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1
FINAL PROJECT
Topic
Helping Fellow citizen policy.
Department:
MBA-IV (S.S)
Names of the students:
Farah Naz (Group Leader) Najma Razzaq Nimra Afzal Amna Ramzan UmmeHabiba
Submitted To:
Ms. Sarosh Imran
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CONTENETS:
CHAPTER 1-------------------------------------------------------------------------3
o Introduction------------------------------------------------------------------3o Problem Statement----------------------------------------------------------4o 'Hum Qadam policy in Pakistano Purpose of their policy----------------------------------------------------5
CHAPTER 2
1. ORGANIZATION BRIEF-----------------------------------------------6I. Introduction
II. Vision & ValuesIII. Objective-----------------------------------------------------------7
Chapter 3
1. Literature Review--------------------------------------------------------7Chapter 4
1. METHODOLOGY-------------------------------------------------------11I. Population
II. Sampling ToolIII. Sampling procedureIV. Collection of Data Survey
Chapter 5
1. Analysis & results--------------------------------------------------------112. Components of the policy-----------------------------------------------233. Prior policies4. Implementation strategy5. Future implications6. Ranking on ethical indexes-------------------------------------------24
Chapter 6
1. RECOMMENDATIONS---------------------------------------------24References-----------------------------------------------------------------------25
Questionnaire-------------------------------------------------------------------28
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CHAPTER 1
Introduction:
Telenor is built on fundamental values such as responsibility, reliability and commitment. This
requires a conscious approach to the impact the Telenor group has on its own working
environment and the society of which we are a part. If the group is to achieve its goals for
productivity and profitability in the current national and international competitive situation, it is
imperative that we nurture and develop the group's human capital. Effective skills development
is dependent on the continuous development of a safe, harmonious working environment. Active
environmental measures have become necessary in order to minimize environmental impact,
increase profitability and comply with environmental regulations set by the authorities, our
customers and society as a whole. Issues relating to the business community's social
responsibility are grouped under the generic term Corporate Social Responsibility (CSR). While
traditional environmental measures concentrated mainly on the business community's impact on
the physical environment, CSR looks at organizations impact on people's living conditions.They are also implementing other volunteerism activities such as citizenship etc. The term
"triple bottom line" refers to the fact that in addition to financial targets, businesses need to meet
requirements for social and environmental value creation.
Telenor Pakistans activities should serve to illustrate that business success in demanding
markets can be achieved without compromising ethical principles or international norms. The
Codes of Conduct cover areas that are important for ensuring solid business ethics in all aspects
of our activities. They contain specific and practical rules, and set the standards for how
individual employees should conduct business when faced with competition and demands for
meeting business objectives. Failure to comply with the Codes of Conduct results in sanctions
suited to fit the nature and extent of unauthorized actions. The Codes of Conduct apply tomanagers, employees, hired staff and anyone acting on behalf of Telenor Pakistan.Telenor
citizenship policy is about how we behave towards each other.
This figure provides an overview of relevant factors on which much of Telenor's working
environment, the external environment and ethics is based.
Internationalization/international
pressure
Authorities/legislation
Market/customersSociety
Telenor
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Problem Statement:
Helping fellow citizen policy adopted by telenor& its effect on organization and a
community as a whole.
In 2011, Telenor Pakistan has launched a new and unique CR initiative called 'Telenor Hum
Qadam' in which nation-wide employees are to contribute a total of 50,000 paid working hours
in programmes supporting fellow citizens in Pakistan. Through this initiative, employees are
granted an opportunity to become involved in their communities by lending support to
programmes that enrich the quality of life of all citizens. A key component is teaching ICT skillsthus building on our business competence. This is a first-of-its kind employee engagement drive
being introduced in corporate sector in Pakistan and the first mandatory employee engagement
program in the Telenor Group.
'Hum Qadam policy in Pakistan:
With this program, Telenor hope to not only give back to communities in which they operate but
also develop the spirit of community engagement amongst employees and inspire them to make
this a regular part of their lives. Christian Albech, CEO Telenor Pakistan says about the initiative
'Hum Qadam is about how we, Telenor Pakistan employees, can take responsibility, contribute to
local communities and offer to make an improvement in the lives of the inhabitants'.
It will be mandatory for all permanent employees in Telenor Pakistan to spend at least 20 paid
working hours per year working with community engagement projects with partner
organizations/NGOs in any of the following areas of interest:
Education
Reduced burden on the
environment
Better working environment
increased profitability
Image/reputation
Reduced risk of harm to Man
and environment
Lower costs
Greater market share
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Disability Emergency Response/disaster preparedness/relief
TP employees will have the option to choose from a variety of different projects being run bypartner organizations. Employees will be participating in diverse activities including mentoring
high school students from underprivileged backgrounds, teaching ICT skills to government
school teachers or students, providing attendant services to persons with disabilities, and
conducting disaster preparedness sessions in flood-affected communities.
