Introduction

This assignment is prepared as the group assignment of managing organizations and covers
the management practices pertaining to planning, organizing, leading and controlling of
Dialog Axiata PLC, one of the largest telecommunication service providers in Sri Lanka and
Brandix Lanka PLC which is the largest exporter of apparel in Sri Lanka.
This report contains a critical comparison of their management practices by identifying
strengths and shortcomings, considering internal and external factors affecting two
companies. It also covers the methodologies and actions taken to achieve the organizations
vision and mission with key strategies and values defined. Further, critical success factors of
the organization and the execution challenges encountered while implementing the strategies
by Dialog and Brandix are also discussed.
After analyzing the management practices of two organizations, there are some factors
identified as issues. As a conclusion, some recommendations are given for the identified
problems together with implementation timelines.

Leading
Leading is the use of influence to motivate employees to achieve organizational goals (Daft,
page 8). It involves achieving goals by creating interest and passion on the goals, rather than
instructing them on the procedures. The main characteristics of leadership are Inspiration,
Influence and Instructions. To be an effective leader, one should master on people, task and
the context.
Transformational Leaders vs. Transactional Leaders
Transactional Leaders clarify the role and the tasks of the subordinates. They excel at
management functions, while improving the relationship with them. They stress mostly on
impersonal aspects of performance such as plans, schedules and budgets. On the contrary,
Transformational Leaders inspires followers to believe in their own potential. They create
significant change in both followers and the organization.

Individualized
Inspirational
Consideration
Motivation
Interlectual
Idealized Influence
Stimulation

Figure: Transformational Leadership

Leading at Dialog

Management Axiom - What I can Measure, I can Manage,

Individualized Consideration
Dialog engages regularly with various stake holders to understand their perceptions of the
organization as a responsible corporate entity. This feedback is a key success factor for the
group and its operations.
When comes to recruitment, the title Right person for right jobs becomes their axiom to
proceed. A transparent and unbiased selection process is followed in hiring employees,
adhering to Human Resource best practices avoiding discriminations.
Health and Safety is one of the main areas that are long standing in Dialog. This teams
composition closely represents that of Dialogs workforce including a male and female
representative. Moreover, within the organization First name culture is practiced within the
organization, where even Dr. Hans Wijayasuriya is called as Hans.
Group CEO Dr. Hans Wijayasuriya believes that developing manager competency is
imperative in its journey of transformation. Inspired by this concept Manager School was
inaugurated in late 2014 to enhance the competencies essential both in the short term and
long term for existing and new Managers. These programs are designed focusing more on
middle level management giving them the opportunity to develop their skills. Further, in
2014, Dialog started providing Learning and Development opportunities for its employees by
introducing the Internal Career Mobility Support Centre (ICMSC). Through this employees
were provided new avenues for career progression and development beyond their areas of
expertise.
Inspirational Motivation
"We continue to see inclusive Digital Empowerment as a singularly powerful tool to bridge
socio-economic divides and asymmetries in access to education, knowledge, information,
commerce, health and other fundamental levers of socio-economic development."
Dialog Group CEO, DR. Hans Wijayasuriya
In 2012, The Dialog Awards program was initiated as a platform to celebrate and motivate
outstanding employee contributions. e.g.:- Dialog leader of the year and Dialog emerging
leader of the year

A performance management system was introduced to the organization in 2011, in order to

match the salaries and the promotions with the performance. It was an indicator to their
monthly/quarterly performance and visibility of how their work contributes to organizational
strategy.
Dialog provides their employees with opportunities to honor their skills and to acquire new
skills and knowledge. Training needs are identified at annual performance appraisals.
Intellectual Stimulation
Enhanced levels of e and m readiness will in turn empower communities at the BoP to
actively engage ICTs to enhance their lives and livelihoods.
Dialog Group CEO, DR. Hans Wijayasuriya
Dialog carried out an inclusive business initiative in 2012 called Dialog 5 star partners.
Some selected candidates from high potential graduates via Dialog Viyapara Diriya (DVD)
program (Entrepreneurship development program for Dialog retailers), were given a training
on Social-Entrepreneurship, life-enhancing Value Added Services as well as many
Information and Communication Technologies that can tangibly change the quality of lives in
rural Sri Lanka.
DVN Outreach (Dialog Volunteer Network) is another program introduced to opened up an
opportunity for regional employees to get more involved in the process.
Idealized Influence
Dialogs inclusive business belief is centered on its 4A's inclusion model of maximizing
Affordability, Availability, Applicability and Affinity. All business practices practiced in the
company including its products and services are valued against these 4As in order to
maximize the productivity. A sound management also encourages an organization to work on
its full strength, focus on the factors within its sphere of influence, and find overlaps between
core capabilities and prioritized needs which the organization can best influence in the world
around it. Influenced by Dr. Hans Wijayasuriya, all the employees at Dialog Sri Lanka go by
the maxim Service from heart, apart from the core values defined by Dialog group.

