OMAN TELECOMMUNICATION COMPANY (OMANTEL) ISSUES

OMAN TELECOMMUNICATION COMPANY (OMANTEL) ISSUES

INTRODUCTION

Omantel Company takes the lead in the telecommunication sector in Oman and has been bringing people, families, and organizations together for more than four decades. Moreover, the company has effectively associated all aspects of the Omani people groups to one another and also with the other parts of the world. Omantel’s developing corporate client base incorporates both the financial and banking administration services, besides oil and gas organizations, independent ventures, and Government Ministries. The administrations offered to the corporate portion include ADSL, versatile postpaid and paid ahead of time, rented lines, 3.5G web plans, IP MPLS, Internet Leased Lines, Email and Web Hosting, and International Private Leased Circuits. Omantel is the premier broadcast communications organization in Oman and has been bringing people, families, and organizations together for four decades and has effectively associated all pieces of the Omani people group to one another and with the remainder of the world.

Omantel has been ranked as the leading organization in Oman for the fourth back to back year in the yearly OER Top Twenty organizations – showing by and by the crucial job that the broadcast communications monster plays in the Omani economy, its improvement, and making thriving. Its prosperity on the MSM is an unmistakable marker of the manner in which that investigators and speculators are supporting Omantel’s business system of consolidating its essential tasks into one brought together business offering fixed, versatile and web answers for its clients and its pledge to carrying the most exceptional media communications innovation to the Sultanate.

There are several vital parts that deem essential within the organization. These would range from a set up the Telecommunications Regulatory Authority under the Royal Decree No. (30/2002) to complete the arrangement for the improvement of the media communications area and the activity of its administrative job to keep up the interests everything being equal, remembering the confirmation of new organizations to work for this imperative division, and there are numerous interchanges organizations in Amman, most strikingly Oman – Telecommunications – Omantel – and Oman Mobile Oman Mobile – have been advanced Oman Telecommunications Company – Omantel – 30% of the offers on the Muscat Securities to people in general, which agreed with a progression of steps to build the organization’s capital and extend systems, and the foundation of transfer stations new stations and increment the development, and give imaginative administrations and limited costs to remain Omantel and Oman Mobile organizations more prominent and more extensive as far as administrations in the Sultanate. The Oman Telecommunications Company (Omantel), the most significant media communications specialist co-op in the Sultanate of Oman. Where a restraining infrastructure on neighbourhood telephone utility, global and cell phone messages, and the Internet.

Omantel Telecommunication Company is a company based on offering telecommunication services. The company is located in Oman, whose ownership is 51% by the government, and the rest 49% by the public. The company serves as the primary internet service provider in the country, thus signalling a significant role for most of the country’s operations that depend on the internet for its services in addition. Omantel’s HR is considered the best HR in the Middle East and North Africa in engaging its employees. Omantel was awarded because of its excellence in engaging its employees by enabling the right culture among the employees as well as the questioners of satisfaction, besides how the company is flexible and transparent with its employees (Muscat Daily News, 2017). This made Omantel as the best company and the targeted firm to all the workers across the country. Every worker in all different fields started to apply for a job at Omantel, and to keep this level of “most wanted to be at,” Omantel had to invent some new ways and techniques of how to keep their employees happy besides being flexible with them.

Like any other company in the world, challenges are always a part of any business that strives to thrive towards a successful horizon. Similar problems are thus associated with Omantel Company from various angles of view. These may range from marketing and sales, up to the internal organization of the business. Basically, any challenge would pave its way through financial attachment since, in most cases, every operation, whether within the company or outside the company, would lead to financial incurrences. Omantel has been facing a series of economic issues associated with employee’s special treatment within the company. Flexibility level towards the Omantel’s staff has contributed in a paramount way towards magnifying the problems that are facing the company. In this report, a detailed analysis shall be carried out based on the three major issues that seem to jeopardize the financial control behaviour from within the company. The trend report shall analyze the causes of such issues, their effect, and the best possible solutions available to curb the situation at hand. The significant issues that the report shall dwell in are as follows:

Vehicles with unlimited paid fuel – utilized mainly by the network engineers on both routine and emergency tasks for the company’s networking support success.

Mobile handsets with paid bills –used by all staff but misused in the case whereby they use it for personal purposes other than the company’s roles.

Remote attendance system – workers use a USSD system to sign in and out of a job, but can do that whether within the working premises or out since the system is not location-based sensitive.

