Research Report PRIYANKA

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RESEARCH PROJECT REPORTONCONFLICT MANAGEMENT STYLES AND STRATEGIES FOLLOWED BY TELECOM INDUSTRYSubmitted in partial fulfillment of the requirement for the award of degree ofMaster of Business AdministrationfromUttar PradeshTechnical University, Lucknow

Submitted byPRIYANKA SINGHRoll No: 12121470107MBA (Batch 2012-14), 4th Semester

Under the guidance ofMs. TINA KHANDELWALAssistant ProfessorICCMRT

INSTITUTE OF CO-OPERATIVE & CORPORATE MANAGEMENT RESEARCH AND TRAINING21/467, RING ROAD, INDIRA NAGAR, LUCKNOW-226016

Phone: 2716431, 2716092Fax: (0522) [email protected]

Institute of Co-operative &Corporate Management, Research and Training467, Sector-21, Ring Road, Indira Nagar, Lucknow-226 016bULVhV~;wVvkQdksvkijsfVo ,.M dkiksZjsVeSustesUV] VsfuaxfjlpZ ,.MbULVhV~;wVvkQdksvkijsfVo ,.M dkiksZjsVeSustesUV] fjlpZ ,.M Vsfuax467] lsDVj&21] fjaxjksM] bfUnjkuxj] y[ku&226 016 Date:

VsfuaxCERTIFICATEThis is to certify that Ms. Priyanka Singh, a student of Master of Business Administration (MBA) Programme (Batch 2012-14) at this institute has conducted a research project titled CONFLICT MANAGEMENT STYLES AND STRATEGIES FOLLOWED BY TELECOM INDUSTRYunder my guidance during the 4th semester.The report has been prepared towards partial fulfillment for the award of MBA degree from GautamBuddh Technical University. The research project report is the original contribution of the student.The research project report is hereby recommended and forwarded for evaluation.(Tina Khandelwal)Assistant ProfessorDECLARATION

I, Priyanka Singh, a student of Master of Business Administration (MBA) Programme from the Institute Co- operative & Corporate Management Research and Training, Lucknow hereby declare that all the information, facts and figures used in this research project titled CONFLICT MANAGEMENT STYLES AND STRATEGIES FOLLOWED BY TELECOM INDUSTRY have been collected by me.

I also declare that this project report has been prepared by me and the same has never been submitted by the undersigned either in part or in full to any other University or Institute or published earlier.

This information is true to the best of my knowledge and belief.

(Priyanka Singh)ACKNOWLEDGEMENT

Success is the manifestation ofdiligence, inspiration, motivation and innovation

Learning in life with a difference is what my experience has been at the ICCMRT, Lucknow, where I have under gone my research report i.e CONFLICT MANAGEMENT STYLES AND STRATEGIES FOLLOWED BY TELECOM INDUSTRY excellent platform for me to score some experience with the leading company of India. My journey through this research procedure has given me an exposure to real life incidents of the industry & have helped me in inculcating those traits for preparing me for the forthcoming endeavors in my life concerning with the ever expanding Indian industry.

I am highly obliged to my project guideMs. Tina Khandelwal, Assistant Professorwithout whose guidance this research would not have been possible. He has shown great enthusiasm for my reports & its findings within the specified time limits.

I express my sincere gratitude to my lovely and caring family who have supported me till the competition of this research period and provide me their valuable suggestions & encouragement during my research report work.

PRIYANKA SINGH

PREFACEAs a part of course requirement of Master of Business Administration program provided by the ICCMRT, Lucknow to undergo a Research Report in an organization so as to give us exposure to practical environment and to get familiar with various activities taking place in the market. I got my research work in CONFLICT MANAGEMENT STYLES AND STRATEGIES FOLLOWED BY TELECOM INDUSTRY.

I hereby divided this research reportinto different chapters in which contain different information about Telecom Industry and details about my project work. To study the conflict management styles in relation to telecom sector I prepare a questionnaire and collect the primary data and after analysis of primary data give the interpretation. Chapter I contains the introduction of the topic and overview of telecom industry, Chapter II contains the literature review, Chapter III contains the objectives of study and research methodology and other chapters contain details of data analysis, findings, recommendations, conclusion etc...

Among the four factors of business concern, man is the living being and the prior cause for the success of the organization than the other factors, so any organization consists of number of human resources who move towards achieving the organizational goals. Thus group effort is needed for the smooth running of any business. But when there is more than one person involving in an activity, it is very clear that there may be chances for conflicts among them. When people with different backgrounds, temperaments, and points of views, values, needs, personalities and attitude interact, it is likely that some type of conflict may arise. Conflicts may also be encouraged by actions, constraints and demands of the organization and responsibilities to be performed by the worker.

TABLE OF CONTENTS

1. Chapter I: Introduction of the topic2

Industry Profile3

2. Chapter II: Review of Literature6

3. Chapter III: Objectives & Research Methodology6

Research Design Sampling Plan Sample Technique Sample Size Research Instrument Research Area

4. Chapter IV: Data Analysis6

5. Chapter V: Findings and Recommendations7

6. Chapter VI: Conclusions8Bibliography8Annexure8

EXECUTIVE SUMMARY

Conflict has been defined as the condition of objective incompatibility between values and goals, good human relation can prevent conflicts, whether they are between individual and organizational objective between line and personnel between ones ability and authority etc.I, PRIYANKA SINGHhaddone my research on the topic CONFLICT MANAGEMENT STYLES AND STRATGIES FOLLOWED BY TELECOM INDUSTRY. The main objective of my research was to find the conflict management styles and strategies followed by managers in telecommunication sector. This study is very useful as the Telecom sector or industry is growing at a fast pace and thus knowing about the managers styles become very necessary for every telecom company for the purpose of managing disputes and conflicts. The sample of 50 managers was used for knowing the conflict level and for resolving the conflict problems. The data was collected with the help of primary data that is the help of questionnaire, the secondary data was collected used during analysis was interest the sampling technique used during the analysis was sample random technique.

CHAPTER 1

INTRODUCTION

INTRODUCTION OF THE TOPIC

Conflict Management Styles AndStratgies Followed By Telecom Industry

Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined. Conflict might escalate and lead to nonproductive results, or conflict can be beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is integral to a high-performance team. Although very few people go looking for conflict, more often than not, conflict results because of miscommunication between people with regard to their needs, ideas, beliefs, goals, or values. Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of nonproductive escalation. Conflict management involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment.Conflict management training focuses on effectiveness in managing organizational and interpersonal conflicts. Participants will learn about conflict management styles, and techniques, they will become more aware of those feelings, assumptions, and behavior patterns that people bring to a conflict. They will be able to recognize, diagnose, and understand organizational and interpersonal conflicts; and develop strategies for conflict management and resolution.When people with different backgrounds, temperaments, points of views, values, needs, personalities and attitude interact, it is likely that some type of conflict may arise. The conflict may also develop due to perceptual differences of an individual. It is a conscious awareness of occurrences, events or happenings in ones surroundings which may be considered as threatening and derogatory such as loss of authority, role conflict, unequal or unfair treatment, status incongruities and goal differences. Conflicts may also be encouraged by actions, constraints and demands of the organization and responsibilities to be performed by the worker.

An Example of Conflict in the Workplace

Unclear Expectations:Weak leaders can set unclear expectations. When goals and priorities are not clearly defined and communicated, team members make incorrect assumptions. They may work against one another's efforts, creating conflict and preventing tasks and projects from being completed. If assigned roles are not clear, some key tasks may remain undone while others are done more than once. Team members might even try to outdo one another. This kind of situation builds frustration and shifts a team task from collaborative to combative as coworkers blame one another for project failures or costly problems.Leadership Bias:Leadership bias can also ignite conflict. Leaders are just as likely as everyone else to be drawn to some people over others, but they cant let that natural tendency cloud their judgment. Too much focus on some staff members over others can lead managers to award opportunities for special assignments and promotions without fairly considering all team members skills or interests. Even if fair assessment is given, other staff members wont perceive fairness in the process. The managers bias can turn the rest of the staff against that "favorite" person.Diversity:Diversity might mean cultural differences, varied business perspectives or even different professions. Cross-functional or multidisciplinary teams involve multiple departments, with each member focusing on different aspects of a project. Whatever is behind a teams diversity, a variety of backgrounds can mean either innovation or exasperation. Team members might not agree on the best path to achieving objectives or solving problems. Leaders of diverse teams who do focus on communication and team-building can find themselves managing more conflicts than projects.Power Struggles:Some coworkers encounter power struggles, particularly when roles and responsibilities are not clearly defined or when the boss does not have the respect of all team members. In a power struggle, more than one coworker attempts to take on the leadership role. A team with many leaders has no leader at all and cannot move forward. Teams comprised heavily of managers are more likely to experience power struggles. Organizational leaders should assign qualified team leadership as well as document and communicate each team members role, responsibility to the project and level of authority.

