This document provides training materials for ABC 4 managers, including objectives, targets, and requirements for promotions within the company.
The objective of the training course is to develop managers' skills in key management functions like planning, organizing, recruiting, directing, and controlling. The document outlines targets and requirements for promotions from Consultant to Unit Manager to Senior Unit Manager and beyond, based on metrics like monthly commission amounts and number of recruits.
It also provides guidelines, templates, and report forms for managers to use in tracking consultants' daily activities and productivity, recruiting new consultants, and developing their teams for increased sales and persistency over time.
PRODUCTION & OPERATIONS MANAGEMENT- QUALITYTrinity Dwarka
Department of Management- PRODUCTION & OPERATIONS MANAGEMENT- QUALITY
Two aspects of quality
The Quality Gurus – Edward Deming
The Quality Gurus – Joseph Juran
Quality Management
Quality Assurance
Quality Control
This document discusses the beginning phases of implementing Total Quality Management (TQM). It recommends that organizations establish a quality council and select a TQM facilitator to coordinate the implementation. The quality council should develop a communications framework including a quality manual, quality plan, and process documents. The CEO should announce TQM to employees and select a consultant to help drive change. Strategic planning should involve formulating a vision, mission, and quality policy aligned around customer satisfaction and continuous improvement.
Total quality management is an approach that motivates and enables quality management in all activities of an organization, with a focus on meeting the needs and expectations of internal and external customers. It depends on participation from all members to improve processes, products, services, and work culture. TQM has evolved from philosophies including Deming's 14 points, Juran's trilogy, Crosby's zero defects program, kaizen, lean management, and Six Sigma.
The influence of Deming's 14 points to ISO 9001:2015PECB
This document discusses the relevance of W. Edwards Deming's 14 philosophies to ISO 9001:2015. It provides background on Deming and an overview of his 14 philosophies. Each philosophy is then mapped to the closest corresponding principle in ISO 9001:2015. For example, Deming's philosophy of "Drive out fear" maps to the ISO principle of "Process approach". The document concludes that Deming had great foresight and his philosophies remain highly relevant to quality management systems today as embodied in ISO 9001. It also advertises ISO 9001 training courses on continual improvement and auditing.
TQM - Crosby's Principle Philosophy (14 Points)Dr.Raja R
The document discusses Philip Crosby's 14 steps for total quality management. Crosby believed that quality should be defined as conforming to requirements and that prevention is better than inspection. His 14 steps include committing management, measuring current quality, determining the cost of quality issues, training supervisors, setting goals, and recognizing employee participation. The steps are an iterative process meant to continuously improve quality.
The document discusses Total Quality Management (TQM). It defines TQM as integrating all functions and processes within an organization to continuously improve quality of goods and services with the goal of customer satisfaction. It discusses the contributions of quality gurus like Deming, Juran, and Crosby. It also defines different approaches to defining quality, types of quality costs, benefits of TQM, quality control processes, and objectives of quality control.
The document discusses the implementation of total quality management (TQM). It states that TQM implementation is led by top management and involves applying the right tools for continuous quality improvement. These tools include statistical process control, quality function deployment, and total preventive maintenance. TQM also relies on techniques like quality circles and total employee involvement to encourage problem solving at lower levels. Key quality management thinkers like Deming, Juran, and Taguchi influenced the development of TQM through their work in statistics, management, and execution. The document outlines the planning, doing, studying, and acting (PDSA) cycle used for continuous TQM implementation and improvement.
The document discusses various quality management philosophies and approaches. It provides an overview of Dr. W. Edwards Deming's 14 points on management and his system of profound knowledge. It also summarizes Joseph Juran's 10 steps for quality improvement and quality trilogy process. Philip Crosby's quality management philosophy and his 14 steps to quality are outlined. The strengths and weaknesses of Crosby's approach are discussed. Key aspects of Total Quality Management such as Deming's PDCA cycle and the TQM triangle are presented.
PRODUCTION & OPERATIONS MANAGEMENT- QUALITYTrinity Dwarka
Department of Management- PRODUCTION & OPERATIONS MANAGEMENT- QUALITY
Two aspects of quality
The Quality Gurus – Edward Deming
The Quality Gurus – Joseph Juran
Quality Management
Quality Assurance
Quality Control
This document discusses the beginning phases of implementing Total Quality Management (TQM). It recommends that organizations establish a quality council and select a TQM facilitator to coordinate the implementation. The quality council should develop a communications framework including a quality manual, quality plan, and process documents. The CEO should announce TQM to employees and select a consultant to help drive change. Strategic planning should involve formulating a vision, mission, and quality policy aligned around customer satisfaction and continuous improvement.
Total quality management is an approach that motivates and enables quality management in all activities of an organization, with a focus on meeting the needs and expectations of internal and external customers. It depends on participation from all members to improve processes, products, services, and work culture. TQM has evolved from philosophies including Deming's 14 points, Juran's trilogy, Crosby's zero defects program, kaizen, lean management, and Six Sigma.
The influence of Deming's 14 points to ISO 9001:2015PECB
This document discusses the relevance of W. Edwards Deming's 14 philosophies to ISO 9001:2015. It provides background on Deming and an overview of his 14 philosophies. Each philosophy is then mapped to the closest corresponding principle in ISO 9001:2015. For example, Deming's philosophy of "Drive out fear" maps to the ISO principle of "Process approach". The document concludes that Deming had great foresight and his philosophies remain highly relevant to quality management systems today as embodied in ISO 9001. It also advertises ISO 9001 training courses on continual improvement and auditing.
TQM - Crosby's Principle Philosophy (14 Points)Dr.Raja R
The document discusses Philip Crosby's 14 steps for total quality management. Crosby believed that quality should be defined as conforming to requirements and that prevention is better than inspection. His 14 steps include committing management, measuring current quality, determining the cost of quality issues, training supervisors, setting goals, and recognizing employee participation. The steps are an iterative process meant to continuously improve quality.
The document discusses Total Quality Management (TQM). It defines TQM as integrating all functions and processes within an organization to continuously improve quality of goods and services with the goal of customer satisfaction. It discusses the contributions of quality gurus like Deming, Juran, and Crosby. It also defines different approaches to defining quality, types of quality costs, benefits of TQM, quality control processes, and objectives of quality control.
The document discusses the implementation of total quality management (TQM). It states that TQM implementation is led by top management and involves applying the right tools for continuous quality improvement. These tools include statistical process control, quality function deployment, and total preventive maintenance. TQM also relies on techniques like quality circles and total employee involvement to encourage problem solving at lower levels. Key quality management thinkers like Deming, Juran, and Taguchi influenced the development of TQM through their work in statistics, management, and execution. The document outlines the planning, doing, studying, and acting (PDSA) cycle used for continuous TQM implementation and improvement.
