The document summarizes communication channels and strategies used within the HR department of Mobilink, Pakistan's leading cellular service provider. It identifies that HR primarily uses internal communication through emails and announcements to employees. External communication is limited to recruitment advertising. Downward, upward, horizontal, and crosswise/diagonal communication flows exist within established formal and informal channels. Barriers to effective communication include cultural differences with a multinational workforce and lack of feedback mechanisms between some levels of management.
Mobilink Pakistan is the first cellular service provider in Pakistan, starting operations in 1994. It has since expanded to provide coverage to over 5000 cities and towns across Pakistan. Mobilink employs various management functions like planning, organizing, leading and controlling. It focuses on recruiting and developing employees as its greatest asset. Key human resource processes include attracting candidates, orienting and training new employees, and measuring performance. Mobilink utilizes both linear and non-linear decision making approaches depending on the situation. Overall, effective management has helped Mobilink achieve success and growth in the competitive Pakistani telecom industry.
Contents:
Introduction to mobilink
HRM Strategies
Planning
Recruitment
Selection
Orientation
Training
Performance Appraisal
Compensation and reward system
Health and safety measures
Career planning and development
Search and development
Mobilink is Pakistan's leading telecommunications provider with a mission to be the best mobile system in Pakistan. It aims to offer innovative solutions to customers while exceeding expectations of employees, partners, and shareholders. Mobilink values total customer satisfaction, business excellence, trust and integrity, respect for people, and corporate social responsibility. It has over 4,500 employees across Pakistan and provides services like SMS, internet, TV, and more to over 12 million customers using its Jazz and Indigo networks and cutting-edge technologies. Mobilink's HR department aims to develop employees and create a motivating work environment through training, talent management, and competitive compensation.
Mobilink is a leading telecommunications provider in Pakistan. The document outlines the key functions and practices of Mobilink's HR department, including recruitment, selection, orientation, training, performance management, compensation, and career development. It describes the department's role in attracting and developing employees to support the company's vision of being an innovative leader in the telecom industry.
This document analyzes human resource management practices in Pakistan's major telecommunication companies (Mobilink, Warid, Ufone, Zong, and Telenor). It describes the key functions of HR departments, including recruitment, training, performance evaluation, and compensation. It also examines specific HR policies and issues within each company, such as sources for hiring, orientation processes, and common employee benefits. Overall, the document finds that HR practices have improved employee motivation, satisfaction, and development across the telecommunication sector over the last three years.
Mobilink is Pakistan's leading telecommunications provider. It has over 52 million subscribers after merging with Warid. Mobilink aims to provide excellent customer service and employee satisfaction while exceeding shareholder value. It uses various leadership styles and encourages diversity, training, and innovation. Job design, rotation, and satisfaction are also priorities. While problems like staff shortages occurred after the merger, Mobilink addresses issues through recruitment, redeployment, and retraining. It aims to treat all employees and customers equally with integrity and respect.
The document provides details about Mobilink GSM, including its vision, mission, goals, values, achievements, services, strategies, competition, management functions, organizational structure, corporate social responsibility programs, and HR functions. Mobilink is the largest mobile network operator in Pakistan with over 24 million subscribers and aims to provide innovative communication solutions to customers. The report was prepared by a group of MBA students for their business communication course instructor.
Mobilink Pakistan is the first cellular service provider in Pakistan, starting operations in 1994. It has since expanded to provide coverage to over 5000 cities and towns across Pakistan. Mobilink employs various management functions like planning, organizing, leading and controlling. It focuses on recruiting and developing employees as its greatest asset. Key human resource processes include attracting candidates, orienting and training new employees, and measuring performance. Mobilink utilizes both linear and non-linear decision making approaches depending on the situation. Overall, effective management has helped Mobilink achieve success and growth in the competitive Pakistani telecom industry.
Contents:
Introduction to mobilink
HRM Strategies
Planning
Recruitment
Selection
Orientation
Training
Performance Appraisal
Compensation and reward system
Health and safety measures
Career planning and development
Search and development
Mobilink is Pakistan's leading telecommunications provider with a mission to be the best mobile system in Pakistan. It aims to offer innovative solutions to customers while exceeding expectations of employees, partners, and shareholders. Mobilink values total customer satisfaction, business excellence, trust and integrity, respect for people, and corporate social responsibility. It has over 4,500 employees across Pakistan and provides services like SMS, internet, TV, and more to over 12 million customers using its Jazz and Indigo networks and cutting-edge technologies. Mobilink's HR department aims to develop employees and create a motivating work environment through training, talent management, and competitive compensation.
