward communication.

External Communications 4.2.

The company is very active when it comes to external communications. Link3 communicates

differently with different type of customers. The very basic variation in customer type is the

new client and existing client.

New clients have a different requirement than an existing customer. A new network is being

set up for the new client, the client needs to communicate directly to the technical team to

ensure their tech-support. This is done through email and then through a conversation over

telephone (09678123123). The same process is applied to communicate directly to service

delivery team, credit control team and sales team to ensure proper monetary and technical

dealings.

Existing clients can not directly communicate to the departments because they have already a

fully set up network, and needs only the maintenance support. They are first to face the help

desk, where Link3 provides efficient support team, who then route the complaint towards the

respective department. Before the routing is done, there is a ticketing process, where the

customers‘ complaint is recorded in a format. The summarization part of the ticketing format is

given below as a sample.

(N.B. the actual ticket contains more detailed information)

----------------------[Help Desk]----------------------

Ticket was forward to : Fiber Infrastructure

Client Name : Secretary, Ministry Of Civil Aviation & Tourism

Problem Category : Link Down

Media : P2M (Fiber)

Source of Information : Mr.Siam-01674923XXX

Client inform us : Link down.

Preliminary Findings : Client have already replugged the patch cord and restarted the ONU. But the

problem remain same. Please check and forward the concern team.

LED Status : power and lan1-on,pon-off,Los-red

Informing Person : n/a

Complain Received By : SHAWMI EMONA ONTY

Fault Occured Time : 8/04/2015 3:00 PM [8/04/2015 3:11:34 PM]

Complain Acknowledge Time: 8/04/2015 2:59 PM [8/04/2015 3:11:34 PM]

The respective department is communicated about the complaint, and the customer is

provided service by the ―Service Delivery‖ department.

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Communication Barriers: 4.3.

Personal barrier: Communication interferences that arise from human emotions,

values, poor listening skills etc. Emotions/listening/psychological distance.

Physical barrier: Communication interferences that occurs in the environment in

which communication takes place. Noise/geographical distance.

Semantic barrier: Arise from limitations in the symbols with which we communicate.

Use of jargons, slangs, acronyms etc.

Link3 faces few communication barriers as below

Helpdesk hunting number (09678123123) unreachable while massive technical

fault occurs.

Communication with some foreign clients becomes difficult due to difference in

language and accent.

Sometime information through email /SMS is ignored by clients which creates

misunderstanding.

Sometimes, clients find company jargons difficult to understand.

Leadership 5.

Leader is someone who can influence others and who has the Managerial authority. We know

that the process of influencing is called the Leadership.

According to the University of Iowa studies (Kurt Lewin), there are 3 leadership styles. Which

are-

Autocratic Style: Centralized Authority, Low perception, feedback.

Democratic Style: Involvement, High Participation, Feedback.

Laissez faire Style: Hands-off- Management.

Managerial Grid 5.1.

Apprises leadership skill using two dimensions

Concern for People

Concern for product

Link3 always follow the team management approach .

In ‗Link3‘ they follows mostly Democratic & some Autocratic styles. So, the employees are

happier than the other organizations.

Leader is one who knows the way, goes the way and shows the way. A leader has certain skills

and characteristics which they display so as to enhance the performance of the organization as

well as themselves. Greatest leaders set the example of attainment of new heights by having

different traits which influences others and shape the behavior of others in a particular

direction. The leaders generally displays different characteristics such as self-confidence, strong

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decision making, motivation, which helps in influencing their followers and enhancing their

performance and the growth of the organization.

As per survey result at ‗Link3‘, strong acceptance in leadership within the organization,

employees are getting the required support, guidance, clear vision and direction by managers.

Link3 Social System & Its Organizational Culture 6.

Specific environment 6.1.

Link3 Customers 6.1.1.

The company categorizes its customers into four groups:

Retail - Home broadband internet connection.

