1. ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD
(Department of Business Administration)
ORGANIZATIONAL BEHAVIOR (565)
Submitted By: Husnain Khalid
Roll # AD511764
Submitted To: Mr. M. Nawaz Ali
An Assignment is submitted in partial fulfillment of the requirement for the degree
of MBA
ASSIGNMENT No. 2
Issue
DESCRIBE THE IMPACT OF MAJOR PERSONALITY ATTRIBUTES LIKE OF
CONTROL IN ONE’S LIFE, SELF ESTEEM, SELF-MONITORING, TYPE A ETC ON
EMPLOYEE BEHAVIOR. WHAT ABILITY DO SUCH AND MANY OTHER
TRAITS HAVE ON PREDICTING EMPLOYEE BEHAVIOR
3. ACKNOWLEDGEMENTS
First of all, I would like to say Alhamdulillah, for giving me the strength and
health to do this project work until it done Not forgotten to my family for
providing everything, such as money, to buy anything that are related to this
project work and their advise, which is the most needed for this project. Internet,
books, computers are as my source to complete this project. They also supported
me and encouraged me to complete this task so that I will not procrastinate in
doing it.
Then I would like to thank my teacher for guiding me and my friends throughout
this project. We had some difficulties in doing this task, but he taught us patiently
until we knew what to do. He tried and tried to teach us until we understand what
we supposed to do with the project work.
Last but not least, my friends who were doing this project with me and sharing
our ideas. They were helpful that when we combined and discussed together, we
had this task done.
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4. ABSTRACT
In contemporary psychology, the "Big Five" factors (or Five Factor Model; FFM)
of personality are five broad domains or dimensions of personality which are used
to describe human personality.
The Big five factors are Openness, Conscientiousness, Extraversion,
Agreeableness, and Neuroticism (OCEAN, or CANOE if rearranged). The
Neuroticism factor is sometimes referred to as Emotional Stability. Some
disagreement remains about how to interpret the Openness factor, which is
sometimes called "Intellect". Each factor consists of a cluster of more specific
traits that correlate together. For example, extraversion includes such related
qualities as sociability, excitement seeking, impulsiveness, and positive emotions.
The Five Factor Model is a purely descriptive model of personality, but
psychologists have developed a number of theories to account for the Big Five.
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5. TABLE OF CONTENTS
INTRODUCTION TO THE ISSUE (BRIEF HISTORY &
SIGNIFICANCE OF ISSUE ASSIGNED)
PRACTICAL STUDY OF THE ORGANIZATION (WITH
RESPECT TO THE ISSUE)
DATA COLLECTION METHODS
SWOT ANALYSIS (STRENGTHS, WEAKNESSES,
OPPORTUNITIES & THREATS) RELEVANT TO THE ISSUE
ASSIGNED
CONCLUSION (ONE PAGE BRIEF COVERING IMPORTANT
ASPECTS OF YOUR REPORT)
RECOMMENDATIONS (SPECIFIC RECOMMENDATIONS
RELEVANT TO ISSUE ASSIGNED)
REFERENCES (AS PER APA FORMAT)
ANNEXES (IF ANY)
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6. INTRODUCTION
Personality researchers have proposed that there are five basic dimensions of
personality. Evidence of this theory has been growing over the past 50 years,
beginning with the research of D. W. Fiske (1949) and later expanded upon by
other researchers including Norman (1967), Smith (1967), Goldberg (1981), and
McCrae & Costa (1987).
The "big five" are broad categories of personality traits. While there is a
significant body of literature supporting this five-factor model of personality,
researchers don't always agree on the exact labels for each dimension. However,
these five categories are usually described as follows:
Extraversion: This trait includes characteristics such as excitability, sociability,
talkativeness, assertiveness, and high amounts of emotional expressiveness.
Agreeableness: This personality dimension includes attributes such as trust,
altruism, kindness, affection, and other pro social behaviors.
Conscientiousness: Common features of this dimension include high levels of
thoughtfulness, with good impulse control and goal-directed behaviors. Those
high in conscientiousness tend to be organized and mindful of details.
Neuroticism: Individuals high in this trait tend to experience emotional
instability, anxiety, moodiness, irritability, and sadness.
Openness: This trait features characteristics such as imagination and insight, and
those high in this trait also tend to have a broad range of interests.
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7. These dimensions represent broad areas of personality. Research has
demonstrated that these groupings of characteristics tend to occur together in
many people. For example, individuals who are sociable tend to be talkative.
However, these traits do not always occur together. Personality is a complex and
varied and each person may display behaviors across several of these dimensions.
The Big Five factors and their constituent traits can be summarized as follows:
Openness – (inventive / curious vs. consistent / cautious). Appreciation for art,
emotion, adventure, unusual ideas, curiosity, and variety of experience.
Conscientiousness – (efficient / organized vs. easy-going / careless). A tendency
to show self-discipline, act dutifully, and aim for achievement; planned rather
than spontaneous behavior.
Extraversion – (outgoing / energetic vs. shy / reserved). Energy, positive
emotions, surgency, and the tendency to seek stimulation in the company of
others.