Purpose of their policy:
The main purpose of this study is to identify the effect of Telenor citizenship policy on its
employees and society.
In the wake of the 8th October earthquake which shocked the world by ending and disrupting
thousands of lives, Telenor Pakistan identified the need to create a force of volunteers internally
to be in a better position to combat such crisis situations in an efficient and timely manner, thus
the regional volunteer teams emerged. These teams are comprised of Telenor employees and
each region has its own team. The basic idea to formulate these teams was that employees should
extend support and encouragement to the less fortunate. Each employee volunteering from a
specific region was to dedicate time, with the approval of their line managers, to support
Corporate Responsibility's events and help provide crisis intervention when needed, in their
respective regions.
These volunteers belong to various departments and divisions but have a common goal:
Strong will and spirit to contribute and make a difference. Regional teams operate like sleeping
cells, functioning normally on a day-to-day basis and coming alive in times of emergencies or
when on call. They proved to be especially useful in all Emergency Response initiatives, such as
earthquakes, floods and numerous other calamities. Volunteering can bring out mixed emotions;
it can be upsetting at times but at others it can be very satisfying and gives one a sense of
fulfillment. A lot of volunteers chose to spend time with children of the DUA project in SOS
villages. In time, these children have grown with us and have taken to these enthusiastic and
affectionate individuals; in fact they look upon them as 'Big brothers' and 'Big sisters'! More
recently, Telenor Pakistan volunteers have actively participated in visiting Disabled People
Organizations in line with the 'Khuddar Pakistan' initiative in order to discuss issues facing
people with disabilities and learn how to better facilitate and help them move forward in society.
Our volunteers have also been at the forefront in times of donating for a higher cause whether it
is blood donations, supporting a community school being run by a person with disability, or
contributing for emergency relief.
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CHAPTER 2:
ORGANIZATION BRIEF
Introduction:
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together
with Thailand, Malaysia and Bangladesh. Telenor Pakistan launched its operations in March
2005 as the single largest direct European investment in Pakistan, setting precedence for further
foreign investments in the telecom sector. The company has crossed many milestones and grown
in a number of directions, making Telenor Pakistan a leading telecom operator of the country.
Telenor is the fastest growing mobile network in the country, with coverage reaching deep into
many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the
hilly northern areas to the sprawling deserts in the south, at times telenor is the only operator
connecting the previously unconnected. Telenor is keeping ahead by investing heavily in
infrastructure expansion. With USD2 billion already invested, they have extended agreements
with our vendors for network expansion and services until 2009. The agreements, with a
potential to result in USD750 million worth of orders from Telenor Pakistan, are some of the
biggest of their kind in the industry. Telenor is spread across Pakistan, creating 2,500 direct and
25,000-plus indirect employment opportunities. They have a network of 23 company-owned
sales and service centers, more than 200 franchisees and some 100,000 retail outlets.
Vision & Values
Telenor vision crystallizes their customer focus as the cornerstone of everything they do. Their
values describe what behaviors are necessary to realize that vision. Corporate responsibility
mindset ensures that their vision and values nurture social concern and help them to create
shared value.
Vision
Telenor vision is simple: they are here to help& exist to help their customers get the full benefit
of communications services in their daily lives. The key to achieving this vision is a mindset
where every one of them works together:
Making it easy to buy and use their services.
Being respectful of differences.
Inspiring people to find new ways.
Their four core values are:Make it Easy
We're practical. We don't complicate things. Everything we produce should be easy to
understand and use. Because we never forget we're trying to make customers' lives easier.
Keep Promises
Everything we set out to do should work, or if it doesn't, we're here to help. We're about
delivery, not over promising, actions not words.
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Be Inspiring
We are creative. We strive to bring energy to the things we do. Everything we produce should
look good, modern and fresh. We are passionate about our business and customers.
Be Respectful
We acknowledge and respect local cultures. We do not impose one formula worldwide. We want
to be a part of local communities wherever we operate. We believe loyalty has to be earned.
Objective:
The three primary objectives for Telenor Pakistan's emphasis on Corporate Responsibility are:
Telenor Pakistan's customers shall be confident that the company runs its operations in anethically responsible manner.
Telenor Pakistan's employees shall be proud of the way in which the company handles itssocial responsibility.
Telenor Pakistan's other stakeholders, expecting high standards of social commitment,shall have high regard for the company.
