6. 6
Dedication
First I thank to Almighty Allah who gave me the strength and courage to perform my
Job. I dedicate this internship report to my teachers and my mother who made me
capable to achieve this position. Who have played a vital role in my studies and
guided me at every step with their precious idea.
7. 7
ACKNOWLEDGEMENT
With the name of Allah, The most beneficial, The most merciful. I am bowed down in
front of Almighty Allah who bestowed me with good health and courage to
accomplish this memorable achievement. Without His guidance, I was quite unable to
meet this task. Secondly, I would acknowledge the kind and untiring guidance of my
supervisor Mr. Imran Bashir. He was always available to guide me whenever I felt
any hindrance during my project. I found him very helpful while solving tricky issues.
I would like to extend my gratitude to on my job’s supervisor Mr. Faheem Mumtaz
and other staff of this organization for providing me an opportunity to complete my
internship.
AQIL NAWAZ
REG NO 101
8. 8
Abbreviations
PAF Pakistan Air Force
PAC Pakistan Aeronautical Complex
HRD Human Resource Development
HRM Human resource Management
MRF Mirage Rebuild Factory
AMF Aircraft Manufacturing Factory
ARF Aircraft Rebuild Factory
APF Avionics Production Factory
SEP Skill Enhancement Program
OJT On Job Training
MD Managing Director
ISO International Standard Organization
JF-17 Jet Fighter-17
OEM Original Equipment Manufacturer
LP Local Purchase
LR Local Repair
CAS Chief of Air Staff
SOP Standard Operating Procedure
AFO Air Force Orders
AFI Air Force Instructions
AFM Air Force Manuals
9. 9
DBA Director Budget and Accounts
Dte Directorate
Bgt Budget
Accts Accounts
O I/C Officer In charge
CTTB Central Trade Test Board
APS Airmen Pay Section
CPS Civilians Pay Section
TA Traveling Allowance
DA Daily Allowance
MOD Ministry Of Defense
10. 10
Executive Summary
This report is about to enlighten what I performed and learned during my
internship period with PAC Board Kamra Attock. As the major objective of internship
is to gain knowledge of by working in realistic atmosphere and to relate the
knowledge attain during the studies in the academic process.
I have talked about every main aspect of the organization, which I observed
and professed during my internship. I will discuss regarding the brief history,
introduction of Pakistan Aeronautical Complex Board Kamra Attock
The last section is conclusion and recommendations of the report which about
PAC. The most important thing in an internship period is that the student should
spend their time in an appropriate approach and with the will to become skilled at
practical direction of theoretical study structure. This report is about my internship
period that I have undergone at Pakistan Aeronautical Complex Board Kamra
(3rd
July, 2017 to 23rd
August 2017), during my internship I am able to learn practical
aspect of administration and get good working experience.
11. 11
Table of Contents
Chapter 01................................................................................................................................13
Introduction of Internship .......................................................................................................13
Chapter 02................................................................................................................................15
Pakistan Aeronautical Complex Board.....................................................................................15
2.1. Introduction .............................................................................................................15
2.2. Brief History .............................................................................................................15
2.3. Type and Nature of the organization.......................................................................16
2.5. PRODUCTS / SERVICES OF THE ORGANIZATIONS ....................................................20
2.6. SWOT Analysis of PAC Board ...................................................................................21
2.7. Future Plans of the Organization:............................................................................21
Chapter 03................................................................................................................................22
Directorate of Budget and Accounts – An Overview...............................................................22
3.1. Introduction .............................................................................................................22
3.2. Organizational Structure of the Department / Section/ Branch.............................22
3.2.1FUNCTIONS OF DEPARTMENT…………………………………………………………………………….23
3.3. Employees Details Working in the Department .....................................................23
3.4. Departmental Operations / Functions..........................................................................23
Director of Accounts ............................................................................................................23
Chapter 04................................................................................................................................26
Learning as an Internee ...........................................................................................................26
4.1. Job Description as an Internee.................................................................................26