Agreeableness – (friendly / compassionate vs. competitive / outspoken). A
tendency to be compassionate and cooperative rather than suspicious and
antagonistic towards others.
Neuroticism – (sensitive / nervous vs. secure / confident). A tendency to
experience unpleasant emotions easily, such as anger, anxiety, depression, or
vulnerability.
The Big Five model is a comprehensive, empirical, data-driven research finding.
Identifying the traits and structure of human personality has been one of the most
fundamental goals in all of psychology. The five broad factors were discovered
and defined by several independent sets of researchers (Digman, 1990). These
researchers began by studying known personality traits and then factor-analyzing
hundreds of measures of these traits (in self-report and questionnaire data, peer
ratings, and objective measures from experimental settings) in order to find the
underlying factors of personality.
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8. The initial model was advanced by Ernest Tupes and Raymond Cristal, but failed
to reach an academic audience until the 1980s. In 1990, J.M. Digman advanced
his five factor model of personality, which Goldberg extended to the highest level
of organization (Goldberg, 1993). These five over-arching domains have been
found to contain and subsume most known personality traits and are assumed to
represent the basic structure behind all personality traits. These five factors
provide a rich conceptual framework for integrating all the research findings and
theory in personality psychology. The Big Five traits are also referred to as the
"Five Factor Model" or FFM (Costa & McCrae, 1992), and as the Global Factors
of personality (Russell & Karol, 1994).
At least four sets of researchers have worked independently for decades on this
problem and have identified generally the same Big Five factors: Tupes & Cristal
were first, followed by Goldberg at the Oregon Research Institute, Cattell at the
University of Illinois, and Costa and McCrae at the National Institutes of Health.
These four sets of researchers used somewhat different methods in finding the
five traits, and thus each set of five factors has somewhat different names and
definitions. However, all have been found to be highly inter-correlated and factor-
analytically aligned.
Because the Big Five traits are broad and comprehensive, they are not nearly as
powerful in predicting and explaining actual behavior as are the more numerous
lower-level traits. Many studies have confirmed that in predicting actual behavior
the more numerous facet or primary level traits are far more effective (e.g.
Mershon & Gorsuch, 1988; Paunonon & Ashton, 2001
When scored for individual feedback, these traits are frequently presented as
percentile scores. For example, a Conscientiousness rating in the 80th percentile
indicates a relatively strong sense of responsibility and orderliness, whereas an
Extraversion rating in the 5th percentile indicates an exceptional need for solitude
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9. and quiet. Although these trait clusters are statistical aggregates, exceptions may
exist on individual personality profiles. On average, people who register high in
Openness are intellectually curious, open to emotion, interested in art, and willing
to try new things. A particular individual, however, may have a high overall
Openness score and be interested in learning and exploring new cultures but have
no great interest in art or poetry.
The most frequently used measures of the Big Five comprise either items that are
self-descriptive sentences or, in the case of lexical measures, items that are single
adjectives. Due to the length of sentence-based and some lexical measures, short
forms have been developed and validated for use in applied research settings
where questionnaire space and respondent time are limited, such as the 40-item
balanced International English Big-Five Mini-Markers or a very brief (10 item)
measure of the Big Five domains.
The determination of what makes a good employee comes from more than just the
words on a resume. Experience only goes so far before personality steps in. If
employers pay more attention to the whole package, they can use the resources
that are available more appropriately, resulting in a more successful operation.
The process starts by performing an analysis on each employee to get a good read
on his or her behavioral patterns. This, more than the employee’s past training,
indicates where the employee best fits in at the company, says Mike Stewart,
West Coast consultant for Predictive Index.
“Usually you pick the right people, but they have the wrong behavior for the
jobs,” Stewart says. “Sometimes the behaviors don’t fit the jobs, but the applicant
wants the job, and the employer needs someone in it.”
The Predictive Index is a personality indicator that helps companies determine the
best fit within the organization for an employee based on his or her behavioral
traits. With this type of analysis, a golf course can use the work force it has and
make the most of it.
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10. The test, developed in 1955 by Wellesley, Mass.-based PI Worldwide, is best
taken before a prospective employee is hired. Applicants don’t need to worry
about failing the test – there’s no pass or fail determination, Stewart says. It only
helps the employer get a better grasp of the employee’s personality.
More than just the resume
While the ability to swing a club seems to be a key component of being a golf
professional, it’s not the end all be all for a standout pro.
“Not all great golfers make great golf professionals at a clubhouse,” Stewart says.
“If they can retail well and merchandise well, the members love them. They don’t
have to be extraordinarily social, but they have to be good retailers, not
necessarily great golfers.”
The personality indicator test helps pick out which golf pros fit this description
There is a range of behavioral patterns that can be detected with the Predictive
Index, but they generally are categorized into four main personality types:
• Dominant (independent, self-starter). • Extrovert (socially poised, empathetic,
easily delegates). • Patient (More deliberate, more consistent). • Formal (More
attentive to details, conservative and precise).