The document discusses various quality management philosophies and approaches. It provides an overview of Dr. W. Edwards Deming's 14 points on management and his system of profound knowledge. It also summarizes Joseph Juran's 10 steps for quality improvement and quality trilogy process. Philip Crosby's quality management philosophy and his 14 steps to quality are outlined. The strengths and weaknesses of Crosby's approach are discussed. Key aspects of Total Quality Management such as Deming's PDCA cycle and the TQM triangle are presented.
This document discusses the key aspects and principles of Total Quality Management (TQM). It defines TQM as a management approach that aims to delight customers through empowered employees, leading to higher revenue and lower costs. The document outlines that TQM requires involvement from everyone in an organization and focuses on meeting and exceeding customer expectations through continuous process improvement. It also emphasizes that TQM is a journey, not a destination, and discusses how organizations can organize for and approach TQM implementation.
This document discusses Total Quality Management (TQM). It defines TQM as involving all employees to continuously improve quality, defined as meeting customer requirements. The document outlines the evolution of quality approaches from inspection to TQM. It discusses dimensions of quality like products, processes, and employees. It also covers quality principles, costs of quality, and benefits of implementing TQM.
Introduction to Total Quality Management[TQM]SM Parvej Islam
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It requires committed leadership to transform organizational culture. TQM focuses on meeting customer needs, continuous improvement, and involving all employees. The basic TQM approach includes management commitment, focusing on customers, effective workforce involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. Many quality pioneers contributed principles to TQM, including Deming, Juran, Crosby, Ishikawa, and Taguchi. Their work established concepts like statistical process control, continuous improvement, and preventing defects.
The document outlines Deming's 14 Points for Total Quality Management. The 14 points provide guidance for companies to implement quality improvement programs. The points focus on topics like management commitment to quality, forming quality improvement teams, establishing quality measurements, providing training to supervisors, setting individual and group improvement goals, and creating an ongoing process of quality improvements. The overall message is that companies should follow Deming's 14 points to develop a culture focused on continuous quality improvement.
Total quality management aims to continuously improve an organization's ability to deliver high-quality products and services to customers. It draws upon tools from quality control and emphasizes organization-wide efforts. Key aspects of TQM include customer satisfaction, reducing defects, and continuous process improvement. Pioneers like Deming, Juran, Crosby, and Ishikawa developed philosophies and tools to implement TQM, such as quality circles, statistical process control, and the PDCA cycle.
This document defines Total Quality Management and outlines its key principles and tools. It discusses the need for TQM to develop world-class organizations, continuously reduce costs and improve quality. The pillars of TQM are identified as products, processes, systems, people and leadership. Quality improvement tools like histograms, Pareto charts, scatter diagrams and control charts are presented. The economic justification of TQM is that it leads to lower costs and higher profits for companies that implement it properly. The advantages of TQM include improved competitiveness, profitability, sales and market share.
Total Quality Management (TQM) involves integrating tools, techniques, and training to constantly attain customer satisfaction through an organization's quality-focused culture and continuous process improvement. The goals of TQM are to "do the right things right the first time, every time" and achieve total client satisfaction through high-quality products and continuous process improvements. TQM focuses on total involvement from all organization levels, conforming to requirements, and optimally using resources to achieve total quality.
The document discusses leadership and quality leadership in the context of total quality management (TQM). It defines leadership as motivating a group toward a common goal. Quality leaders prioritize customers, empower subordinates, emphasize improvement over maintenance, and encourage collaboration. They establish organizational systems to support quality efforts. Effective communication and continual improvement are also key leadership characteristics discussed. The document also summarizes Deming's 14 points for TQM and strategic quality planning approaches including discovering customer needs, analyzing gaps, and implementing plans to close gaps and achieve strategic alignment.
This document provides information about several quality experts including Walter Shewhart, W. Edwards Deming, Philip Crosby, Joseph Juran, Taiichi Ohno, Shigeo Shingo, Shoichiro Toyoda and Yosio Kondo. It discusses their contributions to quality control methods like the PDCA cycle and Deming's 14 points. It also mentions some of the awards and honors they received for their work in advancing quality management practices.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This focuses on improving processes rather than just achieving results. Management supports continuous improvement through maintenance to sustain standards and kaizen for revision and higher standards. Key kaizen practices include developing the right mindset of prioritizing customers and quality, as well as techniques for visual control, empowering employees, and improving production processes.
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
This document provides an overview of total quality management (TQM) concepts including:
- Definitions of quality from Joseph Juran and Philip Crosby
- The evolution of quality management approaches from inspection to TQM
- Key elements and principles of TQM from thinkers like Deming, Juran, and Crosby such as continuous improvement, customer focus, and employee involvement
- Frameworks for quality management including Deming's PDCA cycle and Juran's quality trilogy
Deming’s 14 Points on Total Quality Management - TQM - W. Edwards DemingM Obai Seif Kılıç
The document summarizes W. Edwards Deming's 14 Points on Total Quality Management. Deming was an American engineer and management consultant who developed these principles to help businesses improve effectiveness and quality. The 14 Points provide guidance for management practices like establishing constancy of purpose for quality improvement, adopting a quality philosophy, ceasing reliance on inspections, minimizing costs through supplier partnerships, improving processes, instituting job training, adopting leadership practices, reducing fear, breaking down barriers between departments, eliminating quotas and targets, allowing pride in work, and instituting education programs.
1. The document provides an introduction to total quality management (TQM), outlining its key concepts and approaches. It discusses the historical figures and gurus that developed TQM approaches, including Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi.
2. The basic approaches of TQM are described as involving committed management, customer focus, organization-wide participation, continuous improvement, supplier partnerships, and performance measures. TQM requires cultural change and applying quantitative and human resources across all processes.
3. An overview of quality management in Pakistan is given, noting the role of the Pakistan Standards and Quality Control Authority in developing standards and conformity assessments to promote industrial efficiency.
The document discusses the key elements of implementing Total Quality Management (TQM) in an organization. It identifies eight essential elements: ethics, integrity, trust, training, teamwork, leadership, recognition, and communication. These elements are grouped into foundations, building blocks, binding mortar, and the roof. The foundations include ethics, integrity and trust. Building blocks are training, teamwork and leadership. Communication acts as the binding mortar. Recognition forms the roof of a successful TQM implementation.