Bank & NBFI(Non-Banking Financial Institute) - Intranet connection, data connectivity

within the organization/between branch offices.

Corporate - Corporate internet connection for business organizations.

Government - State owned organizations.

Each of the categorized customers is communicated differently. Link3 adapts to the specific

customer category to communicate efficiently and effectively.

Through their communication practices, link3 have gained popularity and currently Link3 has

the following customer profile:

• As on June 2016, Link3 provides services to 55 out of 61 banks in Bangladesh.

• 3000+ Banks & ATMs locations are connected via Link3 network.

• Over 60000+ home users.

• More than 3500+ corporate customers.

Suppliers 6.1.2.

Link3 procure different types of product from local & International supplier

5.1.2.1 Local Supplier Energy pack- Provide Generator

FONS BD, ARA technologies ,Sepctrum : Optical fiber Related Accessories

5.1.2.2 International Supplier CISCO,Mircotic,NetGear,Juniper—Provide network products

Microsoft, Meghquest, Oracle—Provide Software

UTStarcom, FHnet, Wave7, Tainet, Palnet --- Provide GPON Device

Fujikura, Ilsentech, Xilong—provide Splice Machine

EXFO, JDSU--- Provide OTDR

Usha Marti---Provide Optical Fiber Cable

Motorola, Nano station – Provide Wireless Device

HP, DELL, Lenovo---Provide Server

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Competitors 6.1.3.

All Renowned ISPs

Aamra Network

Amber IT

Bdcom Online

Metronet

Telnet

AND Telecom

Etc.

Pressure groups 6.1.4.

o Nationwide Telecom Transmission Network :Summit Communication & Fiber at Home

o Local Illegal ISPs

o Bangladesh Telecommunication Regulatory Commission(BTRC)

o Dhaka Power Distribution Company(DPDC) & Dhaka Electric Supply Company(DESCO)

o Bangladesh Rural Electrification Board (BREB)

Corporate Social Responsibility (CSR) 6.2.

Link3 pays a high amount of attention on CSR activities all over the country. They spend

substantial amount of money & time in conducting several CSR activities throughout the year

in different parts of the country. Couple of their major CSR activities are as follows.

Sponsorship in Cultural activities

Provided Free Internet service at all International Airport in Bangladesh

Participation in job fair

Employee engagement in CSR activities

Provided Free Internet service at many police station in Bangladesh

Standing beside Rana Plaza victims

Finance DNCC & DSCC on cleaning program

Organizational Culture of Link3 6.3.

As we know companies with strongest culture where values and norms are widely shared and

strongly held-tend to out form their peers. Keeping that thought Link3 has set their objectives

to serve people by developing customer relationship management among stakeholders both

internal and external customers. They also share very decent interpersonal relationship among

employees regardless of culture, adversity, ethnicity, socioeconomics, sex, race & hometown

etc.

Link3 strongly follow such lines of action which are highly desirable in terms of the objectives

and values of our society which makes them socially responsible to a large extent.

Mentors of each departments work as a role model who guides his/her subordinates & peers (a

protégé) by sharing knowledge, precious advices. They always try to teach, support &

encourage subordinates to have substantial amount of career growth. Mentors here are highly

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skilled and efficient. They identify the strengths and weaknesses of an employee and assign

them to a particular task in accordance with the concern employee‘s strength & weakness.

Subordinates here in Link3 are also good at following mentors. They always try to pick up the

best from each mentor.

Different position holds different delegation of authority at Link3. Top most position holds the

most authority which includes financial authority too. They can spend issues as per the

delegation of authority set for them according to hierarchy. Each & every individual enjoys the

status based on educational qualification, job level, leadership quality, personal ability,

professional skills, job type, amount of salary they get, length of service etc.

Link3 employees also enjoy the feeling of status as per their demographic placement such as

people work in prime locations (e.g. Head Office etc.) enjoys more authority than people

working in rural offices. They also follow open door policy. Everyone has easy access to

seniors at all the time to share their views or any other agendas.

