Dialog Axiata PLC, Sri Lankas most significant communications service agency is a subsidiary of Axiata Group Berhad. Dialog being the 4th entrant to Sri Lankas cellular market launched its services in 1995. These were the first digital network in South Asia to kick off HSPA + which is the latest upgrade in mobile broadband. In addition to communication service, the business offers other services such as mobile, internet, international gateway, data and backbone, set wireless and press related services and has 200 value added services.
The company happens to be offering over 7. 5 million local members which is the 50% market innovator in this industry. They may have the widest coverage getting 95% of the population and are the only operator to hide all the districts.
They have 500 salesmen on the floor along with a strong service team of 1000 personnel over 125 service centre and 50, 000 dealer networks. Also, they are the best FD Trader in Sri Lanka.
Dialog is one of the very most reputed companies in Sri Lanka with a highly diversified band of employees where they might definitely have cross cultural issues. Furthermore, they have been undergoing ongoing strategic as well as transformation changes which consequently would rise to issues at the different levels of the hierarchy.
Therefore being a huge and reputed company, Dialog stands as a challenging company in the competitive market.
Every firm has its own culture which refers to the beliefs, ideologies, principles and also the worth that the individuals of the organization share. The culture takes on a vital role in the success of the business.
When it involves Dialog, the business has adopted an extremely open and transparent culture where they have got embodied integrity and open up communication. Transparency is managed in any way levels where superiors are often available to the subordinates.
The corporate and business culture of the company matches to Adaptability as well as success oriented which focus on winning and reaching specific ambitious goals and the company ideals competitiveness and personal imitativeness.
Dialog is a company that is also working for the great things about the staff. The company has a dress code insurance plan to make the office attire identical within the personnel. Staff birth days and nights are also celebrated at the company level where in fact the relevant departments forward the staff birthday list to HR Office on the 1st week of the month where the staff will receive a surprise along with an e-card.
And they have a policy like personnel that arises with ground breaking ideas a recognized on a quarterly basis where they are given with an incentive named "BRAVO" in a particular meeting.
Obviously these actions on the business aspect will lead to high motivation and increase productivity degree of the staff.
Although Sri Lanka results on top of this dimension, Dialog is more towards the low vitality distance. They have a decentralized hierarchy where employees and subordinates do not show inequality much. The superiors or the Management team are happy plus they trust the subordinates with important jobs.
Dialog falls towards collectivism, because the folks in the business have more powerful bonds with their groups.
In Dialog it's more like a combination of both as this would help them for a well-balanced approach. They value success and competitiveness as well as money and ability. However, in addition they value people and keep maintaining good romance with them.
At Dialog, the amount of doubt avoidance is low. The company always welcomes for new things and changes, and embrace unpredictable situations. The company is very versatile and open to new solutions or ideas.
During days gone by, Dialog Company has been subject to several Strategic as well as Operational Changes. However, in this assignment only the following recent changes are being explained;
Outsourced Call Centre to "Firstsource Alternatives" (2011)
During 2011, Dialog entered into a collaboration with the BPO service agency "Firstsource Solutions" where Firstsouce acquired 76% shares of the Dialog Company. The new company was called as "Firstsource Dialog Solutions".
Acquired Suntel Ltd (2012)
Dialog acquired Suntel Ltd, Sri Lanka's second most significant wireless fixed line operator during 2012. The primary reason behind this change was to get rid of one with their main opponents from the marketplace. Due to the change, Suntel's former customer bottom plus all the employees were used in Dialog.
Outsourced SAP to "Attune Lanka" (2012)
Business set-up "Over the Top Service" (2012)
During 2012, Dialog opened its greatest hi-tech CUSTOMER SUPPORT Centre in Colombo, where they brought in 150 customer support professions been trained in multiple systems.
Despite the potential positive results, change is often resisted at both the individual and the organizational level (Mullins, 1999).
When Dialog brought all these changes as mentioned in Clause 3 above, the company confronted resistances from the employees. However they overcame the primary issues and problems as mentioned below;
Suntel employees adapting to Dialog culture
Suntel Ltd and Dialog were having two different kinds of corporate culture. So when Suntel Ltd was brought under Dialog, employees who had been doing work for Suntel had a very difficult time changing to Dialog's new culture. So they were given briefings, training sessions, and were well educated.
Employee ranking / salary composition issues
When Suntel's previous employees were brought to Dialog, there were some problems associated with the search positions or position levels and despite having the salary framework.
Therefore Dialog mapped every personnel to the particular level and was presented with a probation period of 3 months with given tasks and focuses on. So if the relevant staff could perform to the expected level they were given the same position they had in Suntel.
(Dialog Brand loyalty)
When Dialog's greeting card centre staffs were transferred to SAP, some issues were lifted because individuals who have been doing work for Dialog for a long period felt bad and also they didn't really need to leave Dialog since they felt some kind of proudness employed in Dialog.
