Driving the Transformation of Wateen by Creating Massive Momentum & Results!
Project Report
Organization Development & Change Management
Submitted To: Mr. Raffat Iqbal
Submitted by:
KomalAnjum 09-4752
Acknowledgement
Thanks to Allah-The Almighty who helped us in completing this tremendous task. Then we
would like to offer our very special thanks to our respected Organization Development &
Change Management teacher, Mr. Raffat Iqbal, whose constant and untiring support helped us at
every stage of the project. His experience in the related field, excellent way of teaching and
broad pool of knowledge was a source of immense help to us. Without his devoted and sincere
assistance, we would never have been able to complete this project in an organized way. Last but
not the least; we would also like to offer our thanks to the management of Wateen Telecom
Company, our parents and our friends who supported us at every stage of completion of this task.
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Letter of Transmittal
FAST -NU
Instructor of Organization Development & Change Management
Date: 14th November, 2011
Dear Sir,
We have pleasure in submitting our project on Wateen Telecom Company. The project
is based on a comparative evaluation of the 2 stages of Organization Development & Change
Management i.e. “Stage: 1 Anticipating Change” and “Stage: 3 The Diagnostic Process”. By
working on our objectives and through conducting surveys with the employees, HR Manager and
the OD Practitioner of Wateen Telecom personally, we have reached to the recommendations to
propose ways to improve sales strategy and brand equity of Wateen.
We will be grateful if you give your precious time to study our final industry report. If you will
have any comments regarding this report, we will be obliged to have a discussion on this report.
Yours sincerely,
Saba Jahangir 09-4645
HareemMehmood 09-4628
AminaFarukh 09-4717
Fatima Tariq 09-4643
KomalAnjum 09-4752
Sarah Kamal 09-4714
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EXECUTIVE SUMMARY
In our project of “Organizational Development & Change in Management” we are going to study
two stages i.e. anticipate the need for change and the diagnostic phase of OD model in Wateen
telecom. We started our report with different models depicting our path to research and key
issued discussed by us. Then this report contains an introduction part which is followed with
findings of surveys which we did from Wateen‟s HR Manager, its Employees and the OD
Practitioner. It depicts their perceptions about their company performance and hopes for their re-
launch positive affect. Then we compared these findings with our reference material and came
with performance gaps/ deficiencies. This is followed with recommendations for improvement of
Wateen.
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Table of Contents
Letter of Transmittal .................................................................................................................... 2
EXECUTIVE SUMMARY .......................................................................................................... 3
List of Figures ................................................................................................................................ 5
Stage: 1 Anticipating the Need for Change ............................................................................ 7
Step#1 Organization Development and Reinventing the Organization .................................... 7
Step#2 Organizational Renewal ............................................................................................... 8
Step#3 Changing the Culture .................................................................................................... 9
Stage: 3 The Diagnostic Phase.............................................................................................. 10
Introduction ................................................................................................................................. 11
Abu Dhabi Group ...................................................................................................................... 11
Wateen Telecom ........................................................................................................................ 11
Vision ........................................................................................................................................ 11
Mission ...................................................................................................................................... 11
Corporate Values and Ethics ..................................................................................................... 12
Background and Problem Statement ........................................................................................ 12
Articles References...................................................................................................................... 13
Reasons for choosing following Two Stages of OD Model ...................................................... 14
Stage: 1 ANTICIPATE THE NEED FOR CHANGE ............................................................. 14
Stage: 3 THE DAIGNOSTIC PHASE ..................................................................................... 14
Findings of Surveys ..................................................................................................................... 14
1. Wateen HR Manager‟s Survey .......................................................................................... 14
2. Wateen Employees Survey ................................................................................................ 17
3. Wateen OD Practitioner‟s Survey ...................................................................................... 19
GAPS/DEFICIENCIES IN THE COMPANY‟S PERFORMANCE ....................................... 22
Recommendations ....................................................................................................................... 24
APPENDIXES ............................................................................................................................. 25
Appendix: A Questionnaire for the HR Manager of Wateen.................................................... 25
Appendix: B Questionnaire for the Employees of Wateen....................................................... 30
Appendix: C Questionnaire for the OD Practitioner of Wateen ............................................... 32
References .................................................................................................................................... 34
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List of Figures
Figure 1: Overview Model of the Project ....................................................................................... 6
Figure 2: Model of Organization Development and Reinventing the Organization ....................... 7
Figure 3: Model of Organizational Renewal: The Challenge of Change ....................................... 8
Figure 4: Model of Changing Culture of Wateen ........................................................................... 9
Figure 5: Model of Diagnostic Process ......................................................................................... 10
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Overview Model of the Project
We will start with studying the Organizational Culture
Then we will move towards studying their process of anticipating
the need for change
This will be followed with further study of Organizational
Renewal (The Challenge of Change)?