The document provides an overview of Total Quality Management (TQM). It discusses the history and key figures that developed ideas around quality management like Deming, Juran and Feigenbaum. It also summarizes some of the central concepts of TQM like an organizational commitment to quality, understanding processes, using quality tools for process improvement, developing people and teams, implementing quality management systems, concepts like Kaizen and quality circles. The document serves as an introduction to TQM and provides further information on these topics.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
The document provides information about the Global Ideas Institute's 2014-2015 symposium on financial inclusion in the Global South. The symposium brought together high school students, faculty, teachers and experts to showcase student work developing solutions to challenges of facilitating access to financial services for poor communities globally. Students engaged with practitioners and researchers to understand financial needs and opportunities that technologies provide for inclusive growth. The full-day event included student presentations of proposals, remarks by leaders, and a closing speech on the global challenge of reaching the unserved.
The document discusses State Life Insurance Company of Pakistan. It provides information on the history of State Life including its establishment in 1972 and headquarters in Karachi. It also outlines several types of insurance policies offered by State Life such as endowment assurance, whole life assurance, and child education and marriage assurance. The document includes details on bonuses, loans, group insurance plans, and commercial buildings owned by State Life. It concludes with a quiz on the information presented.
This document discusses the key aspects and principles of Total Quality Management (TQM). It defines TQM as a management approach that aims to delight customers through empowered employees, leading to higher revenue and lower costs. The document outlines that TQM requires involvement from everyone in an organization and focuses on meeting and exceeding customer expectations through continuous process improvement. It also emphasizes that TQM is a journey, not a destination, and discusses how organizations can organize for and approach TQM implementation.
This document discusses Total Quality Management (TQM). It defines TQM as involving all employees to continuously improve quality, defined as meeting customer requirements. The document outlines the evolution of quality approaches from inspection to TQM. It discusses dimensions of quality like products, processes, and employees. It also covers quality principles, costs of quality, and benefits of implementing TQM.
Introduction to Total Quality Management[TQM]SM Parvej Islam
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It requires committed leadership to transform organizational culture. TQM focuses on meeting customer needs, continuous improvement, and involving all employees. The basic TQM approach includes management commitment, focusing on customers, effective workforce involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. Many quality pioneers contributed principles to TQM, including Deming, Juran, Crosby, Ishikawa, and Taguchi. Their work established concepts like statistical process control, continuous improvement, and preventing defects.
The document outlines Deming's 14 Points for Total Quality Management. The 14 points provide guidance for companies to implement quality improvement programs. The points focus on topics like management commitment to quality, forming quality improvement teams, establishing quality measurements, providing training to supervisors, setting individual and group improvement goals, and creating an ongoing process of quality improvements. The overall message is that companies should follow Deming's 14 points to develop a culture focused on continuous quality improvement.
Total quality management aims to continuously improve an organization's ability to deliver high-quality products and services to customers. It draws upon tools from quality control and emphasizes organization-wide efforts. Key aspects of TQM include customer satisfaction, reducing defects, and continuous process improvement. Pioneers like Deming, Juran, Crosby, and Ishikawa developed philosophies and tools to implement TQM, such as quality circles, statistical process control, and the PDCA cycle.
This document defines Total Quality Management and outlines its key principles and tools. It discusses the need for TQM to develop world-class organizations, continuously reduce costs and improve quality. The pillars of TQM are identified as products, processes, systems, people and leadership. Quality improvement tools like histograms, Pareto charts, scatter diagrams and control charts are presented. The economic justification of TQM is that it leads to lower costs and higher profits for companies that implement it properly. The advantages of TQM include improved competitiveness, profitability, sales and market share.
Total Quality Management (TQM) involves integrating tools, techniques, and training to constantly attain customer satisfaction through an organization's quality-focused culture and continuous process improvement. The goals of TQM are to "do the right things right the first time, every time" and achieve total client satisfaction through high-quality products and continuous process improvements. TQM focuses on total involvement from all organization levels, conforming to requirements, and optimally using resources to achieve total quality.
The document discusses leadership and quality leadership in the context of total quality management (TQM). It defines leadership as motivating a group toward a common goal. Quality leaders prioritize customers, empower subordinates, emphasize improvement over maintenance, and encourage collaboration. They establish organizational systems to support quality efforts. Effective communication and continual improvement are also key leadership characteristics discussed. The document also summarizes Deming's 14 points for TQM and strategic quality planning approaches including discovering customer needs, analyzing gaps, and implementing plans to close gaps and achieve strategic alignment.
This document provides information about several quality experts including Walter Shewhart, W. Edwards Deming, Philip Crosby, Joseph Juran, Taiichi Ohno, Shigeo Shingo, Shoichiro Toyoda and Yosio Kondo. It discusses their contributions to quality control methods like the PDCA cycle and Deming's 14 points. It also mentions some of the awards and honors they received for their work in advancing quality management practices.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This focuses on improving processes rather than just achieving results. Management supports continuous improvement through maintenance to sustain standards and kaizen for revision and higher standards. Key kaizen practices include developing the right mindset of prioritizing customers and quality, as well as techniques for visual control, empowering employees, and improving production processes.
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
This document provides an overview of total quality management (TQM) concepts including:
- Definitions of quality from Joseph Juran and Philip Crosby
- The evolution of quality management approaches from inspection to TQM
- Key elements and principles of TQM from thinkers like Deming, Juran, and Crosby such as continuous improvement, customer focus, and employee involvement
- Frameworks for quality management including Deming's PDCA cycle and Juran's quality trilogy
Deming’s 14 Points on Total Quality Management - TQM - W. Edwards DemingM Obai Seif Kılıç
The document summarizes W. Edwards Deming's 14 Points on Total Quality Management. Deming was an American engineer and management consultant who developed these principles to help businesses improve effectiveness and quality. The 14 Points provide guidance for management practices like establishing constancy of purpose for quality improvement, adopting a quality philosophy, ceasing reliance on inspections, minimizing costs through supplier partnerships, improving processes, instituting job training, adopting leadership practices, reducing fear, breaking down barriers between departments, eliminating quotas and targets, allowing pride in work, and instituting education programs.
1. The document provides an introduction to total quality management (TQM), outlining its key concepts and approaches. It discusses the historical figures and gurus that developed TQM approaches, including Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi.
2. The basic approaches of TQM are described as involving committed management, customer focus, organization-wide participation, continuous improvement, supplier partnerships, and performance measures. TQM requires cultural change and applying quantitative and human resources across all processes.
3. An overview of quality management in Pakistan is given, noting the role of the Pakistan Standards and Quality Control Authority in developing standards and conformity assessments to promote industrial efficiency.