DISADVANTAGES OF CONFLICT Employers mired in conflicts can experience high rates of absenteeism. Employee turnover and litigation associated with harassment or bullying. Employees mired in conflict lack in Personalities and values, or a lack of strong leadership.. Dishonesty and stress can also lead to conflict.

CONFLICT MANAGEMENT STRATEGIES

There are different types ofof strategies we can choose from when in conflict situations: 1. Forcing Using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party that you are in conflict with.2. Accommodating Allowing the other party to satisfy their concerns while neglecting your own.3. Avoiding Not paying attention to the conflict and not taking any action to resolve it.4. CompromisingAttempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties, but completely satisfactory to neither.5. CollaboratingCooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution (win-win).

NINE STRATEGIES FOR MANAGING CONFLICT

Wherever there are people, there always will be conflict. It's a simple fact of life. Opinions vary, and miscommunications and misunderstandings occur. People have differing values and priorities, and most of us resist change. All of these things create conflict in our life and work. The problem is not conflict itself, but rather how we deal with it. The good news is effective conflict management strategies can be learned and mastered. While there are many different types of conflict, let's discuss some strategies for managing interpersonal conflict. 1. Conflict needs to be dealt with:If you ignore or avoid it, it can lead to increased stress and unresolved feelings of anger, hostility and resentment. When you learn to manage conflict effectively, you'll be happier and healthier, physically and emotionally. You'll have better relationships. You'll be a better leader, a better team member and a better person. You'll gain respect, improve your self-esteem and build courage.2. Think it through:Before addressing the person with whom you have a conflict, consider discussing the situation with an objective friend or family member. This can help to clarify issues and needs. Seek feedback and advice in dealing with the situation. But be careful not to rely on the opinion of an involved third party who may have his or her own agenda. Plan your strategy, including what you want to say, and then write it down and rehearse it. Create a note card, if necessary, with your main talking points. This will help you to feel more in control and stay on target.3. Talk it out, face to face: Meeting in person can be intimidating, but it is often the best way to go. Face-to-face communication is more effective than other forms because it allows for an active exchange of information. It gives you the opportunity to make use of the handshake, a smile, eye contact, hand gestures and other important body language. It also allows you to observe important nonverbal cues from the other party. Set aside time to meet with the person face-to-face at a mutually convenient time and place. When possible, meet on "neutral turf" rather than one of your offices so no one has the home court advantage.E-mail and letter writing should be avoided, if possible, to resolve conflict or to discuss sensitive topics, problems or hurt feelings. It is too impersonal and indirect and increases the risk of miscommunication and misunderstanding. A phone call is the next best thing when in-person meetings aren't possible.

4. Use a mediator if necessary: If a situation is particularly volatile or troublesome and other efforts have not worked, you might invite a neutral third party, such as a supervisor, to act as a mediator if this is agreeable to all concerned. A mediator can remain objective, listen to both sides, and facilitate resolution and compromise. Be firm on your objectives; you're there to resolve a conflict, not defeat an opponent. 5. Apologize when appropriate:Be aware of your own part in creating the conflict. If you've done something wrong or inappropriate, be willing to acknowledge it and say you're sorry, even if the conflict is not entirely a result of your actions. Sometimes you have to meet people halfway to get to where you want to go. 6. Choose your battles:There always will be differing opinions and ways of doing things. Decide which issues you can live with and which need addressing. If you bring up only the most important issues, you will develop credibility. On the other hand, if you make an issue about everything, you'll be labeled a complainer. Then, when you have a legitimate beef, you likely will be ignored like the fabled boy who cried wolf. 7. Work to minimize conflict:And colleagues Get to know people. Be friendly and sociable. Everyone has different needs take steps to minimize conflict at work before it happens. Work at developing good relationships with coworkers and priorities and comes from different cultural backgrounds. Contrary to what you've heard, familiarity breeds respect. 8. Work on your own communication skills:The ability to express yourself clearly will allow you to say what's on your mind, ask for what you want and need and get your point across. There is an expression that a problem well-stated is a problem half-solved. 9. Avoid troublemakers as much as possible:They will suck you in and drag you down. Don't engage in gossip or backstabbing. Get the facts before jumping to conclusions about something you're heard through the grapevine. Know when it's appropriate to walk away from a confrontation, and always consider the source in the face of criticism or hurtful comments. Conflict can't be avoided, but it can be minimized and resolved. Although avoidance sometimes seems like the easy way out, facing conflict head-on in an appropriate and professional manner will lead to better relationships, a more productive work environment and empowerment.

POSITIVE & NEGATIVE CONFLICTS IN THE WORKPLACE

Conflict in the workplace can have different effects depending on how it is managed. A good manager can identify positive conflict and will encourage that kind of employee interaction. Supervisors must identify negative conflict immediately and eliminate it as soon as possible. Understanding positive and negative conflicts in the workplace is an important part of being an efficient manager.CompetitionCompetition can be a positive or negative conflict in the workplace, depending on the situation. Two peers trying to outdo the other in the pursuit of a goal that benefits the company is healthy competition. For example, two of the top sales people in the company competing to win a bonus for highest monthly revenue will inspire higher productivity and some bad feelings. But the confidence of each sales representative helps to turn those bad feelings into even more motivation. A competition between the least productive sales associate and the most productive sales associate can result in workplace conflicts based on frustration. Managers who choose to spur competition to motivate employees must be certain that the conflict can be contained.

Spurring CreativityPositive conflicts can be difficult to determine, but when you see your more creative employees arguing about the good ideas they have to help the company, you have positive competition. Proactive people tend to motivate each other to perform at a higher level. Sometimes that motivation can come in the form of arguing or confrontation, but the end result is that both parties are pushed to their maximum productivity levels. As long as management can find a way to keep the conflict healthy, everyone will benefit.Personal ConflictBringing personal feelings and issues to the workplace always creates a situation of negative conflict. Personal issues in the workplace have nothing to do with employee efficiency or company productivity. The company becomes caught in the crossfire of a personal confrontation that is only looking for a battleground. Management needs to step into situations in which an employee threatens another worker or his job and remind the parties that personal conflict is not tolerated in the workplace. Human resources needs to log the issue, and managers should consider severe steps such as employee termination if the pattern persists.HarassmentHarassment in the workplace is monitored under state and federal laws and is something every company should be sensitive to. Sexual, physical and verbal harassment sometimes are hidden from management, but supervisors need to look for signs such as an employee becoming more introspective, evidence of physical abuse or persistent arguing and then act on them immediately to stop harassment in the workplace and end the damaging conflict.

What factors can affect our conflict modes?Some factors that can impact how we respond to conflict are listed below with explanations of how these factors might affect us-GenderSome of us were socialized to use particular conflict modes because of our gender. For example, some males, because they are male, were taught always stand up to someone, and, if you have to fight, then fight. If one was socialized this way he will be more likely to use assertive conflict modes versus using cooperative modes.Self-concepthow we think and feel about ourselves affect how we approach conflict. Do we think our thoughts, feelings, and opinions are worth being heard by the person with whom we are in conflict?

Expectations Do we believe the other person or our team wants to resolve the conflict? SituationWhere is the conflict occurring, do we know the person we are in conflict with, and is the conflict personal or professional. Position (Power)What is our power status relationship, (that is, equal, more, or less) with the person with whom we are in conflict. PracticePractice involves being able to use all five conflict modes effectively, being able to determine what conflict mode would be most effective to resolve the conflict, and the ability to change modes as necessary while engaged in conflict.Determining the best modethrough knowledge about conflict and through practice we develop a conflict management understanding and can, with ease and limited energy, determine what conflict mode to use with the particular person with whom we are in conflict. Communication skills The essence of conflict resolution and conflict management is the ability to communicate effectively. People who have and use effective communication will resolve their conflicts with greater ease and success. Life experiencesAs mentioned earlier, we often practice the conflict modes we saw our primary caretaker(s) use unless we have made a conscious choice as adults to change or adapt our conflict styles. Some of us had great role models teach us to manage our conflicts and others of us had less-than-great role models. Our life experiences, both personal and professional, have taught us to frame conflict as either something positive that can be worked through or something negative to be avoided and ignored at all costs.Discerning how we manage our conflict, why we manage conflict the way we do, and thinking about the value of engaging in conflict with others is important. With better understanding we can make informed choices about how we engage in conflict and when we will engage in conflict. The next section provides points for us to consider when determining if we will enter into a conflict situation or not.

