Case Study Of Vodafone Group

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Vodafone Group Plc is one of the world’s largest mobile telecommunications companies. It is also one of the leading mobile telecommunications companies from around the world. Vodafone Group has entered into partner contracts with other mobile telecommunications companies to provide mobile telecommunications services to a larger number of countries around the world. Vodafone Group is involved in providing services to a variety of clientele. They provide three main services; the first is a service to businesses to provide solutions to their communications problems and also to give them ideas on how to improve the communication systems within the business. The second service they provide is to individuals who need communication services for personal use and lastly their third service is provide on-the-go mobile communications services to people who need access to these services whilst travelling in between places. Vodafone Group provides these services across Europe, the Middle East, Africa, Asia Pacific and the United States. Vodafone Group is structured in such a way that 9 managers covering different areas report to the CEO. The 9 areas covered are; the manager for Vodafone in Europe, the manager for Vodafone in Africa, the Middle East & Asia Pacific, strategy & business development, group commercial, group technology, group finance, group HR, group legal, group external affairs and the chief of staff & internal communications. Vodafone Group’s management philosophy is all about using innovation to improve the services that they provide and better the organisation as a whole. Innovation is an organisational behaviour issue which is seen throughout the organisation along with a few other issues.

Organisational behaviour issues involve how people think, feel and behave within and around an organisation (McShane, Olekalns & Travaglione, 2010). These issues include innovation, leadership and stress. Innovation is one of the biggest organisational behaviour issues at Vodafone. Innovation is all about being creative enough to give your organisation a competitive advantage. Innovation comes hand-in-hand with leadership seeing as leadership is needed to implement innovation. Leadership involves having the ability to motivate and enable others to contribute to success of the organisation for which they work (McShane et al., 2010). Let’s not forget that stress is a part of any organisation. According to McShane et al. (2010) stress is defined as “an adaptive response to a situation that is perceived as challenging or threatening to a person’s wellbeing” (p.139). In having to deal with leadership and innovation, stress naturally becomes part of the equation.

As mentioned above innovation is a large part of Vodafone Group’s management philosophy. Vodafone Group has incorporated innovation into to their management philosophy so innately that they are constantly coming up with innovative ideas which are the first of their kind (“Call Me”, 1995). These innovations are implemented all across the world making significant advances in mobile telecommunications (“Vodafone marketing”, 2010). From this it can be seen how important innovation is as an organisational behaviour issue at Vodafone Group.

Leadership is another important organisational behaviour issue at Vodafone Group. According to Schacr (2007) leadership plays an important part in the internal structure at Vodafone Group. Leadership is a key part of the top management at Vodafone Group and it is also a fundamental part of organisational behaviour. Leadership is used by Vodafone Group to come up with innovative ideas and to implement those ideas.

With innovation and leadership being two of the biggest
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