The document discusses the key elements of implementing Total Quality Management (TQM) in an organization. It identifies eight essential elements: ethics, integrity, trust, training, teamwork, leadership, recognition, and communication. These elements are grouped into foundations, building blocks, binding mortar, and the roof. The foundations include ethics, integrity and trust. Building blocks are training, teamwork and leadership. Communication acts as the binding mortar. Recognition forms the roof of a successful TQM implementation.
The document provides an overview of Total Quality Management (TQM). It discusses the history and key figures that developed ideas around quality management like Deming, Juran and Feigenbaum. It also summarizes some of the central concepts of TQM like an organizational commitment to quality, understanding processes, using quality tools for process improvement, developing people and teams, implementing quality management systems, concepts like Kaizen and quality circles. The document serves as an introduction to TQM and provides further information on these topics.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
The document provides information about the Global Ideas Institute's 2014-2015 symposium on financial inclusion in the Global South. The symposium brought together high school students, faculty, teachers and experts to showcase student work developing solutions to challenges of facilitating access to financial services for poor communities globally. Students engaged with practitioners and researchers to understand financial needs and opportunities that technologies provide for inclusive growth. The full-day event included student presentations of proposals, remarks by leaders, and a closing speech on the global challenge of reaching the unserved.
The document discusses State Life Insurance Company of Pakistan. It provides information on the history of State Life including its establishment in 1972 and headquarters in Karachi. It also outlines several types of insurance policies offered by State Life such as endowment assurance, whole life assurance, and child education and marriage assurance. The document includes details on bonuses, loans, group insurance plans, and commercial buildings owned by State Life. It concludes with a quiz on the information presented.
The document discusses how traditional joint families have broken down into smaller single family units, with only one earning member struggling to support higher costs of living. It notes that without life insurance, the death of the sole breadwinner could result in an "economic death" for the family through loss of income. The document promotes various life insurance plans offered by State Life that can help secure families' financial futures by providing funds for goals like children's education, marriage expenses, loan repayment, and loss of income due to premature death. It emphasizes that allocating a small portion of monthly budgets to insurance can provide huge protection and peace of mind.
The document provides background information on EFU General Insurance Ltd, a Pakistani insurance company. It discusses that EFU was established in 1932 in India and relocated to Pakistan after partition in 1947. It has since become a leading insurance provider in Pakistan, offering general, life, and health insurance. The document also includes an organizational chart of EFU and describes the various departments within the company.
EFU Life is the largest private sector life insurance company in Pakistan, with a market share of 58% in the private sector. It has a history dating back to 1932 and has received numerous awards and recognition for its financial strength and corporate social responsibility efforts. As of 2010, EFU Life has total assets of Rs. 18.7 billion under management, paid up capital of Rs. 1.6 billion, and total shareholder equity of over Rs. 16 billion, demonstrating its financial strength. EFU Life provides a comprehensive range of life insurance products to over 1 million customers through its network of 115 branches across Pakistan.
Internship Report on EFU Life Assuarance ltd.Wish Mrt'xa
EFU Life Assurance Ltd is Pakistan's first private sector life insurance company, incorporated in 1992. It acknowledges support from Allah, as well as its parents and the organization for allowing the internship. The document then covers EFU Life's history, being originally established in India in 1932 before moving to Pakistan. It discusses key insurance terms and concepts. EFU Life has grown to over 150 branches and 3,500 employees, and offers various insurance products and services while being ISO certified. The SWOT analysis examines the company's strengths, weaknesses, opportunities and threats.
The document summarizes a presentation by three students on EFU Life Insurance company. It acknowledges those who helped them and provides background on EFU's history since 1932. It discusses EFU's current market leadership position and financial performance. Unique past selling points included being Pakistan's first ISO certified insurer and having UK-experienced management. Current USPs are leading the health insurance market and quick claims processing. The document analyzes EFU's political, social, technological, and economic environment, as well as competitors and customers. It discusses EFU's products, pricing, placement, and marketing strategy using the 4Ps framework.
The document provides an overview of the history and types of life insurance. It discusses that life insurance originated in India from the Vedas. The first Indian life assurance society was formed in 1870. There are various types of life insurance policies including term life insurance, permanent/whole life insurance, and unit linked insurance plans. The document also outlines the claims process, exclusions in accident benefits, top insurance companies in India, and current news in the life insurance sector.
The document discusses the history and types of life insurance in India. It notes that life insurance can be traced back to ancient texts and the first insurance companies were established in the late 19th century. It then summarizes different types of life insurance policies including term insurance, endowment plans, whole life plans, and unit linked insurance plans. The document also briefly outlines how life insurance claims are processed.
This document describes a case study of implementing a capacity model at a 55-seat call center that handles 750,000 calls per year. The call center was performing well but the VP felt they could be more productive. A capacity model was created that set goals and projections for agents based on call volume, sales, revenue, talk time, and other key performance indicators. The model took agent tenure into account to set appropriate goals. After implementing the capacity model and publicizing daily performance against the goals, the call center saw improvements including a 19.6% increase in revenue per call, 12.4% increase in annual revenue, and 11.3% decrease in headcount expenses while improving productivity.
Practical Tips for Reducing Compensation Cycle Time & Stress. The presentation provides practical, executable advice and techniques that have been proven to work regardless of company size, location. The types of compensation plans you use are also unimportant when learning these new skills. Learn how to plan for nearly everything and see why you may have had problems in the past, and what you can do about them in the future.
Six Steps to Business Wealth Creation! Harry Clark
Business Wealth Creation- Consider Pathway Partners as your Wealth Manager of the single greatest asset in your life, your business. We will determine its value today, and more importantly, create a target value for this key asset at a specific future date (typically three to seven years out). Learn more at www.PathwayPartnersLLC.com
We ensure that all the necessary tools are in place to create success and mitigate loss: KPI’s, incentive, profit sharing, strategic and business development plans. When the inevitable challenges arise, we will hold your team accountable for action plans to get the business back on track. We will be there to help the company perform at the levels necessary to attain your financial goals.
This laser focus on your company’s execution of its plan and direct and timely accountability helps ensure success. We are only successful when we help you attain your ultimate financial freedom and security. We are your Pathway Partners.
Hands-On & High Value
Our business model is different. We are not project based. We don’t charge large sums for doing projects that may or may not work. We only look for long-term relationships where we can be your partners in your success. We provide our services in a comprehensive manner based upon an affordable fixed monthly retainer. The retainer includes CEO coaching and the development of the plans, processes and management infrastructure to help ensure your success. Then we monitor monthly performance, help update the plans each year and focus on accountability toward fulfilling your company goals. We are your Pathway Partners.