Mobilink is a leading telecommunications provider in Pakistan. The document outlines the key functions and practices of Mobilink's HR department, including recruitment, selection, orientation, training, performance management, compensation, and career development. It describes the department's role in attracting and developing employees to support the company's vision of being an innovative leader in the telecom industry.
This document analyzes human resource management practices in Pakistan's major telecommunication companies (Mobilink, Warid, Ufone, Zong, and Telenor). It describes the key functions of HR departments, including recruitment, training, performance evaluation, and compensation. It also examines specific HR policies and issues within each company, such as sources for hiring, orientation processes, and common employee benefits. Overall, the document finds that HR practices have improved employee motivation, satisfaction, and development across the telecommunication sector over the last three years.
Mobilink is Pakistan's leading telecommunications provider. It has over 52 million subscribers after merging with Warid. Mobilink aims to provide excellent customer service and employee satisfaction while exceeding shareholder value. It uses various leadership styles and encourages diversity, training, and innovation. Job design, rotation, and satisfaction are also priorities. While problems like staff shortages occurred after the merger, Mobilink addresses issues through recruitment, redeployment, and retraining. It aims to treat all employees and customers equally with integrity and respect.
The document provides details about Mobilink GSM, including its vision, mission, goals, values, achievements, services, strategies, competition, management functions, organizational structure, corporate social responsibility programs, and HR functions. Mobilink is the largest mobile network operator in Pakistan with over 24 million subscribers and aims to provide innovative communication solutions to customers. The report was prepared by a group of MBA students for their business communication course instructor.
This document provides information about Mobilink, a leading telecommunications company in Pakistan. It discusses Mobilink's parent company, products, organizational culture, management functions, organizational structure, strategic management process, and some challenges faced by the company. The document also includes an acknowledgment section thanking various individuals for their contributions to the semester project.
Mobilink is the largest cellular service provider in Pakistan. It has a 36% market share and was the first to introduce GSM technology in 1994. The group analyzed Mobilink's strategies, external environment, internal strengths and weaknesses, competitors, product lines, departments, and organizational structure. While Mobilink is the market leader, it faces threats from new technologies and competitors offering lower rates.
This document discusses human resource management practices at Zong, a cellular operator in Pakistan. It begins with an executive summary that outlines Zong's mission to empower customers and introduce innovative services. It then discusses Zong's recruitment and selection process, training programs, performance appraisal system, and other HR policies and practices. The document provides an overview of Zong's HR department structure and concludes with recommendations.
Mobilink is Pakistan's largest cellular network provider. It launched post-paid services in 2001 with its Indigo brand, which was a major campaign. It also offers prepaid Jazz services. The document discusses Mobilink's product offerings, organizational structure, marketing strategies, strengths, weaknesses and recommendations. It notes Mobilink has a strong brand image but high prices, and recommends improving customer service and reducing prices to better compete.
In depth analysis of organizational behaviour of mobilinkmahnoorzmalik
This document provides an in-depth analysis of the organizational behavior of Mobilink, the largest mobile network operator in Pakistan. It discusses Mobilink's company profile, vision, mission, values, coverage, goals, leadership styles, job design practices, innovations, working environment, decision making processes, training programs, competitors, and observed problems and solutions. The document is based on research from both primary and secondary sources, including a survey, to evaluate Mobilink's organizational behavior.
The document discusses and compares the HR practices of major telecom companies in India - Airtel, Vodafone, Reliance, and Idea. It covers their approaches to key HR functions like manpower planning, recruitment and selection, training and development, performance appraisal, and retention. For example, it notes that Airtel conducts manpower budgeting annually while Vodafone uses task forces and committees, and that recruitment at Airtel involves campus hiring and online applications while Vodafone uses telephone interviews and online tests. A comparison matrix at the end rates the companies in each HR function.
Ufone is the second largest cellular network in Pakistan. The document discusses several HR issues faced by Ufone, including a lack of proper advertisement of jobs resulting in an inability to attract talented employees, not following a market pay strategy leading to high turnover, and an inability to fully develop employee skills despite training opportunities. It provides an analysis of Ufone's structure and departments, and the responsibilities of the HR department. Questionnaires were administered to 15 Ufone employees, finding that most view a lack of external recruitment and changing technology as threats, while internal recruitment and training are strengths.