This will be further followed with further study of how they
culture the culture?
In the end phase of studying the Organization we study their
Diagnostic Process?
This all study will be followed with section of Data Analyses &
identifying the gaps in the company.
The last phase of all this study will consist of presenting Findings
and Recommendations.
Figure 1: Overview Model of the Project
The next section consists of models depicting each phase in detail.
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Stage: 1 Anticipating the Need for Change
Step#1 Organization Development and Reinventing the
Organization
The very first step to the approach is anticipating the need for change; this step requires the basic
data/information collection which may include:
Organization’s culture, norms and values
Techniques used to increase effectiveness
New employee External/internal forces effecting
Adjustment to norms expectation and no. of change
employees
Employee
behavior
Figure 2: Model of Organization Development and
Reinventingthe Organization
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Step#2 Organizational Renewal
Then we will move towards studying their Organizational Renewal: The Challenge of Change
What are their challenges to
change?
How they adapt to change?
How they find new ways to work
together?
How they deal with future shocks
and change?
Whether they prefer OD or OT?
Figure 3: Model of Organizational Renewal: The
Challenge of Change
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Step#3 Changing the Culture
Then we will study how Wateen is changing their culture:
How they change the Culture?
Creating Understanding Cultural Tools for The goals and
concept for corporate resistance to change values of OD
change culture change
Information Managerial
Index for
effectiveness
measuring Open book
corporate culture Managerial
management
efficiency
Support Motivational
climate
Resources
Members identity
Team emphasis
People focus
OD professional
Autonomy
values and ethics
Control
OD implementation
Risk tolerance
issues
Compatibility of
values
Success of Imposed change
corporate culture
Create a vision for
the future
Develop model for
change
Reward changes
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Figure 4: Model of Changing Culture of Wateen
Stage: 3 The Diagnostic Phase
Then we will move towards studying their Diagnosis Phase; which includes:
Studying their Diagnosis Process
How tentative problem areas are
identified?
Date Collection Data Analyzing
Date Feedback methods?
methods? Methods?
Decision
about data How problem areas
needs? are identified?
How employees
are motivated to
work on
problems?
How they work on
problem causes?
Methods of monitoring
results?
Figure 5: Model of Diagnostic Process Basic responses and
results?
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Introduction
Abu Dhabi Group
The Abu Dhabi group is one of the largest groups of United Arab Emirates under the
chairmanship of Sheikh NahayanMabarak Al- Nahyan, and is one the largest foreign investors
groups in Pakistan. The group has grown incredibly in diversified businesses from banking and
financial services, hospitality, construction, telecommunication services, real estate development
and management, manufacturing, sugar and health care industries. In 10 years of time Abu Dhabi
group has invested over USD 2.0 billion in Pakistan, in recognition to which the government of
Pakistan has awarded Hilal-e-Pakistan in May 2005, which is regarded as the highest civil award
in Pakistan.
Wateen Telecom
Wateen telecom (WTC) is the company owned by Abu Dhabi Group .Wateen Telecom is an
associate of Bank Alfalah and Warid telecom and was formed in 2007. It is known as one of the
leading telecommunication companies in private sector in Pakistan. It‟s the company that
introduced revolutionary services by bringing high quality, affordable and innovative solutions in
the telecom sector for every household and business in the country. Wateen aims at providing
services based in quality, reliability and affordability, thorough it‟s fixed and wireless networks
for consumers as well as the corporate sector. With its base in Lahore it‟s currently operating in
22 cities nationwide by the deployment of WiMAX Network, and enjoys the customer base of
1.6 million and the count is still increasing.
Vision
“Wateen’s vision is to take Pakistan into the digital revolution of the 21st century by offering complete
communications and media solutions such as Telephony, Internet, Data and TV / Multimedia to the public
at large based on quality, affordability, availability and reliability. To make Pakistan a regional
communications hub; inter-connecting the East with the West and Central Asia to the Middle East.”
Mission
Offer affordable communication services that cater to the needs of our customers.