Chapter 3:
Literature Review:
This paper comprises a literature review outlining the current issues and debates relating
to informed consent in social research (De George, 1987).Ethics in business has been an issuefor as long as trade and commerce have taken place. The field of business ethics is, however, of
more recent vintage, possibly from around 1920 onwards (De George, 1987).Business ethics, is
informed by rich and multiple sources including the literatures of philosophy (ethical, theological
and legal), political economy, psychology, business and economics, and, importantly, day-to-day
practice. The conjunction of philosophical arguments with everyday human practice, often
within fraught and contradictory contexts, provides opportunities for new insights into the
possibilities for moral agency at a variety of levels.Just as conceptions concerning the role and
status of work have changed dramatically through time (as discussed below), so arguments
relating to the virtuous life, bounded morality, the ethicality of competing economic and social
systems, and the possibilities and desirability of universal (global) ethics add, at the very least,new contexts in which to debate classical ethical theories. At best, they might even influence the
way particular classical theories are viewed. Business ethics embraces all of the theoretical
perspectives mentioned above: while not being reducible to any of them & its object is the study
of the morality and immorality as well as the possible justification of economic systems.
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Tinker & Coomber, 2004present the underline code of ethics:
This topic has gained prominence as a result of the broad changes that are taking place in
research governance in the UK and the increasingly regulated frameworks within which social
researchers work (Tinker & Coomber, 2004).The issue of ensuring the wide-spread
implementation of ethical practice goes beyond questions of voluntary versus compulsory codes.
As discussed previously, optimum ethical practice involves an internalized disposition to think
and act ethically in all aspects of planning, pedagogy and management as well as in interactions
with children, families and colleagues. One of the best ways to ensure that the values and
principles that underlie a code are compatible with the values and beliefs of practitioners is to
include practitioners in the development and revision processes. In the USA, New Zealand and
Australia, there was extensive consultation with early childhood professionals during all stages
of the development processes. These grassroots consultations allowed early childhood
practitioners to give voice to the ethical issues which confront them on a daily basis and thus the
resulting code became a document which both reflected and informed their practice.
Cherrington (2001) describes the bottom-up process which characterized the developmentof a national code of ethics in New Zealand.
Here, practitioners provided ongoing input and feedback throughout an extensive consultation
period which invited comment from both Maori and non-Maori participants. Such an approach
helped to strengthen practitioner ownership of the final code as well as providing professional
development opportunities. In Australia, Woodrow ET a. (1991) noted that the experienced early
childhood practitioners involved in their series of development workshops felt empowered by
their participation and valued the opportunity to take a proactive role in the development of the
code. These reflections suggest that a code that is valued by the field needs to be one that is
generated by those working in the field and that is responsive to the issues that are deemed to be
relevant.Rodd and Clyde (1991) advise that a code of ethics needs to be developed from an ethical
analysis which includes the identification of core professional values and an analysis of
prevailing ethical dilemmas.
Because societies and cultures are evolutionary, the value systems of the individuals and
organizations within those societies and cultures are also evolutionary. Values are not inherited
traits such as hair color and physical stature, rather they are learned characteristics brought about
by exposure to various events, environments, and role models. Ethics, then, is largely a
question of subjectivity that needs to be addressed realistically and with flexibility (Lonkevich,
1997, page 26) Ethical behavior is more than a matter of legality. According to Rushworth M.
Kidder, President of the Institute for Global Ethics, obedience to the enforceable is the law,
ethics is obedience to the unenforceable (Kidder and Lloyd, 1997, page 147).Dennis
Chookasian, Chairman and CEO of CNA Insurance Companies agrees that improper acts are
much harder [to prevent] than illegal acts because they are more subjective (Lonkevich, 1997,
page 26). Many companies have created corporate ethics departments and implemented
behavioral standards to assist employees in making proper decisions. Ethics must transmit,
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from within constraining surrounding decisions and actions, critically selected value allegiances
and criteria
(Goulet, 1997, page 1166). Ethics is about behavior and about ways of thinking,
Especially in situations where our choice can affect the dignity and wellbeing of others. In the
same manner that corporations expect certain standards of behavior from their employees,
taxpayers and citizens expect certain levels of conduct from their employees-public servants. In
a recent poll of 1,000 U.S. voters, 84 percent of the respondents said that our governments
would be better if policies were more directed by moral values (Kidder, 1995, page 8). Public
servants, by definition are supposed to serve the public and must understand and accept certain
standards of conduct. There are certain things that one cannot do and still be acting as a public
servant (Clark, 1991, page 40). The individual ethics of firefighters and officers directly impact
the ability of the service to perform its mission, yet, todays public managers face increasingly
complex dilemmas, often having to weigh personal and professional values against public
opinion and the law (Bonzek, 1991, page 19).Obviously, fire executives have responsibility for
the behavior of department members. According to Richard A. Marinucci,Leaders-the Chiefs inmany departments-are responsible for establishing and maintaining a climate conducive to the
departmentethical code (Marinucci, 1992, page 80). Management and staff should
continually promote ethical behavior by their actions. Setting an ethical example encourages
others to conduct themselves accordingly. Ethical behavior establishes credibility and
distinguishes the capable leader.