Customer-Responsive Culture 6.4.

The employees are line people with personality & attitude highly consistent with

customer service. They also remain very friendly with customers.

They are not too rigid about rules & policies while dealing with clients. They have

control to satisfy customers at all time.

To some extent employees are given authority to make day to day decisions.

They all are given enough training about the products & services that they are going to

deal with customers.

Customer service representatives/employees are always very enthusiastic to satisfy &

delight customers which they call delightful customer experience.

Ethical Culture 6.5.

As a whole Link3 has high ethical culture which includes high risk tolerance, low to moderate

in aggressiveness, focused on means as well as outcome, attention to how goals are achieved &

what goals are achieved. High officials come on time in office and eventually subordinates also

follow their superior‘s footsteps. They also consistently remind employees that if you are

compliant then you will get reward & if you aren't then you get punishment.

Innovative Culture 6.6.

Employees working in branding & communication are highly innovative including the

top level management. That‘s why they have grown extremely high in just few years‘ time.

Link3 has created the 1st most customer based ISP in Bangladesh. They always welcome

innovative ideas & values of organization. Employees believe here, organizational interest is

much greater than personal interest.

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Stakeholder Relationship Management 7.

Link3 has identified & sort there stakeholder as below

Customer

Bangladesh Telecommunication Regulatory Commission (BTRC)

Ministry of ICT & Telecommunication

Competitor

Employee

Supplier

Distributor

Political Action Group

Media

Communities

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Link3 Management has decided to give highest priority to the customer as a stakeholder. Here a

dedicated service delivery team work for the customer to satisfy all there need. This Service

Delivery team work as below. To satisfy customer need Link3 all concern team always manage

the respective stakeholders properly.

How service delivery team manage Potential Customers 7.1.

Potential Customer is someone who is capable of becoming a purchaser of Link3‘s internet

services. They are the future of the business growth. Without converting the potential customers

to actual customers Link3 would not be able to sustain in the future. To make sure potential

customer is turned into actual customers below is the communication flow followed by Link3‘s

Service & Marketing Department, Credit Control and Technical Team.

Service Delivery Department receives potential customer information from the various

marketing activity initiated from the Marketing department.

Service Delivery Department then sorts the potential customer information according to the

service packages the potential customer has shown interest in.

The potential customer‘s information is then studied by the marketing department and they

gather survey report from the concerned technical team.

With the gathered information marketing department sends a price proposal with service details

in the form of brochure and flyer is sent to the potential customer.

Once the potential customer responds to the Marketing department communication, they send

the information to the Service delivery department with all the gathered information of the

customers selected internet service package.

The service delivery team then sends order to credit control department to ready the new

installation bill of the customer.

After readying the bill the credit control department forwards the bill to the service delivery

department.

The service delivery department then communicates the new installation bill charge to the

customer.

After the customer pays of the bill the service delivery system then checks with the concerned

technical team to set up a new service installation.

The concerned technical team then communicates the new setup installation update to the

service deliver department.

The service delivery department then communicates the new service installation status to the

customer.

If there are any service issues faced by the consumer they contact the service delivery

department.

The service delivery department then communicates the service issue to the Help Desk.

The Help Desk then communicates the service issue with the concerned technical team to figure

out the service issue.

The concerned technical team then checks the installation and sends a status report of the

service issue to the Help Desk. The concerned technical team also updates the service delivery

department.

The help desk then communicates the status of the service issue sent by the concerned technical

team.

The service delivery department then communicates with the customer and concerned technical

team to check if there are no further service issues.

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Motivation & Reward System in Link3 8.

Link3 has a unique style of motivating employees. Some internal and external factors

stimulates desire & energy in employees to be continuously stay forward, show great

commitment to job & to do the best to attain the personal as well as organizational goals.

Some people here are already motivated by the work itself. They have the desire to be promoted

the next position.