Deliver high quality, flexible solutions that allow customers savings, choice and enhanced
efficiency.
Make „Broadband Pakistan‟ a reality.
Achieve maximum customer satisfaction at all levels.
Provide innovative, efficient and creative solutions.
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Corporate Values and Ethics
“Simplicity: practical and easy to use
Friendliness : customer satisfaction is foremost
Quality : premier services ; no compromises
Innovation : always at par with the latest technology
Honesty: practice what we preach : integrity , ethics and open communication
Respect for others : deeply value diversity in background, strengths, interests and experiences
Integrity and honesty: conduct business with uncompromising integrity
Open communication: believe in nurturing positive changes in the organization and the
community
Customer satisfaction :strongly believe in our passion for customers, partners and technology
Leadership : practice and cultivate the will to excel and taking on big challenges
Synergies and strategic partnerships : value maximizing growth opportunities and stimulate
atmosphere of healthy competition”
Background and Problem Statement
Wateen telecom (WTC) announced its launch in December 2007. It came as good news for all
those who were waiting for an internet that was affordable, unlimited and offered a good speed.
Also, it did come as a complete solution offer to all telecommunication problems for households
and businesses by offering the triple play services that comprised of telephony, cable TV and
internet WiMAX. By having this unique selling point (USP) it was looked up to as a promising
brand. It started aggressive promotion by placing advertisements on print media, brochures and
billboards, promising to deliver up to the level of customers‟ expectations.
A lot was expected of Wateen. It had become the talk of the town. Prospects were asked to
register online, after which sales team was expected to contact them in 6 to 8 weeks time. (Long
time to wait for services) but people actually did wait to avail the services because they surely
looked at it as one that would deliver. At the same time longer time to wait for the services raised
their level of expectations further. Such a strategic mistake in the start severely disrupted the
company‟s image and the customer behavior towards the brand.
Along with the problem of longer time to wait to avail the services of Wateen, the potential
customers of Wateen were disappointed by the customer service they received as the customer
relationship officers did not have ample information that could answer the concerns and
questions of the buyers. Other than that Wateen promised to launch in all parts of Lahore,
however, services were made available in DHA only. Even then customers complained that the
triple play services were made available and not WiMAX.
The problem still persists. Nearly 4 years after the launch of Wateen, it still struggles to capture
the larger segment of market. With connectivity not reliable, people keep complaining about the
signals and wireless connection i.e. slow website browsing, poor customer service delay in
processing complains, high prices being charged for services.
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This problem indeed has become grave for Wateen. With their sales declining with the passage
of time; because of the services they offer, and the entry of new competitors in the market that
offer better services and packages than Wateen. Wateen has lost some of its potential customers
due bad word of mouth by the existing customers and some customers have been lost due to the
unsatisfactory experience they have had with Wateen.
So, finally Wateen anticipated the need for change and started diagnosing their problem areas
and finally have re-launched in 2011 currently. In this project we have studiedtheir anticipating
and diagnostic phase.
Articles References
Article # 1 What went wrong with Wateen?
Article by: Arsalan Mir
Posted on: TELECOMPK.NET
Few of my friends had an opportunity to do internship at the RAN Department of Wateen. When
they joined on day 1, they were handed some vendor manuals to study. At the end of the day I
called them up to ask how did their day go? They told me that Wateen has more people than
work. I said that you can‟t decide this in just one day. This could be because they hired more
manpower during the initial network roll-out. Now what they have on their lists is some up
gradation and O&M of the current network. The O&M is outsourced to the vendor and an
upgrade generally requires less manpower. So the „more manpower‟ was just not needed.
Article # 2 Wateen Re-launched _” JO CHAHO”
Article by: Arsalan Mir
Posted on: TELECOMPK.NET
In a press conference held in Lahore. CEO NaeemZamindar and Chief Commercial Officer
Gibran Ali announced that the new Wateen is focused on enabling its customers‟ lives and
business by being the responsive and innovative broad band solution provider.
“We have learned from past mistakes and now will be able to capitalize the opportunities in the
market,” Ali said.
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Reasons for choosing following Two Stages of OD Model
Stage: 1 ANTICIPATE THE NEED FOR CHANGE
Before a program of change can be implemented, the organization must anticipate the need for
change. As we choose Wateen for our project, so in our case the management of Wateen
perceives that organization is somehow in a state of disequilibrium or need improvement. The
state of disequilibrium may result from growth or decline or from competitive, technological,
legal or social changes in the external environment and these all were true in case of Wateen. So
after anticipating all this Wateen finally re-launched itself and came with “HELLO AGAIN”.
