NOKIA CARE

NOKIA CARE.............................................................................1

MANAGEMENT STRUCTURE &ROLES........................................2

PRINCIPLES OF MANAGEMENT.................................................5

SWOT ANALYSIS.......................................................................8

ORGANIZATIONAL CULTURE..................................................10

SOCIAL RESPONSIBILITY.........................................................14

GREENING OF NOKIA CARE....................................................15

MANAGERIAL ETHICS.............................................................16

DECISION MAKING..................................................................17

PLANNING...............................................................................19

HUMAN RESOURCE MANAGEMENT........................................20

NOKIA CARE BCG MATRIX......................................................22

FINAL REPORT........................................................................23

REFERENCES..........................................................................24
referenc

Page 1
NOKIA CARE

N C OKIA ARE

INTRODUCTION AND HISTORY

Nokia Care was created in a merger between NOKIA and Global Customer Care (PVT) Ltd
in Pakistan. Nokia Care is an organization in which warranties of mobile phones of Nokia
are claimed. Nokia Care represents Nokia but it gets paid from Global Customer Care.
Nokia Care has over 8 operating branches in Pakistan out of which two are in Blue area
Islamabad.

On November 2008 Nokia Care Center was Started in Blue area Islamabad and the Care
Center is operational since then. At first this branch was headed by Muhammad Imran Nasir
as the Branch Manager later on due to some circumstances Mr.. Imran was fired and thus it
came under the supervision of Mr. Adil Durez Khan who is the current Branch Manager of
the organization.

(Islamabad Branch Manager Mr. Adil Durez Khan)

MISSION STATEMENT

Nokia Care Islamabad’s Mission Statement is

“Earn Profit and Satisfy Customers in every possible way”

(Islamabad Branch Manager Mr. Adil Durez Khan)

GOALS AND OBJECTIVES

Nokia Care Center has the following Objectives in market

○ Profit maximization.

○ Provide after Sale Services.

○ Customer Satisfaction is the major goal of Nokia Care.

○ To secure employee's rights and benefits.

(Islamabad: Branch Manager Mr. Adil Durez Khan)

Page 2
NOKIA CARE

M ANAGEMENT S TRUCTURE &R OLES

Management Structure of Nokia Care

Page 3
NOKIA CARE

PROJECT MANAGER (DECISIONAL ROLE)

Project manager is the top level manager of Nokia Care. He is the one responsible about the
decision making and hiring of people for the jobs and also developing plans and strategies.

(Islamabad Branch Manager Mr. Adil Durez Khan)

BRANCH MANAGER (DECISIONAL ROLE)

Nokia Care’s organizational structure consists of a leading manager who is the supervisor
and is responsible for the performance of Nokia Care Center Islamabad, namely Adil Durez
Khan. Mr. Adil is responsible for decision making in Nokia Care so he is the top level
manager of the organization.

(Islamabad Branch Manager Mr. Adil Durez Khan)

CUSTOMER SERVICE PROVIDERS (INTERPERSONAL)

Under the supervision of branch manager lies the post of a CSR who must possess
INTERPERSONAL SKILLS because they have to come in contact directly with the
customers. He is to report directly to the branch manager.

(Islamabad branch CSR Mr. Farukh Baig)

DEALER COORDINATOR (INTERPERSONAL)

Dealer Coordinator also works under the supervision of the branch manager and should
possess informational and interpersonal skills because his job is to deal with not the
customers but the dealers of Nokia mobiles. He is responsible to listen and answer the
complaints of Nokia dealers.

(Islamabad Branch Dealer Coordinator Mr. Asif Satti)

ENGINEER

Page 4
NOKIA CARE

The organization contains only one engineer who is not involved in any kind of management
activity. He is responsible of repairing of mobile phones.

(Islamabad Branch Manager Mr. Adil Durez Khan)

P RINCIPLES OF M ANAGEMENT

Page 5
NOKIA CARE

DIVISION OF WORK

At Nokia Care there is a proper division of work. They have hired different people with
Different work specializations like

○ CSR

○ ENGINEER

○ LOGISTIC ASSISTANT

○ DEALER COORDINATOR

AUTHORITY

At Nokia Care the authority is with is with the top level managers, with in the branch it is the
characteristic of a branch manager.

DISCIPLINE

The employees and manager of Nokia Care are much disciplined because they honor and
respect the rules and regulations.

UNITY OF COMMAND

This principle is seen in Nokia because the employees receive orders from the branch
manager and he in turn gets it from the project manager.