Based on the different responsibilities each position at a golf course brings,
Stewart provides examples of which personality type would best be suited to each
job. For instance, someone who’s flexible and diligent to a point would likely
make a good general manager, he says.
“They have to balance the needs of the members – the people side of things – with
the bottom-line side of things,” he says. “They have to be proactive, resourceful
and flexible.” usually involves someone who’s more of a cautious risk-taker.
“Superintendents innovate – they try a new agronomic approach or use something
to save water,” he says. “They’re going to trade shows and trying to stay topical.
They can be flexible, but they also want to do it right.”
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11. PRACTICAL
PAKISTAN TELECOMMUNICATION COMPANY LIMITED
(PTCL)
Established on January 1, 1996
Head Office: - Pakistan Telecommunication Company Limited ,G-8/4,
Islamabad
INTRODUCTION
Ten years into a new century, the telecom sector of world finds itself at crossroads
after changing itself almost beyond recognition over the last 25 years.
Privatization and competition are the order of the day, with a majority of countries
having adopted these policies to advance their telecom sector. The results have
been impressive; the industry has grown at unprecedented pace. Although there
has been a phenomenal growth in Pakistan, especially in the cellular mobile
communication and in the internet, yet the late density remains almost stagnant.
So far PTCL is the sole land line service provider of Pakistan. PTCL is the giant
of Pakistan telecommunication industry and enjoying the monopoly. This part of
the report contains a brief introduction of PTCL. This introduction is divided into
two parts,
HISTORY AND CURRENT SITUATION
BRIEF HISTORY
Over the years, technology has changed the concept of communication and what
was thought to be a fictional only a decade ago, has actually made its way through
to our hands today. This is the future we dreamt of so fondly. Welcome to the
modern age, of telecommunication, which have become complementary to our
lives. But there must also be an anchor to introduce, allow, improve and
channelize all these services and innovations sweeping through the globe. In
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12. Pakistan same anchor is Pakistan Telecommunication Company Limited from the
humble beginnings of posts & Telegraph Department in 1947 and establishment
of Pakistan Telephone & Telegraph Department in 1962, to this very day, PTCL
is a story of commitment and vision. Pakistan Telecommunication Corporation
(PTC) set sails for its voyage of glory In December 1990, taking over operations
and functions from Pakistan Telephone and Telegraph Department under Pakistan
Telecommunication Corporation Act 1991. This coincided with the Government’s
competitive Policy, encouraging Private Sector participation and resulting in
award of licenses for Cellular, card-operated Payphones, paging and, lately, data
communication Services.
Pursuing a progressive policy, the Government in 1991, announced its Plans to
privatize PTC, and in 1994 issued six million vouchers exchangeable into 600
million shares of the would-be PTCL in two separate placements. Each had a par
value of Rs.10 per share. These vouchers were converted into PTCL Shares in
mid 1996.In 1995, Pakistan Telecommunication (Reorganization) Ordinance
Formed the basis for PTCL monopoly over basic telephony in the country. It also
paved the way for the establishment of an independent regulatory regime. The
Provisions of the Ordinance were lent permanence in October 1996 through
Pakistan Telecommunication (Reorganization) Act. The same year, Pakistan
Telecommunication Company Limited was formed and listed on all stock
Exchanges in Pakistan. Since then, PTCL has been working vigorously to meet
the dual Challenge of telecom development and socio-economic uplift of the
country. This is characterized by a clearer appreciation of ongoing telecom
scenario where in convergence of technologies continuously changes the shape of
the Sector. A measure of this understanding is progressive measures such as
Establishment of the company’s mobile and Internet subsidiaries (U-fone &
Paknet) in 1998. As telecommunication monopolies head towards and imminent
end, services and infrastructure providers are set to face even bigger challenges.
Pakistan also entered post-monopoly era with deregulation of the sector in
January 2003. On the Government level, a comprehensive liberalization policy for
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13. Telecom sector has already been announced now. Now PTA have issued License
to two new telecom companies in Pakistan TELENOR international and WARID
TEL this act will put some challenges for PTCL to cope with. PTCL is in process
of enhancing organizational and business Proficiency through vertical integration
and horizontal diversification. At the same time, cross-national ownerships,
operations and partnerships are being evaluated with a view to developing and
diversifying the business.
CURRENT SITUATION OF ORGANIZATION
After having brief introduction from past end of PTCL now we move towards the
current situation of the company .In this part focus will be on the:
Structure of organization
Technical & operational Net work
Services provided by PTCL
Financial front of PTCL
Competitors and subsidies
Structure of organization
An Organizational Structure clarify the roles of personnel of an Organization and
to determine who has to do what task, which is responsible for what, objectives to
be achieved, who is to report to whom and to remove the obstacles for
performance caused by confusion and uncertainty of job assignment as well as to
make easy decision- making and communication networks reflecting and
supporting organization objectives.
The head of Pakistan Telecommunication Company Limited is called “President”.