Stage: 3 THE DAIGNOSTIC PHASE
As Wateen re-launched itself currently and came with “HELLO AGAIN” so, we decide to study their
diagnostic phase in which we began with questioning their diagnosis of the problem because a
weak, faulty or inaccurate diagnosis can lead to costly and ineffective change program. We
choose this because Wateen is very hopeful for its re-launched so we prefer to study how they
went through this all process.
Findings of Surveys
1. Wateen HR Manager’s Survey
We surveyed the HR Manager of Wateen and have come up with the following findings:
Satisfaction with the current structure & need to bring any change in the company:
She is satisfied with the culture and the company is already working on a number of activities
to bring changes across the board and transform the company.
Prefers Organizational Development over organizational transformation:
Because organizational development helps improve Organizational effectiveness and
viability. It helps change attitudes, beliefs, values and structure of the organization.
Importance of organization’s adaptation to change with the changing environment:
She said that moving with the market pace is the alternate name of success in the business.
Importance of OD:
OD plays an important role does in improving efficiency and effectiveness of the
organization because it helps increase employees‟ productivity and motivation, which turns
into enhanced efficiency and effectiveness of the organization.
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Current major development program:
Organization is currently working on is the re-launch of Wateen. They have changed the
slogan to “So Create Your Own Ripple, Starting Now” with a tag line “Jo Chaho” meaning
‘whatever you wish for’ and a logo “HELLO AGAIN”. This is to attract the customers towards the
services the organization.
Factors that compel organization to go through these development programs:
Factors that affect the performance of the employees‟ e.g. low productivity, low morale of
workers. They are effective in a way that they provoke the employees for change as in
Wateen‟s case.
Importance of adaption to change:
He explained that it is essential for the organization to be quality conscious and adaptive to
new technological and other changes so that they can survive in this rapidly changing world.
Change leaders in Wateen:
The HR manager told us that they have four change leaders in their organization which
are:
1. The CEO
2. GM Customer service
3. The Chief Technical Officer
4. The Chief Transformation Officer
Internal Practitioner of Wateen:
They had hired internal practitioners in their organization and they are very satisfied with
their performance by observing the results after the re-launch of Wateen telecom.
External Practitioner of Wateen:
Wateen has also approached external practitioners in the organization before and for the
re-launch.
Determination of the need for change:
We found out that from employee‟s perspective, their productivity becoming low and
their attendance graph going down is an indication of their declining involvement in the
company.
Future Goals:
Wateen want to retain its existing employees because turnover harms the organization on
a very huge level
Wateen also want Talented Management
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Strategies to achieve goals:
Long run: Training & development with succession planning
Short run: Employee Engagement activities.
Wateen’s policy for future shock:
Competition: Develop new product lines
Drastic change in govt. Polices? : Will think of alternate energy plans, and buying
products at cheaper rate, aggressive market research, collaboration with competition
to launch new products for cost effective
Trend changes? : Will offer training programs and arrange seminars for adapting
those trends.
International or trade laws? : Will try to mold our policies according to them.
Top management’s orders for transformation? : Create leaders and change agents
(people who are adaptable to change) and then with their help slowly and steadily
penetrate in the crowd.
Wateen’s Information system:
Information system is semi-closed. Flow of information is not very free and being
observed by higher management.
Open-book management:
Have started using this technique recently.
Support & Resources provision:
Support is provided to the employees.
Resources that help employees in their education program and other soft skills and
technical training in house are provided.
OPA (Outcome, Purpose and Actionable items) sessions:
They are having OPA sessions between top and lower level management, in which they
share their objectives and work progress, town hall sessions and trainer programs.
Awareness of company's prior goal:
Organization told all employees about the organization's goal and priorities through
orientation and product awareness programs.
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Key issues faced during OD practice:
Resistance from the employees because of:
Culture
Old values
Leadership
Brand name
Symbols
Significance of corporate culture:
It guides their perception, give them better understanding of the events and areas
highlights those areas which need their attention
Norms of Wateen:
Code of conduct, Recruitment & selection policy, travel policy, Medical reimbursement,
Mobile policy, dress codes are pivotal to their organization.
Significance of norms:
Are important to maintain discipline in the organization
Basic Structure:
Basic structure is centralized
2. Wateen Employees Survey
We surveyed the Employees of Wateen and came with the following findings:
Working Experience:
The surveyed employees working experience lied between 2-4 years.
