ORGANISATION

THEORY
BHARAT SANCHAR NIGAM LIMITED
 Introduction
• Bharat Sanchar Nigam Limited, is an Indian
state owned telecommunications company
headquartered in New Delhi.
• It was incorporated by government of India on
October 1, 2000.
• It brings its emergence from the Department
of Telecom established in 1980, which is an
extension of Indian Telegraph Act, passed by
British Imperial Legislative Council in 1885.
• It is the largest provider of fixed telephony
with more than 60% market share and fourth
largest wireless telecommunications.
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 VISION AND
MISSION
STATEMENT
Vision:
 Be the leading telecom service provider in India
with global presence.
 Create a customer focused organization with
excellence in customer care, sales and marketing.
 Leverage technology to provide affordable and
innovative telecom. Services/products across
customer segments.

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 Mission:

 Becoming the most trusted, preferred and admired telecom

brand.
 Providing reliable telecom services that are value for money.
 Generating value for all stakeholders – employees,
shareholders, vendors & business associates.
 Excellence in customer service -friendly, reliable, time
bound, convenient and courteous service.
 Offering differentiated products/services tailored to different
service segments.
 Developing a marketing and sales culture that is responsive
to customer needs.
 Maximizing return on existing assets with sustained focus
on profitability. 4
 OBJECTIVES
 Increasing sales revenue with focus on subscriber
retention & acquisition by way of strengthening sales &
marketing, quality of service and customer delivery.
 Accelerate the pace of expansion of mobile & data
services with up-gradation of technology.
 Adopt policies and processes to enable transparent ,
quick and efficient decision making.
 Developing marketing team with attitude towards
customer care.
 Increasing BSNL visibility in urban, sub-urban and
rural areas.
 Improve customer care by reducing fault rate,
upgrading Customer service Centers (CSCs) and
introducing convergent billing.
 Providing a conducive work environment with strong
focus on performance to enhance customer delight
towards BSNL services. 5
 • Horizontal - The degree of differentiation between units
based on the orientation of members, the nature of the
task they perform and their education and training.
COMPLEXITIES
• Vertical - It refers to the depth of the organizational
hierarchy. When the hierarchical levels in the
organization increases it leads to increase in vertical
complexity.

• Spatial - When organizations facilities and personnel are

dispersed geographically it leads to spatial
differentiation.

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 BSNL Administrative
units
BSNL vertical
divisions
BSNL is primarily divided into three verticals
 BSNL - Consumer Fixed Access (CFA), wire line and
broadband business
 BSNL - Consumer Mobility (CM), wireless business,
primarily 3G GSM services. WLL services which were
widely deployed are being phased out
 BSNL - Enterprise Business, Enterprise customers on
turnkey basis
 Other than these three verticals, there are electrical
wings and civil wings which takes care of real estate
monetization also.
BSNL horizontal
divisions
 Horizontally, BSNL is divided into a number of
administrative units, variously known as:
 telecom circles, metro districts, project circles and
specialized units.
 It has 24 telecom circles, two metro districts, six project
circles, four maintenance regions, five telecom factories,
three training institutions and four specialized telecom
units.
 Each circle is being headed by the Chief General
Manager(CGM) who is an officer of Indian Telecom
Service(ITS). 7
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 DIMENSION OF BSNL
DIMENSION STATUS REASON

Centralization Earlier it was low, but now due Due change in policies and to have a better
to change in the policies it is control over the quality there is increased
shifted to high centralization level of centralization in the organisation.

Complexity Horizontal : High On The Basis Of Organogram

Vertical : High

Formalization Moderate To Ensure Stability in the Service Quality

and to maintain the working structure there
is a high formalization, however the lower
level officers have flexibility in adopting
methods to ensure the services demanded by
customers.
Standardization High To maintain the norms standardised by the
Government.
Span Of Control Narrow Periods Of Control To Provide Close Supervision.
 THANK
YOU!
Presented by:
Deepankar Kumar Thakur
Shruti
Tanu Akash
Shilpa
Shreya
Nishant