4.2. Profile of the Immediate Job Supervisor ................................................................26
4.3. Learning as an Internee ...........................................................................................26
4.3.1 Week 01………………………………………………………………………………………………………………..26
4.3.2. Week 02……………………………………………………………………………………………………………….27
4.3.3. Week 03……………………………………………………………………………………………………………….27
4.3.4. Week 04……………………………………………………………………………………………………………….27
4.3.5. Week 05……………………………………………………………………………………………………………….28
4.3.6. Week 06……………………………………………………………………………………………………………….28
4.3.7. Week 07……………………………………………………………………………………………………………….29
Chapter 05................................................................................................................................30
12. 12
DISCUSSIONS, CONCLUSION AND RECOMMENDATIONS........................................................30
5.1. Critical Analysis of the Theoretical Concepts related to Practical Experiences.......30
5.2 Shortfalls/Weaknesses of the Department ...................................................................30
5.3. Conclusion................................................................................................................30
5.4. Future Prospects of the Organization/Recommendations for Improvement ..............31
5.4.1 Recommendations…………………………………………………………………………………………..31
References ...............................................................................................................................32
13. 13
Chapter 01
Introduction of Internship
Forty two days internship in any public sector organization is the academic
constraint for completion of Master of Public Administration degree. The objective of
internship is to improve the capability and skillfulness of students by given them a
certified environment and link them with different organizations for a short period of
time and also provide a stage where a student can execute to attain professional
knowledge and getting experience in decision making process in working atmosphere.
Public Administration is simply an execution of laws into action. It's the
execution of government policy. Its primary goal is to advance management and
strategy so that govt can function.
I joined the PAC Board Kamra Attock (Pakistan Aeronautical Complex
Board) on 3rd July, 2017 for approximately seven to eight weeks internship program.
After commencement of internship at PAC Board Kamra, I acquired an opportunity of
working in different sections / departments of the organization for accomplishing the
practical exposure.
Primary objective of the internship is to know the actual working environment
and prevailing working methods in an organization like Pakistan Air Force, to
understand have the organizational culture in Pakistan Air Force, to recognize and
examine the accessible working methods in the department.
The implication of the study is that, it is based on practical knowledge of
organization functioning in prestige and noble defense institute of Pakistan. It may
facilitate those who engaged in managerial studies to have a look into the working
scenarios in such organization. Especially, it’s beneficial for the apprentice of MPA
that how a public sector organization is administered specifically under the defense
sector.
The most important foundation of information is own observation at the time
of working with diverse section under the supervision of supervisor especially the
Dte of Bgt and Accts and procurements department. Formal and informal arranged
interviews, small talks and discussions with staff of the organization helped a lot in
this regard. The aspect of my internship happened to be most beneficial in absorbing
the knowledge and information about the organization was the actual performing of
14. 14
work at different sections and attending different meetings, workshops arranged by
head office.
15. 15
Chapter 02
Pakistan Aeronautical Complex Board
2.1. Introduction
PAC board is comprised of four co-located factories. For effective and efficient
control and working, these factories take care of protection of all operational assets of
the PAF.
PAC is administering by a board. Chairman is the head of this board that is serving
officer of PAF and holding the rank of AM. Chairman PAC board is assisted by five
different members.
Resident Members Non Resident Members
Finance Ministerial and coordination
Commercial Private
Technical
PAC houses multi features manufacturing potentials which facilitate it to embark on
aircraft components renovation, structure, engine, radar and avionics overhauling.
Complex provides wide-ranging manufacturing and testing facilities at door step to
accomplish the needs of all these tasks.
2.2. Brief History
In 1966 F-6 Aircraft inducted in Pakistan Air Force, after the five years of induction
in 1971, it was realized that aircrafts had started falling due to non availability of
overhaul facility in the country. For overhauling and desired inspections aircrafts
would be sent to abroad, due to which a huge amount of spending and produce
undesired downtime for aircraft fleet, so that the commanding officer of PAF decided
to embark upon attaining historic goals of generating an home-grown overhaul facility
for F-6 Aircrafts. After the conciliation with the Chinese government and OEM
(Original equipment manufacturer), with the duly supervision of Chinese expert the
establishment of F-6 rebuild factory started at Kamra now known as Aircraft Rebuild
Factory (ARF).