Future Goals of Employees for matching the Top Management’s Goals:
To maximize the net worth of the organization
To strength the company in telecom sector
Ensure compliance with plans, policies and procedures including empowerment policy.
To being in same mare technologies for bringing efficiency.
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Employees Strategies to achieve above mentioned Goals:
Long Run:
To become Manager of Managers/CEO
Audit plan
Short Run:
Enhancement of expertise
Good command on ERP system
Certifications on concern subjects
Audit programs
Strengths of Wateen:
Competent Management Team
Prospects for Growth
Sound Financial Banking of Shareholders
Contributing in Economic Value.
Shortcomings of Wateen:
High Employee Turnover
High Operational Expenditure
High Proportion of debt financing.
Working environment, Rights & Duties and Pace of Operations:
50% said its Excellent
50% said its Satisfactory
Suggestions for Improvement of Current Performance:
It already improved a lot after its re-launch
Compliance with Culture and Norms with company:
They relate themselves with culture and norms by:
Co-ordination and co-operations among all employees and departments.
Frequency of Change in the Organization’s Policies and structure:
Rare
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Types of changes:
Training programs
Workshops
Town hall meetings
Fairness of time and efforts in comparison with pays, compensation or incentives:
All are satisfied with their jobs, pays and compensations
Satisfaction with the Current structure, culture & environment of Wateen:
All are satisfied and require no change after its re-launch.
Company after 10 years:
Leader in telecom and related solutions
Leading ISP of Pakistan
Reviews & Ideas about your Job Experience:
Enhancement of professional skills
So far so good
3. Wateen OD Practitioner’s Survey
Identification of problem areas for improvement:
As the business is the name of the ever changing process, so there comes a challenge of
identification of problem areas and gap analysis for the org. because business is ever changing
process & business strategies require entrepreneurs and higher management to reconsider
business strategies on time to time basics. So there comes a need for identification of problem
areas and their corrective actions for improvement. However the exact scope of problem
identification varies from company to company & depends on individual scenarios which may
include identification of internal problem/ potential problems as well as external problem areas.
For example we try to analyze internal problem areas by considering the efficiency &
effectiveness of each department actual performance comparing with their expected targets. As
for external problem we make a market & similar industry analyses where we try to analyze our
position & performance gaps.
Diagnosis of issues related to interacting sub elements:
We use Open book management, direct meeting, direct analyses of key performance areas,
complaint boxes, and notice boxes.
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Diagnosis of issues related to organizational processes:
We listen to people, their problems, listen to their need, see company‟s target associated with
those people and try to align them to achieve maximum business goals with maximum efficiency
and effectiveness while trying to make our staff satisfied.
Organizational politics affects OD programs:
Yes, definitely. It doesn‟t only affect the OD programs but also it affects staff efficiency & also
cast a negative impact on the effectiveness of business growth strategies.
Methods for performance gap analysis:
Internal: staff (individually, departments and company as whole) and check efficiency and
effectiveness.
External: (market share, growth rate as compared to others, our progressions) and we use the
methods for the mitigation of these gaps
Data-Gathering methods:
We use all methods.
Our priority is dependent on the type & purpose of data information & the criticality of the
data & information usage
Criteria for evaluating the effectiveness of collected data:
By checking the relevance and credibility of the data collected
By examining the process how you use this information for your purpose.
Methods for diagnosis:
We use:
Emergent-Group Behavior
Management Practitioner Model
Socio technical Systems Model
Because these are planned, target oriented, contain past experience and provide a way for
comparison.
Red flags in the diagnosis process:
Red trapezium
Incapable staff
Resistance to change
Fear of failure.
Performance gaps/ deficiencies
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Improper collaboration among departments:
As concerned with the 1st launch there was improper collaboration among departments
which results in the unsatisfied customers.
Improper pre-feasibility:
After analyzing the Wateen‟s journey after its 1st launch we came across the findings that
there were improper pre-feasibility of the business and assumptions were not right.
Ineffective follow up:
There was ineffective follow up of the prospective customers of Wateen.
Recommendations to remove the red flags:
Proper collaboration among departments:
There should be a proper collaboration among departments which helps them in
improving their performance and they should work on Organizational Effectiveness for
bringing change.
Effective Follow up:
Customers are the key factors for success so there should be the effective follow-up of
the prospective customers.
