Wateen TelecomA Report on Management

Prepared By: 1 2 3 4 Talha Mahboob Ali Shakil Tayyab Malik Shahzaib Gilani Roll# 2 Roll# 4 Roll# 7 Roll# 11 (college (college (college (college Id 083301) Id 083309) Id 083316) Id 083331) -1-

ForewordThis past semester has been a great experience; we have learned a lot form the past four months. Management though considered a theoretical subject by many is in fact not so. This we learned during our work on this project on Wateen. We have learned that many a concepts are applied with some modification as per the requirements of the situation. The Authors

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AcknowledgementsWe would like to express our warmest thanks to all those without whose collaboration and help we could never have done this report. First we would like to thank our management instructor Mr. Shakoor Razvi, for without his guidance and advise we could not have made such a concentrated effort. Then we would like to thank the manager at Wateen MR.Farhan and Mrs. Ayesah Faisal and The Engineering Executive Mrs. Tahira Asim for their help and patience.

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CONTENTSSection 1: Companys Profile. The Company Vision Mission Corporate Values Products and Services Major Share Holders The Abu-Dhabi Group

Section 2: Planning At Wateen. Planning and Decision Making Process Duration of Plans and Goal Setting. Decision Making. Purpose Of Planning Achievement Of Goals Development of Plans

Section 3: Organization At Wateen.

Organizing At Wateen Chain of Command Human Resource Department

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Section 4: Leading At Wateen.

Level of Job Involvement And Commitment Workgroup Behavior Steps Taken To Motivate Leadership Styles

Section 5: Command and Control atWateen.

Section 6: Conclusions.

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Section: 1

Companys Profile

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Chapter 1:

THE COMPANYWateen Telecom, Pakistans largest communication company in the private sector has become the detrimental catalyst that has rampantly moved forward the country into a digital revolution with its ability to seamlessly connect and enable smarter, faster, costeffective and flexible communication solutions to reach its valued customers. Wateen offers a complete range of carrier class telecom and multimedia services like fixed wireless and line telephony, alwayson broadband for data, internet and TV/multimedia along with a host of other value-added services and applications to set the standards for a new era of communications and entertainment in Pakistan. Wateen continues to build on the heritage of its parent company - The Abu Dhabi Group. We believe in leadership through people. Our technology and service-delivery strengths stems from our valued employees who have joined Wateen from all over the world to earn customer trust and loyalty with a continuing commitment to the deployment of innovative products and services, reliable, high-quality service and excellent customer care.

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Chapter 2: VISIONIt is the vision of Wateen Telecoms to launch Pakistan into the 21st centurys digital revolution by providing complete communication solutions to Telecom Operators, Corporate, Consumers and to be the leading Carriers Carrier by creating a world-class cutting-edge network to deliver a broad range of reliable, affordable and quality customer-centric services.

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Chapter 3: MISSIONWateen Telecom has always kept its customers satisfaction and care as its primary concern; in fact it is the very reason of its success. Wateen Telecom has made it its duty to: 1. To provide affordable communication services that meets and exceeds customers' requirements. 2. To deliver high-quality, flexible and innovative solutions that are cost effective and conducive. 3. To provide complete customer satisfaction on time, every time.

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Chapter 4: CORPORATE VALUESWateen Telecom expects its employs to not only follow but also to spread the following corporate values to the new employees. 1. Simplicity 2. Customer Satisfaction 3. Quality 4. Innovation 5. Honesty Simplicity Wateen Telecom realizes that a major portion of its customers do not posses the abilities to operate its highly advanced and technical products effectively. So the during the designing of its products, Wateen Telecom has kept ease of use and practicality the most important consideration. Customer Satisfaction Wateen Telecom realizes that its customers have made it into one of the most successful telecommunications corporations in Pakistan; hence, it is imperative that the customers are always happy with the services that are provided and their complaints are attended to with the minimum of delay. Quality Wateen Telecom is aware that the telecom market in Pakistan is very competitive, to provide second to none services and products is the only way to survive, their can be no compromise on the quality of the products and services. The customer is our top priority and deserves the premium quality services.- 10 -

Innovation Wateen Telecom realizes that the pace of technical advancement in the telecommunications industry is very high, so to flourish as the top service provider it is imperative that we keep pace with the unrelenting and unwavering speed of technological advancement technology. Honesty Wateen telecom realizes that we have to practice what we preach: integrity, ethics and open communication. To flourish and advance as the top services provider in Pakistan we have to be rejecting all unethical and wrong practices, if we do business we have to have to do it ethically. We are a family here and we will hear any body that has anything to say. and provide the customer with the latest