Having gained the overhauling experience of F-6 aircraft, it was realized essential an
overhauling facility for Mirage Aircraft of Pakistan Air Force. The project for
16. 16
establishment of MRF started in 1974. During the early 80s, 9C Atar engine and
related accessories facility was also established at Mirage Rebuild Factory.
After establishment of overhauling facility of aircraft, efforts were made to enter into
the area of manufacturing the aircrafts. In 1975, after the successful negotiation with
the Swedish OEM, a lighter trainer MF / 17 aircraft was chosen for native overhauling
and producing.
After indigenous overhauling and producing of MF / 17 it was realized essential for
establishing a ground based radar and avionics system, so it was determined to set up
of Kamra avionics and radar factory (KARF), which is renamed as APF. An absolute
set of connections for the avionics maintenance was embedded into Avionics
Production Factory. During maintenance and overhauling of radar system, expertise
developed and its stand out today as the most part of sophisticated avionics facility in
the state.
All these factories are placed beneath the umbrella of PAC Board.
2.3. Type and Nature of the organization
Pakistan Aeronautical Complex is basically a state owned organization and
autonomous body of ministry of defense. PAC board is comprised of four co-located
factories. For effective and efficient control and working, these factories take care of
protection of all operational assets of the PAF.
17. 17
2.4. Organogram / Organizational Structures
PAC BOARD
A SIGN OF SUPERIORITY IN AVIATION
CHAIRMAN
Member
Technical
Member
Commercial
Member Finance Member Private
Member
Ministerial
Coordination
Secretary
MD ARF
MD AMF MD APF MD ARF
18. 18
Chairman: Chairman of PAC board is the serving officer of the PAF and holding the
rank of Air Marshal.
Secretary: He is the serving officer of Pakistan Air Force holding the rank of AVM.
He is directly responsible to chairman for management and administration of PAC
board.
Member Commercial: Member Commercial is appointed with the powers as per
Para 7 of PACB Ordinance No. XXVIII of 2000. His duties include formulation of
policies and regulations related to activities encompassing
a) Marketing of aircraft and spares / services thru Air Shows and Exhibitions
b) Procurement of plant, machinery, equipment and stores
c) Operate the Revolving Fund Accounts to meet commercial objectives.
Member Technical: Member Technical is appointed with the powers as per Para 7 of
PACB Ordinance No. XXVIII of 2000. His duties include formulation of policies and
regulations related to activities encompassing Technical aspects and:
a) Render advice on the projects & engineering matters in development and production.
b) Render advice on Procurement of plant, machinery, equipment and stores
c) Certification of production units as per Aviation Management Standards
Member Finance: Member Finance is appointed in consultation with Ministry of
Finance and is responsible to render advice to on issues having financial implications.
He is also responsible to authorize expenditure on procurement of store and other
expenditures.
Member Private: Member Private is appointed from the corporate sector on the
recommendation of the secretary, Defense Production Division. He acts like a bridge
between industry / corporate sector and PAC. He renders his advice on corporate
sector issues and Joint Ventures between PAC and private sector.
Member Ministerial Coordination: Member Ministerial Coordination is Non-
Resident Member who is appointed by federal Government. He is responsible to
coordinate with all the ministries for effective working and functioning of PAC.
19. 19
Managing Director: MD is head of factory in hierarchy level. He is the serving
officer of Pakistan Air Force holding the rank of Air commodore. He is responsible to
chairman PAC through secretary for smooth and efficient control of administration,
maintenance, production.
ARF (Aircraft Rebuild Factory): With the collaboration of peoples of China,
Aircraft Rebuild Factory was established in early 70s. Initially ARF started only F-6
aircraft overhauling but later on its undertook the task of overhauling of A-5, K-8,
and F-7 aircraft also.