Then come the SEVPs (Senior Executive Vice Presidents), i.e. SEVP (Finance),
SEVP (Operations), SEVP (Technical), and SEVP (Human Resource
Management), SEVP (Marketing & Business Development). Then there is a chain
of Executive Vice-Presidents (EVPs) like EVP (Finance Central), EVP
(Marketing), EVP (HR Central), EVP (Accounts), EVP (Operation), EVP
(Information Technology, Training & Research), and EVP (Revenue). All these
are appointed at Pakistan Telecommunication Company, Headquarters at G-8/4,
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14. Islamabad. Apart from these EVP, there are also EVP (Operation), EVP (HR) etc
who are heading the other regions of PTCL in major cities country wide. Then
there are Chief Engineers and General Managers at H/Qs who report to their
relevant EVP. Then there are Senior Managers, Deputy Directors, Assistant
Directors, Account Officers, Assistant Account Officers, Financial Analysts,
Marketing Managers, Computer Programmers, and IT Specialists etc.There are
also Regional Heads (General Managers) to head PTCL Regions then come the
Senior Managers (Operations), Senior Engineers (Operations), Engineers to look
after the telecom system of Regions. There are also Senior Managers Finance,
Account Officers and Accountants to Handle Regional account and billing
matters. Manager HR & his staff are responsible to take care of Personnel affairs
at Regional Level. In non-gazetted staff there are Engineering Supervisors
Operations /Switching /Power plant /Optical Fiber system/M.W Media, Account
Assistants, Stenographers, Assistants, Key Punch Operators, Telecom
Technicians, Upper Division Clerks, Lower Division Clerks, Line Men, Wire
Men, Drivers, Exchange Cleaners, Naib Qasids and Peons etc. All the staff is
recruited by the HR Department headed by SEVP HR. The HR experts are
responsible for hiring & to further streamline its recruitment process.
MAIN OFFICES
The Head Office of Pakistan Telecommunication Company Limited is situated in
Sector G-8/4, Islamabad, which is headed by the “President”. Besides, it has
Regional Headquarters like:
Islamabad Telecom Region,
Rawalpindi Telecom Region,
Hazara Telecom Region Abottabad,
Northern Telecom Region-I Peshawar,
Lahore Telecom Region (South),
Lahore Telecom Region (North),
Multan Telecom Region,
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15. a
Faisalabad Telecom Region
Southern Telecom Region-I Hyderabad
Southern Telecom Region-II Karachi
Southern Telecom Region-V Sukkur
Western Telecom Region Quetta.
Switching network Central region Lahore.
These Regions provide Telecommunications services to the customers in their
respective areas. Apart from these, PTCL has an Optical Fibre Construction
Region Lahore and Optic Fiber System Islamabad, each headed by a General
Manager to install, operate and look after optic fibre systems/cables.
Technical & Operational Net Work
Pakistan telecommunication Corporation under the Act 1996, Pakistan
Telecommunication Authority (PTA) issued license to Pakistan
Telecommunication Company Limited for the provision of telecom services
within Pakistan to private sector and the general public as the Federal
Government may determine and during the exclusivity period of the Pakistan
Telecommunication Company Limited (PTCL) specified in above-mentioned Act.
PTCL has 25 years license to provide telecom services in Pakistan with Stake in
the Company with about 62% equity. PTCL has largest network and huge
infrastructure for it’s more than 4,405,161users as on (Mar,2008).
Switching Technology
There are 7 different kinds of switching technologies currently operational in
PTCL network.
Alcatel
Siemens
NEC
Erricsson
Huawi
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16. J.S telecom
ZTE
With these different switching technologies PTCL is running its huge network
and providing different communication facilities to its customers.
TECHNICALAND OPERATIONAL MILE STONES
PTCL is continuously improving its network. During the year 2007 PTCL
installed capacity was 4940154 but now in current year the installed capacity is
improved. PTCL achieved 100% digitalization in this year.
Computerized Fault Management System
This feature of PTCL improved network & is being used to register & rectify
Land Line Faults in a computerized way. This system was working in few cities
but now it is available all over the Pakistan.
Launch Of IN Platform
To augment the capacity and introduce additional value added services a new
Intelligent Network (IN) Platform was launched in October 2003.This platform
has higher capacity for prepaid calling cards and provision for introduction of new
services.
Optical Fiber Junction Access Network
To further support the launch of new services the optical fiber junction access
network has been in implementation phase. This system further supports the
upcoming project of PTCL WLL (wire less local loop), Broad Band Services &
IPTV. This was the brief introduction of PTCL network now we move further and
develop our understanding about PTCL services and offerings.
SERVICES OF PTCL
Pakistan Telecommunication Company Limited not only Provides Conventional
telephone facilities, it also offers optical fiber services to the private sector. We
will briefly discuss below the product lines being offered by the PTCL. Basically
PTCL divide their services into two parts.
services for consumers
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17. .
services for corporate customers
Services for Consumers
These services are basically for the common users (Individual/home users) those
use telephone in their home/work place and they are basically non business users.
a) New Telephone Connections:
As mentioned earlier, PTCL is presently the only telecom company, who
provided fixed-line telephony in the country. So whenever, any Private business
concern or any individual needs a new telephone connection for provision of
telephone service.
b) Value Added Services:
CLI (Caller’s Line Identification)
Caller Line Identification (CLI): Calling line Identification (CLI) allow customers
to identify the caller before picking up the phone receiver. To subscribe to CLI
services, a customer needs a telephone set with display capability or a CLI device
attached to the phone.