In the bookThe most effective leaders and managers
Achieved success by dealing with others ethically (Fotis, 1996, page 46). Conversely, if
leaders routinely engage in dirty work place actions, employees will assume such behavior is
acceptable (Matzler, 1992, page 158). What the fire service need, then, are people who can
both understand and excel at the practical demands of the business while remaining introspectiveand thoughtful in their pursuit of moral excellence (Ryan and Scott, 1995, page 460).As
previously stated, ethics are subjective in nature and therefore, difficult to define. Certain values
however, are found in most discussions of ethics and proper conduct. Perhaps the most
frequently mentioned of these values is honesty. Harvard University Ex-President Derek Bok
believes that you should not obtain your ends through lying and deceitful practices and you
have a responsibility to keep [your] promises (Kidder, 1995, page 6).
The 1994 code of ethics of the American Society for Public Administration (Appendix B)
advises to maintain truthfulness and honesty and to not compromise them for advancement,
honor, or personal gain (ASPA, 1994). The proliferation of technology, especially computers,
highlights the need for honesty. Nothing can be kept hidden or secret-not in computers, not in
the halls of government, nothing. (Kidder, 1995, page 6). People will feel much more
comfortable when dealing with honesty because there is no guilt or stress of disclosure. Another
common value of ethical behavior is fairness. Standards of behavior express the basic values
that underlie public service, including fairness, integrity, and professionalism (Clark, 1991,
page 37).
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In the book of (Fortis, 1996, page 46).
Simplistic approach to fairness is the Golden Rule. To bring ethics from the abstract to the real
world, we have the Golden Rule-Do unto others as you would others do unto you. While it may
seem old-fashioned, it is the foundation of family and civilization as we know it James A. Joseph
supports this view of fairness. I relate fairness to treating people as I would want to be treated.
I think that the [Golden Rule]ought to be part of any ethic for the future (Kidder, 1995
,page6). Fairness promotes equality of action regardless of specific circumstances. Virtually all
ethical behavior includes respect or tolerance. The Canadian Treasury Board states that each
public servant has a right to be treated with dignity and respect; both by supervisors and by the
institution as a whole.each is entitled to feel like a valued member of a larger enterprise
(Clark, 1991, page 39). Respect for others is not limited to having regard for the feeling of
others but includes tolerance of differing viewpoints. It is a question of respect for the dignity
of each of usif you have a different idea from mine, its not because youre worse than me.
You have a right to think differently (Kidder, 1995, page 8). The idea of dissent without fear of
reprisal is the basis for employee grievance policies. Another important characteristic of moralconduct is responsibility or accountability.
(Clark 1991, page 42).Personal and organizational responsibility strengthens the rights of
the individual rather than decreasing or subordinating them.
Accountability of individuals for their actions upholds the elements of mutual trust between
managers and employees. It is the individual public servants who exercise judgment. And it is
the people who are accountable. Each public servant is a link in the accountability chain and
each recognizes a duty to do his or her work in a conscientious and professional manner (Clark
1991, page 42).
(Kidder,1991, page 5,7)
Personal and organizational responsibility strengthens the rights of the individual rather thandecreasing or subordinating them. The talk is all of rights, demands, and desires. But the
important thing is not just to assert right but to ensure that they are protectedwhich rests
wholly on the principle of responsibility (Kidder,1991, page 7). Personal responsibility
decreases the likelihood of unethical or questionable actions and maintains the principle of
mutual trust. Kindness and benevolence promote public interest beyond serving oneself by
helping or assisting each other (ASPA, 1994). Tribal Chief Richard Snake of Nebraska agrees
that we have to be compassionate with one another and help one another, to hold each other up,
support one another down the road of life (Kidder, 1991, page 5) Compassion and solidarity
imply assistance and cooperation in spite of personal or political differences. Ultimately, ethics
will define any organization. Every organization, fire departments included, needs to set its own
standards and expectations to enhance proper conduct and avoid ambiguity. Chief executives
and key staff must lead by example to avoid employee resentment and public criticism. While
organizations should set standards and adopt codes of conduct, all individuals within those
organizations must support ethical behavior. Without the principle of individual conscience,
every attempt to institutionalized ethics must necessarily collapse (Kidder, 1991, page 7).