MRF (Mirage Rebuild Factory): For overhauling of Mirage aircraft, Mirage
Rebuild Factory was established in 1974. Now it's ever developed into a hub of
superiority of repair and overhauling PAF aircraft as well as others defense services
aircraft and jet engine.
APF (Avionics Production Factory): In 1983, for overhauling and rebuild of radar
system, Avionics Production Factory was established. But today Avionics Production
Factory can produce different types of avionics as well as commercial electronics
equipments.
AMF (Aircraft Manufacturing Factory): With the collaboration of Sweden, to
undertake manufacturing of Mushak flying trainer aircraft, Aircraft Manufacturing
Factory was established in early 1975. Now Aircraft Manufacturing Factory has
capability to manufacture JF-17 Thunder aircraft.
20. 20
2.5. PRODUCTS / SERVICES OF THE ORGANIZATIONS
Products
JF-17 Aircraft
MUSHAK Aircraft
Avionics systems
Aviation Hardware
Canopy
Rubber Parts
Metal Sheets
Drop Tank
Harness
Metal Pipe
Services: Pakistan Aeronautical Complex offer different types of services.
General Engineering Services
Specific Services
Some others services are also provide by PAC to their employees for
facilitation and motivation.
PAC Hospital (Medical services)
Sports complex
Golf club
Riding club
21. 21
2.6. SWOT Analysis of PAC Board
Strength and weaknesses of the organization are associated with the inside
environment of an organization whereas opportunities and threats are from exterior
environment.
Strength
Highly qualified and skilled employees.
Highly developed machinery.
Pleasant environment.
PAC intranet for smooth and speedy internal communication within an
organization.
Weaknesses
Security Issues.
Credit does not give to actual performer.
Numbers of employees are from far areas.
Marketing tactics are not fully applied.
Opportunities:
Industry academia linkage.
Air University campus Can provides maintenance and overhauling facilities to
civil aviation.
Threats:
Terrorism.
Unstable economic and law & order situation of the country.
2.7. Future Plans of the Organization:
JF-17 thunder Aircraft Manufacture independently.
Air University Campus
Fazia medical college
Air forum
Expanding the organization in the field of overhauling and manufacturing of
Aircraft
22. 22
Chapter 03
Directorate of Budget and Accounts – An Overview
3.1. Introduction
The need of recording business transaction was felt even in the beginning of
civilization. Accounting deals with simple as well as complex numbers of transaction.
International Accounting Standard (IAS) has brought required authenticity and
accuracy in the accounting records keeping and financial statements to build the
confidence of the stakeholders. Most of the accounts personnel are deployed to
undertake and compile the transaction of the organization. Director of Accounts is the
head of this directorate. This Directorate comprises of different sub sections through
which relevant tasks are performed by the staff. Member Finance is appointed in
consultation with Ministry of Finance and is responsible to render advice to on issues
having financial implications. He is also responsible to authorize expenditure on
procurement of store and other expenditures.
3.2. Organizational Structure of the Department / Section/ Branch
DIRECTORATE OF BUDGET &ACCOUNTS
Director Of
Accts
O ic Accts
I/c Section
WO i/c
Accts / Asstt
Works Mgr
NCO ic
Accts
O ic Pay Flt O ic NPF
Dy Dir Accts
23. 23
3.2.1FUNCTIONS OF DEPARTMENT
PUBLIC FUND SECTION NON PUBLIC FUND SECTION
APS PAFWA
CPS Montessori
TA DA Section Fazia School & College
Local Purchase
Cash Account
Audit Cell
3.3. Employees Details Working in the Department
Different numbers of employees detailed at subsection according to workload and
establishment vacancies. Forty five employees are working in the Directorate of
accounts. Newly employee workers are called trainee, they undergo on job training
before commencing the work in this directorate. Employees are quite loyal, dedicated
and honest towards their duties. They are qualified and skilled. After successful
completion of qualifying exam they get promotions.
3.4. Departmental Operations / Functions
Director of Accounts
He is responsible to Chairman PAC for the efficient control and functioning of
departments working under him. He is to formulate, analyze, review, update and
interpret policies of the public financial matters.