Advantages:
Check on obnoxious calls
Complete record of incoming / outgoing calls with time & date.
User Friendly
PREPAID CALLING CARDS:
PTCL calling card is the most popular choice of millions of customers all over the
country. It is now available with balance transfer facility and follow on call
facility.
Comes in easily affordable denominations of Rs. 100, 250, 500, 1000
and 2000.
Easily available throughout the country
Easy to use from any PTCL digital phone (Dial 1010)
Fast and easy, nationwide and international access
Noline rent and no Phone bills
24 hours customer services through toll free number (0800-80800)
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18. How to use it:
Scratch off the security coating on the indicated strip to get your card
Pin Number.
Dial PTCL’s toll free number 1010 from any digital phone.
Dial 1 for Urdu & 2 for English Instructions, Enter your card Number &
Press #.
For International Call Dial
00+CountryCode+CityCode+PhoneNumber+#.
E-BILL PAYMENT
Billing system is a part of customer services so providing connivance to its
valuable customers PTCL launched a new billing service which is available
through “ PTCL Calling Card” This is another service from PTCL. This service is
basically providing billing solutions for the users.
FINANCIALANALYSIS
Financial analysis of any organization is very necessary for the evaluation and
assessment of a firm. The information derived from these types of analysis should
be blended to determine the overall financial position. This analysis includes ratio
analysis, common size analysis and the study of differences in components of
financial statement. One of the primary objectives is identification of major
changes in trends, amounts and relationship and investigation of the reasons
underlying those changes. In the financial analysis of P.T.C.L we will analyze
some important information about the company. As I did my internship in human
resource management, but it has not an independent organization so I have to
analyze the P.T.C.L for the analysis purpose.
Current ratio
Current Ratio is an indicator to determine the short term debt paying ability or the
liquidity of a company. It tells us that how many current assets are available to
pay for the current liabilities of the company. Current ratio of the company in 31
Mar 2008 is 1.67& is favorable for a company. The ideal condition is 1.1 but ratio
is quite reasonable. Quick ratio:
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19. Quick ratio or the acid test ratio also performs the same task as is performed by
current ratio but with more sophistication. Quick ratio of the company is 1.5 up to
Mar 31, 2008 its quick ratio is decreasing. As P.T.C.L is a service organization
there fore the quick ratio is very good because there is not need of inventory as
any manufacturing organization needs. As already mentioned, presently PTCL
has to face war with major competitors in mobile phone & WLL telephony
operators, however, there are also competitors of its following
subsidiaries/products: -
SUBSIDIRAY/PRODUCT COMPETITOR
Multimedia & Broad Band (ISP Product) There is about 100 competitors of
product throughout the country to provide Internet service to the customers.
However, some of the major competitor ISP’s of product are Cyber net, World
online, Apollo, World Call, and Comsats WOL etc. U-fone (Cellular service
provider). There are five competitors of Ufone in cellular phone industry i.e.
Mobilink, Instaphone and C.M Pak, Telenor, Waridtel. PTCL Calling Cards
(Product) Hello Cards, Call Point Cards, Call Mate Cards, Global Telecom Cards.
Wireless Local Loop (V-Fone) Go CDMA, Wateen Telecom & World Call are
the Fixed Wireless Telephone competitors of V-PTCL. Marketing Department is
called a revenue-generating department of an organization. Marketing Department
undertakes market research and gives feedback to management about customers
needs and wants on the basis of which, products and services are developed and
positioned to give value to the customers. Thus Marketing department of an
organization plays a pivotal role in its business development, growth &
expansion. During my internship I worked with PTCL marketing department.
Through working there I gain so much practical knowledge that will help me
during my practical life. For understanding the work flow and the operation of the
department we have to move in certain manner. We have to look the key
operation the structure of the department and in the end the focus will be on the
critical analysis.So we will move in the pattern describe below:-
Marketing strategy of PTCL
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20. Market segmentation of PTCL
Marketing mix of PTCL
Promotional strategy of PTCL
1. Marketing Strategy of PTCL
For understanding the marketing department work flow and its function we must
have clear picture of the PTCL’s marketing strategy. For developing clear
understanding of marketing strategy of PTCL there is no one line statement or
clear vision of marketing department so we have to move traditionally
.Classically, Marketing has been all about the “four P’s”: Product, Place, Price
and Promotion. The marketer identifies a target market, defines the product and
Pricing to appeal to this market and a strategy to deliver the product to the market.
Thus the marketer is the steward of the value proposition, ensuring that the firm is
delivering maximum value to its customers. We will briefly discuss below the
marketing strategy, product planning, development & management, Pricing
strategy, distribution strategy and promotional strategy: -
Marketing Strategy
Normally, a marketing strategy identifies the target markets, the desired position
in each market and the marketing mix that will persuade those target markets to
part with their money. Market is targeted through market segmentation.