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Chapter 5: PRODUCTS AND SERVICESWateen Telecom is providing the following products and services to its clients 1. Wi-Max 2. Direct To Home (DTH) Television 3. Long Haul OFC 4. Metro Ring 5. HFC 6. Wateen VSAT 7. Carriers Carrier There are two types of customers Wateen Telecom deals wit the first is the home user; this is the user that acquires the services and goods for his personal use. The second kind of customer is the Corporate User this user acquires Wateens Products and services for commercial use. The services provided to each customer are given below:

Home Users1. Telephony a. Fixed line b. W Card c. Calling Card d. Calling Accounts 2. True Broadband Internet 3. Multimedia & TV 4. Entertainment 5. Managed Solutions e. Security and surveillance

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Business User1. Telephony a. Fixed Line b. Calling Accounts c. Virtual PBX d. Video Conferencing e. Video Telephony 2. True Broadband Internet f. Wi-Max Broadband g. Cable Broadband h. DSL Broadband i. Dial-Up Broadband 3. Secure Networks j. L2VPNs k. L3VPNs 4. Hosted and Managed Solutions l. Hosted Contact Centers m.Hosted Data Centers 5. Services n. Professional Services o. Managed Services

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Chapter 6: MAJOR SHARE HOLDERSWateen Telecom is a part of Warid Telecom International LLC, an Abu Dhabi Group company led by His Highness Sheikh Nahayan Mabarak Al Nahayan. The group is one of the largest in the Middle East and has diversified business interests comprising oil and gas exploration, hospitality services, communications, banking, financial services, automobile industry and property development. The group has large investments and a strong presence in Pakistan. The major share holders of Wateen are: 1. His Highness Sheikh Nahayan Mabarak Al Nahayan, Member of the Royal Family of Abu Dhabi, Minister for Higher Education and Chancellor of the UAE Universities. 2. His Excellency Sheikh Suroor Bin Mohammed Al Nahayan, Chamberlain of the Royal Amiri Courts and Member of the Royal Family of Abu Dhabi. 3. His Highness Sheikh Hamdan Bin Zayed Al Nahayan, Member of the Royal Family of Abu Dhabi, Deputy Prime Minister of UAE. 4. His Excellency Sheikh Mohammad Bin Butti Hamid Al Hamid, Ruler Representative for the Western Region of the Emirate of Abu Dhabi and Ex Chairman of Abu Dhabi Municipality and Town Planning. 5. His Excellency Sheikh Saif Bin Muhammad Bin Butti Hamid Al Hamid 6. His Excellency Dr. Mana Saeed Al Otaiba, Advisor to the President of UAE and Ruler of Abu Dhabi (His Highness Sheikh Khalifa Bin Zayed Al Nahayan) and Ex Oil Minister of UAE. 7. Mr. Omar Ziad Jaafar Al Askari, Director United Bank Limited, Pakistan; President and CEO of United Technical Services, Abu Dhabi; President and CEO of United Eastern Investment- 14 -

Corporation; Director of Fruit of the Loom quoted on the New York Stock Exchange. 8. M/S Electro Mechanical Company LLC, Representative of M/S Siemens in Abu Dhabi, UAE.

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Chapter 7: The Abu Dhabi GroupTHE ABU DHABI GROUP has several international investments including: 1. Abu Dhabi Vegetable Oil Company - Manufacturer of edible oils 2. Al-Ain Palace Hotel - A 4-star hotel in Abu Dhabi 3. Dhabi Contracting - A special category construction company 4. Dhabi Drilling - Offshore rig operations in collaboration with Sedco Forex 5. Dhabi Enterprises Leasing - A company leasing several of the group's real estate properties across Abu Dhabi 6. Iranian Sanden Industries PJS Co. - A joint venture with Sanden Singapore for the manufacture of car air conditioners in Iran7. J.C. MacLean and Co. - Manufacturer of high quality furniture

8. Le Royal Meridien Hotel - Previously known as the Abu Dhabi Grand Hotel, re-branded in 2003 as Le Royal Meridien Hotel (it is a 5-star hotel in the heart of Abu Dhabi) 9. Nama Development Enterprises - A representation of leading companies in UAE in the fields of oil and gas, engineering, equipment supplies, consultancies, etc. 10. National Telesystems and Services (NTS) - A joint venture with Bin Jaber Group Ltd. and Thales International Middle East Holding S.A.L. 11. Neo Pharma LLC - Manufacturer of pharmaceutical products

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Section: 2

Planning At Wateen

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Chapter 1:

The Planning and Decision Making ProcessAt Wateen Telecom, planning is done under a set of rule and guide lines, the major strategic and operational decisions are taken as described below. 1. The strategic and operational plans are discussed in a meeting of appropriate level. 2. The plans are converted into a project. Feasibility report is prepared and ROI is evaluated. 3. Strategy for the projects is formulated. 4. The Project Proposal is sent to the Chief Executive Officer or the Board Executive Committee for approval. 5. After approval the Budget for Expenses and Human resources is prepared. 6. The budget is sent for approval to the Chief Financial Officer. 7. The Human Resources are either hired or transferred form within the organization and the project head is appointed.