Issue instructions on Air Staff directives pertaining to maintenance of accounts and
financial management in PAF. Represent PAC in Public Account Committee /
departmental Account Committee meetings. Render advice to the Chairman PAC on
investment of surplus funds of the organizations. He is responsible to issuance of
AHQ policy letters on matters related to Public Fund, Non Public Fund in accordance
with the rules and monitoring the activities of Public Fund, Pay & Allowances, and
Automation of various modules of Automated Financial Management System
(AFMS)
24. 24
Deputy Director of Accounts
He is responsible to Director of Accounts for:-
Supervision of the job accounts directorate.
General administration of the Directorate of Accounts.
Dealing with policy matters.
Follow up cases pertaining to Pay & Allowances of Officers, JCOs, / Airmen,
and civilians and local purchase.
Rendering advice on maintenance of Public Fund Accounts.
O I/C Accounts
He is responsible to Deputy Director of Accounts for:-
Co ordination amongst various sections of Directorate of Accounts.
Processing cases with directorate of personnel for revision of establishment of
accounts personnel.
Co ordination with sub Dte for revision and updating the rules and regulations.
Implementation of CAS directives.
Organizing professional courses of accounts personnel.
Career planning of accounts personnel.
Any other duty assigned by D of Accts.
O I/C Pay Flight
He is responsible to O I/C Accounts for:-
Dealing with routine matters to Public Fund Accounts.
Delegation of financial powers of competent authorities.
Issuance of policies regarding disbursement of pay & allowances.
Providing guidance on maintenance and compilation of accounts / financial
matters.
Monitor the different sections of the directorate.
Procurement, maintenance and issuance of Concession Vouchers to different
departments.
O I/C NPF:-
He is responsible to Director of Accounts for:-
Formulation of policies / SOPs pertaining to maintenance of Non Public Fund
Accounts.
25. 25
Supervision and control of Non Public Fund Accounts and others funds
maintained at this sections.
Guidance of the operations of Non Public Funds.
Payments / TA DA Section:-
Accounts squadron is the field units to carry out the accounting activities. They are
the major services providers in PAC; therefore their role to provide effective
accounting services is of paramount importance. Preparations and disbursement of
legitimate pay and allowances to employees is the primary responsibility of this
section. Payments sections are also responsible for:-
Disbursement of unit authorizations.
Payments of local purchase bills.
Compilation and maintenance of public funds accounts.
Preparation of periodical financial statements.
Cash Account:-
Cash accounts section is to process the budget estimates for approval of PAF budget.
Compilation of Budget estimates.
Procurement of budget / supplementary budget.
Allocation of funds.
Compilation of funds procured and funds consumed by the user agencies.
Audit Cell:-
The role and task of Audit Cell is to ensure speedy settlement of audit objections and
timely advice to the Director of Accounts regarding audit.
Non Public Fund Section:-
Accounts of NON Public Funds are maintained on the principal of double entry book
keeping system where each transaction has to be given dual effects i.e. Dr as well as
Cr as a result value of both the sides always remain equals. Accounts of NON Public
Fund Section have been automated and all books of accounts are maintained in AFMS
Module. Records all types of transactions through AFMS Module and generate
required reports including income / expenditure statement and balance sheet.
26. 26
Chapter 04
Learning as an Internee
4.1. Job Description as an Internee
Pakistan Aeronautical Complex Board is comprises of four co-located factories. I
have been deployed as an internee in Pakistan Aeronautical Complex Board’s Finance
department (Dte of Bgt & Accts). Therefore it’s my supreme responsibility to tackle,
observe and monitor all the activities which are performed by employees in
collaboration with others sub sections and officials in daily routine.
My job description was as follows:-
Works on different modules.
Verification of documents.
Cheques writing as and when required
Works on AFMS.
Drafting of official letters / loose minute.
Executive Correspondence.
Correspondence with others factories / Departments.
Preparation of Balance sheet.
Attending meetings with administration.