UNITY OF DIRECTION

This principal is applied because the employees have only one direction i.e. profit
maximization through increased customer orientation.
(Islamabad Branch Manager Mr. Adil Durez Khan)

SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL

INTEREST

The employees do subordinate their personal interests to the general interest that is they
follow and obey all the rules and do all the jobs they don’t want to or they are less willing to
do that.

Page 6
NOKIA CARE

REMUNERATION

Employees have fair and just salaries and wages that is the principle of remuneration is
observed.

CENTRALIZATION

The employees cannot take decisions at their own regardless of how profitable they may be.
All the decisions are taken by the branch managers.

SCALAR CHAIN

It is the line of authority from the branch manager to low ranks.

ORDER

This principle is also prominent because this means that all the employees and things are
available at right time and right place whenever they are required.

STABILITY OF TENURE OF PERSONNEL

This is also seen in the management because they always have alternatives available for the
filling of vacancies at the needed time.

(Islamabad Branch Manager Mr. Adil Durez Khan)

INITIATIVE

The initiative and innovations are the tasks of project manager.

ESPRIT DE CORP

Employees at Nokia Care have the team spirit and the work with harmony and unity.

Page 7
NOKIA CARE

(Islamabad Branch Manager Mr. Adil Durez Khan)

S A
WOT NALYSIS

Page 8
NOKIA CARE

Page 9
NOKIA CARE

S TRENGTH W EAKNESS

Public Confidence. Small Managerial Staff leads to

Economies of Scale.
Small Network easy to
manage.
pressure in case of excess work.
No research and development
programs
Low employee morale

O PPORTUNITY T HREAT

80% Market Share of Nokia

Increases their Market.
Removal of international
trade barriers
Government Legislations
Increasing Market Share of
Other Mobile Brands is a threat
b/c Nokia Care is bounded to
provide services to only Nokia
Users.

Page 10
NOKIA CARE

STRENGTHS

Nokia Care is famous worldwide for its quality services so the public have confidence on
them and this is a major key which is a major strength for nokia care.
Nokia Care gets all of its products directly from Nokia thus there are no carriage costs
involved and thus Nokia Care enjoys the Economies of Scale.

(Islamabad: Branch Manager Mr. Adil Durez Khan)

WEAKNESSES

Nokia Care Islamabad Branch has a weak organizational structure consisting of just a
small staff of 4 members which sometimes causes pressure because of the work load.

At Nokia Care the employee Morale that we have witnessed is very low and thus it is a
weakness for the organization.

(Islamabad: Branch Manager Mr. Adil Durez Khan)

OPPORTUNITIES

Page 11
NOKIA CARE

As we are aware of the fact that Nokia has 80% Market share which increases the market
share of Nokia as well.

(Islamabad: Branch Manager Mr. Adil Durez Khan)

THREATS

Government Policies change almost like on monthly basis in Pakistan and this instability is
dangerous for the organizations.

Increase in the Market share of other mobile brands is also a threat to the organization as
Nokia Care is bounded to provide services to Nokia Customers only.

(Islamabad: Branch Manager Mr. Adil Durez Khan)

O RGANIZATIONAL C ULTURE

OMNIPOTENT VIEW OF MANAGEMENT

In Nokia Care there is an Omnipotent View of Management because while interviewing Mr.
Adil we came to know that the branch managers are held responsible for all the operations
and the results of those actions within that particular branch.

(Islamabad Branch Manager Mr. Adil Durez Khan)

DIMENSIONS OF MANAGEMENT

Page 12
NOKIA CARE

DIMENSIONS OF MANAGEMENT HIGH LOW

TEAM ORIENTATION ✔

PEOPLE ORIENTATION ✔

OUTCOME ORIENTATION ✔

ATTENTION TO DETAIL ✔

INNOVATION & RISK TAKING ✔

STABILITY ✔

AGGRESIVENESS ✔

TEAM ORIENTATION

The employees of Nokia Care Center are more team oriented. They prefer working in groups
themselves besides they are encouraged to do so by the manger. The manager said that the
activities are interlinked with each other in a great deal so team work preferred.

(Islamabad CSR Mr. Farukh Baig)

PEOPLE ORIENTATION

While talking about the people orientation the manager told us that we have to deal with two
groups of people first are the employees and second are the customers.

(Islamabad CSR Mr. Farukh Baig)

OUTCOME ORIENTATION

The culture of Nokia Care Center is with minimal outcome orientation. The Manager said
that they consider customer satisfaction their 1st priority so it is fewer outcomes oriented.

Page 13
NOKIA CARE

(Islamabad Branch Manager Mr. Adil Durez Khan)

ATTENTION TO DETAIL

The factor of attention to detail is also maintained that is the employees are expected to do
the work with accuracy and precision.