From the findings of this survey we came to a conclusion that there might be 4 red flags in the
diagnosis process of Wateen Telecom which are:
The Over-diagnosis: The process of diagnosis might go so long that it becomes
impossible to adopt the corrective program for that, and the diagnosis may continue to a
point where so many problems are identified that the client(Wateen Telecom) is
overwhelmed by the complexity of the situation. And in such a situation the most
important alternatives might get unnoticed or overlooked.
The Crisis Diagnosis: Due to the rapid increase in the competition in today‟s world, it
might get difficult to solve or even identify for the long run and far-sighted problems.
Wateen Telecom might have faced the same issues. They might have fallen into the trap
of attending only to the immediate and short-run crises seeing them as the only important
and immediate problems. And in this way they have avoided the long-run change
programs that were necessary to develop a more effective organization.
Threatening and Overwhelming Diagnosis: It might also have happened the case that
the client system (Wateen Telecom) couldn‟t accept the existence of the problems
identified by the OD practitioner, or may have gotten pre-occupied by the amount of
information that could have been dealt with in a meaningful way. The diagnosis might
have perceived too threatening or overwhelming that the company and its employees
resisted or rejected the entire change program.
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The Diagnosis of Symptoms: Then our fourth assumption is that the company might
have considered the symptoms as the problems, rather than the actual problems whom
those symptoms were leading to and that needed to be solved. For instance incapable
staff, resistance, high turnover, fear of failure and performance gaps or deficiencies that
they considered the underlying problems can actually be the symptoms of more serious
problems and these might be due to poor supervision, inadequate performance appraisals,
lack of compensation, poor planning labor needs and recruiting candidates, poor training
and developing managers or not effectively building employee commitment etc.
So focus should be on the actual problem rather than their symptoms thatin fact seem to
be the immediate problems but actually are not. The company and the OD Practitioner
after the re-launch must take care of all these red flags in order to improve their
performance and productivity if they want to survive and grow in the market.
GAPS/DEFICIENCIES IN THE COMPANY’S PERFORMANCE
In Wateen there is:
High Employee Turnover
High Operational Expenditure
High Proportion of debt financing
Half of the employees are not satisfied with the Working environment, Rights & Duties and
Pace of Operations and one of their major deficiencies is their rare frequency of change.
Moreover, due to the:
1. Bigger launch as compared to Management capacity resulted in Corporate Entropy,
which became the major source of performance deficiency:
When Wateen was launched and emerged into the market as a new telecom company, it suffered
many problems like poor quality and poor customer services at the customer end. The problem
with the organization was that the launch was bigger than the organization could possibly
manage. The management was weak to handle such a large scale company and there were crucial
performance gaps. Now Wateen is evolving and coming back to the market as a stronger
organization with new innovative products and offers. It has been possible only because the
organization has managed to adapt to the environment. The earlier first launch went through
corporate entropy which is now being removed by the organizational renewal.
2. ‘Sluggish-Thermostat management’- resisting organizational change, is one of the
causes of the performance gaps:
It was evident by previous launch‟s experience that „sluggish-thermostat management‟-resisting
organizational change until cost trade-offs favor it, has not been of any advantage. It only favors
organizations with very stable organizational goals and a highly centralized structure. Since that
wasn‟t the case here the organization suffered.
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3. Process of determining the needs for change is not very authentic:
The ones identified by HR manager are few of the very first indications that the organization
needs to bring in some change to increase the motivation of employees and prevent corporate
entropy.
4. Ineffective Management:
The management of Wateen is not very effective which results in performance gaps.
5. Problems with the Information System:
Theoretically information flow should be open and free. Any information required to the
employees should be provide to them but in Wateen the information flow and sharing is semi
opened. Top management is reluctant to share sensitive information from its lower or middle
level management.
6. Problem with the Basic Structure:
The organization‟s structure is an extremely important aspect to bring about change in an
organization as all managerial levels are to be involved and come to the mutual targets to be
achieved. Wateen on other hand displays a centralized basic structure which is a cause for their
downfall.
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Recommendations
1. Renewing/Transformational Management:
Telecom market is very volatile and prone to frequent changes with the growing technology, to
cope up with that the approach adapted by the organization is „renewing/transformational
management‟- high adaptation in the hyper turbulent environment. This is very effective since it
introduces change to deal with future conditions before these conditions actually occur.