4.2. Profile of the Immediate Job Supervisor
Mr. Faheem Mumtaz is a serving officer of PAF and having 06 years managerial
experience at this office. He is permanent commissioned officer of PAF.
He is BS Aeronautical Engineer.
4.3. Learning as an Internee
4.3.1 Week 01
On the beginning of my internship, when I arrived in the PAC Board office where I
met with my job’s supervisor, he warmly welcome to me at his office. He introduced
me with others staff. He briefed me about terms and condition of internship. My job’s
supervisor told me about history and structure of the organization. I learned about
structure of the organization and chain of command and control. I came to know
about the different functions, activities which are performed by the organizations. My
job’s supervisor told me about different linked departments, sub sections to this
office.
27. 27
4.3.2. Week 02
At the start of 2nd
week, I deployed at the finance department staff member briefed me
about composition, objectives, and functions of board office. I learned, PAC Board
has its own financial powers and limitations. Job’s supervisor briefed me about SOPs
regarding duties and responsibility of this office. I learned that different services are
provided by this office. For maintaining the records and easy access, different files are
used.
I found administrative staff is very honest, motivated and loyal to the organization. I
was briefed in details about the duties which are performed on daily basis such as
official correspondence with main office, scrutiny of documents, and payments
regarding technical demands etc.
4.3.3. Week 03
Different factories are working under PAC Board command, I have learned that how
this office facilitate others departments. My job’s supervisor told me that Maximum
parts of the machines/ aircraft are repaired at factory level but some of them are to be
repaired by local market, so departments / sections raised their demands accordingly
and sent to this office for CFA (Competent financial authority) approval. I have
completely studied that process. I visited to different products manufacturing
departments. Different items are demanded by sections through Local repair, normal
demands, and local purchase. Proper documentation process is carried out for this
purpose. These activities are properly monitored by managerial staff.
4.3.4. Week 04
In this week I worked at procurement department, which is directly linked with Dte of
Bgt& Accts. I learned that how raw material, parts, chemicals are purchased. I have
experienced to learn about procedure regarding delivery of tender. Different types of
tender are offer by PAC Board.
Technical Offer
Commercial Offer
Contract completed as a result of these tender scrutiny, mean the conformity among
the two parties i.e. purchaser and seller accordance with contract law act, 1872.
Different forms are used in this dept. F-350 (Repair), F-1348 (Demand voucher), F-
295 (Leave), F-10991 (General Application), F-003 (PAC Contract) I have practiced
to fill up these form and got information accordingly. After performing different
28. 28
activities / task etc I have experienced that PAC Board Kamra reserves the right to
accept or reject any tender and reject all tenders at any time prior to contract award as
per rule 33 of PPRA rules 2004.
4.3.5. Week 05
I have learned about tender inquiries at central procurement department at the
beginning of this week and Perform different task regarding opening of tender.
Supplier’s registration process is briefly explained by job’s supervisor. To do business
among PAC Board Kamra, firm's registration with PAC Board Kamra is mandatory I
get knowledge about filing of documents of tender, New Registration of Firm,
Procurement Contract, Repair Contract, Provisional Registration of Firms. If any firm
has grievances it may be applied to grievance redressal committee. Job’s supervisor
briefly explained the process.I learned about rules and regulations regarding
grievances of firms and how to tackle them.
4.3.6. Week 06
In the start of this week I have learned about accounting rules and procedures e.g. PR-
1988 & PR-1986, AFOs, and JSIs etc. and get experienced that how personnel
account worked. Discussed different policies related to accounting matters with my
supervisor.
I have worked on different modules.
Pay and allowances (uniform persons)
Pay and allowances (civilians persons).
Local Purchase department.
Web based system.
Visited to Non Public Fund department. I have learned about cash book, IL, PL and
how entries are made in cash book. I came to know about income sources of NPF.
Different entries made in cash book. Worked on (As-400) system of NPF.