(Islamabad Branch Manager Mr. Adil Durez Khan)

INNOVATION AND RISK TAKING

The employees are not encouraged to innovate and take risks on their own behalf. If they
have some ideas they would have to share this idea with branch manager then he would
present the idea to the project manager and then there is a possibility of a change. So we can
say that innovation and risk taking of employees is less.

STABILITY

There is a greater stability as the rules and regulations are observed strictly and the
employees have to follow these. Besides the rules and commands have a proper direction
that is customer satisfaction.

(Islamabad Branch Manager Mr. Adil Durez Khan)

AGGRESSIVENESS

Employees are more attracted toward team work and there is no competition among them so
t aggressiveness is negligible in Nokia Care, instead cooperation is dominant in their
organizational culture

(Islamabad CSR Mr. Farukh Baig)

Page 14
NOKIA CARE

S OCIAL R ESPONSIBILITY

CLASSICAL VIEW OF SOCIAL RESPONSIVENESS

The manager’s only concern is to maximize his organizations performance and take every
initiative towards maximizing profits of the organization, so it follows a Classical View of
social responsibility. The manager only has concern about

○ Maximizing long term profits.

○ Meeting the interest of stake holders.

Thus Nokia Care Center’s manager has a classical view of management.

(Islamabad Branch Manager Mr. Adil Durez Khan)

SOCIAL OBLIGATION

Nokia Care Center is a service center which works only for the betterment of itself not for
the development of the society therefore it only follows certain rules and regulations which

Page 15
NOKIA CARE

are obligatory for all the organizations so it lies on the stage of social obligation. It can
further be explained as Nokia care has no involvement in any of the following

○ No participation in any welfare activity.

○ Obligations are met within time.

(Islamabad Branch Manager Mr. Adil Durez Khan)

G REENING OF N C OKIA ARE

Nokia Care on the basis of environmental sensitivity is working only for its own benefit as
mentioned earlier it provides services to the customers and follows the rules and regulation
accordingly

LEGAL APPROACH

Nokia Care is an International organization which provides the service of warranty claim
and other repairs of only mobiles of Nokia itself while working according to its rules and
regulations only. It does not care for its customers any more than that

So it lays on the Lightest Green stage namely Legal Approach.

(Islamabad Branch Manager Mr. Adil Durez Khan)

Page 16
NOKIA CARE

Legal Approach at Nokia Care

M ANAGERIAL E THICS

UTILITARIAN VIEW OF ETHICS

Managerial ethics are based on performances and the outcomes of a decision not on the
basis of their race, Color or gender and also the manager follows a strict pattern, by
imposing rules as mentioned by the top level management. These rules and Regulations are
followed strictly and those who work according to demands are rewarded and those who go
against these get punished, so we conclude that at Nokia Care the theory of utilitarian View
of Ethics is applied and followed.

(Islamabad CSR Ms. Sabeena Irshad)

PRE – CONVENTIONAL STAGE

Event

Page 17
NOKIA CARE

While interviewing the manager we made an observation about the managerial ethics of the
manager. A customer had deposited her mobile phone Nokia 5730 for a claim at Nokia Care
and she was asked that it will be redeemed after 3 days according to the policy of the
company but 6 days had already passed and the mobile was not returned. Now she had been
calling and demanding to have a word with the branch manager but he refused to answer
the call and asked one of his sub-ordinates to attend the call and ask her that her mobile
repairment is in process and due to some technical faults in her mobile the process had
elongated and asked him to tell her to collect her mobile after 2 days.

So after this we conclude that the manager does not pays required attention to his work and
is misusing the name of the organization thus putting the goodwill of Nokia at stake just to
hide his deficiency so he is at the stage of pre-conventional ethics.

(Anonymous)

D ECISION M AKING

BOUNDED RATIONALITY APPROACH

According to the branch manager of Nokia Care Islamabad, managers are not authorized
for making all the decisions with respect to the organization, if any kind of decision is to be
taken they are required to present the matter in front of the project manager then ask for his
approval and if the project manager approves the proposal then manager can apply it to
their branches. So we can conclude that branch managers use bounded rationality approach
for decision making purpose.

(Islamabad CSR Ms. Sabeena Irshad)

STRUCTURED PROBLEMS

At Nokia Care, the environment is quite predictive and constant and there are minimal
chances of any change in the managerial environment as well so the managers at Nokia
Care normally interact with structured problems.

Page 18
NOKIA CARE

(Islamabad CSR Ms. Sabeena Irshad)

PROGRAMED DECISIONS

The problems generally faced by managers at Nokia Care are structures problems, means
that there goals are clear and the problem is very much familiar as the environment is very
stable so the decisions are very much repeating. Such type of decisions is programmed
decisions, so we conclude that managers at Nokia Care make programmed Decisions.