The document provides an analysis of Jazz (formerly Mobilink), Pakistan's leading telecommunications company. It includes:
An external factor evaluation (EFE) matrix that analyzes opportunities and threats in Jazz's external environment and calculates an above average weighted score of 2.96. An internal factor evaluation (IFE) matrix analyzes strengths and weaknesses and calculates an above average weighted score of 3.12.
A TOWS matrix identifies strengths, weaknesses, opportunities, and threats, and develops strategies to leverage strengths and opportunities and overcome weaknesses and threats, such as developing new products to capitalize on technological strengths and address changing consumer tastes.
Ufone is a telecommunication service provider in Pakistan that was originally established in 2001 as a division of PTCL. It is now owned by Etisalat. The document discusses Ufone's vision, mission, organizational structure, recruitment process, human resource practices including compensation, performance management, and career development programs. It provides an overview of Ufone's hierarchy, grades, total compensation package, and areas for potential improvement compared to competitors like Mobilink.
Vice President
General Manager
Deputy General Manager
Manager
Assistant Manager
Supervisor
Executive
Trainee
The management structure of Airtel is very flat and empowering. The employees
are given a lot of freedom and responsibility. The focus is on performance and
results rather than process. There is a culture of openness, transparency and
meritocracy. The top management is highly approachable and encourages
feedback and ideas from all levels.
The key to Airtel's success has been its ability to attract, retain and motivate top
talent. It provides a challenging and learning environment where people are
given opportunities to take on higher responsibilities.
The document discusses Ufone's group members, presentation layout, introduction, mission and vision statements, organizational structure, human resource management practices, and key human resource functions. The 4-person group will present on Ufone's company introduction, organizational structure, HR management, HR functions, recommendations, and conclusion. Ufone is a cellular network provider in Pakistan that is a subsidiary of PTCL and part-owned by Etisalat, with over 20.5 million subscribers. The presentation will cover Ufone's hybrid organizational structure, emphasis on human capital, and HR processes like recruitment, selection, training, and compensation.
This internship report summarizes the training and development strategies of Airtel Bangladesh. It discusses that Airtel aims to be the most preferred mobile provider through developing its employees, products, and services. The report outlines Airtel's history and operations, vision, mission, organizational structure, and SWOT analysis. It also examines Airtel's strategies for training and motivating employees, such as providing on-site recreation, free transportation, and mobile phones to encourage customer service.
Vodafone was formed in 1984 as Racal Telecom Limited and changed its name to Vodafone in 1991. It has over 84,000 employees worldwide serving over 341 million customers globally. In India, Vodafone has around 131 million customers and employs 12,000 people. Vodafone's vision is to be the world's mobile communication leader by enriching customers' lives and helping communities connect. Their business principles focus on respecting employees' human rights and promoting diversity and inclusion.
Mobilink is the largest cellular company in Pakistan with over 10 million subscribers nationwide. It was the pioneer of cellular networks in Pakistan and has coverage in almost every city. Mobilink aims to be the leading mobile service provider through providing quality service to customers, a good work environment for employees, and value for shareholders. However, it faces threats from new competitors entering the market and may lose customers if it does not improve customer service and lower prices. The document analyzes Mobilink's internal and external environment through a SWOT analysis and recommends diversification and cost reduction strategies.
Mobilink is Pakistan's largest mobile network operator with over 36 million subscribers. It has rebranded itself with a new logo and tagline "Being One" to emphasize unity and togetherness. The rebranding aims to make Mobilink seem more youthful but still maintain cultural values. Mobilink's portfolio includes numerous prepaid and postpaid packages targeting different consumer segments. While the rebranding is meant to recommit to customers, many feel there are no significant benefits for consumers from the changes.
The document provides information about Ufone, a cellular company in Pakistan. It discusses Ufone's history, starting operations in 2001 and being acquired by Etisalat in 2006. It then summarizes Ufone's mission and vision, goals of being affordable with best coverage and innovative services. The document outlines Ufone's organizational structure and lists the heads of different departments. It also shares statistics about Ufone's employee strength and compensation practices, highlighting that their human capital is their greatest asset.
This document presents a strategic management report for Warid Telecom. It includes an analysis of Warid's vision, mission, industry overview using Porter's five forces, PEST analysis, competitive profile matrix, internal factor analysis, and strengths and weaknesses. Key points are that Warid aims to provide comprehensive communication services, the telecom industry faces strong competition, opportunities exist in expanding services and acquiring new technology, and Warid needs to improve marketing, brand identity, and infrastructure.