THE CONFLICT CYCLE

A stressful incident occurs (i.e., frustration, failure) which ACTIVATES a troubled students irrational beliefs (i.e., "Nothing good ever happens to me!" "Adults are unfair."). These negative thoughts determine and trigger his feelings. His feelings and not his rational forces DRIVE his inappropriate behavior. His inappropriate behaviors (yelling, threatening, sarcasm, refusing to speak) INCITE adults. Adults not only pick up the students feelings, but also they frequently MIRROR his behaviors (yell back, threaten, etc.) This negative adult REACTION increases the students stress escalating the conflict into a self-defeating power struggle. Although the student may lose the battle (i.e., he is punished), he wins the war! His SELF-FULFILLING PROPHECY (i.e. irrational belief) is REINFORCED and therefore, he has no motivation to change or alter his beliefs or his inappropriate behaviors.

EIGHT CAUSES OF CONFLICT

About the Eight CausesAccording to psychologists Art Bell and Brett Hart, there are eight common causes of conflict in the workplace. Bell and Hart identified these common causes in separate articles on workplace conflict in 2000 and 2002.

1. Conflicting ResourcesWe all need access to certain resources whether these are office supplies, help from colleagues, or even a meeting room to do our jobs well. When more than one person or group needs access to a particular resource, conflict can occur.If you or your people are in conflict over resources, use techniques like Win-Win Negotiation or the Influence Model to reach a shared agreement.You can also help team members overcome this cause of conflict by making sure that they have everything they need to do their jobs well. Teach them how to prioritize their time and resources, as well as how to negotiate with one another to prevent this type of conflict.If people start battling for a resource, sit both parties down to discuss openly why their needs are at odds. An open discussion about the problem can help each party see the other's perspective and become more empathic about their needs.

2. Conflicting StylesEveryone works differently, according to his or her individual needs and personality. For instance, some people love the thrill of getting things done at the last minute, while others need the structure of strict deadlines to perform. However, when working styles clash, conflict can often occur.To prevent and manage this type of conflict in your team, consider people's working styles and natural group roles when you build your team.You can also encourage people to take a personality test, such as the Myers-Briggs Personality Test.This can help them become more accepting of other people's styles of working, and be more flexible as a result.

3. Conflicting PerceptionsAll of us see the world through our own lens, and differences in perceptions of events can cause conflict, particularly where one person knows something that the other person doesn't know, but doesn't realize this.If your team members regularly engage in "turf wars" or gossip, you might have a problem with conflicting perceptions. Additionally, negative performance reviews or customer complaints can also result from this type of conflict. Make an effort to eliminate this conflict by communicating openly with your team, even when you have to share bad news. The more information you share with your people, the less likely it is that they will come up with their own interpretations of events.Different perceptions are also a common cause of office politics. For instance, if you assign a project to one person that normally would be someone else's responsibility, you may unwittingly ignite a power struggle between the two. Learn how to navigate office politics, and coach your team to do the same.

4. Conflicting GoalsSometimes we have conflicting goals in our work. For instance, one of our managers might tell us that speed is most important goal with customers. Another manager might say that in-depth, high-quality service is the top priority. It's sometimes quite difficult to reconcile the two! Whenever you set goals for your team members, make sure that those goals don't conflict with other goals set for that person, or set for other people.And if your own goals are unclear or conflicting, speak with your boss and negotiate goals that work for everyone.

5. Conflicting PressuresWe often have to depend on our colleagues to get our work done. However, what happens when you need a report from your colleague by noon, and he's already preparing a different report for someone else by that same deadline?Conflicting pressures are similar to conflicting goals; the only difference is that conflicting pressures usually involve urgent tasks, while conflicting goals typically involve projects with longer timelines.If you suspect that people are experiencing conflict because of clashing short-term objectives, reschedule tasks and deadlines to relieve the pressure.

6. Conflicting RolesSometimes we have to perform a task that's outside our normal role or responsibilities. If this causes us to step into someone else's "territory," then conflict and power struggles can occur. The same can happen in reverse - sometimes we may feel that a particular task should be completed by someone else.Conflicting roles are similar to conflicting perceptions. After all, one team member may view a task as his or her responsibility or territory. But when someone else comes in to take over that task, conflict occurs. If you suspect that team members are experiencing conflict over their roles, explain why you've assigned tasks or projects to each person. Your explanation could go a long way toward remedying the pressure.You can also use a Team Charter to crystallize people's roles and responsibilities, and to focus people on objectives.

7. Different Personal ValuesImagine that your boss has just asked you to perform a task that conflicts with your ethical standards. Do you do as your boss asks, or do you refuse? If you refuse, will you lose your boss's trust, or even your job?When our work conflicts with our personal values like this, conflict can quickly arise. To avoid this in your team, practice ethical leadership: try not to ask your team to do anything those clashes with their values, or with yours. There may be times when you're asked to do things that clash with your personal ethics. Our article on preserving your integrity will help you to make the right choices.

8. Unpredictable PoliciesWhen rules and policies change at work and you don't communicate that change clearly to your team, confusion and conflict can occur.

MAJOR CAUSES OF CONFLICT

One of the skills a manager needs to possess is conflict management. While it is helpful to know how to deal with a confrontation when it arises, it can be more efficient to manage conflict when you understand its major causes. If you are able to identify the causes of conflict, you can use pre-emptive measures to try to prevent it from happening. Lack of InformationConflict can arise when one party feels it lacks important information, according to the Free Management Library website. When employees are continually experiencing changes that they were not informed about, or if there are decisions being made that the staff feels it should be involved in, this can bring about conflict between employees and managers. Lack of ResourcesThe University of Colorado at Boulder points out that a lack of necessary resources can cause conflict among employees, and between employees and management. If employees feel there is a lack of resources needed to do their job, competition will arise among employees for the available resources. The employees who are unable to obtain what they need to perform their duties will begin to blame management for the lack of necessary resources. Personal RelationshipsA work environment can be a stressful place, and it can be made worse when personal differences begin to develop between employees. Of the major causes of workplace conflict, personal relationships can be particularly counterproductive, because problems may be generated both at home and in the office. Professional employment mediator website Mediate.com notes that some employees bring stress from their home life to work and this can cause conflicts among co-workers and managers. The University of Colorado suggests that some personal conflicts arise when employees are unable to accept personal differences, which can involve such things as race, religion or ethnic background. Incompetent ManagementAccording to the Free Management Library, incompetent managers can create conflict in the workplace. A manager who does not understand the job tasks of his subordinates, or is uninformed about the job duties that each employee is supposed to perform, can be responsible for tension and conflict in the workplace. Employees who lose confidence in managers due to inconsistent decisions or bad planning can also become a source of conflict.

HOW TO RESOLVE CONFLICT

This advice is aimed primarily at resolving differences between individuals, small groups and organizations, but many of the same principles apply to the resolution of conflict between communities and even nations. Although the principles are listed separately, it is possible to use one followed by another or to use two or more at the same time. Regard this advice as a tool box - use whatever seems appropriate to your situation and, if one technique does not work, try another. Be calm:Conflict usually engenders strong emotions and even anger but, in such a state, you are unlikely to be particularly rational or in the mood for compromise. Always show respect:However much you disagree with someone, attack the argument, not the person. To use a sporting metaphor: play the ball, not the man. As Nelson Mandela explained in his autobiography "Long Walk To Freedom": "I defeated my opponents without dishonoring them". Be magnanimous: In truth, most conflict is over matters of little substance and often it is mostly pride or status that is at stake. Consider conceding the point to your opponent. This will save you time and energy and you can concentrate on the important issues of difference rather than the smaller ones. Also, if your concession is done with good grace and even some humor, it will disarm your opponent and make him/her look small-minded by comparison. Discuss or debate:So often, conflict is created and/or maintained because there is no real discussion or debate. We make assumptions about the other person's point of view and willingness to compromise which might be quite wrong. We avoid discussion or debate either because we fear conflict (the situation will rarely be as bad as you fear) or we worry about 'losing' (in which case, you've already 'lost'). Apply rationality:Much conflict is not about substance but perception. Try to clear through the perception to discover and agree on how things really are. You won't manage this without discussion and you may need to research the facts and seek evidence. What is really worrying the other person? Has another person or company had a similar experience which might prove revealing and helpful? Acknowledge emotions:Facts alone - however rational - cannot resolve much conflict because how people perceive those facts is coloured by their emotions. It's no good denying those emotions, so make an effort to see the situation the way the other person does and to acknowledge their emotions before endeavouring to move beyond them. One way of doing this is to use phrases such as "Let me try to explain how I see things" or "Please allow me to explain why this is so important to me". Then reverse these points: "I would like to understand better how you see this situation" and "Please explain to me what is important to you in this problem". Be aware of displacement: Especially where anger is concerned, sometimes the source of a conflict is not what it appears to be, as anger is displaced. In the domestic context, for instance, an argument about the washing up could in fact be an argument about lack of affection. It's not easy to spot displacement, but a warning sign is when matters that do not normally cause conflict now appear to do so. Be precise: Someone might propose that something be done "sooner rather than later". His colleague might react against this assuming that we are talking of matter of weeks. When asked what exactly is meant, it might be that the first person explains that he had in mind a programme of several months - so, no argument. It might be necessary to make savings in the family budget. Instead of throwing everything into doubt and caused unncessary upset, be focused. Perhaps it will be necessary to cancel some subscriptions or to postpone a planned holiday for a year. Think creatively: Try presenting different types of solution from those so far rejected by one of the parties. For example, in the Sunning dale talks on the future of Northern Ireland in 1973, the British and Irish Governments both wanted their view on the constitutional status of Northern Ireland to be stated first in the agreement; the solution was to divide the page in two and present the two statements side by side, so that they both had equal status. In a particularly tough set of negotiations that I led as a national trade union official, I would not accept certain words in the proposed agreement but I allowed them to be used in the covering letter to the agreement. Change the wording:It's amazing how often we disagree about words and how a change of words can change how people view a situation. Instead of criticizing a work colleague for "a mistake", perhaps you could invite him to discuss "a learning opportunity". If two parties to a dispute don't like their eventual agreement to be called an agreement, try calling it a settlement or a resolution or a concordat.