(Islamabad CSR Ms. Sabeena Irshad)

CERTAIN CONDITIONS FOR MAKING DECISIONS

As mentioned earlier the environment of Nokia Care is very much predictable and very less
changes are encountered by managers so normally the managers have Certain decision
making condition.

(Islamabad CSR Ms. Sabeena Irshad)

DIRECTIVE STYLE

Branch Managers at Nokia Care are pretty much bounded and are not free for making
decisions on their own perspective and the environment is very much stable which means
that there is low tolerance for any ambiguity and decisions are generally based on facts and
figures, So we conclude that the decision making style of managers at Nokia Care is
Directive Style.

(Islamabad CSR Ms. Sabeena Irshad)

Programmed Decision
Structured Problem

Page 19
NOKIA CARE

Problem Decision
Bounded Rationality Directive Style

P LANNING

FORMAL PLANNING

Nokia Care is an international organization and its plans and techniques are very formal
and for a long term period.

TRADITIONAL GOAL SETTING

Goal Setting at Nokia Care

H UMAN R ESOURCE M ANAGEMENT

The human Resource Management Process at Nokia Care is done by the head office located
at Lahore. The HR department is highly skillful, educated and committed towards their
work. According to the Nokia Care, its people are its assets, and in order to maintain the
value of assets the organization has started many programs for the welfare of its employees
such as WAADA focusing on shop floor employee morale and coaching programs for the
first line leader such as TLDW (team leader development program). The environment of

Page 20
NOKIA CARE

Nokia Care is quite healthy and safe not only in the offices but in the fields as well. The
compensation for the benefits of the employees is satisfactory.

Nokia Care has reduced the impact on the environment footprint by continuously assessing
the process and practice to identify the area for improvement. In this regard the company
has embarked on numerous initiatives in projects in the field of energy conservation, air
emissions, waste management and water usage. Nokia Care not only complies with
environmental regulations but also aim to go beyond what is necessary.

N C BCG M
OKIA ARE ATRIX

Page 21
NOKIA CARE

STAR

Nokia Care lies in the category of stars because it has a huge share in the market as well as
it has high growth rate as in the last two years its branches have increased from just a few to
numerous branches which are functional in Pakistan. Only in Islamabad there are 4
functional branches of Nokia Care which are providing these services to people and the
number of these branches are increasing as there will be another branch in the next branch
which will be functional from 1st July 2010.

(Islamabad Branch Manager Mr. Adil Durez Khan)

F R INAL EPORT

By Analyzing Nokia Care we have found out that Nokia has a 80% share in the global
market and thus Nokia Care is also enjoying the advantages of this great reputation. Nokia

Page 22
NOKIA CARE

Care is a functional unit of Nokia that provides after sales services to it’s customers, but
Nokia Care is bounded by Nokia to provide its services only to Nokia Users. Nokia has a
mission statement which clearly reflects that it works with the classical approach and its
basic aim is to maximize its profit by providing free services to its customers. Nokia Care
has a simple structure of a few people working together in their respective campuses. The
campus or branch is led by the branch manager who is under the influence of the project
manager, who is not providing any service other than planning for the organization.
Activities performed by the Project Manager is the human resource management and
developing strategies for the branches.

Nokia Care follows the classical view which means it pays more preference towards
attaining profits rather than providing any other service. At the grrening of Nokia Care we
can say that Nokia Care is placed at the Legal approach because it does not participate in
any welfare or betterment plan.

While meeting the manager of Nokia care we have seen many cases through which we
interpreted that Nokia Care Islamabad branch’s manager Mr. Adil Durez Khan falls at the
stage of Pre- Conventional stage which are reffered in the project.

Managers at Nokia Care are very much bounded because all the decisions are taken by the
project manager and he is the one responsible for decision making also we have concluded
that managers at
Nokia Care face structures problems as the environment for Nokia Care is very much stable
and there are fewer chances of any innovation. Employees don’t have access to the top level
managers as well.

By looking at the strategies that are adopted by Nokia Care and analyzing its market share
and market growth we have interpreted that Nokia Care falls in the category of Stars.

REFERENCES
➢ Mr. Adil Durez Khan, Branch Manager of Nokia Care, Blue Area
Islamabad Branch.

Page 23
NOKIA CARE

➢ Mr. Asif Satti, Dealer Coordinator, Nokia Care, Blue Area, Islamabad
Branch.

➢ Mr. Farukh Baig, Customer service representative, Nokia Care, Blue

Area Islamabad Branch.

➢ Ms. Sabeena Irshad, Customer Service Provider, Nokia Care, Blue Area,
Islamabad Branch.

Page 24