Segmentation can be done on four types i.e. Demographic Segmentation (age,
gender, race/ethnicity, household type, home ownership, education, employment,
income etc.), Geographic segmentation. Positioning oneself by product can do
positioning differentiation, positioning by product usage, positioning against a
particular competitor, positioning against an entire product category, positioning
by association and positioning by problem, Marketing Mix includes P’s i.e.
Product, Price, Promotion and place.
TARGET MARKET
PTCL’s 80% revenue comes from just 20% customers, who are corporate
customers and other big and small business organizations. The main focus of
PTCL marketing efforts is on retaining and satisfying that 20% chunk of key
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21. customers at any cost. For this purpose, PTCL is now established Corporate
Customer Services Centers in major cities to take care of these vital customers.
Apart from these important customers, PTCL targets general public and other
small business companies for sale of its landline telecom services like telephone,
fax, Internet, as well as other services like CLI, VMS, and Digital Facilities etc.
Market Segmentation
Basically PTCL segmented its market on two bases
To better implement customer services features, segment the market on a
customer basis:
– Corporate
– Resident ional
on the basis of services as:
– Telephony
– Data
– Video
PTCL has segmented its market for its services and products to effectively deal
with its customers. Some of its services like Universal Access Number, Co-
Location centers and virtual private network are specially targeted at corporate
customers and business concerns. The other services like new telephone
connections, digital services etc. are meant for mass market. The services like
Internet, fax facility etc. are targeted at both the corporate and general customers.
POSITIONING STRATEGY
As PTCL is the sole provider of the landline telecom services in the country; it is
the market leader in providing these services because there are no competitors to
challenge its market leader status. Thus presently PTCL is facing no problems in
positioning its services in the market as a market leader because it enjoys
monopoly in the industry. However, with the deregulation of telecom sector
PTCL is gearing up itself to maintain this market leader position, on the other
hand competitors are doing to challenge it.
MARKETING MIX
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22. Product Planning:
In PTCL, so far products had been planned and developed by the engineering
department and marketing professionals had no role in product planning as there
was no marketing department in the Company. But now marketing professionals
have been inducted in the Company and they will definitely have a close
coordination with engineering department in planning and development of
products to satisfy customers’ desires. It should also be kept in mind that PTCL is
a technical organization enjoying state-of-the-art telecom technology. The
services offered by PTCL are built in the technology and with the passage of time;
PTCL rolls out these products in the market. even many products, which have
become obsolete in developed countries, are launched as new products by PTCL.
But we cannot deny the fact that being monopolist, PTCL is depriving customers
of many digital services that are available free in many other countries. However,
as the Marketing department has been established now, it is expected that in
future there will be close coordination and liaison between marketing
professionals and engineers for planning and developing customers oriented
products.PTCL is also in the process of hiring brand Managers to manage its
different products in a thorough professional way.
Pricing Strategy:
Being a government organization, PTCL is not authorized to determine the prices
of its products itself, the Telecom Regulator Authority viz. Pakistan
Telecommunication Authority (PTA) fixes the prices of telecom services. The
process is such that whenever PTCL intends to increase or reduce the rates of its
services, it submits its Proposal to PTA for approval. PTA then calls consumers’
representatives, journalists and other interested groups for discussion on the
proposal. After listening to the viewpoints of all the interested parties, PTA gives
its decision. If PTA approves PTCL’s proposal, the new rates are enforced. It may
be mentioned here that telecom technology is only technology whose rates are on
the decline with the passage of time. PTCL also rationalizes its tariff with the
passage of time. Tariff rationalization process started in 1997 as part of GoP
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23. Telecom Sector policy for privatization of this sector. It was mainly focused on
rebalancing the domestic process like NWD, international, local call, line rent etc.
Rebalancing is completed by the end of 2003 (as per Tariff rates) with the
objective to position PTCL for competition.
PROMOTIONAL STRATEGY
PTCL is using following components of promotional mix for the promotion and
Publicity of its product/services.
Advertising:
In promotional mix, PTCL’s main stress is on advertising in print and electronic
media. PTCL periodically places its advertisements in print media on services like
“H/Qs hotline 0800-44544”, “Caller line identification (CLI)”, “Voice Messaging
Service”, “Digital Facilities”, “PTCL Prepaid Calling Cards”, “Inquiry 17”,
“Complaint 18”, phone bill cards prepaid telephone etc. to remind the customers
of these services. Sometimes, corporate ads are also released to print media to
mark special occasions. PTCL’s Commercials on “Prepaid Calling Card”, “CLI”,
“Voice Messaging”, “Digital Facilities” etc. are also broadcast immediately on
electronic media as reminders to Customers.