29. 29
4.3.7. Week 07
In the 7th
week of internship I deployed at human resource department. I learned about
Rules and policies for achieving highest level of motivation and development of
employees. Different sub departments are working for accomplishing the mission of
HR department. I visited those offices one by one. BWO, Civil Admin Office, P Flt,
Base Trg Sqn. I got the general ideas about these sub department. BWO work for
standard level of accommodation for employees, maintenance of parks, roads etc,
cleaning of surrounding areas of work place and residential area. I filled the point
cards for accommodation. I have experienced that how they manage their huge task. I
got to know that “P flight” maintain the whole records of uniform personnel, each and
every activity of person is being recorded. They generate the personal occurrence
reports simply called ePOR. Discussed different policies, rules and regulations
regarding maintaining of records etc. I prepared the draft of ePOR.
Civil admin office works for civilians’ employees. They manage their records,
employment, posting, office orders, training, courses etc.
Base training squadron is responsible for training, conducting refreshment courses,
promotion exam, and skill enhancement program of employees of organizations.
I got knowledge about promotion criteria, training plan of employees.
I learned about skill enhancement program of newly employees of org.
SEP management course was conducted at BTS during my last days of internship. I
attended the course at BTS. I have learned about revised policy of SEP course and
eligibility criteria. I have learned that OJT has been completely revamped in terms of
its objectivity, evaluation, quality and has been renamed as “Skill Enhancement
Program”. Role of trainee and trainer was discussed. I have learned about desired
learning objectives of SEP.
30. 30
Chapter 05
DISCUSSIONS, CONCLUSION AND
RECOMMENDATIONS
5.1. Critical Analysis of the Theoretical Concepts related to
Practical Experiences
I worked for 42 days as an internee at PAC Kamra. I analyzed the internal
environment of the organization; I found that Employees are quite loyal, dedicated
and honest towards their duties. They are qualified and skilled. There are some issues
with the organization of the Theoretical Concepts related to Practical Experiences.
Theoretical Concepts of management studies are not fully applied or functional.
Marketing tactics are not fully applied. HR department is not working independently.
For efficient and effective control and smooth functioning of the organization,
management emphasis on discipline. Due to non revival of establishment vacancies,
sometimes workload increases for employees. In such cases, management involve to
increase the motivational level of employees as offer them CAS commendation
certificate, shahbash certificate, monetary awards, extra leave etc.
5.2 Shortfalls/Weaknesses of the Department
Overloaded disciplined environment.
Extra Duties (other than professional duties).
Not using advanced Training skills.
Lack of financial resources.
HR department not working independently.
Favoritism.
5.3. Conclusion
PAC is a vibrant and potentially progressive organization, quite evident from its
performance and progress in the areas of MRO of aging PAF fleet, sales o f
aircraft and provision of services in the competitive market of the world. The
organization is taking off and now transiting to manufacturing and production of
Fighter Aircraft, Avionics. Although there are immense challenges of terrorism and
political instability within and across the globe.PAC is still defying them and on the
move to accomplish greater goals.
31. 31
5.4. Future Prospects of the Organization/Recommendations for
Improvement
PAF has a superb value system that has been upheld over its life and needs to be
preserved for times to come. I recommend these suggestions for more improvement:-
(a) Swift communication with the under command.
(b) Motivation to perform the duties assigned.
(c) Care for shuhada families and retired personnel.
(d) Welfare of the needy and destitute.
(e) Preservation and useful / justified utilization of services resources.
(f) Every individual has been made responsible and accountable for the activities under
his domain with respect to his specific role in his section.
(g) Junior officers are encouraged to take initiatives within the confines of current
regulations. They are encouraged to exercise their leadership skills.
(h) Both the personnel as well as theirs wards are encouraged to upgrade their level of
knowledge through contemporary institutes and skill through appropriate vocational
training.
5.4.1 Recommendations
Revitalizing the present system of decision making to create more conducive
environment for export activity and other commercial ventures so as to avoid loss of
potential market.
Incentives for the workforce in shape of bonuses and others should be given for
achieving any successful commercialization or export deal.
Parameters must be defined regarding revolving of funds.
Audit process should be supervised by more powerful supervisory committee to avoid
any malpractice during audit process.