However, Dialog Management convinced the staff that they might not lose anything and can get all the huge benefits and additional opportunities for his or her job development.
effective communication (peers to HR)
Security in the past
Obviously moving to a fresh company would feel perplexed and unsecured about the new environment.
In the case of Suntel Staff, they felt that they could not be able to perform well or may lose the work. Therefore Dialog offered a job guarantee letter confirming that their careers are not at risk.
But any how these were well informed that if anyone who cannot perform to the expected level would be withdrawn from the job.
When we look at the John Kotter's change model, Dialog also primarily created a sense of urgency when they underwent changes. They convinced the employees the importance of performing immediately due to high competitiveness. Also they created a powerful group to lead the change effort and encourage the group and created a eye-sight where they communicated with the whole employees.
In order to attain the perspective, they tried to remove the obstacles that may undermine the eye-sight and encourage risk taking ideas.
Human Source of information is the backbone of any company which is their duty to reduce the level of resistance and make the change an effective one.
In Dialogue HR was very certain in properly connecting the employees about the change and ensured that there would be no harm done to any staff and as per the labour rules, all the right of the employees were sent. Even though they had taken over Suntel, the past staff's service period was counted on an ongoing basis. For instance if an employee had served Suntel for an interval of 6 years, then they got counted from the 7th year when the staff joined Dialog
Force field analysis is a method by Kurt Lewin that may be applied in a team development program.
When we go through the Dialog side, the listed driving a car forces help the company to achieve their goals or goals. Alternatively restricting pushes make it difficult to attain their targets. Some of the major critical factors in the restraining forces that the business is not able control are the high energy cost.
For example, the Sri Lankan market is yet to expand but cost is very high
Problems will obviously arise in an environment where diversified people are working and especially if two companies with two different ethnicities are merged.
In Dialog case, almost all of the conflict comes up at the average person levels mainly due to difference in their personal views since some might think the change as a good thing while others might take it as a hazard or risk for them. Also several issues increased because Suntel personnel had the sensation that they might be treated unequally or they might not get all the privileges what Dialog company staffs already got.
During the change process, several conflicts increased in Dialgue which was mainly due to the following reasons;
Nature of work activities
When we take company purchases however the Company the sales staff do all the documentation promising to provide the service within two times. But if indeed they do not listen to from the company and technical staff
Information not handed down properly
Communication barriers as challenges in communicating to all or any levels of the staff can cause misunderstanding and consequently may create problems especially at the very lower level personnel. For example Messenger level staff would not have the ability to access to intra-net plus they might not be able to understand inside memos or notices written in foreign language).
Differences in perception
Also different people's notion would vary. Some may believe that merging both companies would be naturally an opportunity for their career improvement while other usually takes it as a huge threat.
Uncertainty of Job Security - issues occurred. .
Conflict situations sometimes can be taken as a confident thing with regards to the situation. However, a few of the main unwanted effects of conflicts are;
Staff turnover (5%)
When it comes to conflict within the company, Dialog needs all the relevant activities at the right time to avoid unneeded fights and disagreements. It is because they assume that it would greatly affect the efficiency level of the employees.
The company has a written code of carry out where every employee follows and appreciates about the companies' guidelines and techniques. When handling conflicts, the matter is first talked about at the supervisor or the relevant department level and thereafter then line Supervisor. If the problem is still not solved then the issue is raised to the HR Dept and additional to Senior Management level. In worst cases, Arbitrators are asked to solve the situation if required.
When it involves the strategies, first the personnel is negotiated verbally of course, if that will not help, written reason as well as enquiries is performed. However if each one of these actions do not work then written warnings are also given.
As per the model, Dialog uses the two ways to learn from their experience;
Single Loop Learning
The company requires corrective action to avoid or take care of a mistake but will not go deep into the matter.
Double Loop Learning
This is where the company checks the root of the situation to get the underlying cause of the challenge.
Based on the above mentioned information and intensive research done, it could be concluded that the company has a very open and transparent culture. In addition, it is prosperous in controlling culture, change and discord. It is because Dialog Company has a set process of everything according to their Code of Carry out.
Further when a new personnel joins or is recruited, the personnel will be provided with a obviously written job description so that everyone would know very well what is their role and what's expected from them.
Although the company is prosperous in managing change and conflicts, the following advice would enable the business more
Build an innovative program to encourage creative imagination among staff
Although personnel is given the opportunity to produce innovative ideas, at this time the company does not have a special department
When outsourcing give more choice to employees to choose their own way
When outsourcing we feel that the staff should be given a chance to choose what's best for them. For instance in the event when credit card centre of Dialog was outsourced, these were not given any chance for their own views if they want a copy to another section within Dialog or want to become listed on the new company. If they should have given the opportunity or at least got some feedback, then they might not have thought negative.
Introduce job enrichment to encourage the staffs
At the moment there is absolutely no job rotation or job enrichment programes within the company. However, if job enrichment programme is created, the personnel would feel more stimulated and accountable for their work. It would enable them to try new duties and extend their skills beyond what they have been doing all the time.
In order to lessen the business's high energy cost, it can go to solar panels