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Chapter 2:

Duration of Plans and Goal SettingSine the telecommunication industry is a very dynamic environment i.e. things change quite often and for the most part without warning, planning for a very long time is not possible. Although the Wateen Telecom has a strategic goal to become the market leader in the industry, due to the extremely dynamic nature of the, it is not possible for the managers at Wateen Telecom to formulate plans for a very long period of time. The Strategic plans at Wateen Telecom are made so as to be extremely flexible, strategic plans or long term plans; as they are known at Wateen, are formulated for a duration of ninety days and are called ninety day plans. These plans, are analyzed after every three months and is if required, changes are made. The Operational plans at Wateen are also very flexible. Operational Plans or Short term plans; as called at Wateen, are made for the duration of thirty days. After this period they are analyzed and are amended if necessary. To achieve their long and short term goals the managers at Wateen, set weekly targets. This might seem like a short time period, however considering the speed at which things change in the telecommunication industry, this is very necessary as other wise managers would be unable to review and direct the performance of the employees effectively.

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Chapter 3:

Decision MakingIn this chapter we have included the following four components of decision making: 1. Decision Making Authority. 2. Decision Making Conditions. 3. Decision Making Styles. 4. Possible Biases and Errors. DECISION MAKING AUTHORITY. Decision making authority at Wateen telecom is determined by the fiscal cost of the decision in question. The decisions that have a cost of up to a certain limit are to be made by the Chief Executive Officer, on the other hand the decisions whose financial cost is above that limit are to be made by the Board Executive Committee. DECISION MAKING CONDITIONS. The environment i.e. the telecom industry that Wateen is operating in is quite dynamic, the variables are quite complex, the information the manager get might not be complete, however the mangers at Wateen are extremely well trained and have the capability to make an informed decision. From the facts mentioned, it is concluded that the style of decision making at Wateen is a mixture of risk and uncertainty, because the managers have to weigh the opportunities that rise and the risk that are taken. DECISION MAKING STYLES Wateen as a corporation has employed some if the best educated, trained and motivated managers. These managers have the ability to be very flexible in their approach to any decision and problem, they consider every possible alternative solution that- 20 -

they have available to them. While the managers try to maximize payout from any situation, the long term effects of every decision, is the key consideration in their decision. Wateen a telecom firm, is known to be the leading innovator in the industry, this core value of innovation is a key to finding the solution of any given problem, the managers at Wateen are thought to lead the way in every single aspect of management through their innovation. Another quality of the managers at Wateen that gives it an edge over its competitors is that its managers are highly experienced and are able to analyze any given situation fairly quickly and in light of their experience they are able to make the correct decision. From the information given above, we can clearly see that the manager at Wateen have the conceptual style of decision making. On the other hand their approach to decision making can be considered as to be considered as to be maxi-max, as they try to maximize the pay off from every given situation. DECISION MAKING ERRORS AND BIASES The process of decision making in any given situation is very complex, even more so in a firm that operates in a highly dynamic environment, form countless studies it has been concluded that in a dynamic environment, decision making can have the following errors and biases. 1. Overconfidence 2. Immediate Gratification. 3. Anchoring Effect. 4. Selective Perception. 5. Confirmation. 6. Framing. 7. Availability.- 21 -

8. Representation. 9. Randomness. 10. Sunk Costs. 11. Self-Serving. 12. Hindsight. Overconfidence This error is defined as the decision makers unrealistic expectations regarding his abilities and knowledge. This error is not prevalent at Wateen as the managers are highly trained and knowledgeable. Immediate Gratification. This error is defined as the decision makers orientation on short term gains with avoidance of immediate costs. This error is not prevalent at Wateen as the managers are focused on the long term development of the company. Anchoring Effect. This error is defined as the decision makers failure to adapt his decisions to the changes in the environment and the information received. This error is minimized at Wateen by the relatively short span of plans and their adaptation after every weakly meeting. Selective Perception. This error is defined as the decision makers interpretation and selection of information on the bases of his/her selective perception. This error is minimized at Wateen by the Enterprise Office whose duty it is to monitor the performance of each and every department and is any deviation from the plan are detected it counteracts. It is further minimized by the democratic style in which decisions are made for the most part.- 22 -