Change the environment: It's no coincidence that some of the toughest political negotiations of all times - for instance those between the Israelis and the Palestinians - often take place in locations like Camp David in the USA or a wood in Scandinavia. I was a professional trade union official for 24 years and many of the most productive negotiations between management and union took place in a neutral venue like a hotel. Sometimes even simply moving from an office to a coffee bar or from a house to a restaurant can make all the difference. Compromise:This is an obvious point but frequently neglected. If you can't agree on whether to see a romantic comedy or an action thriller at the cinema, see one film this weekend and the other the next weekend. If you can't agree on whether to have a city holiday or a beach holiday, try a two-centre break.Consider staging: Much conflict is about change. Introducing change in stages often makes it more palatable to the person uncomfortable about it (and can make it more manageable for the person promoting it). Consider sequencing: Much conflict is created and/or aggravated by lack of trust. Building trust takes time and proof of goodwill. So consider introducing an agreement in stages whereby each action is dependent on another action. Experiment or test:Too often we argue in ignorance, convinced that our prescription or proposal is the best with no real evidence. Have a trial and review how things go or try two or three ways of doing something and have an honest appraisal of what works best. Seek mediation:This is a process whereby a neutral third party consults with those involved in a conflict to see if the problem can be presented in a way which facilitates a resolution. The mediator may simply listen and ask questions or he/she may suggest other ways of looking at the problem or even possible solutions. Classically this is approach used in most relationship counseling. Seek conciliation: This is a similar process to mediation but a little more activist on the part of the third party who will normally attempt to find a solution by proposing a 'third way'.

Seek arbitration:This is a process involving a third party who, from the beginning, is invited by the conflicting parties to propose a solution. The two parties may have originally agreed merely to consider the proposed solution (non-binding arbitration) or they may have agreed in advance to accept the decision of the arbitrator (binding arbitration). This approach is often used in industrial disputes. Apply authority or force: If mediation, conciliation and arbitration do not work or the parties are not willing to try them, conflict can be resolved in a fashion by one party imposing his/her solution through authority (she is the parent or he is the line manager) or through force (calling in the police or obtaining a legal injunction). Such a 'settlement' will cause resentment in the party at the receiving end, but sometimes this is the only way to resolve a conflict and move on. I can tell you - as a former trade union negotiator - that sometimes people in conflict want someone to impose a solution, not because they themselves oppose the solution but because they do not want to lose 'face' or be seen by their constituents to have 'given in'. Wait:Most problems change over time. Either the problem solves itself because circumstances change or one's attitude to the problem changes as the heat dies down and other matters assume more prominence. Therefore, if one cannot solve a dispute and its resolution can wait, maybe the best approach is to leave things alone for a while. Accept the situation:Conflict is not like mathematics. There is not always a solution waiting to be found and, if there is a solution, it is unlikely to be the only one. The Swiss psychologist Carl Jung once wrote that "The greatest and most important problems of life are all fundamentally insoluble. They can never be solved but only outgrown." Finally, although this advice is about resolving conflict, be aware that conflict cannot always be avoided (especially when fundamental differences, as opposed to perceived differences, are involved) and not all conflict is negative (sometimes it 'clears the air'). The important thing is to keep wasteful and damaging conflict to a minimum and, when it does occur, use the relevant techniques to resolve or at least ease it.

METHODS FOR RESOLVING CONFLICTS AND DISPUTES

What Are Your Options: We are all familiar with the most traditional dispute-resolution process of our civil justice system: litigation and trial with a judge or jury deciding who is right or wrong - where someone wins and someone loses. However, there are many other options available. Negotiation, mediation and arbitration - often called ADR or alternative dispute resolution- are the most well-known. Whether you are involved in a family or neighborhood dispute or a lawsuit involving thousands of dollars, these processes should be considered. They are often the more appropriate methods of dispute resolution and can result in a fair, just, reasonable answer for both you and the other party. Settlement and compromise have long been favored in the legal system. In fact, most cases that are filed in a court do settle. Only 5 percent of all cases filed go to trial. ADR procedures are excellent options for you in dealing with controversy, allowing you to reach resolution earlier and with less expense than traditional litigation. In fact, many courts require parties to consider some form of ADR before going to trial. The following processes describe ways to resolve disputes.

NEGOTIATION Definition:Negotiation is the most basic means of settling differences. It is back-and-forth communication between the parties to the conflict with the goal of trying to find a solution. The Process: You may negotiate directly with the other person. You may hire an attorney to negotiate directly with the other side on your behalf. There are no specific procedures to follow - you can determine your own - but it works best if all parties agree to remain calm and not talk at the same time. Depending on your situation, you can negotiate in the board room of a big company, in an office or even in your own living room. Negotiation allows you to participate directly in decisions that affect you. In the most successful ne5 negotiations, the needs of both parties are considered. A negotiated agreement can become a contract and be enforceable.Negotiation is the first method of choice for problem-solving and trying to reach a mutually acceptable agreement. If no agreement is reached, you may pursue any of the other options suggested here. This process can be appropriately used at any stage of the conflict - before a lawsuit is filed, while a lawsuit is in progress, at the conclusion of a trial, even before or after an appeal is filed.

Characteristics of Negotiation: Voluntary Private and confidential Quick and inexpensive Informal and unstructured Parties control the process, make their own decisions and reach their own agreements (no third party decision maker) Negotiated agreements can be enforceable Can result in a win-win solution

