Telecommunication companies are being faced by a challenge of continuous developments in information technology. The organizational culture is created automatically when people come together because they combine energies, attitudes and thoughts. Culture is powerful and is woven by those in the group through their thinking. The company’s culture determines the rules, working hours, dress code, standards, paradigms, values and worldviews. The companies have the challenge of creating a cohesive and strong culture to ensure that all employees work as a unified team.
In the UK, BT has fully dominated both the broadband internet as well as the provision of telecommunication services. Furthermore, the organisation also has operations in over 170 nationals, globally. There are four main business divisions that make up BT. To start with, BT Wholesale deals with telecoms network and core trunk at the wholesale level. BT Retails is concerned with the retailing of telecoms services to the various consumers of the company’s products. On the other hand, BT Global Services is concerned with the organisation’s business solutions and services. Then there is Openreach, a wholesale division of the organisation whose role is to see to it that the various rival operators access the company’s local network with equality.
According to Jones and George an organisation’s span of control is a term used in referent to the subordinates that reports to a particular manager in the hierarchical structure of such an organisation. At BT, the chairman of the organisation is Sir Michael Rake. Immediately below him is Ian Livingston, who is the chief executive officer (CEO). Under the CEO, there is the president to the organisation and under him, we have vice presidents who reports directly to the company’s president. There are various mangers under the different departments, such as the human resource and marketing. These are directly answerable to the vice president of their division.
The BT (British Telecom) formerly British Telecommunications Plc has its organizational analysis done by assembling, organizing and deducing information of the company, so that they can know where to correct. BT’s legal, commercial and regulation departments aim at introducing culture change through knowledge management. The capture of knowledge and reclaim are secondary to the primary aims of competition and generation of revenue. By ensuring that the right technology is used and, value measurement in the organization will ensure that a strong culture is created.
There are innovative ways to come-up with relationships where knowledge-sharing is strengthened so that a cohesive and “sticky” BT culture is created. The BT group is responsible for strategy design and implementation of the policies that suit BT’s business needs. Change is an inevitable component in a telecommunication company since products are evolving and growing and BT is not exceptional. It has systems in place that caters for possible changes and developments in technology. BT incorporates all changes in environment, products and technology and trains its staff on how to adopt new developments.
In 2003, BT’s brand values and corporate identity were revealed which portrayed its aspirations to technological innovations. It adopted the values of helpfulness and trust that are its pillars and supported by straightforward, heart and inspiration. Its systems are designed to handle operational risk and compliance management. It adopted end-to-end solutions to enhance improved performance, reduced operational losses and reduced downtime. Also, to ensure that there is accountability and corporate governance. Its security networking guarantees that the organization’s critical assets, data and reputation are protected. This reduces its risks, protecting the brand and productivity. This is important because, most organisations face a risk of cost constraints, global pressures and threats as they expand. BT also embraces the policy of business continuity which helps it maintain its profits, information management, maintain availability and be at par with remote working.
BT in 2005 was the leading global provider of telecommunication services and this was partly contributed by its strong and long lasting systems and, the values adopted that geared towards more innovations. Also, the cohesive corporate culture through knowledge-sharing for continued growth of the company. These modules are enhanced due to implementation of the policies, strategies and procedures ensured by the chain of command put in place. This enables individuals to know what is expected of them in the growth and development of the company.