Ufone uses a systematic process for staffing new positions that includes job analysis, developing job descriptions and specifications, recruitment both internally and externally, screening applicants, conducting interviews, testing candidates, and making job offers. The selection process aims to identify candidates that meet the qualifications, skills, experience and other requirements needed for the open position.
Bharti Airtel is a leading telecommunications services provider in India, with a 22.53% share of the mobile market. It has received several awards and high rankings for quality of service, innovative products, customer experience, and good workplace practices. Some key facts presented are that Bharti Airtel is currently the market leader in India's telecom sector, and it focuses on meeting customer needs through fresh, innovative approaches. The document also provides an overview of Bharti Airtel's performance, awards, market share, and rankings on various reports.
Telenor uses various compensation strategies to attract, retain, and motivate employees. They have individual, group, organizational, special, and management incentive plans that provide bonuses, cash rewards, paid leave, promotions, and other benefits based on meeting performance goals. The strategies are designed to align employee compensation with business objectives and ensure high performance across all levels of the organization.
A corporate communication campaign about non-existing company ( imaginary company ) with objectives, core messages, audiences and including other things too.
This chapter provides an overview of corporate communication. It defines corporate communication as the process of managing relationships and reputation through integrated internal and external communication. It discusses how corporate communication involves strategic communication planning to create value for stakeholders. The chapter also explains how globalization requires corporations to adapt their communication approaches to diverse international audiences.
This document provides information about Mobilink, a leading telecommunications company in Pakistan. It discusses Mobilink's parent company, products, organizational culture, management functions, organizational structure, strategic management process, and some challenges faced by the company. The document also includes an acknowledgment section thanking various individuals for their contributions to the semester project.
Mobilink is the largest cellular service provider in Pakistan. It has a 36% market share and was the first to introduce GSM technology in 1994. The group analyzed Mobilink's strategies, external environment, internal strengths and weaknesses, competitors, product lines, departments, and organizational structure. While Mobilink is the market leader, it faces threats from new technologies and competitors offering lower rates.
This document discusses human resource management practices at Zong, a cellular operator in Pakistan. It begins with an executive summary that outlines Zong's mission to empower customers and introduce innovative services. It then discusses Zong's recruitment and selection process, training programs, performance appraisal system, and other HR policies and practices. The document provides an overview of Zong's HR department structure and concludes with recommendations.
Mobilink is Pakistan's largest cellular network provider. It launched post-paid services in 2001 with its Indigo brand, which was a major campaign. It also offers prepaid Jazz services. The document discusses Mobilink's product offerings, organizational structure, marketing strategies, strengths, weaknesses and recommendations. It notes Mobilink has a strong brand image but high prices, and recommends improving customer service and reducing prices to better compete.
In depth analysis of organizational behaviour of mobilinkmahnoorzmalik
This document provides an in-depth analysis of the organizational behavior of Mobilink, the largest mobile network operator in Pakistan. It discusses Mobilink's company profile, vision, mission, values, coverage, goals, leadership styles, job design practices, innovations, working environment, decision making processes, training programs, competitors, and observed problems and solutions. The document is based on research from both primary and secondary sources, including a survey, to evaluate Mobilink's organizational behavior.
The document discusses and compares the HR practices of major telecom companies in India - Airtel, Vodafone, Reliance, and Idea. It covers their approaches to key HR functions like manpower planning, recruitment and selection, training and development, performance appraisal, and retention. For example, it notes that Airtel conducts manpower budgeting annually while Vodafone uses task forces and committees, and that recruitment at Airtel involves campus hiring and online applications while Vodafone uses telephone interviews and online tests. A comparison matrix at the end rates the companies in each HR function.
Ufone is the second largest cellular network in Pakistan. The document discusses several HR issues faced by Ufone, including a lack of proper advertisement of jobs resulting in an inability to attract talented employees, not following a market pay strategy leading to high turnover, and an inability to fully develop employee skills despite training opportunities. It provides an analysis of Ufone's structure and departments, and the responsibilities of the HR department. Questionnaires were administered to 15 Ufone employees, finding that most view a lack of external recruitment and changing technology as threats, while internal recruitment and training are strengths.
The document provides an analysis of Jazz (formerly Mobilink), Pakistan's leading telecommunications company. It includes:
An external factor evaluation (EFE) matrix that analyzes opportunities and threats in Jazz's external environment and calculates an above average weighted score of 2.96. An internal factor evaluation (IFE) matrix analyzes strengths and weaknesses and calculates an above average weighted score of 3.12.