MEDIATION

Definition:Mediation is a voluntary process in which an impartial person (the mediator) helps with communication and promotes reconciliation between the parties which will allow them to reach a mutually acceptable agreement. Mediation often is the next step if negotiation proves unsuccessful. The Process: The mediator manages the process and helps facilitate negotiation between the parties. A mediator does not make a decision nor force an agreement. The parties directly participate and are responsible for negotiating their own settlement or agreement.At the beginning of the mediation session, the mediator will describe the process and the ground rules. The parties or their attorneys have an opportunity to explain their view of the dispute. Mediation helps each side better understand the others point of view. Sometimes the mediator will meet separately with each side. Separate caucusing can help address emotional and factual issues as well as allow time for receiving legal advice from your attorney. Mediations are generally held in the office of the mediator or other agreed location. Agreements can be creative. You could reach a solution that might not be available from a court of law. For example, if you owe someone money but dont have the cash, rather than be sued and get a judgment against you, settlement options could include trading something you have for something the other wants. If an agreement is reached, it will generally be reduced to writing. Most people uphold a mediated agreement because they were a part of making it. It can become a contract and be enforceable. If there is no agreement, you have not lost any of your rights and you can pursue other options such as arbitration or going to trial. When and How Mediation Is Used: When you and the other person are unable to negotiate a resolution to your dispute by yourselves, you may seek the assistance of a mediator who will help you and the other party explores ways of resolving your differences. You may choose to go to mediation with or without a lawyer depending upon the type of problem you have. You may always consult with an attorney prior to finalizing an agreement to be sure that you have made fully informed decisions and that all your rights are protected. Sometimes mediators will suggest that you do this. Mediation can be used in most conflicts ranging from disputes between consumers and merchants, landlords and tenants, employers and employees, family members in such areas as divorce, child custody and visitation rights, eldercare and probate, as well as simple or complex business disputes or personal injury matters. Mediation can also be used at any stage of the conflict such as facilitating settlements of a pending lawsuit.Attorneys and other professionals provide private mediation for a fee. If you have an attorney, you can work together to select a mediator of your choice. You may want a mediator who is knowledgeable about the subject matter of your dispute. You may wish to use a for-fee mediator in the first instance or if Early Settlement mediation has not resulted in a resolution of your dispute. You may also find mediators or mediation services listed in the telephone directory or available on lists provided by some courts or private professional organizations. When selecting a mediator, you should always check their credentials and get references. Mediators qualified under the District Court Mediation Act or certified pursuant to the Dispute Resolution Act meet statutory standards of training and experience. Who Provides This Service?Public mediation services are available through Early Settlement Regional Centers located statewide. A list of the regional centers can be found online at www.oscn.net/static/adr. This program provides the services of volunteer mediators, trained and certified to mediate in the Administrative Office of the Oklahoma Supreme Court. Mediators in this system are assigned to mediate your dispute by the various program administrators. They are available at minimal or no charge to help you resolve conflicts, often without the assistance of an attorney or the need to go to court. Call 405-556-9300 for the phone number and location of the center nearest you. . Characteristics of Mediation:Promotes communication and cooperation.Provides a basis for you to resolve disputes on your own.Voluntary, informal and flexible.Private and confidential, avoiding public disclosure of personal or business problems.Can reduce hostility and preserve on-going relationships.Allows you to avoid the uncertainty, time, cost and stress of going to trial.Allows you to make mutually acceptable agreements tailored to meet your needs.Can result in a win-win solution.

ARBITRATION: Definition: Arbitration is the submission of a disputed matter to an impartial person (the arbitrator) for decision. The Process:Arbitration is typically an out-of-court method for resolving a dispute. The arbitrator controls the process, will listen to both sides and make a decision. Like a trial, only one side will prevail. Unlike a trial, appeal rights are limited. In a more formal setting, the arbitrator will conduct a hearing where all of the parties present evidence through documents, exhibits and testimony. The parties may agree to, in some instances, establish their own procedure; or an administrating organization may provide procedures. There can be either one arbitrator or a panel of three arbitrators. An arbitration hearing is usually held in offices or other meeting rooms. The result can be binding if all parties have previously agreed to be bound by the decision. In that case, the right to appeal the arbitrators decision is very limited. An arbitrators award can be reduced to judgment in a court and thus be enforceable. In non-binding arbitration, a decision may become final if all parties agree to accept it or it may serve to help you evaluate the case and be a starting point for settlement talks.How and When Arbitration Is Used:A common use of arbitration is in the area of labor disputes - between fire fighters and the city in wage disputes, for example. You will usually be represented by an attorney in arbitration. Many contracts have clauses which require that disputes arising out of that contract be arbitrated. You may have seen such a provision when you applied for a credit card or opened a retirement account or other account with a stock broker. You may want to explore using this process if you and the other side agree that the problem needs to have someone make a decision but you do not want the expense of going through the court process. If you agree to arbitrate or sign a contract with an arbitration clause, you should understand that the arbitrator may make the final decision and that you may be waiving your right to a trial in court. Who Provides This Service: Many attorneys, other professionals or professional associations offer their services as arbitrators. Typically your attorney will select the arbitrator based upon the particular type of the dispute. In complex and highly technical cases, often an arbitrator who is knowledgeable in that field is chosen. Usually fees are charged. Some courts offer court-sponsored, non-binding arbitration and have specific procedural rules to follow.

Characteristics of Arbitration:Can be used voluntarilyPrivate (unless the limited court appeal is made)Maybe less formal and structured than going to court, depending on applicable arbitration rulesUsually quicker and less expensive than going to court, depending on applicable arbitration rulesEach party will have the opportunity to present evidence and make argumentsMay have a right to choose an arbitrator with specialized expertiseA decision will be made by the arbitrator which may resolve the dispute and be finalArbitrators award can be enforced in a court If non-binding, you still have the right to a trial

LITIGATION (Going To Court)Definition:Litigation is the use of the courts and civil justice system to resolve legal controversies.The Process:Litigation is begun by filing a lawsuit in a court. Specific rules of procedure, discovery and presentation of evidence must be followed. The attorney for the other side will want to take your deposition to learn more about the facts as you see them and your position in the case. There can be a number of court appearances by you and/or your lawyer. If the parties cannot agree how to settle the case, either the judge or a jury will decide the dispute for you through a trial. A trial is a formal judicial proceeding allowing full examination and determination of all the issues between the parties with each side presenting its case to either a jury or a judge. The decision is made by applying the facts of the case to the applicable law. That verdict or decision can conclude the litigation process and be enforceable; however, if appropriate, the loser can appeal the decision to a higher court. In some cases, the losing party may have to pay the costs of the law suit and may have to pay the other partys attorney fees.How and When Litigation Is Used:Our American civil justice system is one of the best in the world. Our Constitution gives us the right to a fair trial. If you want your day in court with a judge or jury of your peers deciding the outcome, then the pursuit of litigation and trial of the case is for you. You may be in a municipal court, state district court or a federal court depending on the type of dispute you have and where your attorney files your case or where you get sued. State court trial judges are elected on a non-partisan ballot, though vacancies are filled through an appointment process from highly qualified applicants. The district courts also appoint special judges, who handle certain kinds of cases, such as small claims and divorces. These judges are selected by the District judges from qualified applicants. Federal district judges are nominated by the President and confirmed by the U.S. Senate. Federal magistrates are selected by the Federal district judges. In all courts, cases are randomly assigned to the various judges. You have no choice concerning which judge will hear your case. Juries are randomly selected from a jury wheel of licensed drivers within each state judicial district and, in the case of federal court juries, from a jury wheel of registered voters and drivers license holders. If you cannot settle your differences through negotiation, mediation, arbitration or some other means, then you should pursue litigation through the courts with your lawyer.Characteristics of Litigation:Involuntary - a defendant must participate (no choice)Formal and structured rules of evidence and procedureEach party has the opportunity to present its evidence and argument and cross-examine the other side - there are procedural safeguardsPublic - court proceedings and records are openThe decision is based on the lawThe decision can be final and bindingRight of appeal existsLosing party may pay costs Some Other Dispute Resolution Procedures and Where You May Find Them:If you have a problem with a new car, you may find automobile arbitration through the Better Business Bureau to be a solution for you. The manufacturer of your car may also have a process of resolving disputes.If you are involved in agriculture and have a farmer-creditor controversy, the Agricultural Mediation Program through Oklahoma State University and the Oklahoma Department of Agriculture may be helpful to you.

SELECTING THE APPROPRIATE METHODThe method you use to resolve your dispute will depend upon your personal needs and the nature of your particular dispute. You may want to consult with an attorney to help diagnose which process best serves your particular situation.Considerations: Private and confidential or in a public court setting Informal setting and a more flexible process or one that is more formal and has specific rules to follow Personal control or decision made by a judge or arbitrator Time Costs Maintaining relationships Dispute decided on questions of law, resolved with business principles or a solution found through other fair, yet practical, means Binding and easily enforceable There will always be times when a courtroom trial is called for. Often, however, you are better served by one of the other alternative dispute resolution processes described in this brochure. With a better understanding of the considerations that can help you choose the most appropriate method, your conflicts can be more successfully managed and your disputes more satisfactorily resolved.