Siddhartha Sood is a partner at Headmasters Surat salon with over 9 years of experience in business development, client servicing, and management. Prior to his current role, he worked in sales and collections for Axis Bank and HDFC Bank, achieving various awards and over 100% of targets. He holds a Bachelor's degree in Hotel Management and is proficient in English, Hindi, and Punjabi.
The document discusses key performance indicators (KPIs) and provides examples and guidance around developing effective KPIs. It defines KPIs as measures that help organizations track progress towards strategic goals. The document outlines that good KPIs should be specific, measurable, achievable, relevant and time-bound. It provides examples of KPIs for different business functions like marketing, operations and human resources. The document emphasizes the importance of aligning KPIs with an organization's critical success factors and overall strategic direction.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
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2. You don’t have to be Great to get
started, but you have to get started
to be Great
3. BUSINESS PLAN OF THE WEEK
(How will you Achieve your Business Plan?)
(By When will you achieve your Business Plan? Time & Date)
Fact Find Target
Interview Target
Business Target
Recruitment Target
Collection of Renewal Cheque
Target
Field Visits Target
Personal Business Target
4. Objective of the Course
To Train and Develop the Managers with necessary skills to excel
and grow into next level of hierarchy. The focus of this course is on
the following five essential key “Management Functions”
Planning -to decide what is to be accomplished
Organizing -to decide what each person in the group must do to
accomplish the overall job
Recruiting -to obtain the people who are going to do the job
Directing -to teach and train these people in how to do the job
and to motivate them to do it
Controlling -to continuously supervise to make sure that the
overall job is being accomplished
5. BUSINESS VALIDATIONS AND PROMOTIONS
• Consultant to Unit Manager
Personally recruited a minimum of 6 consultants who are
active and the team should have issued a minimum of
Rs.125,000 CPI per month consecutively for the last 3 months.
The minimum renewal persistency must be at least 84% for
the second year and an average of 88% for subsequent years.
• Level Period since promotion Issued CPI Manpower
Target Target
• A 1st & 2nd Quarter 125,000 6
• B 3rd & 4th Quarter 175,000 8
• C From 5th Quarter 225,000 10
6. BUSINESS VALIDATIONS AND PROMOTIONS
• Unit Manager to Senior Unit Manager
• Personally recruited a minimum of 14 consultants who are
active and the team should have issued a minimum of
Rs.575,000 CPI per month consecutively for the last 6
months. The minimum renewal persistency must be at
least 84% for the second year and an average of 88% for
subsequent years.
• Company Maintained Car (Qualification) – If average
monthly issued CPI is Rs. 850,000 and average manpower
increase to 20 for 3 months. To validate car, the manager
need to maintain average monthly CPI of Rs. 850,000 and
average manpower to 20.
7. BUSINESS VALIDATIONS AND PROMOTIONS
• Senior Unit Manager to Assistant Branch Manager
• Average minimum CPI of Rs. 1,250,000 per month
issued for the last 6 months. The average number of
consultants should be 30 and at least 10 of these
should have been personally recruited. The minimum
renewal persistency must be at least 84% for the
second year and an average of 88% for subsequent
years.
• The Assistant Branch Manager must have a direct team
of at least 8 consultants issuing a minimum of Rs.
550,000 CPI per month and one Senior Unit Manager
and 2 Unit Managers for the validation of contract.
8.
9.
10. PRODUCTIVITY BONUS
2015
• A Productivity Bonus will apply on the salary of the
Manager depending on the average number of producers
as per following grid
Desg Bonus: 12% Bonus: 6% Bonus: 3%
• UM - A 6 & above 5 4
• UM - B 7 & above 6 5
• UM – C 8 & above 7 6
• SUM 10 & above 9 8
• SUM (Car) 14 & above 12,13 11
11. MANPOWER DEVELOPMENT BENEFITS
2015
MANPOWER BONUS:
A Manpower Bonus will be paid monthly depending on the average active manpower.
The following table gives the bonus on the average active manpower subject to
minimum 50% productivity.
• Bonus/Month 5,000 7,500 10,000
• Bonus/Quarter 15,000 22,500 30,000
• Bonus/Year 60,000 90,000 120,000
Designation Manpower
• UM-A 8 to 10 11 to 13 14 or more
• UM-B 11 to 13 14 to 16 17 or more
• UM-C 13 to 15 16 to 18 19 or more
• SUM 17 to 19 20 to 22 23 or more
• SUM with Car 23 to 25 26 to 28 29 or more
12. DIRECT RECURITMENT INCENTIVE
2015
A bonus as recruitment incentive will be given on number of new recruits in direct
reporting in each quarter as per table below, subject to the following rules:-
1. “Referred by column” of the application must be filled properly for fair assessment
purpose.
2. Application without referred by information or with multiple referred by names will
not be included.
3. Incentives on recruitment through consultants working for future management
position will be allowed on qualifying minimum UM position within 2015.
4. Reinstatements will not be included.
5. Change of reporting will not be allowed for these recruitments for one year.
6. Management decision in all cases will be Final.
Designation Rs.3,000 Rs.9,000 Rs.18,000
UM to SBM 3 6 9 or more
14. PRODUCTIVITY
• A measure of the efficiency of a Team
in converting Fact finds into Business.
• Productivity is computed by
dividing average producer in a Team by
the total personnel working in that period.
15. PERSISTENCY
• Percentage of an insurance company's already
written policies remaining in force, without
lapsing or being replaced by policies of
other insurers.
• Persistency is a critical factor in the viability
and success of insurance companies,
16. Minimum Activity For Consultants
• Daily
• 3 Appointments
• 1 Fact Find
• 2 Service Call
• 6 Referrals ( or 20 pre-qualified names )
17. PLAN LIST OF RECRUITMENT ACTIVITY
No Date Name of Recruit Education Age Transport Phone
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
MONTHLY RECRUITMENT ACTIVITY
MONTH___________
18. SALES CONSULTANT'S DAILYACTIVITY REPORT
NAME: BRANCH:
CODE: MONTH:
DAY NO
CONTRACTS
MADE
NO OF
APPTS
APPTS
ATTENDED
FACT FIND
SALES
MADE
API SPI IC
WEEK ONE
1
2
3
4
5
6
TOTAL
WEEK TWO
1
2
3
4
5
6
TOTAL
WEEK THREE
1
2
3
4
5
6
TOTAL
19. WEEKLYACTIVITY REPORT
WEEK ENDING :
BRANCH :
MANAGER :
S.C. NAME
CONTACTS
MADE
NO OF APPTS
APPTS
ATTENDED
FACT FIND SALES MADE API SPI IC
COMMENTS/ REMARKS
NO OF NON PRODUCERS :
NO OF CONSULTANTS WHO HAVE WRITTEN ONLYONE CASE :
NO OF CONSULTANTS WHO HAVE WRITTEN ONLY TWO CASES AND ABOVE :
NO OF TERMONATION :
NO OF RECRUITMENT :
NO OF RESIGNATIONS :
20. RECRUITMENT
• What is Recruitment?