Confirmation. This error is defined as the decision makers selection of information confirming his biased perception and discounting of information contradiction his perception. This error is minimized at Wateen by the Enterprise Office whose duty it is to monitor the performance of each and every department and is any deviation from the plan are detected it counteracts. It is further minimized by the democratic style in which decisions are made for the most part. Framing. This error is defined as the decision makers interpretation the available data information on the bases of his/her selective perception. This error is minimized at Wateen by the team management model. Availability. This error is defined as the decision makers recalling of an event in the past, drawing conclusions based on that past event in an subjective manner. This error is minimized at Wateen by training manager to approach each event objective manner. Representation. This error is defined as the decision makers prediction of how closely an event matches an event that occurred in the past. This error is minimized at Wateen by a democratic team management model. Randomness. This error is defined as the decision makers perception of a pattern form a situation that is random. This error is minimized at Wateen by applying flexible team based management model. This helps to minimize errors, because there are a number of- 23 -

individuals managing a project and this error can be detected in time. Sunk Costs. This error is defined as the decision makers choice to base his decision on the past expenditures of energy, time and resources. This error is minimized at Wateen by the process of continuous updating of plans and strategies. Self-Serving. This error is defined as the decision makers decision to take all the credit of success for him-self and blame his failures on others. This error is minimized at Wateen by two methods, first the employees are evaluated by their superiors and any such employees either trained to forgo these traits or if all else fail, they are weeded out. Hindsight. This error is defined as the decision makers view that they would have accurately predicted the outcome of an event once the out come is actually known. This error is not prevalent at Wateen.

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Chapter 4:

Purpose PlanningThe basic purpose of planning is to establish short term thirty day duration and long term ninety day duration. So that every one knows what is to be done, when it is to be done and how it is to done. Another purpose of planning is to provide each department a general the direction and their role in achievement of organizational goals. The last purpose is to let the Enterprise office follow and direct the progress of each department.

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Chapter 5: Achievement of GoalsTo achieve the goals Wateen has a system in place, for the managers ate Wateen realize that a plan is only as good as it execution. At Wateen in order to achieve their goals there are two mechanisms in place. 1. Plan for Achievement. 2. Follow up the Plan. Plan For Achievement: After the decision to carry out a project has been made and all other steps in planning are carried out, teams are formed, resources are allocated and standards for evaluation are set. The composition of teams depends on the nature of project at hand. It can be cross functional or form a single functional unit. They are members of the team are given specific targets. The team members report weekly to the line manager regarding the status of their targets. The line manager then evaluates the situation and makes any changes if necessary. Follow Up The Plan: Wateen has a separate department to follow up on the progress made by different departments on their assigned goals. This is called The Enterprise Office (The EO) which is an extension of the CEO office. This functionary has the prime responsibility keeping track of the progress made by different departments on the goals assigned to them. The Enterprise Office has a very effective and efficient system in place for this purpose. It receives the minutes of all meetings; it is during these meetings that new plans are made, goals set and targets assigned. The EO monitors the progress of all the departments and- 26 -

gives its advice on the progress made by the departments on the achievement of their ser targets. The EO then reports to the CEO as per the progress of every departments progress.

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Chapter 6: Development of PlansAs the industry is quite dynamic the short term plans are drawn for only drawn for only thirty days and long term plans are developed for ninety days. These plans are cautiously revised and adapted for the changing environment.

STRATEGIC MANAGEMENTPresent Strategies:It has always been the goal of Wateen telecom to become the market leader in the communication industry. However, in the current economic situation the aggressive growth strategy Wateen had been following has slowed down. Because of the effect the economy has had on its customers Wateen appears to be focusing on Stability. Wateen is making an effort to avoid layoffs and maximize profits by reducing Operating Expenditures. At this time, no major investments are being made, however Wateen has kept open the option of acquiring sound small companies going out of business, only because they are not able to absorb the effects of current economic slow down. This step is only done purely for support, another force full argument in the favor of this step is, that when the economy finally recovers, Wateen would be in a better position to take advantages of the improved market. Further more this allows Wateen to acquire resources at a lower cost and enables it to acquire topnotch professionals that would be other wise lost to its competitors.

Future Strategies:The present economic conditions cannot prevail for ever, when the economy improves Wateen intends to follow a very aggressive growth strategy to make up for the time lost because of the current economic slow down.- 28 -

This has always been done in the past. Over its existence Wateen has always Wateen focused intends on to growth grow through through related related diversification.

diversification, i.e. expansion through growing into and with different but related companies. Wateen has acquired National Engineering, provides services to cellular phone companies like Telenor. It has also expanded into telephony, entertainment, internet service provider and remote security systems.

Business StrategyWateen Diversification Wateen telecom has expanded the number of services provided to its valued customers. It provides the following products: Focus Strategies Wateen telecom is focusing on the telecom sector. Cost Leadership Wateen telecom is known as the market leader in low cost and high quality services. telecom is following all three business strategies that are mentioned in the text books.