RESOLVING CONFLICT SITUATIONSTo manage conflict effectively you must be a skilled communicator. That includes creating an open communication environment in your unit by encouraging employees to talk about work issues. Listening to employee concerns will foster an open environment. Make sure you really understand what employees are saying by asking questions and focusing on their perception of the problem. To learn more about communication skills,.Whether you have two employees who are fighting for the desk next to the window or one employee who wants the heat on and another who doesn't, your immediate response to conflict situations is essential. Here are some tips you can use when faced with employees who can't resolve their own conflicts.Acknowledge that a difficult situation exists: Honesty and clear communication play an important role in the resolution process. Acquaint yourself with what's happening and be open about the problem.Let individuals express their feelings: Some feelings of anger and/or hurt usually accompany conflict situations. Before any kind of problem-solving can take place, these emotions should be expressed and acknowledged.Define the problem: What is the stated problem? What is the negative impact on the work or relationships, Are differing personality styles part of the problem, Meet with employees separately at first and question them about the situation.Determine underlying need:The goal of conflict resolution is not to decide which person is right or wrong; the goal is to reach a solution that everyone can live with. Looking first for needs, rather than solutions, is a powerful tool for generating win/win options. To discover needs, you must try to find out why people want the solutions they initially proposed. Once you understand the advantages their solutions have for them, you have discovered their needs.Find common areas of agreement, no matter how small: Agree on the problem Agree on the procedure to follow Agree on worst fears Agree on some small change to give an experience of successFind solutions to satisfy needs: Problem solve by generating multiple alternative. Determine which actions will be taken. Make sure involved parties buy into actions.(total silence may be a sign of passive resistance be sure you get agreement from everyone.Determine follow-up you will take to monitor actions:You may want to schedule a follow-up meeting in about two weeks to determine how the parties are doing.Determine what you'll do if the conflict goes unresolved:If the conflict is causing a disruption in the department and it remains unresolved, you may need to explore other avenues. An outside facilitator (such as the Staff Ombuds Office) may be able to offer other insights on solving the problem. In some cases the conflict becomes a performance issue, and may become a topic for coaching sessions, performance appraisals, or disciplinary action

THE LIFE-CYCLE OF A CONFLICT

Conflicts are processes, a cluster of events taking time to evolve and reshape. They are always complicated - after all, they are part of the complex lives of human beings. But there are distinct stages which conflicts have in common, through which they pass, sometimes over and over again.

Life-cycle 1: BeginningA conflict begins to take shape as the differences between the conflicting parties become clearly defined and people begin to take sides openly. The language of 'us and them' starts being widely used, and the idea of a 'cause' to support emerges on both sides. There is no violence at this point. If a society is strong and its leaders enlightened, a conflict can be dealt with in a constructive and positive way at this stage, and violence and a worsening situation can be avoided.

Life-cycle 2: Early growthBut if there are no existing ways of dealing with social tensions and divisions, the conflict grows worse. The two sides express open hostility, so that 'us and them' now become 'the enemy' to each other. Each side increases its demands, and its sense of grievance swells. Each side looks for allies from outside the conflict area, for moral and physical support. Acts of violence begin. If violence is not repressed, the opposing sides hit back at one another and a destructive and deadly spiral begins.

If one of the sides has greater forces (as governments backed by armies do, for example, when suppressing civilian opposition) it may at this stage suppress its opponents, but the underlying causes of conflict remain to break out another day.

Life-cycle 3: Deadlock Now the two sides are openly at war. Each side perceives the other as the aggressor on who blame for the conflict falls. Each side regards itself as having the just cause. The lawlessness of war takes over, as inhibitions and restraints on violence are abandoned. Three possible situations can now be reached: (a) a stalemate with each side matching the other in violence; (b) a surge of violence on one side; (c) exhaustion of strength and resources on both sides ( this has been called 'a mutually-hurting stalemate').Situation (a) continues the spiral of violence, or may halt it at a particular level which both sides keep up.Situation (b) can make a change: for example, one side's increased power may cause the other side to change its tactics. The conflict may return to earlier stages and repeat them. If a side now decides to withdraw, the conflict remains unresolved and is likely to begin again later.Situation (c) is the position from which the conflict can most readily move to its next stage. Life-cycle 4: Looking for a way outIf and when the conflict reaches a stage where both sides are unhappy with the state of things - many losses, dwindling resources, no achievable 'result' - they may enter into ceasefire agreements. These provide a pause, which is often used for resting and regrouping before embarking on the earlier stages again. Sooner or later, however, both sides decide that ending the conflict is a problem they must both solve, though it has to be done without loss of face. At this point a third party can be introduced to mediate and negotiate. This can be done, at first, without the leaders of the two sides having to meet each other.

Life-cycle 5: Settling the dispute or resolving the conflictSettlements involve compromise, often with bitter arguments over what the compromises will be. They seldom lead to a solution in which the two sides can collaborate to establish a firm peace. Settlements establish ways in which either side is prepared to end conflict at least for the time being.Conflict resolution, however, looks at the underlying causes which started the conflict and deals with them, so that the risks of future conflict are removed, or initially reduced. Both sides join together to achieve this outcome.Complete resolution of a conflict is difficult after such great hostility, but may be reached after the passage of healing time if everyone has this aim.

Life-cycle 6: Working togetherNow the agreement has to be put into effect. Both sides need to create new order together, rebuilding homes, restoring jobs and education, establishing management/government, disarming fighters and allowing refugees to return home. Even more important, the two sides have to face up to the past, share their griefs, and reconcile their differences. This needs sensitivity, courage, and, above all, immense patience.

OVERVIEW OF TELECOM INDUSTRY

India is one of the fastest growing telecom markets in the world with an addition of more than 6 million connections per month. FDI inflow in Indian Telecom sector is the highest among all sectors. India is emerging as telecom manufacturing hub. Year 2007 was declared as "Year of Broadband" in India.The telecommunication industry operates in a licensed and regulated environment. The government of India, through Department of telecommunication (DOT) and Telecom commission, both functioning under the ministry of communication and information technology decides on the policies that governs/regulates the sector and issues the licenses and registration.Indias telecom policy is guided by overall development goals and the interests of the consumer. In order to protect and promote consumer interest and ensure fair competition, an independent regulatory authority known as Telecom regulatory authority of India (TRAI) was established in 1997. The sector is more liberalized then many developing markets and in most respects, the regulatory framework has caught up with the need to manage a highly competitive market environment. Competition has been introduced into all segments and licenses are available to new entrants.Tariff control have been removed or structured as ceiling tariffs in areas where there is limited competition. There is a current initiative to simplify the charging brands for long distance calls and to remove some of the artificial constrains in the segregation of long distance and access licenses.Consolidation among operators has been facilitated. TRAI has actively intervened in many areas to ensure a level playing field between operators.Indian Telecom sector, like any other industrial sector in the country, has gone through many phases of growth and diversification. Starting from telegraphic and telephonic systems in the 19th century, the field of telephonic communication has now expanded to make use of advanced technologies like GSM, CDMA, and WLL to the great 3G Technology in mobile phones. Day by day, both the public players and the private players are putting in their resources and efforts to improve the telecommunication technology so as to give the maximum to their customers.

Telecommunication Services:Telecommunication services include Basic service, Cellular service, Internet Service Provider (ISP) and Very Small Aperture Terminal (VSAT) services. Government of India (GoI) plans to introduce a unified license for all telecommunication services in India, and has already allowed full mobility to wireless in local loop (WLL) operators as a first step. Telecom services are growing at an approximate rate of around 5 percent per year in terms of revenue and mere 10 % in terms of subscriber base in last five years. Partly the result is due to negative growth in NLD market (-14% Rs 51,410 million from Rs 59,880 million) and ILD market (-13% Rs 43,460 million from Rs 50,010 million) in 2003-04. Amongst telecom services, cellular services are the fastest growing, with CAGR of 40 percent over the past four years. Telecommunications Regulatory Authority of India (TRAI) expects that the total number of cellular connections would bypass the total number of fixed line connections by late 2004 and early 2005. (As on March 2004 subscriber base of cellular operators is 33 million and basic operator is 42.84 million)During the past three years, in terms of subscriber base telecommunications services have been growing at a CAGR of nearly 22%, owing largely to the rapid increase in cellular service subscribers.Fixed Service Provider (FSPs): Fixed line services consist of basic services, national or domestic long distance and international long distance services. The domestic market (i.e. excluding international revenues), has been growing more than 5 per cent annually during the past three years, and has a current market size of Rs 30,164 crores, with a base of 43 million lines.The state operators (BSNL and MTNL), account for almost 90 per cent of revenues from basic services. Private sector services are presently available in 18 circles, and collectively account for less than 5 per cent of subscriptions. However, private services focus on the business/corporate sector, and offer reliable, high- end services, such as leased lines, ISDN, closed user group and videoconferencing. As a result, average-revenues-per-user (ARPU) of private operators are more than twice those of the state-owned service providers.The main revenue contributing value added services were NLD and ILD. The reduction in NLD and ISD tariffs punctured the potential of the key revenue streams. Internet telephony for ISD worsened the potential. Added to it was the phenomenal growth rate in cellular services.Both public players and private players are competing hard to capture more and more market share. MTNL and BSNL are the leading public sector players, whereas Reliance Info-com, Airtel, Tata-Tele-services and Touchtel are the leading private sector players.