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Ethical behavior implies free choice and consistency of action. According to Rushworth Kidder,
discussions of global ethics frequently include five core values: honesty, fairness, responsibility,
love and respect. Having a standard for dealing fairly and predictably in all situations makes
individuals more effective and self-assured in the performance of their job.
Chapter 4
METHODOLOGY:
1. Population:Employees of telenor within Rawalpindi city of Pakistan were treated as the population
of this study. Survey concentrates to the citizenship policy of Telenor.
2. Sampling Tool:Data is collected through sampling tool of questionnaire.
3. Sampling procedure:Samples of 25 respondents were collected through convenient sampling. A survey basedon a questionnaire has also been conducted. The survey was aimed at analyzing the
opinion of employees regarding the citizenship policy of telenor in the country as it
affects the employees of telenor and society. The questionnaire was distributed among a
sample of 25 employees.
4. Collection of Data SurveyAll 25 surveys were returned. The responses to questions 1-5 were maintained in two
groups since one group was from the same department. The responses to questions 6-9 in
both samplings were combined and divided into categories. The totals (Appendix A)
were converted to percentages rounded to whole numbers as presented in the results
section of this paperChapter 5
ANALYSIS & RESULTS
1: Written ethics policy or code of conduct
Scale Frequency Percentage%
Strongly Disagree 0 0%
Disagree 1 4%
Undecided 2 8%
Agree 2 8%
Strongly Agree 20 80%
Total 25 100%
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The literature review revealed that ethics or ethical behavior is subjective in nature and not
merely a matter of right vs. wrong or legality. One of the methods used to promote appropriate
conduct is implementing or formalizing ethics policies and guidelines. Many organizations have
established ethics departments for their employees. The survey revealed that only 80% of the
employees strongly agreed that they had a written policy or code of ethics. All of the
departments reporting a written policy also reported that it was regularly enforced.
2: Maintain truthfulness and honesty
Scale Frequency Percentage%
Strongly Disagree 3 12
Disagree 4 16
Undecided 2 8
Agree 6 24
Strongly Agree 10 40
Total 25 100%
The survey revealed that 40% of the respondents considered honesty as one of the two most
important characteristics for ethical behavior and their organization maintain it. 12% of those
surveyed indicated that their organization do not maintain honesty and truthfulness.
0% 4%
8%
8%
80%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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3: Sponsor Ethics training
Scale Frequency Percentage%
Strongly Disagree 2 18
Disagree 1 4
Undecided 0 0
Agree 12 48
Strongly Agree 10 40
Total 25 100%
Organization conducts ethics training for its employees. Telenor sponsor ethics training for
employees almost 48% respondents agree. Periodically, training personnel on ethical issues
would exhibit a standard of behavior and help prevent personnel avoid ethical traps. The
literature review showed that a fiduciary relationship exists between citizens and members of the
fire service. This relationship dictates that executives and subordinates alike maintain high
ethical standards. The organizations are responsible for establishing and maintaining behavioral
standards consistent with values held by the community
12%
16%
8%24%
40%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
18% 4%
0%
48%
40%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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4: Executives and subordinates be held to the same ethical standard
Scale Frequency Percentage%
Strongly Disagree 2 4
Disagree 1 40
Undecided 0 0
Agree 12 20
Strongly Agree 10 40
Total 25 100%
This relationship dictates that executives and subordinates alike maintain high ethical standards.
The literature also revealed the fire service leaders are responsible for establishing and
maintaining behavioral standards consistent with values held by the community. All the
employees are fully satisfied with their citizenship polices. 40% respondents are strongly agreed
and 20% agree so it shows the positive result in the organization.
5: Actions usually either right or wrong in a given situation
Scale Frequency Percentage%
Strongly Disagree 0 0
Disagree 10 4
Undecided 0 0
0%
40%
4%
20%
40%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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Agree 5 48
Strongly Agree 10 40
Total 25 100%
48% of the telenor employees agree that actions taken by their organization are usually right in a
given situation.48% of the employees strongly agree that their organization actions are usually
right and according to the situation.
6: Rules and Regulations address breaches of ethics
Scale Frequency Percentage%
Strongly Disagree 4 16
Disagree 10 40
Undecided 6 24
Agree 5 20
Strongly Agree 0 0
Total 25 100%
Most of the telenor employees (40%) disagree that their organization addresses the breaches of
ethics. Only 20% agree that their organization address the breach of ethics. It means telenor
needs to improve and take action immediately when someone breaches their ethical policies.
24% employees dont know about it.