2. Open Information sharing system:
Information sharing system should be open. Flow of information should be free from top to low
level management and vice versa.
3. Open-book management:
Open-book management should be practiced.
4. Creation of Motivational climate:
Motivational climate improve the performance of employees.
5. Introduction of new policies, products & services:
From the external point of view, one needs to keep an eye on their competitors and constantly
introduce policies, products and services to counter the competition.
6. Talented Management:
Wateen should create talented Management for keeping employees motivated after this re-launch
scenario.
7. Regular feedback:
Organization should take steps to soften the rigid culture of organization and values by
introducing the new culture on slow pace and by taking the reviews and suggestions of all
employees. Regular feedback should be taken to eliminate the odd things of old culture.
8. Decentralized Basic Structure:
Regions should be given the authority to run their operations this will help in improving the
performance.
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APPENDIXES
Appendix: A Questionnaire for the HR Manager of Wateen
Name: _____________________ Designation: __HR Manager______
Starting time: ________________ Ending Time: ____________________
We are the students of BBA (HONS) at FAST –NU Lahore. We are currently working on the
organization Development & Change Management Project and need your cooperation for filling
out this survey. I assure you that your personal information will be kept confidential and will not
be disclosed to anyone. Also, the information provided will be solely used for project purpose. I
request you to please spare some of your time to fill this survey. Thank you.
1. What is your mission statement?
2. What is your vision statement?
3. What are your goals about the future?
4. What are your planning strategies to achieve those goals?
a. Long Run
b. Short Run
5. What are your strengths?
6. What can be done to take advantage of strengths?
7. What are your weaknesses?
8. What can be done to alleviate weaknesses?
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9. What are your opportunities?
10. What are your threats?
11. What is your turnover rate per year?
12. What is the basic structure of your organization? (centralized or decentralized) How satisfied
are you with the current structure?
13. How do you get to know about your competitor‟s strategies & policies?
14. How do you know the motivations behind your sales( both for increase and decrease)
Increase:
Decrease
15. Are you satisfied with the current structure and environment of the company? Would you
want to bring any change in the company? Please give reason with your answer.
16. According to you either organization development is important for organization or not?
17. What important role does it play to improve efficiency and effectiveness of the organization?
18. Is your organization currently working on any development program?
19. Is there any change leader in your organization?
20. According to you what are the factors that compel organization to go through these
development programs? And how effective they are?
21. How important is it for the organization to be quality conscious and adaptive to new
technological and other changes?
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22. Are there any internal practitioners in your organization? If yes then are you satisfied with
their performance?
23. Is there any need for external practitioners in your organization?
24. What is the significance of the corporate culture for your organization?
25. Have you developed any norms for your organization? If yes then what kind of norms are
they pivotal or peripheral or both?
26. According to you what is the importance of these norms and how important it is for
employees to be aware of them?
27. According to you what is the importance of psychological contract between organization and
employees? Are employees committed to this contract? Is your organization also working to
keep up to employees expectations?
28. How important do you think it is for organization to adapt to change with the changing
environment?
29. How you determine that organization needs change?
30. Diagnosis of system is how important to build strategies and plans for organizational
development in order to achieve the desired goals?
31. What is the contribution of developing a vision and model for change in organizations
culture?
32. What do you think are all of the employees in your company aware of the company's goal?
33. Should change be rewarded or not? Do you think it will have any impact on the effectiveness
of organization?
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34. When you try to implement some changes, what are the key problems you face?
35. To what extent do employees resist change?
36. What methods this company has been using for its survival in the corporate world, its level of
competitiveness and improving its performance?
37. What approach do you use, change for survival or growth? How?
38. Policy for future shock? (too much change in too little time) in case of for example:
a. Competition
b. Drastic change in govt. Polices?
c. Trend changes?
d. International or trade laws?
e. Top management‟s orders for transformation?
39. What do you prefer, OT or OD, why?
40. How often do you plan for future development?
41. Does HR department have a say in decision making? Degree of authority?
42. What is the rate of managerial efficiency and managerial effectiveness in your company?
43. What are the external and internal forces effecting the change in this organization?
44. What techniques are you using to increase effectiveness / adaptability to change?
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45. What is your process of recruiting people?
46. How do you train your personnel? And what kind of training do you provide them?
47. Do you give any compensation, incentives/ benefits to the employees on their quality work?
48. What kind of information exchange program your company have, open or closed?
49. If there will be any OD program, would top management involves the lower-level
employees?
