MTN SWAZILAND

MTN Swaziland



Abstract

The paper discusses the organizational structure of MTN Swaziland; the major focus has been on the organizational concept s including the culture, marketing, and finance. The study gives an insight into the MTN Swaziland's organizational changes and the strategy that it has been following. The last section discusses the personal decision malign and the leadership skills required for an effective management.

Table of Contents

Chapter 1: Introduction4

Services5

Definition of the Functional Unit5

Chapter 2: Planning5

Sources and People5

Data Collection Procedure6

Time Line for Activities6

Difficulties in Data Collection7

The Execution7

Chapter 3: Organizational Structure and Culture7

Mintzberg Definition of Organizational Structure7

Mintzberg Configuration and MTN Swaziland10

Design Parameters12

Organizational Culture12

Strong Culture12

Hendy's Typology of Culture13

Deal and Kennedy Typologies14

Preference for the Cultural Type14

Environmental Factors and Organization's Culture14

Chapter 4: Analysis of the Functional Units and Interface Relations16

Human Resources Management16

Recruitment, Selection and Analysis16

Results and Analysis17

Recommendations18

Marketing and Strategic Management18

SWOT Analysis18

Analysis of the marketing mix19

Recommendations20

Operations Management22

Financial Management23

Analysis of ICT24

Management and Leadership25

Areas for growth26

Plan for Improvement26

Decision-Making and Creativity27

Interpersonal Skills28

References30

MTN Swaziland

Chapter 1: Introduction

Organizational culture is the set of values, beliefs and important understandings that members of an organization have in common. Culture provides definite forms of thought, feeling and reaction that guide decision-making and other activities of the participants in the organization. The apparently successful organizations have strong cultures that attract, retain and reward people for playing roles and meet goals (Dilworth,1992,6-11). One of the most important roles of senior management is to shape the culture, personality, have a significant impact on the philosophy and management style. The philosophy of a person offers guidelines for behavior (Black, 2003, 21-39). The style refers to how something is done. The management style is the different way in which an administrator performs. This definition suggests that culture plays important roles in the organization. Cultural artifacts, including the design and management style, convey values ??and philosophies, members socialize, motivate staff and facilitate group cohesion and commitment to relevant goals. (Dilworth, 1992, 6-11)

Another perspective emphasizes how culture affects behavior. "The organizational culture is a shared value system (which is important) and beliefs (how things work) that interact with people, organizational structures and control systems of a company to produce behavioral norms (as do things here). " (Hruzová, 1999, 34-41)

MTN Swaziland is the leader in the telecom sector in Swaziland. It communicates very often through advertising; however the brand is highly visible. It has fewer brands known other than the corporate brand MTN. the company provides the mobile services and spot second in the list that can be attributed to its communication. The MTN brand is highly visible and the communication contributes in ensuring that the brand continues with the high visibility.

Services

MTN offers telecommunications services in more than 20 countries. Since 1998, MTN Swaziland has been the only mobile telephone company in Swaziland. Today it has more than 800,000 subscribers, 98% of who use prepaid services. The only other operator in the country is the fixed line incumbent - Swaziland Posts and Telecommunications Corporation (SPTC).

Definition of the Functional Unit

The functional unit according to MTN refers to grouping of individual in terms of the function that ...