A TOWS matrix identifies strengths, weaknesses, opportunities, and threats, and develops strategies to leverage strengths and opportunities and overcome weaknesses and threats, such as developing new products to capitalize on technological strengths and address changing consumer tastes.
Ufone is a telecommunication service provider in Pakistan that was originally established in 2001 as a division of PTCL. It is now owned by Etisalat. The document discusses Ufone's vision, mission, organizational structure, recruitment process, human resource practices including compensation, performance management, and career development programs. It provides an overview of Ufone's hierarchy, grades, total compensation package, and areas for potential improvement compared to competitors like Mobilink.
Vice President
General Manager
Deputy General Manager
Manager
Assistant Manager
Supervisor
Executive
Trainee
The management structure of Airtel is very flat and empowering. The employees
are given a lot of freedom and responsibility. The focus is on performance and
results rather than process. There is a culture of openness, transparency and
meritocracy. The top management is highly approachable and encourages
feedback and ideas from all levels.
The key to Airtel's success has been its ability to attract, retain and motivate top
talent. It provides a challenging and learning environment where people are
given opportunities to take on higher responsibilities.
The document discusses Ufone's group members, presentation layout, introduction, mission and vision statements, organizational structure, human resource management practices, and key human resource functions. The 4-person group will present on Ufone's company introduction, organizational structure, HR management, HR functions, recommendations, and conclusion. Ufone is a cellular network provider in Pakistan that is a subsidiary of PTCL and part-owned by Etisalat, with over 20.5 million subscribers. The presentation will cover Ufone's hybrid organizational structure, emphasis on human capital, and HR processes like recruitment, selection, training, and compensation.
This internship report summarizes the training and development strategies of Airtel Bangladesh. It discusses that Airtel aims to be the most preferred mobile provider through developing its employees, products, and services. The report outlines Airtel's history and operations, vision, mission, organizational structure, and SWOT analysis. It also examines Airtel's strategies for training and motivating employees, such as providing on-site recreation, free transportation, and mobile phones to encourage customer service.
Vodafone was formed in 1984 as Racal Telecom Limited and changed its name to Vodafone in 1991. It has over 84,000 employees worldwide serving over 341 million customers globally. In India, Vodafone has around 131 million customers and employs 12,000 people. Vodafone's vision is to be the world's mobile communication leader by enriching customers' lives and helping communities connect. Their business principles focus on respecting employees' human rights and promoting diversity and inclusion.
Mobilink is the largest cellular company in Pakistan with over 10 million subscribers nationwide. It was the pioneer of cellular networks in Pakistan and has coverage in almost every city. Mobilink aims to be the leading mobile service provider through providing quality service to customers, a good work environment for employees, and value for shareholders. However, it faces threats from new competitors entering the market and may lose customers if it does not improve customer service and lower prices. The document analyzes Mobilink's internal and external environment through a SWOT analysis and recommends diversification and cost reduction strategies.
Mobilink is Pakistan's largest mobile network operator with over 36 million subscribers. It has rebranded itself with a new logo and tagline "Being One" to emphasize unity and togetherness. The rebranding aims to make Mobilink seem more youthful but still maintain cultural values. Mobilink's portfolio includes numerous prepaid and postpaid packages targeting different consumer segments. While the rebranding is meant to recommit to customers, many feel there are no significant benefits for consumers from the changes.
The document provides information about Ufone, a cellular company in Pakistan. It discusses Ufone's history, starting operations in 2001 and being acquired by Etisalat in 2006. It then summarizes Ufone's mission and vision, goals of being affordable with best coverage and innovative services. The document outlines Ufone's organizational structure and lists the heads of different departments. It also shares statistics about Ufone's employee strength and compensation practices, highlighting that their human capital is their greatest asset.
This document presents a strategic management report for Warid Telecom. It includes an analysis of Warid's vision, mission, industry overview using Porter's five forces, PEST analysis, competitive profile matrix, internal factor analysis, and strengths and weaknesses. Key points are that Warid aims to provide comprehensive communication services, the telecom industry faces strong competition, opportunities exist in expanding services and acquiring new technology, and Warid needs to improve marketing, brand identity, and infrastructure.