Analysis

1. Root Cause Analysis

Fish Bone’s cause and effect analysis method in this case clearly shows how the company suffers from a range of indirect financial mishandling effects. From the diagram above, the issue to do with excellent staff bill discounts is seen to emanate from laxity within the human resources management in conjunction with other relevant departments responsible for initiating control measures on the usage limits. It is once again very clear from the diagram that there are two leading causes of this problem. The first one is in the case whereby the system can allow staff members to accrue more discounts that they deserve. The principal purpose of this effect is the lack of a monitoring tool that would create the necessary restrictions to deter the discount access going beyond the set upper limit.

Secondly, financial expenditure regarding the use of vehicles by the network engineers both in terms of fuel and depreciation value of the cars is seen to be caused by lack of a proper tracking/monitoring system that would make the users bear the expenses in the case of unjustified trips or private usage. Similarly, the third issue is also seen to be caused by laxity in the office management to monitor who could have signed in using the USSD but did not show up.

The benefit of utilizing the fishbone method is to burrow further, to go past the underlying episode report, to comprehend better what in the association’s frameworks and procedures are causing the issue so that they can be tended to. According to this method, it is evidently clear that the root cause of the financial problems felt by the company from its staff is due to lack of a unique monitoring system or a tool that would regulate improper utilization of the company’s resources.

2. Variables

Omantel management exhibits a Laissez-Faire leadership style. There are so many signs that prove that this form of leadership style is highly adopted, primarily based on how the management treats its staff members. Laissez-Faire is a leadership style in which the supervisory department gives almost no bearing and gives employees; however, many opportunities as could reasonably be expected. All position or power is given to the employees, and they should decide objectives, decide, and resolve issues alone. This French expression signifies “leave it be” and is utilized to depict a manager who leaves their partners to continue ahead with their work. It very well may be viable if the manager screens what is being accomplished and imparts this back to their group typically. Frequently, free enterprise initiative works for groups in which the people are experienced and gifted self-starters. Tragically, it can likewise allude to circumstances where managers are not applying adequate control.

The disadvantage of this type of style is sure just for the situation when the workers are entirely dependable and in the event of innovative employments where an individual is guided by his own yearnings. In these cases, less course is required so that this style can be significant. This style has more hindrances on the grounds that generally, it is the aftereffect of the absence of enthusiasm of the manager that prompts his embracing this style. It demonstrates poor administration and understands bearing and core interest. The lack of engagement of the administration and initiative makes the workers become less intrigued by their activity and their disappointment increments.

In regard to the way Omantel management handles situations in terms of control measures related to the workers, it can clearly be seen that employees have excessive freedom to choose on what to do under the assumption that they will do what is right and in the proper manner. The evidence is seen in the case whereby staff members are able to sign in remotely while still at their home premises and fail to attend to work, thereby signing out in the evening as a sign that they have now left the working premises. Freedom of choice thus appears to be uncontrollable since their punishments are not given upon such misconducts.

The company has thus been losing a lot of money via discounts given to its employees as a motivational factor whereby workers would spend more than required due to a lack of a limiting system.  The leadership style at Omantel is continuously a vital factor on how the employees truly act inside the association, in Omantel all administration are adaptable, and their entryways are always open, beginning from the CEO till the pros. These directors can viably motivate the representatives and direct them in the correct method for utilizing these advantages. Omantel needs to instruct the staff by leading mindfulness sessions to their workers, disclosing to them how abusing such dominance is hurting the salary of the firm by raising the expense. Omantel can begin these mindfulness sessions at that point to limit these additional advantages to the helpful staff as it were. This will diminish the general commitments and costs, which will prompt a rise in the pay. Between Omantel’s representatives, a ton of open speakers do exist, just as moving ones. Omantel can utilize these individuals to get the message out of mouth only as granting the exceptionally performing staff and post it in the online life channels for exposure and showcasing.

On the other hand, field engineers are viewed as the ones who keep up the benefit of the organization, and they are the ones who keep the system alive and prepared to serve the customers. Without these architects, the organization fundamentally can’t support it. It will consistently be emphatically affecting any firm on the off chance that it recognized its helpful staff and granted them. The vehicles with paid powers can be given for the profitable architects, and the individuals who are not gainful, a few pieces of training and improvement should be possible for them. Their individual improvement plan ought to mirror some required advancements in the best way to adequately utilize the organization’s advantage. Likewise, granting the best helpful staff by raising the farthest point of their versatile bill instalment adjacent to decreasing a similar episode on the non-beneficial workers may spare plenty of activity costs on the organization.