Recruitment refers to the process of attracting, screening,
selecting, and on boarding a qualified person for a job.
Whom to Recruit?
Who has a burning desire.
24 years of Age
Graduate
Transportation
Must be contactable
Communication ability
Interpersonal Relation
Money motivated and target driven
21. • Where to find a Recruit? Direct Contact, Nominators
• Everyone around us is a potential Recruit
• Eagle Eyeing
• Center of Influence
• Present policy holders
• Invite policy holder family to dinner
• Family and Friend
• Social Media
• 24 -7-364 activity
• Advertising in Media, Organizations,
• Conduct Seminar (Life Career Awareness)
• Networking
22. Formula for Recruitment Monthly
Pipeline
Eagle Eyeing
Newspaper AD
Client Referrals
Friend Referrals
Team Referrals
TEN
Interviews
ONE CODE
ACTIVE
23. UNIT /BRANCH MANAGEMENT
Consultant Morning Meeting
ORGANISE Activity follow through Consultant activity
Low producer CLINIC ( 3 hours on the same day each week)
CHECK all meeting attendances
CONTACT on DAILY basis, check daily office attendances
Minimum Contact each two days
Check Diary, FACT FINDS
FIELD ACCOMPANY according to formula
15 minute weekly INDIVIDUALANALYSIS of last and next week's work
CHECK ADMINISTRATION: Chasers, wrong doings, All post for new
consultants
per month on Foundation Course
Hold TRAINING each month
CONTROL MONEY, ensure cover
MOTIVATE & COUNSELING
Build RELATIONSHIPS (Which our industry is based on)
• Job Description
24. UNIT /BRANCH MANAGEMENT
• Time Management
How many hours have you been Productive in a day?
• 8:45AM be the first in the Location and prepare Action
Plan for Day.
• 9:00AM to 10:00AM Morning Motivational Meeting,
Set the Day , Sales Team must leave the premises
• 10:00AM to 1:00PM Pre-course
• 1:00PM to 5PM Field Visits,
• 5PM to 6PM Monitoring and Follow up of the Team
• 6PM to 7pm Workshop or Non Producer Clinic
• 7pm to 8pm Visit New Consultant home
25. UNIT /BRANCH MANAGEMENT
Exit Interview .
What do you do when Sales Consultant
leaves your team?
What do you do when Sales Consultant leaves your team?
Ask you line manager to call team member who is not reporting;
inquire the reasons for not reporting then try to fix those reasons.
You might gain a lost treasure.
26. RETENTION
Comes With
• Leadership has been described as
• "a process of social influence رسوخ و اثر سماجی in which one person can
enlist the aid مددand support of others in the accomplishment کامیابی of a
common task“کام
• “a leader رہنماsimply as somebody whom people follow, or as somebody
who guides or directs ہدایت others.
• "organizing a group of people to achieve a common goal".
INSPIRATIONAL کن متاثرLEADERSHIP قیادت
27. RETENTION
• Leadership has been described as
• "a process of social influence رسوخ و اثر سماجی in which one person can
enlist the aid مددand support of others in the accomplishment کامیابی of a
common task“کام
• “a leader رہنماsimply as somebody whom people follow, or as somebody
who guides or directs ہدایت others.
• "organizing a group of people to achieve a common goal".
INSPIRATIONAL کن متاثرLEADERSHIP قیادت
28. RETENTION
• 10 Roles of an Inspirationalکن متاثر Leader رہنما
• Provide an inspiring visionنظر نقطہ and strategic (اهمیت )فوجی alignment.سیده
• Help people connect their personal goals to business goals
• Makeلگاتار relentless innovation جدت a religion
• Encourage entrepreneurial creativityکے صالحیتوں تخلیقی and experimentation
• Involve everyone, empower بااختیار and trust employees
• Coach and train your people to greatness
• Build teams and promote teamwork.
• Motivate, inspireافزائی حوصلہ and energizeتوانائی people, recognize
achievements
• Encourage risk taking
• Make business fun
•
Roles of Leadership
29. RETENTION
• Pre-Course
• Field Training
• Daily Role Play of Sales Presentation
• Weekly Non Producer Clinic
• Monday Motivational Meeting
• Daily monitoring and address daily issues
• Daily Counseling
INTENSIVE CARE UNIT
30. Objective of the Interview
Identify the person who can fit into the business and can be
profitable candidate for the Organization. Objective can be
achieved by a meeting the individual and asking set of questions
that will allow you to see the personality, Skill-set, motivation,
history and problem solving ability of the candidate.
31. HOW TO FAMILIARIZE YOURSELF
WITH THE APPLICANT?
In order to show that you are fully prepared you must go
through the CV in depth, cover letter, Application form , any
other form for e.g. Objective evaluation form.
GESTURES DURING INTERVIEW
Candidate body language sends signals of interest. Eye contact,
head tilting and nodding are positive signs of enthusiasm. Folded
arms and poor eye contact signals a lack of interest.
32. LOCATION FOR INTERVIEW
Many recruiters often forget the importance of location when
interviewing. The location is a reflection of the importance of the
position, the professionalism of the company and the
professionalism of its staff.
Interviews should take place somewhere quiet, clean and
confidential. The interview is a chance for you to sell the
company and position to a candidate and for the candidate to
interview you. Hiring the wrong person is not only costly but
could also harm the company’s reputation.
33. INTERVIEW REVIEW AND
CLOSING
An informal chat often helps to end on a friendly note. Make
sure that you have covered all your points and the candidate
has covered theirs.. Your closing actions will have an
impression on the candidate. It is important to make sure
that they reflect well on both you and your company.
Remember the question you really need answering is “Will
this person fit into the business from a work and personality
point of view and help to increase company profits?”
Try to send each candidate a thank you letter as soon as
possible for attending the interview and informing them of
your decision.
34. INTERVIEW REVIEW AND
CLOSING
An informal chat often helps to end on a friendly note. Make
sure that you have covered all your points and the candidate
has covered theirs.. Your closing actions will have an
impression on the candidate. It is important to make sure
that they reflect well on both you and your company.
Remember the question you really need answering is “Will
this person fit into the business from a work and personality
point of view and help to increase company profits?”
Try to send each candidate a thank you letter as soon as
possible for attending the interview and informing them of
your decision.