Planning in Brandix
Individualized Consideration
Brandix has always worked on the platform of conscious responsibility. The company
leadership always believes wholeheartedly that sustainability of business is driven by long
term and sustainable relationship with its associates. The right person for the right job is the
fundamental tenet in recruitment ensuring that people are integrated into systems and
processes with minimum fuss.
Ashrof Omar Group CEO of Brandix and rest of the leaders make sure the Brandix as a
Great Place to Work and continuously ensure;
1. To discuss and empathize with the needs of individual employees via townhall
meetings
2. To build interpersonal connections with employees
3. To show genuine compassion Ex: Care for our Own initiative
4. To encourage ongoing professional development and personal growth of employees
Inspirational Motivation
Ashrof Omar Group CEO of Brandix strongly believes that if we look after the people then
people will look after the businesses.
Inspiring being the word of its vison statement, company leadership engage in different
momentums to inspire employees to improve their outcome. And also practices are design to
foster a strong sense of purpose among employees Ex: The 'Pat on the back' initiative
promotes instant appreciation of behavior and performance among colleagues, each new
associates assigned a Buddy, who will be friend, guide and sounding board during the first
two months of life at Brandix, I Value You Card promotes appreciation among associates,
with a simple message to a team member in appreciation of something they did,
Leaders intention of all these approaches are to motivate and empower associates to extend
themselves in their work on all planes with appreciation and recognition to inspire people
Group-wide by ensuring individual and organizational goals are align.

Intellectual Stimulation

Leadreship of Brandix always encourage employees creativity as this industry growing at a

very fast pace and therefore requirement for qualified, technologically savvy professionals to
achieve our vision and objectives are a vital ingredient to the progress of the Group.
And also Brandix is highly aiming for consistent innovation. Therefore Brandix launched
'Disrupt Unlimited' - a US$ 1 million seed accelerator to find game-changing solutions for
apparel, textile & accessories industries. And also the leadership always encouraging &
empowering employees to disagree with leadership. Ashrof Omar always gave associates the
opportunity if something went wrong do not spend too much time for post-mortems,
carefully identify the process & the root cause then do the corrective actions to fix it.
Idealized Influence
Group leaders always conscious and take necessary steps to promote its vision among
employees. In 2014, Brandix Apparel Ltd has been renamed as Brandix Apparel Solution
Ltd and all its SBUs names start with the main name followed by the SBU name. For an
example our casual bottoms cluster now referring as Brandix Apparel Solution Ltd
Casualwear Idea behind the leaders for this change is if the vison is to be the inspired
solution for Branded clothing it should reflect even in the company name to emphasis
associates the importance of providing solutions rather than just a garment to our customers.
Ashrof Omar is truly a role model for all employees and no one in the Group avoid him with
fear as he is a person always has a smile in his face, talk in very simple words which any one
can understand with a sharp but humble tone. If he is in the office he is having lunch with
employees. Being the Group CEO of renowned apparel company in the country as well as in
the world he is such a humble, decent, adorable person to associate with. Therefore, the
culture of the organization architectures with the simplicity and down-to-worth manner in its
all employees taking him as a role model. He never motivates employee to address him Mr /
Sir / Boss, he always tells employees my name is Ashrof not Mr Ashrof.
All these practices or leading by example help to create the trust and confidence in employees

Comparison
Dialog
More concerned about management level employees

Brandix
Individual consideration on all workers. Even the

when improving skill sets.

factory level workers are given opportunities to

Innovation

More innovation on Technology and industry

improve their competency levels and skill sets.

Comparatively less innovation on Technology and

Motivation

practices. Maintain Status Quo.

Encourage professional development of employees

industry practices. Maintain Status Quo.

Encourage professional development of employees

Role Model

Leading by example and showing strong commitment

(including factory workers)

Leading by example and showing strong commitment

Interpersonal Relationship

to goals
Strong Relationship with employees

to goals
Strong Relationship with employees

Personal Growth

Strength and Weakness

Aspect
Strengths

Dialog
Brandix
1. Experienced and responsible leaders who delivers 1. Highest degree of people focus empower its associates to

values to stake holders

2. Strong team composition with empowered followers
encourages innovation
3. Solid leadership development programs are developed

Weaknesses

to enhance the competencies of the managers

4. Caring leadership enhances employee satisfaction
1. Complex reward and recognition system creates
ambiguities and conflicts.

work in an environment that enables them to harness their

talent to provide inspired solutions to its Global clients.
2. Different approaches to different employee levels
enhance employee satisfaction and feeling of we are one
family
1. Time consuming as well as governance mechanism is
required to review the sustainability of the processes /
approaches.
2. Takes high degree of energy to boost morale

Dialog
Issue
Recommendation
Time Line
Because of the Less Have a thinner organizational Long Term

Output
Defined

Interaction between the Structure.

Structure

Define

proper

Outcome
Organizational Better
communication

layers, losing control of Communication methods.

people
Pressure

on

mechanism
different layers

Delivery Have a better forecasting Short Term

Short term strategy on Less pressure on planned

among leaders

mechanism based on market

management of dynamic deliveries

Turnover of leaders

trends
Incentive

nature of market
Incentive Schemes

Leader Retention

Quarterly review system

Aligned KPIs

schemes

for Short Term

potential future leaders

Complicated reward and Plan Quarterly reviews

Short Term

recognition system

Brandix

among

to rapid market changes

Issue
Disappointments

Recommendation
and Train Seniors frequently

Timeline
Immediate

Output
Second generation of

Outcome
Sustainable leadership

leaders having same

within the organization

grievances

among empathizing them that people

employees

are the precious asset for this

attributes of the Founders

industry as this industry

/ first generation.

cannot be completely replaced

with technology or cannot be
automated totally.
Mismatch in Individual Identify individual and

Set of procedures for

Satisfied and competent

and Organizational goals organizations goals separately

cater individual goals and

employees

in long run (Factory and set procedures and plans

improve themselves.

level)
Pressure on Delivery

Feasibility study

to minimize the gap

Define feasible deadlines Short Term
considering the availability of
resources and the timelines
and communicate effectively.

Immediate

Streamlined
production plans

effective