On the bottom line, Omantel Company’s success would majorly depend on the following three significant variables for its thriving fortune:

1. Financial factor
2. Time factor

• Production factor

3. Relationship between the Variables and the Three Issues at Omantel

Omantel is a service provider company; it is known about how close the management is with their staff. Omantel is consists of 3 main domains, the business domain, which the marketing, sales and related, then comes the business support domain, which is the finance department and HR and similar, and lastly the technical fields which are the network operations and technology units. More than 25% of Omantel’s employees are in the Operations and Maintenance Unit. HR benefits and compensation team are working hard to make the employees as satisfied as possible, especially the network engineers.

The three main issues at Omantel appear to have a direct impact on financial behaviour, utilization of time resource, and the overall production of the Company. These three variables respond directly to the response of the three issues: vehicles with unlimited paid fuel, mobile handsets with paid bills, and the remote attendance system. The cause-effect factor behind this characteristic is thus highly dependent on the type managerial system within the company, and demerits of this leadership’s style appear to have taken the root of the entire system. The human resource management at Omantel has shown a trait of lack of direct control on various activities and privileges given to its staff members the side effects end up taking the lead within the company. Laissez-faire has its main character demonstrated within the high rated freedom of decisions-making in which employees are endowed with the freedom to choose what to do and in what manner. At Omantel telecom Company, staff members do take advantage of the remote attendance system that allows them to sign in and out even if not within the working premises. However, this system may appear as an advantage; the overall result would lead to misuse of the system and workers failing to report to their respective working premises. Secondly, the use of vehicles with unlimited paid fuel corresponds directly to lack of proper control of the use of public or company resources and thus employees would use the vetches for non-official services. In addition, the same trait is displayed when it comes to giving out discounts to the staff members.

Laissez-faire leadership style enables full opportunity and capacity to representatives as found in the investigation discoveries, and this inspires representatives and other low-level administration to be innovative and approach work in a way that is best for them without the managers’ small scale overseeing them. Their opportunity in this way emphatically influences their work as they will fill in as a group upholding for inventiveness and in the long run elite and development of the association. Viable administration along these lines depends on the capacity of the administrator to comprehend the circumstance in his workplace concerning worker needs and consolidate this sort of culture in the association. In that capacity, representatives invest a lot of energy managing exercises that the administration is liable for, for example, taking care of challenges in the activity procedure all alone.

Without the pointless supervision of the managers, this type of opportunity in activity, gives certainty as they can counsel at whatever point looked with a test just as they can report any issue to their managers. Therefore, the examination built up that free enterprise authority style persuades workers in coordinating their vitality towards managing problems that happen in the association utilizing their very own drive. In spite of the fact that free enterprise authority style is in some cases viewed as an insufficient style, anyway, it tends to be compelling where representatives are proficient, profoundly talented, experienced, propelled and fit for taking a shot at their own. The laissez-faire leadership style may encourage visionary representatives, opportunity to work free from impedance and in this way, the representatives are simultaneously inspired with a high awareness of other’s expectations. Be that as it may, where the undertaking has midlevel and section level representatives’ administration ought to be assessed and supervisors ought to get mindful of what is expected to achieve positive outcomes from representatives so as to improve execution. Briefly, it can be deduced that all the three issues emanate from lack of a proper controlling system that would enable monitoring of utilization of any privilege given to the employees and a tool that is based on a particular form of punishment for those who misuse use the given freedom. The three issues shall hence be disused in details under the following three major variable factors:

1. Finances

Reference List

Prakash, A., and Mathew, R., 2014. A study on the financial evaluation of the performance of the telecommunication sector with reference to Omantel and Nawras. Asian Journal of Multidimensional Research (AJMR), 3(8), pp.1-14.

Al-Raisi, A.M., 2000. The feasibility of introducing total quality management in Oman Telecommunication Company (OMANTEL) (Doctoral dissertation, Sheffield Hallam University).

General, L.M., Sergio, R.P., and Al Shuali, M., 2013. Looking ahead: Scanning change management and its implications for human resource management practices. IAMURE International Journal of Business and Management, 7, p.1.

Chaudhry, A.Q. and Javed, H., 2012. Impact of transactional and laissez-faire leadership style on motivation. International Journal of Business and Social Science, 3(7).

Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M.S., and Hetland, H., 2007. The destructiveness of laissez-faire leadership behaviour. Journal of occupational health psychology, 12(1), p.80.

Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M.S., and Hetland, H., 2007. The destructiveness of laissez-faire leadership behaviour. Journal of occupational health psychology, 12(1), p.80.