Some people are interested in receiving incentives, bonus & similar kind of remuneration.

These employees are interested in knowing what they will get if they perform more than

expectation.

There are some people who are motivated by some external factor such as they love to show off.

They want to grab attentions by achieving more than the target given to them.

Ideally the best motivations tend to be things that cost very little or nothing at all. It‘s the same

in Link3 as well.

Motivation System 8.1.

Job status

Challenging working environment

Reward policy

Insurance Policy

Working Hours & overtime

Pick & Drop service

In house Emergency medication facilities

Yearly outing program (local/foreign)

Cultural program

Participation in sports activities

Leave policy

Yearly employee awards

Reward System 8.2.

If an employee is a consistent performer then s/he gets reward in Link3 in several ways. These

ways are as follows.

Promotion

Increment

Performance bonus

Foreign training

Foreign assignment

Cost of living adjustment

Spot recognition

Other remuneration.(e.g. Car allowance, gift hamper etc.)

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Interpersonal Behavior 9.

Conflict 9.1.

Conflict can occur in any situation in which two or more parties feel themselves in opposition.

Conflict is an interpersonal process that arises from disagreements over the goals to attain or

the methods to be used to accomplish those goals.

Effects of Conflict 9.2.

Conflict is often seen by participants as destructive, but this is a limited view. In fact, if all

conflict with co-workers is avoided, each party is likely deprived of useful information about

the other‘s preferences and views. Conflict is not all bad; rather, it may result in either

productive or non-productive outcomes. A more positive view, then, is to see that conflict is

nearly inevitable and to search for ways in which it can result in constructive outcomes.

‗Link3‘ manages the conflict through-

Immediate response in any conflict

Awareness/Confronting

Policies and Rules

Effective Communication System

Mentoring

Empowerment & Participation 10.

Empowerment is any process that provides greater autonomy to the employees through the

sharing of relevant information and the provision of control over factors affecting job

performance. Empowerment helps remove the conditions that cause powerlessness while

enhancing employees feeling of self-efficacy

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

Involvement: Link3 encourage employee involvement in decision making.

Contribution: It helps to feel a sense of belonging to an organization.

Responsibility: This creates a sense of accountability.

‗Link3‘ follow some empowerment & participation rules e.g.-

Helping Employee Achieve Job Mastery: Provide empowerment to their subordinates and

encourages employees to invest themselves in areas that they find interest in, thus helping them

to achieve job mastery.

Allowing More Control: Employees are given more authority and encouraged to have more

ownership, responsibility and accountability not an individual level but as a team.

Using Social Reinforcement & Persuasion: This lets the management pass over many

important leadership traits to their subordinates informally, yet in substantial manner.

Giving Emotional Support: Supervisor mentoring when facing any difficulty.

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Informal & Formal Group in Link3 11.

Committees 11.1.

Usually Link3 is run by formal groups. Each group is dedicated to achieve a specific target. But

in special occasions committees are formed. For example, Picnic committee, Cricket

tournament committee, Project Committee, Procurement committee. Committees are formed

while the contribution of multiple groups is required.

Potential Outcomes of Formal Group Processes 11.2.

Group/team leaders take part in decision making process. So the contribution to any major

decision of each group is counted. Later on the group leader (usually a Sr. Manager) informs

the decision to the group members. The training required for any change is also goes smoothly

to the bottom of the organization. The development covers specific task for a formal group.

And one can take/ offer help to other member very easily which improves the communication.

Managing Change & Environment in Link3 12.

Internal Forces 12.1.

Two years back the company decided to change its billing strategy for retail users.

From the beginning billing system was postpaid for all clients later prepaid billing

software was introduced. Initially both the employees and customer had resisted the

change. Some rumors also spread out. But gradually all got used to. And the change

turned into a positive one. Finally the company and the clients both become benefited.