Sales Promotion:
PTCL charges 1/3rd rates on national calls from 06:00 pm – 07:00 am and local
calls are free from 11:00 pm to 06:00 am to promote the usage of its telecom
network. Moreover, PTCL offers special rate packages on special occasions like
Ramadan Package and EID package, which offer customer reduced rates for
specific timings. For Example, In EID Package PTCL charges half rates from
6:00am - 6:00pm and quarter from 6:00pm – 6:00 am to attract customers to use
its telephone service. These rates result in increased revenue for PTCL and also
facilitate the customers to talk to their near and dear ones on these special
occasions on affordable rates.
Personal Selling:
As PTCL is enjoying monopoly in fixed-line telephony, the Company has no
Professional sales force because the company has not felt any strong need to use
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24. the Services of a sales force for increasing the sale of its products. At the moment,
PTCL’s Customer Services Centers are playing the role of sales outlets.
Customers can make telephone calls; send fax messages from these Customer
Services Centers. They can also get connected their telephone bills and get
duplicate bills from these outlets. However, with the establishment of Marketing
Department in PTCL, The marketing professionals are now in the process of
inducting professional sales force for the company.
SWOT ANALYSIS OF PTCL
STRENGTH
PTCL enjoy monopoly
State of the Art International Gateway Exchanges & Satellite Earth Stations
large earnings
good quality international connectivity
Customer Base of over 4 million
Government support
These are the few basic strengths of the PTCL now we look each one in isolation.
PTCL Enjoy Monopoly
PTCL is sole provider of land line services in Pakistan .so there is no competition
regarding their basic service. it means that there is a monopoly of PTCL.
• International Submarine Cables
• High Capacity National Fiber Optic Backbone Ring
• 36 Transit Exchanges with easy Facility of Expansion
• About 99% Digitization of Country Network
• Strong Platforms & Exchanges for Value added Services
• Access Network & Customer Base of over 04 millions
State Of The Art International Gateway Exchanges & Satellite Earth
Stations
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25. PTCL have largest net work with its state of art technology and new digital
exchanges. These are the few important characteristics of PTCL network.
• International Submarine Cables
• High Capacity National Fiber Optic Backbone Ring
• 36 Transit Exchanges with easy Facility of Expansion
• About 99% Digitization of Country Network
• Strong Platforms & Exchanges for Value added Services
Large Earnings
As described earlier that PTCL with more then 4 million users having greet
revenues this is another strength of the company
Government support
As you know PTCL is government organization so it has great support and it is
strength for PTCL.
WEAKNESS
Image– Government organization
Image– Lack of customer focus
Image– Outdated people and technology (perception)
Lack of aggressive marketing
Lack of customer services
Ambiguous management style
Lack of corporate culture
Social responsibility
OPPORTUNITY
Growth in telecommunication industry
More aware and technology understanding consumer – a base that is
growing at a fast rate
Market open for more number of products – less dependence on single
category or product
Opportunity to introduce High Value Added Products / High margin
products for the new, more aware consumer
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26. s
Time to establish brand loyalty, Pre-empt competitors, co-opt partners,
invest in technology and networks
THREATS
Internet Telephony & other rapidly evolving technologie
Expected competition due to the deregulation in December 2003
New technologies
Efficient operators
International players, reduction in settlement rates,
Migration to satellite and cellular telephony
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27. DATA COLLECTION METHODS
Data collection is a term used to describe a process of preparing and collecting
data - for example as part of a process improvement or similar project. The
purpose of data collection is to obtain information to keep on record, to make
decisions about important issues, to pass information on to others. Primarily, data
is collected to provide information regarding a specific topic. Data collection
usually takes place early on in an improvement project, and is often formalized
through a data collection plan which often contains the following activity. Pre
collection activity – Agree goals, target data, definitions, methods
Collection – data collection
Present Findings – usually involves some form of sorting analysis and/or
presentation. Prior to any data collection, pre-collection activity is one of the most
crucial steps in the process. It is often discovered too late that the value of their
interview information is discounted as a consequence of poor sampling of both
questions and informants and poor elicitation techniques. After pre-collection
activity is fully completed, data collection in the field, whether by interviewing or
other methods, can be carried out in a structured, systematic and scientific way. A
formal data collection process is necessary as it ensures that data gathered is both
defined and accurate and that subsequent decisions based on arguments embodied
in the findings are valid. The process provides both a baseline from which to
measure from and in certain cases a target on what to improve. Other main types
of collection include census, sample survey, and administrative by-product and
each with their respective advantages and disadvantages. A census refers to data
collection about everyone or everything in a group or population and has
advantages, such as accuracy and detail and disadvantages, such as cost and time.
A sample survey is a data collection method that includes only part of the total
population and has advantages, such as cost and time and disadvantages, such as
accuracy and detail. Administrative by-product data is collected as a byproduct of
an organization’s day-to-day operations and has advantages, such as accuracy,
time simplicity and disadvantages, such as no flexibility and lack of control.