Functional StrategiesThe different departments at Wateen are focusing on keeping the operating costs to a minimum, producing the highest quality possible in services to its customers and earning the most profit possible.

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Section: 3

Organization At Wateen

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Chapter 1: Organization at WateenAt Wateen telecom there are eleven departments performing their respective functions. These departments are: 1. The Enterprise Office.2. Marketing Department. 3. Human Resource Department. 4. Legal Department. 5. Strategy and Planning Department. 6. Finance Department. 7. Customer Operations. 8. Solutions. 9. Corporate Solutions.

10. Business Development. 11. Engineering Department. The Enterprise Office This office is an extension of the Chief Executive Office the prime responsibilities of The Enterprise Office are to coordination and command. Marketing Department This office of Wateen Telecom is responsible the planning and execution of all marketing campaigns. This department uses print and electronic media to build a good image and a superb rapport with people. Human Resource Department This office of Wateen telecom performs the following duties: 1. Employee Selection. 2. Employee Training. 3. Employee Retention.- 31 -

4. Employee Evaluation. 5. Compensation and Perks Determination. Legal Department This office Wateen telecom deals with all maters pertaining legal nature. This office has the following duties: 1. Advise the management on the legalities of its actions. 2. Represent the corporation in a court of law. Strategy and Planning Department This office Wateen telecom is responsible for the following duties. 1. Development of long term and short term strategies. 2. Development of plans. Finance Department This office Wateen telecom is responsible for the following duties: 1. Maintaining the record of all financial transaction. 2. Budget approval. 3. Management of financial assets. 4. Analysis of fiscal feasibility reports. 5. Maintaining the payrolls. Customer Operations This office Wateen

telecom

is

responsible

for

the

performance of the following duties. 1. Attend to the customers complaints and solve them in time. Solutions This office

Wateen

telecom

is

responsible

for

the

performance of the following duties. 1. Create the solutions for existing problems. 2. Create new products for the consumers. 3. Innovate existing technologies. 4. Deal with the home users.- 32 -

Corporate Solutions This office Wateen

telecom

is

responsible

for

the

performance of the following duties. 1. Create new technological applications for the corporate user. 2. Deal with the corporate customers. 3. Trouble shoot the problems for the clients. Business Development This office Wateen telecom is responsible for attracting new business to the company. The employees in this department are in direct contact with potential customers, and on the bases of this they predict the amount of business the corporation would attract. Engineering Department This office Wateen telecom is responsible for the following duties: 1. Technical implementation of projects. 2. Provide technical support to the customers. 3. Repair and maintenance of the companys technical assets 4. Technical implementation of projects.

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Chapter 2: Chain Of Command at WateenThe employees at the eleven departments at Wateen report directly to the supervisors called line managers at Wateen. These line managers reports to the departments heads called general managers at Wateen. The G.Ms, report to the CEO who in turn reports to the board executive committee. This is explained in the following chart.

Board

Board Executive Committee

Chief Executive Officer

General Manager Business Development

General Manager Engineering General Manager SolutionsGeneral Manager Customer Operations

General Manager Corporate Solutions General Manager FinanceHead Strategy and Planning

Head Legal Department General Manager Human Resource- 34 -

General Manager Marketing

Chapter 3: The Human Resource DepartmentThe human Resource Department at ensures that the organization has enough resources to carryout its functions. The process division of this department is given below.

Human Resource Department

Recruitment

Appraisal

Training

RECRUITMENT PROCESS Employee hiring is being done by applying head hunters, the company has hired ROZE.Com as the head hunters. This helps to keep both the financial and time cost down. This coy carries out selection on data mining and shortlists the individuals then it forwards the list to the HR department that conducts interviews and hires the relevant individuals. The jobs here are very specific and require a very special individual so there is no use of setting newspaper adds. After the individual is hired, they are on three month probation, if the employee successfully completes the probation period, the line manager file Probation Report. This report outlines the employees strengths and the areas in need of improvement via training. The request is sent to training Dept which proceeds as appropriate.- 35 -