0% 4% 0%
40%
48%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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7: The media reporting ethics problems
Scale Frequency Percentage%
Strongly Disagree 2 8
Disagree 18 72
Undecided 1 4
Agree 4 16
Strongly Agree 0 0
Total 25 100%
The survey revealed the respondents (72%) do not think the media reporting these types of issues
in our organization. Moral conduct by fire executives would necessarily transfer to subordinates,
unethical practices by chief officers could lead subordinates to assume that the behavior was
acceptable. 80% of those in favor that top management encourage you to participate in this
policy.
16%
40%24%
20%
0%Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
8%
72%
4%16%
0%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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8: Involvement of citizens in policy decision-making
Scale Frequency Percentage%
Strongly Disagree 2 8
Disagree 17 68
Undecided 1 4
Agree 5 20
Strongly Agree 0 0
Total 25 100%
Telenor sponsor ethics training for employees almost 68% respondents disagree. Periodically,training personnel on ethical issues would exhibit a standard of behavior and help prevent
personnel avoid ethical traps. It shows organization does not consider ethics in their decisions.
9: Satisfied with your policy of citizenship
Scale Frequency Percentage%
Strongly Disagree 3 12
Disagree 5 20
Undecided 2 8
Agree 10 40
Strongly Agree 5 20
Total 25 100%
8%
68%
4%
20%
0%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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A significant number of telenor employees (40%) are satisfied with their citizenship policy. 20%
employees strongly agree with that they are satisfied with their ethical policy. Only 12%
employees strongly disagree with the satisfaction of citizenship policy adopted by the telenor in
Pakistan.
10: Participation in this policy
Scale Frequency Percentage%
Strongly Disagree 2 4
Disagree 1 40
Undecided 0 0
Agree 12 20
Strongly Agree 10 40
Total 25 100%
40% of the employees are strongly agreed with that they are participating in this policy, and they
help the people of Pakistan through this policy. 20% employee agrees, so in total 60% of theemployees are taking part in this policy. It means most of the employees contribute in the
citizenship policy because telenor make it necessary that every employee has to participate in
this policy.
12%
20%
8%
40%
20%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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11: Encourages you to participate in this policy
Scale Frequency Percentage%
Strongly Disagree 2 8
Disagree 2 8
Undecided 0 0
Agree 1 4
Strongly Agree 20 80
Total 25 100%
A huge number of employees (80%) strongly agree that their organization encourge them and
motivate them to participate in the citizenship policy. It shows the strong concern of Telenor
towards the citizenship policy and help the people.
0%
40%
0%
20%
40%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
8%
8%
0%
4%
80%
Percentage%
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12: Behavior of Enthusiasm and motivation towards human welfare
Scale Frequency Percentage%
Strongly Disagree 2 8
Disagree 1 4
Undecided 2 8
Agree 5 20
Strongly Agree 15 60
Total 25 100%
60% of the employees strongly agree that that this policy develops enthusiasm and motivationtowards human welfare which shows the positive improvementin the employees behavior.20%
employees also agree that this policy develops motivation towards human welfare.
13: Positive improvement in your behavior because of this citizenship policy
Scale Frequency Percentage%
Strongly Disagree 0 0
Disagree 0 0
Undecided 1 4
Agree 5 20
Strongly Agree 19 76
8%4%
8%
20%60%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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Total 25 100%
76% employees find positive improvements in their behavior due to this citizenship policy.
20%employyes also find positive improvement in their behavior.
14: Organization is socially responsible
Scale Frequency Percentage%
Strongly Disagree 0 0
Disagree 0 0
Undecided 1 4
Agree 4 16
Strongly Agree 20 80
Total 25 100%
According to 80% of the employees, telenor is socially responsible. Because telenor not only
adopt citizenship policy but they also develop other environmental policies which shows their
strong concern towards their social responsibility.
0% 0% 4%
20%
76%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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15: Should implement such kind of policies by other organizations
Scale Frequency Percentage%
Strongly Disagree 0 0
Disagree 0 0
Undecided 3 12
Agree 12 48
Strongly Agree 10 40
Total 25 100%
48% of the employees find this policy very useful and they also recommend that others
organizations also implement such kind of policies. 40% of the employees strongly recommend
that others organizations also develop such kind of policies. Because such kind of policies leads
to the development of Pakistan.
0% 0% 4%
16%
80%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
0% 0%
12%
48%
40%
Percentage%
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree
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Components of the policy:
Basically the components of the policy are
o Educationo Disabilityo Emergency Response/disaster preparedness/relief
Prior policies:
Telenor aim is to understand and respond to the challenges that society is faced with, using
technology and competence to find innovative solutions. They believe that they have important
contributions to make on key issues, such as alleviating poverty, combating climate change and
encouraging safe use of Information Communication Technology (ICT). Telenor had adoptedmany volunteer ship policies earlier like volunteer extraordinaire and many others but helping
fellow citizenship ship policy it had adopted in 2011.