Link3 was managed by COO after MD and chairman from its starting. But the

management decided to appoint CXOs for all vital departments to run the organization

by professional hands. As a result the company got a new shaped organogram and all

teams became more accountable.

External Forces 12.2.

Government took a decision to send all overhead cables of Dhaka and Chittagong city in main

roads to underground. In this manner Govt. issued license to few NTTN service providers. All

the ISPs along with other service providers were forced to go underground with NTTNs. This

incurred a huge infrastructure loss to all service providers as well as to Link3. This force had

negative impact.

Managing Resistance to Change 12.3.

The higher management uses managers as ‗change agent‘. While the new billing software came

with its other functionality in daily operation the employees resisted it. People resists change as

this is a built in functionality in human. They liked the existing software over the new one. The

organization arranged training session for the new software. Managers motivated and guided

for using the new software.

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Stress & Counseling 13.

The NMC & Help Desk team often goes burn out as they have to handle about calls from

4500+ per day. They work as the gateway to clients. The organization arranges counseling

session tor the team at a regular interval. Also movie watching sessions takes place to make

them feel relieved.

For the removing of stress & counseling ‗Link3‘ used-

Medical Checkup of Employees

Indore game facilities

Team feast

CXO directly involves with Motivational speech

Team building 14.

In order to make a decision of all the management always works as a team. Even the mission,

vision, goals are also set as a team. All level managers gave their inputs to set target. Recently a

team of the mid-level and top-level managers set in a conference to set the Blue Ocean strategy

for the company.

Recommendations 15.

It‘s not WHAT you say; it‘s HOW you say it!

a. People usually don‘t realize the importance of words used, tone, body language,

eye contact and facial expression when communicating messages, (both

expressing or receiving). Link3 needs to be more aware on timing of sending

texts or calling customers. Lack of awareness could cause serious damage on

reputation.

Link3 Technologies Ltd. needs to improve on technological aspect; as sometimes

customers find themselves in difficult situations while communicating their problems in

Link3 Technologies Ltd. touch points (i.e. Helpdesk, Websites etc.)

The absurdities between the various tariff plans of the various packages and also the

hidden costs that incurs need to be removed both to make it much easier for customers

to budget usage, building credibility and also to increase the value for money of each

package.

The company need to device better modalities to deal with grapevine communications

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Conclusion 16.

Link3 Technologies Ltd. is one of the main players of ICT industry of Bangladesh. Growth of

Link3 has been developed over the preceding years with their innovative products, services and

their effective business communication strategies. By conducting this report we were able to

reach this point that the organizational behavioral strategies of Link3 Technologies Ltd. are

really very effective to reach its goal. Not only that its effectiveness in organizational

behavioral practices helps it in a large way to achieve its organizational goal. The

organizational behavioral strategies of Link3 Technologies Ltd. help the organization to enlarge

its business.

Link3 believe on strong customer relationship. To build a long lasting relationship with the

existing customers, the technical team often goes beyond their regulation in solving the

customer complaints, which builds a strong image about the services and the quality of the

services of the company within the customers. Link3 has a strong service delivery team who

build a respective bonding with customer & Internal section. From this report we can conclude

that Link3‘s organizational behavioral strategy are well defined and is really overwhelming to

see such clarity and direction in relation between consumers and departments. Not only are the

organizational behavioral strategies effective it helps in a large way to achieve its

organizational such as customer service and smooth departmental workflow.

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References 17.

https://www.link3.net

https://www.btrc.gov.bd

HR Policy Document of Link3 Technologies Ltd.

Service SOP Document of Link3 Technologies Ltd.

Annual Report of Link3 Technologies Ltd.

NSU EMB601 Course materials.

S.P. Robbins and Timothy A. Judge (16th Edition), (2015), Organizational Behaviour,

Pearson Education Limited: England

John Newstrom and Keith Davis, (11th Edition), (2005), Organizational Behavior and

Human Behavior at Work, Tata Mcgraw-Hill: India