35. Ways To Conduct A Great
Interview:
Don't conduct an interview, have a conversation. Just have a
comfortable conversation.
Do your homework. The only way to avoid getting stuck asking
questions is to do so much research that you don't need them.
Know your subject, know the issues.
Don't stick to your agenda. instead of letting it flow based on
what the subject is saying.
Have notes, not questions. It's ok to have some notes about
concepts you would like to discuss, but don't hold it in your hand
and look down at it - that will break the conversation and turn it
into an interview.
36. Ways To Conduct A Great Interview:
Ask open ended questions. Always start your questions or commentary with words like
"how" and "why". Those two words can never be responded to with the words, "yes"
or "no“.
If you're going to record it... start training yourself now to not say things like, "ummm"
and "ahhhh." While it sounds natural in everyday chitter chatter, those little vocal
stumbles sound extra annoying if you plan on publishing the audio file, and it's even
more frustrating if you have to transcribe the audio to text. It's one of the hardest
things to do, but be conscious of it.
Don't say anything. This is an old journalism trick, but it works wonders. If you want to
get a little bit more out of them or something original, wait for five seconds after they
finish their last sentence and do not say anything. More often than not, that moment
of silence will get them thinking and they'll start speaking from their heart.
Watch the clock. Try not to go over thirty minutes. You should be able to capture
everything you need in fifteen minutes or less.
Be the ambassador for your audience. Don't forget that your role as the interviewer is
to ask the questions that your mass public would want the answer to if they could be
in that room. They can't be there. You are. Be their ambassador. Ask the questions
they want answered.
Have fun. . Remember that the best conversations are the fun conversations. Have
fun.
37. DOs and DON’Ts of Interview:
•dress smartly, look bright and attentive, and speak clearly and
confidently. Don't forget that in the first few minutes only 7% of
the interviewee's opinion of you is formed by what you say - the
rest is judged on how you look, act and sound
•Prepare where the venue is beforehand,
•get your outfit ready the night before
•find out what kind of interviewee it will be so you can prepare
•examine the person specification and your CV/application form,
prepare main questions - for example, why do you want the job,
what are your strengths and weaknesses, what are the main
tasks in this job?
38. The Interview
(Guideline for Role Play)
• Greet with warm handshake and smiling face
• Make him comfortable , ask him how was his journey and was it easy to
find our place. Ask him a glass of water.
• Leave him with company literature to study.
• Introduce yourself , position and your passion.
• Did any thing catch your attention from our literature
• Ask him why is he looking for a job
• Ask him about strengths and weakness
• Ask him about his achievements of Life.
• Share your experience of failure.
• Share your experience of success.
• What do you want to do in next 5 years.
• Do you obstacles which stop you from achieving these dreams
• Ask him if he has any questions
• Thank him for coming and let him know interview results will be conveyed
39. HOW TO ORGANIZE A TYPICAL
MANAGERS WEEK
9am to 10pm 10pm to 12pm 12pm to 2pm 2pm to 4pm 4pm to 6pm
MONDAY
Branch Meeting Hd Office issues Field Visit Field Visit Recruitment
TUESDAY Motivational Meeting
&
Monitoring
Precourse Field Visit Recruitment One to one
WEDNESDAY Motivational Meeting
&
Monitoring
Precourse Field Visit Field Visit Recruitment
THURSDAY Motivational Meeting
&
Monitoring
Precourse Field Visit Recruitment One to one
FRIDAY Motivational Meeting
&
Monitoring
Interview Field Visit Field Visit Recruitment
SATURDAY Motivational Meeting
&
Monitoring
Interview Interview
Non Producer
Clinic
Analysis &
Review of the
week
SUNDAY
40. WEEKLY NON - PRODUCERS CLINIC
Branch Manager
Date of Clinic Week No.
Total Branch Strength Total Non-Producers for week
NAMES OF CONSULTANTS ATTENDING
Name
Status
Name
Status
(Salaried / Non -
Salaried)
(Salaried / Non -
Salaried)
REASONS FOR NON - PRODUCTION ACTION / TRAINING UNDERTAKEN
A)
B)
C)
MANAGER'S ANALYSIS
Signature of Manager: Date:
41. STRUCTURE OF SUCCESSFUL UNIT
• Groom 20% of team members to become your future UM and SUM
• Develop 20% of team members as super salesman to become your future
BDM
• Develop 40% of team members as average salesman to make constant
producers
• Add 20% fresh new team for growth
• Terminate inactive agency
42. SALES TEAM MIX
• 40% of Mid Twenties (Exploring Career)
• 30% of Mid Thirties ( Unsatisfied with present Career)
• 20% of Forty Plus (Experienced and want to utilize there
Networking)
• 10% of Retired People (Hobby to make money)
43. PRE COURSE TRAINING
• These are some of the questions that a recruit needs answering on his new
career.
• Am I joining a successful Company?
• Am I selling the worthwhile services?
• Where do I start?
• How do I start?
• What help will I get (training courses/branch support)?
• Will I make it?
• What career opportunities are open to me, i.e. where can I go?
• How much business do I need to write in his first month?
• What does Mr. Average write in his first month?
• Will I be paid it business does not how as quickly as you would like it to do?
• What are my quarterly targets for the first year?
• How and when is my salary reviewed?
• How long does it take to become established?
• What facilities within the branch are will be available to me?
• What happens if I come across someone else’s client?
• Which is the best effective way to get started?
• Will I be required to work in the evenings and over the weekends?