50. Do you think motivational climate can improve the performance of employees? Do you
practice it in your company?
51. Do you support your employees for their projects? Or just focus on the final outcomes?
52. What resources do you provide to your employees and if they ask for any specific resource
do you provide them?
53. Are you using open book management in your company?
54. Where do you see this company after 10 years?(Performance gap)
55. Please share your reviews and ideas about this company?
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Appendix: B Questionnaire for the Employees of Wateen
Department Name: __________________ Employee Designation: ____________________
We are the students of BBA (HONS) at FAST –NU Lahore. We are currently working on the
organization Development & Change Management Project and need your cooperation for filling
out this survey. I assure you that your personal information will be kept confidential and will
not be disclosed to anyone. Also, the information provided will be solely used for project
purpose. I request you to please spare some of your time to fill this survey. Thank you.
1. How long have you been working here?
2. What are your goals about the future to match up with the top management’s goals?
3. What are your planning strategies to achieve those goals?
a. Long Run
b. Short Run
4. What do you think are the strengths of the company?
5. What do you think are the shortcomings of the company?
6. What would you say about the working environment, rights & duties, and pace of the
operations of the company?
7. Do you want to suggest something to improve the current performance of the company?
8. How do you relate yourself with the culture and norms of the company?
9. How often the changes in the organization’s policies and structure are implemented? And
what types of changes are applied?
10. Do you think you are paid fair according to the time and effort that you spent in this
company? Are you given any compensation or incentives on your quality work?
11. Are you satisfied with your job?
12. Are you satisfied with the current structure and environment of the company? Would you
want to bring any change in the company? Please give reason with your answer.
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13. If there is any need for change in the culture and structure of the company, then what will
be your response towards it? Would you support or resist that change? Please explain your
answer
14. Is this your only current job or you work somewhere else too?
15. Where do you see this company after 10 years?
16. Will you like to suggest your friends to come and join this company with you?
17. Please share your reviews and ideas about your job experience in this company?
18. Please share your reviews and ideas about this company?
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Appendix: C Questionnaire for the OD Practitioner of Wateen
Name: _____________________ Designation: ____OD Practitioner___
Starting time: ________________ Ending Time: ____________________
We are the students of BBA (HONS) at FAST –NU Lahore. We are currently working on the
organization Development & Change Management Project and need your cooperation for filling
out this survey. I assure you that your personal information will be kept confidential and will not
be disclosed to anyone. Also, the information provided will be solely used for project purpose. I
request you to please spare some of your time to fill this survey. Thank you.
1. How do you identify the problem areas for improvement?
2. How you diagnose the issues related to interacting sub elements that make up
organization?
3. What approach you use to resolve issues related to organizational processes?
4. Do you think organizational politics affects your OD programs?
5. In your organization what is the purpose of diagnostic phase?
6. What methods your organization uses to do performance gap analysis?
7. Would you like to share with us the ways how information is gathered & processed in
your organization?
8. From the following Data-Gathering methods, which method your organization adopt &
why elaborate please?
1. Secondary sources of Data
2. Employee surveys
3. Direct Observation
4. Sociometric Approach
(It’s the means of obtaining quantitative data about the network of interrelationships
within groups usually on certain given dimensions)
5. Interviews
9. What criteria are used by your organization for evaluating the effectiveness of collected
data?
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10. From the following methods; what method your organization use for diagnosis? Give
reason for usage?
1. Analytical model
2. Emergent-Group Behavior
3. Management Practitioner Model
4. Socio technical Systems Model
5. Cause Maps & Social Network Analysis
6. Force Field Analysis Model
11. In your opinion, what are the possible red flags in the diagnosis process?
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References
1. BushraIftikhar – Assistant Manager Recruitment & Selection
Wateen Telecom Limited
GSM: +92 (321) 400 4036
Email: Bushra.Iftikhar@wateen.com
URL: www.wateen.com
Address: 4th Floor, New Auriga Complex, Main Boulevard, Gulberg II, Lahore, Pakistan
2. http://www.wateen.com/company/about-wateen-telecom/
3. http://www.wateen.com/dlfiles/WateenCorporateProfile_hires.pdf
4. Article # 1: What went wrong with Wateen?
Article by: Arsalan Mir
Posted on: TELECOMPK.NET
5. Article # 2: Wateen Re-launched _“JO CHAHO”
Article by: Arsalan Mir
Posted on: TELECOMPK.NET
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