The Cellular Operators Association of India (COAI):The Cellular Operators Association of India (COAI) was constituted in 1995 as a registered, non-profit, non-governmental society dedicated to the advancement of communication, particularly modern communication through Cellular Mobile Telephone Services.With a vision to establish and sustain a world-class cellular infrastructure and facilitate affordable mobile communication services in India, COAI main objectives are to protect the common & collective interests of its members. Keeping the mandate given to it, COAI is the official voice for the Indian Cellular industry and on its behalf it interacts with: The policy maker, the licensor, the regulator, the spectrum management agency,the industry (telecom /non-telecom) associationsObjectives of the COAI To improve standards and competitiveness in the Cellular Industry and attain the status of world class infrastructure. To facilitate affordable mobile telephony services for Indians. To study the best practices & research of the industry as well as to analyze the Cellular Experience worldwide. To assist relevant authorities by providing them information about the industry to help them formulate suitable policies for the industrys growth. To improve standards and quality of services in consultation with GSM India the Indian chapter of the GSM Association. To maintain and upgrade services in terms of speech transmission, access, coverage, security etc, to enable expansion of cellular services. To help address problems of cellular operators relating to operational, regulatory, financial, or licensing through interaction with the Ministry of Communications & IT, Ministry of Finance, Ministry of Commerce, Department of telecommunications, Telecom Regulatory Authority of India, Financial Institutions etc. To undertake continuous efforts for customer satisfaction. To dispense information and spread awareness among operators and consumers on issues relating to quality and other value added services provided by the operators to their subscribers.

Members of COAI: Core members:

Name of the memberRegion

Aircel LimitedChennai, Tamil Nadu, West Bengal, Assam Orissa, North East, Jammu & Kashmir, Bihar, Himachal Pradesh

BhartiAirtel LimitedDelhi (Metro), Mumbai (Metro), Kolkata (Metro), Chennai (Metro), Andhra Pradesh, Gujarat, Haryana, Himachal Pradesh, Jammu & Kashmir, Karnataka, Kerala, Madhya Pradesh, Maharashtra & Goa, Orissa, Punjab, Rajasthan, Tamil Nadu, UP (West), UP (East), West Bengal, Assam, North East, Bihar

BPL Cellular LimitedMumbai (Metro)

Vodafone Group Mumbai, Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh, Karnataka, Punjab, Haryana, Rajasthan, U.P.( East), U.P.(West), Kerala, Maharashtra & Goa, Tamil Nadu, West Bengal

Idea Cellular LimitedAndhra Pradesh, Maharashtra, Gujarat, Madhya Pradesh, Kerala, Haryana, U.P.(W), U.P.(E), Madhya Pradesh, Mumbai, Himachal Pradesh

Reliance Telecom Limited Assam, Bihar, Himachal Pradesh, Kolkata, Madhya Pradesh, North East, Orissa, West Bengal

Spice Communications LimitedKarnataka, Punjab

India poised to be a USD 40 bn - 45 bn telecom market by FY 2010: Telecom sector targets announced by Government of India 250 million subscribers by 2009 500 million subscribers by 2010 20 million broadband subscribers by 2010 Mobile access to all villages with population of more than 1,000 by 2009

Objectives and targets of the New Telecom Policy 2009:The objectives of the NTP 2009 are as under: Access to telecommunications is of utmost importance for achievement of the countrys social and economic goals. Availability of affordable and effective communications for the citizens is at the core of the vision and goal of the telecom policy. Strive to provide a balance between the provision of universal service to all uncovered areas, including the rural areas, and the provision of high-level services capable of meeting the needs of the countrys economy; Encourage development of telecommunication facilities in remote, hilly and tribal areas of the country; Create a modern and efficient telecommunications infrastructure taking into account the convergence of IT, media, telecom and consumer electronics and thereby propel India into becoming an IT superpower; Convert PCOs, wherever justified, into Public Tele info centres having multimedia capability like ISDN services, remote database access, government and community information systems etc. Transform in a time bound manner, the telecommunications sector to a greater competitive environment in both urban and rural areas providing equal opportunities and level playing field for all players; Strengthen research and development efforts in the country and provide an impetus to build world-class manufacturing capabilities. Achieve efficiency and transparency in spectrum management.

UPDATES ON INDIAN TELECOMMUNICATION SECTORThe telecom sector has shown impressive growth during the past decade. Today, India with more than 125 million telephone network is one of the largest communication networks in world, which continues to grow at a blistering pace. The rapid growth in the telecom sector can be attributed to the various pro-active and positive policy measures taken by the government as well as the dynamic and entrepreneurial spirit of the various telecom service providers both in private and public sector.

PRODUCT SCHEMESNumber of GSM and CDMA subscribers YearGSM SUBSCRIBERS(in millions)CDMA SUBSCRIBERS(in millions)

20023.1-

20035.05-

200410.50.8

2005226.4

200637.410.9

200758.519.1

2008105.444.2

200918085

(Source TRAI)

There are 25 private companies providing Cellular Services in 19 Telecom Circles and 4 Metro cities, covering 1500 towns across the country. Presently, there are five private service operators in each area, and an incumbent state operator. Almost 80% of the cellular subscriber base belongs to the pre-paid segment.Telecommunication Reforms in India:First phase:The telecommunication reforms in India started in the eighties with the mission better communication. This is regarded as the first phase of the reformation process. Several private manufacturers of tailor made equipments entered the market. There were private developer for indigenous technologies and the franchisee for STD/ISD and PCO increased. The Videsh Sanchar Nigam Limited (VSNL) and Mahanagar Telephone Nigam Limited (MTNL) were set up under the Government of India's Department of Telecommunication.Second Phase:The second phase of telecommunication reforms in India came in the early nineties. The introduction of the New Economic Policy (NEP) in the year 1991 was a landmark in the history of telecom industry sector in India. The manufacturing of equipments pertaining to telecom sector was decentralized and several value added services were introduced into the market. The telecom services were divided into basic telephony, radio paging and cellular mobile .The TRAI was established an independent regulatory body pertaining to telecom sector. The growth of the private sector increased.Third phase:The third phase of the telecommunication reforms in India took place in the period of the late nineties. The government of India introduced the New Telecom Policy 1999. The TRAI was endowed with more power. The concept of revenue sharing was introduced to replace the fixed license fee. The National Long Distance was introduced with free entrance. Moreover, there was introduction of International Long Distance schemes. The Bharat Sanchar Nigam Limited (BSNL), a corporate body of the telecom service sector was formed, followed by the introduction of the Internet to the Indian market.Impact of telecommunication reforms in India:Telecommunication Reforms in India revolutionized the telecom industries sector in India, which is an important factor for the growth of the Indian telecom sector and in turn helped the Indian economy to perform well for the past few years. The Telecommunication reforms in India were development and growth oriented. Technological advancements and innovations contributed largely towards the reformation of the telecom sector in India. The sector of telecom was a monopoly under the Central Government of India. During the 1990s this sector faced fierce challenges due to the development in the technological sector. The sector was privatized and with the abolition of the monopoly new player entered the consumer market. The competition increased in the telecom sector, the rates were slashed in order to grab the share of the market and the customers were provided with better services.

AIRCEL:A PROFILE

Aircel Limited

TypePrivate

IndustryTelecommunications

Founded1999

HeadquartersGurgaon

Key peopleGurdeep Singh, CEO

ProductsMobileTelecommunication operator

ParentMaxis Communications (74%)Apollo Hospital (26%)

WebsiteAircel.com

Aircel is a mobile phoneservice provider in India. It offers both prepaid and postpaidGSM cellular phone coverage throughout India. Aircel is a joint venture between Maxis Communications of Malaysia and Apollo Hospital Enterprise Ltd of India. UTSB has a 74% stake in Aircel and the remaining 26% is with Apollo Hospitals. It is Indias fifth largest GSM mobile service provider with a subscriber base of over 27.7 million, as of October 31, 2009. It has a market share of 12.8% among the GSM operators in the country. As on date, Aircel is present in 18 of the total 23 telecom circles (including Andhra Pradesh, Assam, Bihar & Jharkhand, Chennai, Delhi & NCR, Himachal Pradesh, Jammu & Kashmir, Karnataka, Kerala, Kolkata, Mumbai, North East, Orissa, Rest of Maharashtra & Goa, Rest of Tamil Nadu, Rest of West Bengal, Uttar Pradesh East, Uttar Pradesh West) and with licences secured for the remaining 5 telecom circles, the company plans to become a pan-India operator by 2010. Additionally, Aircel has also obtained permission from Department of Telecommunications (DOT) to provide International Long Distance (ILD) and National Long Distance (NLD) telephony services. It is also a category A ISP. It is also having the largest service in Tamil Nadu.