Implementation strategy:
Implementation strategy of policy is that it is mandatory for all permanent employees to spend
20 paid working hours per year in projects which are for the development of wellbeing.
Future implications:
Employees can choose any of the area where they want to voluntaries. Fellow citizenship
policy is Telenor Pakistan's flagship corporate responsibility initiative. With, Fellow citizenship
policy they want to make a difference in the lives of their fellow persons with disabilities by
addressing challenges, Under the umbrella of awareness, accessibility and inclusion, they are
striving to change the public mindset by raising awareness about persons with disabilities and
help develop technologies that will give them the opportunity to actively participate in society.
They value diversity and pledge to integrate persons with disability fully into our workforce.
Employees also voluntaries in education as well as in Emergency Response/disaster
preparedness/relief. This Fellow citizen ship policy is really contributing to the society because
organizations are not just for their own benefit but for the society as well if a company which isnot socially responsible but earning profit is not sound company because company which has
good environment as well as good for the society as a whole get more success. So the fellow
citizenship policy shows that the company is socially responsible. Fellow citizenship policy is
very effective in a sense that other companies can also follow this policy and can serve also for
the development of wellbeing/ society. They are fulfilling the corporate social responsibility.
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Fellow citizenship policy is giving the employees the enthusiasm and motivation to work for the
development of the human and society.
This research project was originated to provide information and insight regarding ethics and
codes of conduct to the Telenor organization. The leaders of the department have endured a
positive image from its members because of the actions of previous administrators. The intent of
the project was to uncover a means to promote ethical behavior.
Ranking on ethical indexes:
Based on the company's performance relating to social, ethical and environmental aspects,
Telenor has achieved a strong position on prestigious international indexes. The leaders in this
area are Dow Jones Sustainability Indexes andFTSE4Good. Telenor was also awarded Store
brands Best in Class distinction. So from these indexes we can analyze or can consider that
Telenor is ethically strong organization.
Chapter 6
RECOMMENDATIONS:
In Pakistan, Telenor has educated a good image not only in its employees but towards the
customers as well. On the whole the policies of the companies are employees friendly, thats
why people love to work here, besides this life at telenor, is very active, one of the important
characters of Telenor is to provide its employees the complete growth opportunities which
motivate and encourage the employees to be the part of this prestigious organization. As far asour study is concerned we found its ethical policies and procedures much effective, but as the
room for improvement is always there so we will recommend some of the important things
which will definitely helpful for the Telenor:
Make a check and balance criteria in all the departments
Evaluate the daily based employee performance
Motivate their employees by giving them allowances
Yearly based tours for regaining the focus on job
It is recommended that the Telenor provide regular ethics training to all personnel.
Initially, it is suggested that the training concentrate on familiarity with the new standard
to increase employee understanding and impact. It is further suggested that further
training include situational cases to enhance decision making skills.
It is further recommended that the department develop and implement a behavioral
standard or code of ethics for all employees. It is suggested that the standard be general
enough to allow for individuality but specific enough to effectively gauge acceptability of
actions. It is also suggested that the standard provide consistent disciplinary measures for
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inappropriate behavior of any and all employees. This would give the standard credibility
and enhance the possibility of acceptance.
References:
Newman, L., Combed, K., Arefi, M., Davidson, F., & Humphries, J. (1999).Facing the hard
questions: Ethics for early childhood fieldwork programs. Australian Journal of Early Childhood,24(2), 35-42.
Newman, L. and Pollnitz, L. (2005).Working with children and families: Professional, legal and
ethical issues. Frenchs Forest, NSW: Pearson Education Australia.
Newman, L. &Pollnitz, L. (2002).Professional, ethical and legal issues in early
childhood.Frenchs Forest, NSW: Pearson Education Australia.
Stonehouse, A. (1991). Our Code of ethics at work. Australian Early Childhood Resource
Booklets.No.2 May.
Storehouse, A. (2001). NSW Curriculum Framework for children's services: The practice of
relationships. NSW Department of Community Services: Sydney
Coombe, K., & Newman, L. (1997). Ethics in early childhood field experiences. Journal for
Australian Research in Early Childhood Education, 1, 1-9
Thompson, P. (2003) towards ethical practice in the use of archived transcript interviews: a
response International Journal of Social Research Methodology 6, 4: 357-360. Tinker, A.
&Coomber, V. (2004) University Research Ethics Committees: Their Role, Remit and Conduct
Kings College, London: London.