45. MANGEMENT INFORMATIONS.No. Name Designation Department
1 Saifuddin N. Zoomkawala Advisor Executive
2 Taher G. Sachak Managing Director Executive
3 Tajuddin Manji Medical Director Executive
4 Mustafa Husain Ali National Sales Director Executive
5 S. Shahid Abbas Chief Financial Officer Executive Director
6 Mohammed Ali Ahmed Chief Strategy Officer Executive Director
7 Zain Ibrahim Chief Operations Officer Executive Director
8 S. Abdul Moiz AGM Actuarial & Strategic Planning
9 Husein Sachak Head Banccassurance
10 M. Fawad Habib Senior Manager Banccassurance Operations
11 Ali Murtaza Khan Chief Manager Claims
12 Arshad Iqbal AGM Client Services
13 Mohammad Faisal AGM General Administration
14 Ghayas Hassan AGM Group Benefits Division
15 S. Ali Raza Zaidi Executive Director Group Marketing
16 Evelyn D. Abrogena Chief Manager Human Resource
17 Adeel Ishaque AGM Information Systems
18 S. Mohammad Owais Chief Manager Investments
19 Mohammad Abbas Senior Manager Internal Audit
20 Aman Hussian AGM Marketing
21 M. Hasan Sheikh Senior Manager New Business
22 S. Muhammad Athar Senior Manager Sales Administration
23 Ashfaque Ahmed AGM/Head Technology
24 S. Mohammad Amer Senior Manager Training
25 Ammar Qamar Manager Client Advisory
46. DEPARTMENTS AT HEAD OFFICE
New Business Department
Proposal and Requirement Processing
Underwriting
Policy Issue
Client Services Department
Policy Renewals
Policy Surrenders
Policy Reinstatement
Special Projects
Alterations
Communications
Primus
Bancassurance Operations
Underwriting
Operations
Client Advisory Department
47. DEPARTMENTS AT HEAD OFFICE
Claims Department
Individual Life Claims
Group Life Claims
Group Benefits Division
Renewals
Underwriting
Quotations
Business Reinstatement
Fluctuations
Actuarial
Group Marketing
Sales Administration
Sales Force and MDRT Communications
Business Figures & Commission
Policy Transfer & Reviews
Bancassurance Administration
Training Administration
48. DEPARTMENTS AT HEAD OFFICE
Actuarial Department
Human Resources
General Administration
Accounts Department
Marketing Department
Information Systems Department
Technology Department
49. STATEMENT OF ETHICS اخالقیات
• Act with integrity, dignity and in an ethical manner when dealing with the public, clients
and peers.
• Protect the confidentiality of client information at all times except where required by
law to disclose it.
• Protect the confidentiality of information relating to the Company both during the
course of Directorship or employment (as the case may be) and after its termination
(regardless of reason).
• Obtain written permission from the Company’s Compliance Officer (or the Chief
Executive Officer in the event that the Compliance Officer is unavailable) to hold any
position (paid or unpaid) with any outside party, firm or organization. For clarity,
positions covered include but are not limited to consultant, employee, Director,
representative and agent. Furthermore, all staff must disclose in writing to the
Company, any such positions they currently hold at the time of signing this statement
Directors are exempt from this requirement.
• Maintain accurate records of business transactions related to the Company or its
clients.
• Report any business or professional activities or any beneficial interests that may result
in a conflict with or be competitive with the interests of the Company.
• Report any person or activity to the Compliance Officer or CEO that in their opinion is in
violation of this statement.
• Disclose their shareholding in the Company’s Securities upon signing this agreement
and any changes in shareholding within 24 hours of any such change.
50. DRESS CODE
• All male staffs are expected to come to work neatly dressed in
full sleeves shirts, trousers, ties and dress shoes.
• Female staff will wear their customary dress.
• In order to create a professional atmosphere and comfortable
workplace, employees are expected to maintain good
personal hygiene.
51. Management Don'ts to Motivate
Employees1. DON'T get angry.
"Getting angry is easy. Anyone can do that.
But getting angry in the right way in the right amount at the right time, now that is hard." (Mark
Twain) Anger does not belong in your managerial kit bag.
2. DON'T be cold, distant, rude or unfriendly.
Especially in difficult times, employees take cues from their immediate supervisors and need to
hear from them. As such, your team will judge you by your action, moods, and behaviors, not by
your intent.
3. DON'T send mixed messages to your employees so that they never know where you stand.
Keep your message simple, focused and prioritized. Too many messages and initiatives just
confuse and alienate people.
4. DON'T BS your team.
This includes saying things that you don't believe in. This includes hiding information and just
plain lying. By the time each of us is in our early 20′s, we have all developed very well-tuned BS
detectors.
5. DON'T act more concerned about your own welfare than anything else.
Your success will come through the success of your team.
"Self-serving detectors" are also very well-tuned in most employees.
6. DON'T avoid taking responsibility for your actions.
You are the boss. As such, you are accountable and the buck stops with you.
You are trying to develop accountability throughout your company. So, lead by example.
52. Management Don'ts to Motivate
Employees
7. DON'T jump to conclusions without checking your facts first.
A few years ago, I watched in horror as a colleague of mine started screaming at an
employee of his who had missed an important meeting that morning. After several
minutes, the employee responded: "I apologize and should have contacted you. But, I
just got back from the hospital as my mother has been diagnosed with terminal
cancer."
8.DON’T point the finger instead of providing reliable resolutions.
If there’s one thing your team needs you to be as their manager, it’s reliable –
especially in a crisis situation. The worst thing you can do when a problem or sticky
situation occurs is to place blame. Instead, push asides the whos, hows, and whys, and
provide your sales people with the guidance, solutions, and resources they need to
resolve the situation. After the situation has been resolved, you can have a discussion
with the people involved on what happened and how to avoid it in the future.
9.Don’t invest the time and resources to hire the right people for your
Team/Company
Hiring the wrong person can cost your business thousands. As a manager, you owe it
to your team to adequately screen the candidates you’re considering for the qualities
that will make them work well with the rest of the team and make them successful
within this role in your company
53. Management Do's to Motivate
Employees
1. DO what you say you are going to do when you are going to do it.
There is no better way to communicate the message that you are accountable for your
promises and that everyone in your company should be accountable as well.
2. DO be responsive (return phone calls, emails).
As a manager, your team can be considered to be your customer.
You want your sales team to punctually respond back to customer requests, so you should
do the same.
3. DO publicly support your people.
Your disagreements and disappointment with your employees can be communicated later
and in private.
Nothing appears so hollow as your attempt to blame your team for failures.
4. DO admit your mistakes ...
...and take the blame for failures.
5. DO recognize your team.
"You can never underestimate the power of simple recognition for a job well done."
6. DO ask and listen.
"The manager of the future will know how to ask rather than how to tell." (Peter Drucker)
Some of the most dangerous words for a manager to ever say include: "But, you just don't
understand…" "Because I said so…"
54. Management Do's to Motivate
Employees
7. DO smile and laugh.
Have some fun. But, be genuine; programmed fun and faked laughter is worse
than doing nothing.
When appropriate, laugh at yourself; it will humanize you.
8. Do motivate your reps solely with extrinsic/financial rewards.
While contests, incentives, bonuses, and rewards can make good motivators
to get that extra boost in sales for the quarter, they shouldn’t be used in
isolation or as the sole motivator for your sales people to perform well. A
dependency on extrinsic rewards may lead to higher and higher rewards
being required for sales people to perform. Instead, try to develop a team
culture in which sales people are motivated by their passion, by their
contributions to the team, and by their own development
9. Do provide adequate opportunity for learning and growth.
Most sales people would consider themselves to be ambitious. They clearly
want to grow and obtain higher and higher levels of success. Mobility and
growth can itself be a great intrinsic motivator of sales performance.