TRAININGThe company has a separate training department. This department is given a budget for training annually and carries out training in three categories. 1. Core Values. a. Competency b. Decision Making. c. Leadership d. Information Technology e. Soft 2. Level Specific. 3. Functional. The emphasis of the company is on skill building. And the three major heads of expenditures for the training department are. 1 Technical 2 Leadership 3 Soft Training and Jobs: The frequency of tanning depends on the nature of the job. The Customer Service department holds in house training sessions every week. This is based on customer life cycle and ROI. The department with the second most vigorous training program is the engineering department; they are trained as every new technology comes out. If there are some special projects that require special skills the employees are trained as soon as possible. Group Forming: The formation and the composition of a group depends on the project at hand, if required the group can be cross functional, in this case the individual employees are put together by the- 36 -

enterprise office. Is the group consists of a single department; the group is formed by the line manager. With other relatively less stressful jobs the turn over is quite low as compared to other companies. The major reason for employees leaving the jobs is a conflict with their bosses. APPRAISAL After the successful three month probation is over, the line manager files a probation report with the HR manager. This report outlines the strengths and weakness. This report also outlines the need for any required training. The employees working with the Wateen are given an appraisal twice a year. On the bases of this appraisal, the employees annual increments, bonuses and other perks are determined

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Section: 4

Leadership At Wateen

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Chapter 1: Employee TurnoverThe level of employees Job Involvement and Commitment to The Organization can be determined by employee turnover. Employee Turnover depends on the nature of the job. For example with such high stress jobs as Customer Services and Sales representatives. These jobs are very high stress, they have direct contact with the cooperate and home customers, these customers are usually calling regarding problems faced by them in the services provided to them, so they are highly stressed and they vent their anger and frustration at the customer service official. On the other hand the sales representatives are faced with a high rejection rate and at the same time they have high targets to achieve so they are under constant stress. The level of job involvement, commitment required and endurance of stress in these front line jobs is very high, since these capabilities are not common among individuals the turn over is quite high. However at Wateen it is below the industry standard of 35-40% in the first six months. Other jobs at Wateen have relatively less stress involved. So the turn over is quite low. What little turnover there is, it is because of conflict with the boss. From the two paragraphs above level of job level of job involvement and commitment to the organization is quite high.

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Chapter 2:ORGANIZATIONAL CULTUREThe work group behavior within the organization depends on the organizations culture; that is the shared believes values and practices. There are seven dimensions of culture. 1. Attention to detail. 2. Outcome orientation. 3. People Orientation. 4. Team Orientation. 5. Aggressiveness. 6. Stability. 7. Innovation and Risk Taking. Attention to Detail. It is defined as the degree to which employees are expected to exhibit precision analysis and attention to detail. The mangers at Wateen are highly qualified, they have highly developed cognitive skills, they have the ability to conduct detailed analysis in complex situations. Outcome Orientation. It is defined as the degree to which managers focus on results rather than on how these results are achieved Ethical practices are one of the core values at Wateen Telecom, the managers at Wateen are as much concerned with the means the employees take to accomplish the tasks assigned to them. People Orientation. It is defined as the degree to which management decisions take into account the effect on people in the organization. The managers at Wateen realize that the human resources of the company are the want has made Wateen into the best telecom service provider in the country. Hence, it is imperative to retain a large number of its best employees, so the managers always- 40 -

conceder the human impact of their decisions. Team Orientation. It is defined as the degree to which work is organized around teams rather than individuals. At Wateen, the approach to problem solving is from the bottom up, that is, problem solving begins at the lowest level and then progress up the chain of command. This is only possible if the organizational culture is team based. Aggressiveness. It is defined as the degree to which employees are cooperative rather than competitive. The organization culture at Wateen telecom is bases on the belief that it is the duty of the senior members to help train and assimilate the new employees. Hence, the organizational culture at Wateen is based on cooperative and supportive values. Stability. It is defined as the degree to which organizational decisions and action emphasize maintaining the status quo. As the environment under which Wateen operates is highly volatile, it is not possible for Wateen to maintain the same position for a long time and innovation is the only possible way the company can survive. Innovation and Risk Taking It is defined as the degree to which employees are encouraged to be innovative and to take risks. Wateen is known as the market leader in innovative solutions and making any innovation is inherently risky. So innovation and risk taking are one of the core values at Wateen.

These seven dimensions of organizational culture can be better explained in the form of a diagram as done so in a diagram.- 41 -

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Chapter 3:CULTURAL MATRIXTo understand the organizational culture and the implication it has on work group behavior we have to understand the culture in detail for this purpose we have to make the cultural matrix for Wateen.

Sr. # 1 2 3 4 5 6 7

Dimensions Attention to detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability Innovation and Risk Taking

Low High High Higher Middle High High Low Lower Medium High

The cultural matrix made for Wateen allows us to conclude that the organizational culture at Wateen is appropriate for the highly dynamic environment that Wateen operates in. Further more it is this very culture that makes it one of the most prestigious companies to work at.