Truman, C. (2003) Ethics and the ruling relations of research production Sociological Research
Online 8 (1
Cherrington, S. (2001). From a code of practice to an 'ethic of caring': Perspectives from
Aoteroa/New Zealand. Australian Journal of Early Childhood, 26(4), 12-17Woodrow, C. (2001). Ethics in early childhood: Continuing the conversations. Australian Journal
of Early Childhood, 26(4), 26-31.
Woodrow, C., Ryan, S., & Harley, E. (1991). A code of ethics - a process model for in-service.
Australian Journal of Early Childhood, 16(1), 35-39.Lonkevich, Dan (May, 1997) Profits,
Ethics Not Mutually Exclusive: NationalUnderwriter Life and Health-Financial Services, page 2
ASPA, 1994, Code of Ethics, Washington, D.C., American Society for Public Administration
Borzek, Stephen J. (Oct. 1991) Creating an Ethical Work Environment: Enhancing Ethics
Awareness In Local Government:, Public Management. pp 19-23Clark, Ian (spring, 1991) Ethics in Human Resource Management: Basic Bargains and Basic
Values Canadian Public Administration, pp. 37-44
Encyclopedia Americana. (1985) Vol. 10 Danbury, Connecticut, Gromer Incorporated
Federal Emergency Management Association, Executive Leadership. Emmitsburg,
MD.,National Fire Academy, SM 3-33
Fineman, H. (June 13, 1994) The Virtuecrats) Newsweek, pp 30-36
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Fotis, George W. (Dec., 1996) Interactive Personal Ethics, Management Review, page 46
Goulet, Denis (Nov., 1997) Development Ethics: A New Discipline, InternationalJournal of
Social Economics, pp 1160-1172
Kidder, Rushworth M. (June, 1995) Universal Human Values: Finding A CommonGround,
Public Management, pp 4-10
Kidder Rushworth M. and Lloyd, Bruce (Feb. 1997) Ethics for The New
Millennium,Leadership & Organizational Development Journal, pp 145-149
Lonkevich, Dan (May, 1997) Profits, Ethics Not Mutually Exclusive:, NationalUnderwriter Life
and Health-Financial Services, page 26
Matzler, J. (1992) Advanced Supervisory Practices International City ManagementAssociation
Training Institute
Marinucci, Richard A. (March, 1992) Ethics-An Issue for the 90s, Fire Engineering, page 80
Ryan, Lori Verstagen and Scott, William G. (April, 1995) Ethics and Organizational
Reflection: The Rockefeller Foundation and Postwar Moral Defits 1942-1954, Academy of
Management Review, pp 438-462http://www.telenor.com.pk/corporate-volunteerism/telenor-hum-qadam
http://www.telenor.com.pk/corporate-volunteerism/telenor-hum-qadamhttp://www.telenor.com.pk/corporate-volunteerism/telenor-hum-qadamhttp://www.telenor.com.pk/corporate-volunteerism/telenor-hum-qadam7/31/2019 Finallll Ethics
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Work Allocation Sheet:
What will be done & by whom:
Farah Naz
1: Introduction
Introductory Paragraphs
Problem statement
Purpose
Research Questions
AmnaRamzan
2: Literature review
3: About organization.4. References
UmmeHabiba
4: Methodology
Sample size
Main instruments used (e.g. interviews, questionnaire)
Scope and limitations
Assumptions (If any)
NajmaRazzaq
5: Analysis and Results
Ethical concerns prior to the policy
Components of the policy
Implementation strategy
Degree of Effectiveness of the policy
Nimra Afzal
6: Recommendations and Conclusion
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Questionnaire_ (Employees)
Dear Respondent
We are conducting a research on your ethical policy recently adopted by your organization (Telenor co).
Find below please a series of questions to be answered by you. We assure you that whatever information
is obtained will be used for research purposes only. We will be extremely grateful for your cooperation.
Age ____ Education______ Sex_ M/F kindly the box agree with
Strongly
disagree
disagree undecided Agree Strongly
agree
your organization have a written ethics policy or codeof conduct
Maintain truthfulness and honesty and does notcompromise them for advancement, honor or personal
gain
your organization sponsor ethics training for employees
In your opinion, should fire executives and subordinates
be held to the same ethical standard
With regard to ethics, are actions usually either right
or wrong in a given situation
your organization Rules and Regulations address breachesof ethics as cause for Disciplinary action
Are the media reporting ethics problems more frequentlyabout your organization
Your organization Involve citizens in policy decision-making
Are you satisfied with your policy of citizenship
You fully participate in this policy.
Your top management encourages you to participate inthis policy.
This policy gives you enthusiasm and motivation towardshuman welfare.
You feel positive improvement in your behavior becauseof this citizenship policy.
Your organization is socially responsible.
Other organizations should also implement such kind ofpolicies.