CompetitorsAircel is the fifth largest carrier in India. Its competitors are (in order of customer totals): BhartiAirtel. Reliance Communications. Vodafone Essar. Idea Cellular. Bharat Sanchar Nigam Limited. Tata Teleservices. Uninor.

SWOT ANALYSISSTRENGTHS Fifth largest GSM mobile service provider with subscriber base over 27 mn, 2.13% market share.

WEAKNESS Profitability is an issue. Lack of advertising Low brand viability.

OPPORTUNITY Fast expanding cellular market. Latest and low cost technology. Untapped rural market Value added services

THREATS Competitors low price offering. Mobile number portability.

AIRTEL: A PROFILE

Air Tel, in Delhi, comes from Bharti Cellular Ltd., a part of the Bharti Enterprises. Airtel holds32.5% stake and NRIs hold 4.5% stake in Bharti Cellular, the remaining part rests with Bharti.Air Tel launched its services in Delhi on November 14, 1995. At present it has 3.28 lakh subscribers (as on March-end 2001) in Delhi. Today, Bharti is the single largest private telecom service provider in India with operations in Delhi, Andhra Pradesh, Himachal Pradesh, Chennai and MadhyaPradesh. It has 8.47 lakh subscriber bases that are broken up into 5.98 lakh cellular users, 1.07 lakh basic service users and 1.42 lakh internet subscribers. (Business world, May 7, 2001).The total number of mobile subscribers of Bharti is 2.65 million. (Business Today, Jan 5 2003).Air Tel has redefined the business through marketing innovations, continuous technologicalupgradation of the network, introduction of new generation value added services (VAS) and the highest standard of customer care.

Air Tel was the first to launch cellular service in Delhi. It also revolutionized the concept of retailingwith the inauguration of Air Tel Connect (exclusive show rooms) in 1995. Today Air Tel has 17Customer Care Touch Points and over 300 dealers in Delhi and NCR towns. It was the first toexpand its network with the installation of second mobile switching centre in April 1997 and the firstin Delhi to introduce the Intelligence Network Platform. First to provide roaming to its subscribers by forming on association called World 1 network. First to provide roaming facility in the USA.Airtel has the largest automatic roaming service Smart RoamNational in 350 cities in India andSmart Roam International in over 60 countries and 95 networks all over the world. Air Tels prepaidcard, Magic has consistently held a dominant position in the market and has played a major role incellular services. Some of the awards Air Tel has won are the Asia Pacific Award for mostInnovative HR Practices 2000, the Golden Peacock National Training Award for excellence intraining practices 2000, and the Golden Peacock National Quality Award 2001.

In August 2000, Bharti Enterprises had announced its brand vision: Bharti as the reassurance driver, Air Tel as the volume and penetration driver, and MAGIC as the image and revenue driver. Air Telis positioned of the mother brand.Some of the Value Added Services (VAS) which Air Tel provides are Smart mail, Fax facility, Callhold, Call waiting, Web message, information services, etc. to enhance the convenience of itssubscribers. The latest VAS offering is mobile banking for HDFC Bank, ICICI Bank and Bank of Punjab customers. Air Tel is also tying up with Net Xcel and Air 2 web for its 500 and 700 seriesinformation services. Currently about 60 to 70% of Air Tel subscriber base use VAS.Approximately 3.5 to 4 million messages a month are being sent over Air Tel. Currently besides M- banking, Air Tel offers e-mail services and information services such as news, stocks, horoscopes, jokes, weather, TV listings, hospitals, flights, trains, movies and ATMs.

NameBhartiAirtel Limited.

BusinessDescriptionProvides GSM mobile services in all the 22telecomcircles in India, and was the first private operator to have an all India presence.Provides telemedia services (fixed line and broadband services through DSL) in 95 cities inIndia.

EstablishedJuly 07, 1995, as a Public Limited Company

ProportionateRevenueRs. 369,615 million (year ended March 31, 2009-Audited)Rs. 270,250 million (year ended March 31, 2008-Audited)As per US GAAP Accounts

ProportionateEBITDARs. 151,678 million (year ended March 31, 2009 Audited)Rs. 113,715 million (year ended March 31, 2008 Audited)As per US GAAP Accounts

Shares in Issue1,898,373,280 as at June 30, 2009

ListingsThe Stock Exchange, Mumbai (BSE)The National Stock Exchange of India Limited(NSE)

Customer Base102,367,881 GSM mobile and 2,827,881 TelemediaCustomers (status as on June 30, 2009)

OperationalNetworkProvides GSM mobile services in all the 22telecom circles in India, and was the first privateoperator to have an all India presence.Provides telemedia services (fixed line) in 95 citiesin India.

RegisteredOfficeBhartiAirtelLimited(A Bharti Enterprise) Aravali Crescent, 1 Nelson Mandela Road, VasantKunj Phase II New Delhi - 110 070Tel. No.: +91 11 4666 6100Fax No.: +91 11 4666 6411

VisionTo make mobile communications a way of life and be the customers' first choice.

MissionWe will meet the mobile communication needs of our customers through: Error - free service delivery Innovative products and services Cost efficiency Unified Messaging Solutions

1) Bharti Values2) Innoventuring3) Customer First4) Performance Culture5) Valuing Partnership6) Valuing People7) Responsible Corporate Citizenship8) Ethical Practices

SWOT ANALYSIS

STRENGTHS Highly co-operative and skilled staff. Effective and wider distribution network. Product designed for every area of personnel.

WEAKNESS Weak presence in the rural and urban cities Lack of promotional activities.

OPPORTUNITIES There is continuous growth in this sector. Other sections of the society to be searched for business.THREATS Competition in the sector is increasing with the entry of lots of private giants with the collaboration of foreign giants.RELIANCE- A PROFILE

Reliance Communications Ltd. (commonly called RCOM) is an Indian broadband and telecommunications company headquartered in Navi Mumbai, India. RCOM is India's second largest telecom operator, only after BhartiAirtel. It is world's 15th largest mobile phone operator with over 150 million subscribers. Established in 2004, it is a subsidiary of the Reliance Group. The company has five segments: Wireless segment includes wireless operations of the company; broadband segment includes broadband operations of the company; Global segment include national long distance and international long distance operations of the company and the wholesale operations of its subsidiaries; Investment segment includes investment activities of the Group companies, and Other segment consists of the customer care activities and direct-to-home (DTH) activities.

Background:It ranks among the top 5 telecommunications companies in the world by number of customers in a single country. Reliance Communications corporate clientele includes 2,100 Indian and multinational corporations, and over 800 global, regional and domestic carriers. The company has established a pan-India, next-generation, integrated (wireless and wireline), convergent (voice, data and video) digital network that is capable of supporting services spanning the entire communications value chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and operates the next-generation IP-enabled connectivity infrastructure,comprising over 190,000 kilometers of fiber optic cable systems in India, USA, Europe, Middle East and the Asia Pacific region.Main subsidiaries:Reliance Telecommunication Limited (RTL)In July 2011, the company announced it was buying US-based managed ethernet and application delivery services company Yipes Enterprise Services for a cash amount of 1200 crore (the equivalent of US$300 million). The deal was announced of the overseas acquisition, the Reliance group has amalgamated the United States-based Flag Telecom for $210 million (roughly 950crore). RTL operates in Madhya Pradesh, West Bengal, Himachal Pradesh, Odisha, Bihar, Assam, and the north east, offering GSM services.

Reliance Tech ServicesReliance Tech Services is the IT wing of Reliance Anil DhirubhaiAmbani group. It provides IT consultancy, business process outsourcing and software development for Reliance Communications and other ADA group companies. It provides services to industry sectors such as telecommunications, financial services, utilities, entertainment, infrastructure, BPO operations and health care.Reliance GlobalcomRGL owns the worlds largest private undersea cable system,spanning 65,000km seamlessly integrated with Reliance Communications. Over 110,000km of domestic optic fiber provides a robust Global Service Delivery Platform, connecting 40 key business markets in India, the Middle East, Asia, Europe, and the U.S.Reliance Internet Data Center (RIDC)RIDC provides Internet Data Center (IDC) services located in Mumbai, Bangalore, Hyderabad and Chennai. Spread across 650,000 sqft (60,000m2) of hosting space, it offers IT infrastructure management services to large, medium and small enterprises. It is one of the leading data center service provider in India and provides services like colocation, managed server hosting, virtual private server and data security. It has launched cloud computing services,[5] offering product under its infrastructure as a server (Iaas) and software as a service (Saas) portfolio, which enables enterprises, mainly small and medium, a cost-effective IT infrastructure and application on pay-per-user model.Reliance Digital TVMain article: Big TVReliance Big TV launched in August 2008and thereafter acquired 1 million sub