Chapter 4:WORK GROUP BEHAVIOR- 43 -

Work Group Behavior is defined as the interaction between the individuals in a group. From the cultural matrix we can conclude that the employees at Wateen have a very positive attitude towards their work and have extremely well developed communication skills that they use to makes sure that the goals set are achieved in the appropriate time period. The employees at Wateen are known for their friendly and open attitude towards their group mates. The senior employees are tasked with transferring their skills to the junior employees. Training is also given to improve communication and interaction skills between individuals. The formation of groups is dependent on the project at hand, if it is a project that can be carried out form within a department then the groups are formed from within the organization. However, if such a project comes up that in requires the formation of cross functional groups, then the Enterprise Office Forms the group by taking and the appropriate them individuals together from different departments resources. putting with appropriate

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Chapter 5: Employee MotivationFor the continued progress of an organization the loyalty and satisfaction of employees is necessary. For this purpose the company provides a very competent pay package, medical facilities for the employee and his/her dependants, further more timely increments are given. Training and continuous opportunities for skill improvement are also provided. The employees are given days off after working on some especially tough project. At the office the atmosphere is very good wide open spaces, good lighting and comfortable temperature is maintained. The company also has a very good cafeteria where food is supplied at subsidized prices. For high stress jobs the company also provides recreation events; these events have the purpose of team building. The company also holds family get together for the employees on religious and national holidays.

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Chapter 6: Leadership Styles and ModelsConceding the various given modules it was concluded that that the managers at Wateen are following the leadership model given by Victor Vroom and Phillip Yetton, this model is classified as the Contingency Model. It is also known as the normative one because it gives a sequential set of rules that leaders follow when determining the amount and form of participation in decision making, as determined by different situations.

VROOM LEADER PARTICIPATION MODELThis model has four basic components: 1. Decide 2. Consult Individually. 3. Facilities. 4. Delegate. Decide: Leader makes the decision alone and either announces or sells it to group. At Wateen the managers make all the major decisions on their own, on the other hand all minor decisions are made with consultation with the group. Consult individually: Leaders present the problem to group members individually, get their suggestions, and then make the decision. This is only done when a decision is to be made and a number of subject matter experts are available in the groups and everyones opinion is needed. Facilitate: Leader presents the problem to the group in a meeting and- 46 -

acting as facilitator, defines the problem and the boundaries within which a decision must be made. This is the basic function of the Enterprise Office. This functions to make sure that everyone knows what is to be done and how it is to be done. Delegate: Leader permits the group to make the decision within prescribed limits. The leader assigns tasks to different individuals to do and trusts them to get things done.

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Section: 5

Control At Wateen

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Chapter 1: CONTROL PROCESSDEFINITION: Control is defined as the process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations. PURPOSE: The purpose of control process is to ensure that activities are completed in ways that lead to accomplishment of organizational goals. MODELS OF CONTROL: There are three models of control process: 1. Market Control. 2. Bureaucratic Control. 3. Clan Control. Market Control. This model of control uses the market forces to establish standards in the measuring of performance. Bureaucratic Control. This model of control uses administrative and hierarchical mechanisms to ensure that employees exhibit appropriate behavior and meet performance standards. Clan Control. This model of control uses shared values, norms, traditions, rituals, believes and other aspects of organizations culture to control employee behavior.- 49 -

Chapter 2: MODEL OF CONTROL USED AT WATEEN:At the departmental level, the model of control use depends on the situation at hand and the department concerned. A brief over view is given below:1. In

the

departments

dealing

with

sales

and

fiscal

management the Market control model is used. That is the market forces of demand and supply etc are used to set targets, make forecasts and other managerial decisions.2. In departmental whose activities can be easily controlled in

the

dynamic

environment

of

the

telecom

sector

the

Bureaucratic model of control is used. 3. This model of control is used in all the departments of the company. This model is more focused on the desirable behavior of the employees in the work place.

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Chapter 3:Organizational Performance ControlCommand and Control is the basic function of the Enterprise Office (extension of the CEO office). This is done with the following process, during the weekly or other special meetings the managers discuss any new ideas about projects and minutes of the meeting are taken. These are sent to the enterprise office. After the project has been approved the Enterprise office is tasked with following up on the progress and to make sure that all the targets are achieved on time. The enterprise office in turn reports to the CEO regarding the progress of different departments. This is more clearly explained with the help of the following diagram

STEP 1

STEP 2

Measure actual Performance

Comparing Actual Performance against Standard

Goals And Objective

STEP 3

Taking Managerial Action

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Chapter 4:Operational ManagementOperational management is defined as the design, operation and control of the transformational process that converts resources into finished goods or services. Since Wateen is a service oriented industry, the transformation of inputs is not clearly evident, productivity management takes place of operational management. The following diagram gives the operational management at Wateen.