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28. CONCLUSION
For years researchers interested in public policy implications of retirement plans
have been concerned that the evolution of benefit accruals and contributions in the
private sector from defined benefit to defined contribution will provide increasing
uncertainty in the provision of retirement income for employees, especially for
defined contribution plans with 401(k) features. Two of the reasons for this
concern involve the employee’s decision making with respect to participation and
asset allocation. These aspects have been studied extensively.2 The third reason
focuses on contribution behavior, and less has been yielded in the way of
empirical work that may be extrapolated to the 401(k) universe. This is primarily
because of the types of contribution matching formulas utilized by sponsors.
While these formulas are often complicated because of the desire of sponsors to
provide sufficient incentives to non-highly compensated employees to contribute
in order to comply with actual deferral percentage/actual contribution percentage
(ADP/ ACP) testing, this complexity makes it virtually impossible to
appropriately analyze the employee’s behavior if the observer must use either
aggregate plan data from Form 5500 filings or information on the plan
contribution formulas provided by the participant. Four studies have attempted to
perform this research using individual participant data provided by the sponsor.3
The purpose of this paper is to provide preliminary findings introducing new
methodology to expand the usefulness of modeling these data as well as a better
understanding of contribution behavior by 401(k) plan participants.
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29. RECOMMENDATIONS
Most people agree that employee selection is not an exact science. However, this
does not mean that we must rely exclusively on our intuition or "gut feelings."
Good people "savvy" is important in helping you make a selection decision, but
going beyond your feeling will make it even more effective. I would like to
suggest a simple method for you to better use the intuition that you have about a
candidate by asking better questions directly related to your need. There is a
commonly held belief among behavioral scientists the best predictor of what an
individual will do in the future is what he or she has done in the past. This
concept, that behavior predicts, is the key to better employee selection. When you
learn more about the performance behaviors of the past you gain information,
which will predict future job performance. Although people change and grow
professionally, by and large their futures tend to be consistent with their past
actions. In a phrase, past behavior is the best predictor of future performance.
Structure your interview around this concept and you will increase the quality of
information in making employment decisions. The process on how to do this is
not complicated but requires some thought and planning. First, analyze the
position to identify the competencies such as technical knowledge, skills and
abilities needed for successful job performance. Second, for each competency
requirement, develop a set of questions intended to obtain information on the
candidate's past accomplishments, work activities and job performance.
Remember, your interview questions should target what the candidate has actually
done (behaviors) not what the candidate would have or should have done. Third,
prepare a list of desired or expected responses that reflect the work behaviors,
experience, achievements and demonstrated skills or personal traits of an ideal
candidate. Finally, conduct the interview, document candidate responses and
compare the candidate information to your requirements and desired responses.
You are now in a position to confirm your intuitive feelings with behavioral
information that should enhance your final selection decision. Reaching an
employment decision to hire a professional from among your qualified applicant
29
30. pool is probably one of the most important decision-making responsibilities you
have as a manager. Employee selection can be time consuming and costly, and
can have both short- and long-range implications for the organization. The need
for selecting the "right" professional for your organization cannot be overstated. It
is always worth it to invest the thought and attention required to increase the
probability of selecting a professional who is well suited for the specific needs of
the position.
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31. REFERENCES
1. Goldberg, L. R. (1981) Language and individual differences: The search
for universals in personality lexicons. In L. Wheeler (Ed.), Review of
Personality and Social Psychology, Vol. 2. Beverly Hills, CA: Sage.
2. McCrae, R.R., & Costa, P.T. (1987) Validation of the five-factor model of
personality across instruments and observers. Journal of Personality and
Social Psychology, 52, 81-90.
3. McCrae, R.R., & Costa, P.T. (1997) Personality trait structure as a human
universal. American Psychologist, 52, 509-516.
4. Ash, M.G. 1992. "Cultural Contexts and Scientific Change in Psychology:
Kurt Lewin in Iowa." American Psychologist, Vol. 47, No. 2, pp. 198–
207.
5. Hatch, M.J., "Organization Theory: Modern, symbolic, and postmodern
perspectives." 2nd Ed. Oxford University Press (2006) ISBN 0-19-
926021-4.
6. Jones, Ishmael, The Human Factor: Inside the CIA's Dysfunctional
Intelligence Culture. New York: Encounter Books (2008) ISBN 978-
1594033827.
7. Robbins, Stephen P. Organizational Behavior - Concepts, Controversies,
Applications. 4th Ed. Prentice Hall (2004) ISBN 0-13-170901-1.
8. Scott, W. Richard. Organizations and Organizing: Rational, Natural, and
Open Systems Perspectives. Pearson Prentice Hall (2007) ISBN 0-13-
195893-3.
9. Weick, Karl E. The Social Psychology of Organizing 2nd Ed. McGraw
Hill (1979) ISBN 0-07-554808-9.
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32. 10. Simon, Herbert A. Administrative Behavior: A Study of Decision-Making
Processes in Administrative Organizations, 4th ed. 1997, The Free Press.
11. Tompkins, Jonathan R. "Organization Theory and Public
Management".Thompson Wadsworth (2005) ISBN 978-0-534-17468-2
12. Kanigel, R. (1997). The One Best Way, Frederick Winslow Taylor and the
Enigma of Efficiency. London: Brown and Co.
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