Inputs

Production

Outputs

Inputs:The following are the inputs Wateen is using: 1. The Best People 2. The Beat Technology 3. The Best Services 4. The Best Materials 5. The Best Information analysts. The Production Process Since Wateen is not a goods producer, instead we consider the effort and work done by its employees as the production process.- 52 -

The Out Puts The services produced are the output Wateen produces these are: 1. Wi-Max 2. Direct To Home (DTH) Television 3. Long Haul OFC 4. Metro Ring 5. HFC 6. Wateen VSAT 7. Carriers Carrier 8. Managed Solutions

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Chapter 5:Productivity ManagementWateen uses the best production and productivity model in the industry. There most important fourteen principles outlined in the model for effective productivity management are: 1. Long Term Plans. 2. High Quality Products.3. Effective Control over Production.

4. Effective Problem Solving. 5. Continuous Training 6. Best Suppliers 7. Best Managers 8. Inter-Departmental Synergy9. Adaptable Goal

Long Term Plans Plan for the long term future, for this purpose Wateen has a planning department this makes strategic plans for the dynamic environment that Wateen operates in. The planning and strategy department at Wateen formulates long term plans for ninety days. This may appear as a short time but it is not since a lot can change in the highly dynamic and unpredictable environment of the telecommunication industry. High Quality Products Wateen never compromises on the quality of it services for this reason alone it is a market leader. Since Wateen is a service company, it continuously trains its employees so that they give the bets performance. Effective Control over Production: Wateen realizes that effective statistical control production processes is required for running a successful company. Since Wateen is a service provider- 54 -

so its output s not visible, so what they have taken the hours worked by their employees as the raw material and kept a very stringent control over it.

Effective Problem Solving The managers at Wateen are trained to evaluate and find out whether youre the issued face are confined to particular parts individual or the entire department. Then and only then they take the appropriate action. Continuous Training The manager at Wateen realizes that the employees can only perform at the jobs that they have the ability to perform. For this reason, the training regime is very rigorous and continuous. Best Suppliers Wateen realizes that its the quality of the hardware that the vendors supply them determines the quality of their service, for this reason Wateen has contracted Motorola to supply its hardware. Best Mangers Wateen as always known that the its first line manager are the individuals who determine the quality of work produced by its employees, so they are continuously trained to improve their working capacity Inter-Departmental Synergy Wateen encourages departments to work closely together rather that to only focus on their departmental goals. In this way the organizational goals are achieved more quickly.

Adaptable Goals- 55 -

The managers at Wateen realize that the environment that they are working under is dynamic so the goals set have to be adaptable, so goals are only set for a week.

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Chapter 6:Value Chain ManagementIt is defined as he entire series of organizational work activities that add value at each step, from raw materials to finished product. Managing an organization is not easy, Wateen realizes that the approaches to keep customer satisfied might have worked, however this is not the case today Three are six aspects of vale chain management. 1. Coordination and Collaboration. 2. Technology Investment.3. Organizational Processes.

4. Leadership. 5. Employees. 6. Organizational Culture and Attitudes. Coordination and Collaboration. The different departments at Wateen are working together to server the needs and expectations of the clients, in this way the customer feels that he has maximum value at Wateen so they prefer to come at Wateen. Technology Investment. Wateen has realized that with a massive investment in technology, a lot of activities can be done more quickly and since Wateen is a service provider, the investment in information technology is very helpful. Organizational Processes. At Wateen the organizational process are designed to focus- 57 -

on

maximum

efficiency.

Many

functions

are

performed

collaboratively. In this way Wateen is able to perform more efficiently in Leadership. The managers at Wateen are very committed to the organization and they have the betterment of the organization. Employees. The employees at Wateen are grouped into teams and most of the employees have a flexible job description. number of employees and produce the highest output. Organizational Culture and Attitudes. The organizational culture at Wateen is very supportive of it employees; it teaches them trust, openness and coordinal interpersonal relationships. This gives Wateen a considerable advantage; they can work with a smaller

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Section: 6

Conclusions

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In this last part of the report, we give our conclusions. We have worked very hard to make this report. The management structure at Wateen is quite suitable for the environment that it works under. They have a management structure that focuses on flexibility and adaptability in a dynamic environment. This is an environment in which the market situation can and dose change without any warning. In such a condition the top class manager The of Wateen at mostly qualified focus from on the most the prestigious institutes from around the world. managers Wateen keeping employees satisfied. For this purpose the corporation follows a very superb employee motivational, compensation and perks program. The strategies followed by Wateen are very suitable for the environment for which in which it operate in. The strategies followed are flexible and at the same time they hold the ability to confirm the strategic goals. The leadership and command and control procedure at Wateen is again in accordance with the current situation and time and is suitable for the employees, workplace and environment. However Wateen is also facing some problems, these are a lack of leadership and teambuilding, however these are being countered by continuous training.

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