Ufone uses a systematic process for staffing new positions that includes job analysis, developing job descriptions and specifications, recruitment both internally and externally, screening applicants, conducting interviews, testing candidates, and making job offers. The selection process aims to identify candidates that meet the qualifications, skills, experience and other requirements needed for the open position.
Bharti Airtel is a leading telecommunications services provider in India, with a 22.53% share of the mobile market. It has received several awards and high rankings for quality of service, innovative products, customer experience, and good workplace practices. Some key facts presented are that Bharti Airtel is currently the market leader in India's telecom sector, and it focuses on meeting customer needs through fresh, innovative approaches. The document also provides an overview of Bharti Airtel's performance, awards, market share, and rankings on various reports.
Telenor uses various compensation strategies to attract, retain, and motivate employees. They have individual, group, organizational, special, and management incentive plans that provide bonuses, cash rewards, paid leave, promotions, and other benefits based on meeting performance goals. The strategies are designed to align employee compensation with business objectives and ensure high performance across all levels of the organization.
A corporate communication campaign about non-existing company ( imaginary company ) with objectives, core messages, audiences and including other things too.
This chapter provides an overview of corporate communication. It defines corporate communication as the process of managing relationships and reputation through integrated internal and external communication. It discusses how corporate communication involves strategic communication planning to create value for stakeholders. The chapter also explains how globalization requires corporations to adapt their communication approaches to diverse international audiences.
Mobitel is Sri Lanka's largest mobile network provider. It has a matrix organizational structure with divisions organized by both function and project. This structure enables fast decision making through direct communication across divisions. Mobitel follows a role culture that values strong employee relationships and provides benefits like parental leave. It also emphasizes training and developing employees. Mobitel applies principles of scientific management to increase efficiency and standardize roles. Organizational commitment among employees is important, driven by confidence in the company's goals and values, willingness to work hard, and desire to be a member.
Webinar presentation about five emerging trends in employee engagement and internal communications. For more information, please visit http://www.mslworldwide.com
Telenor Pakistan is a 100% owned subsidiary of Telenor ASA operating in Pakistan since 2005. It has invested $1 billion in infrastructure expansion, creating over 20,000 direct and indirect jobs. Telenor Pakistan focuses on succession planning to develop internal candidates for leadership roles, conducting skills assessments and training to close competency gaps. It engages in active recruitment through career fairs and university workshops, and motivates employees through recognition in surveys and development opportunities to strengthen its position as an employer of choice.
This document provides a project report on framing an SEO and digital marketing strategy for UNI Logistics Agencies Private Limited. It includes an introduction to digital marketing, profiles the digital marketing and logistics industries in India, provides an overview of the company and its current marketing strategy, which involves direct outreach via phone calls and a basic website. The report was submitted by Balaji A. to fulfill requirements for a Master of Business Administration degree.
This document provides a project report on framing an SEO and digital marketing strategy for UNI Logistics Agencies Private Limited. It includes an introduction to digital marketing, profiles the logistics and digital marketing industries, outlines the company and research problems, objectives, scope and limitations of the study. It also reviews relevant literature on topics including the impact of e-commerce, trends in online advertising, online banner advertising, branding on the web, and web advertising strategies. The goal is to reform the company's website using current SEO and social media marketing trends to build the brand through a complete digital marketing solution.
In 2013, the global food chain, McDonald’s, addressed concerns for increasing complaints about their customer service. Forbes was quick to cover the fast-food powerhouse’s admission to issues on their frontline. To investigate the driving force behind the increasing poor service and to provide possible solutions, contributing authors highlighted organizations well-known for their impeccable service records.1 Time and again, media attention is directed toward Ritz-Carlton, with accounts of its outstanding service efforts made by individual employees, such as a maid replacing personal toiletries without the guest even having to ask. How is it that the Ritz is able to motivate their frontline to carry out this mission of service excellence, while other multinational organizations, like McDonald’s, still face hurdles in reaching the goal of high-quality customer service?
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
This document provides an overview of Reliance Communication's service marketing project. It includes:
1) An introduction to the project submitted for an MBA course at ITM University in Gwalior.
2) Background information on Reliance Communication, including its vision, mission and values.
3) Discussion of the 7 P's of marketing for Reliance Communication - product, price, place, promotion, physical evidence, people and process.
4) Analysis of Reliance Communication's positioning relative to competitors like Vodafone, Airtel and Idea, placing it in the negative/negative quadrant.
This document provides information about a project report submitted to Pune University. The report analyzes the market penetration of Airtel post-paid mobile connections compared to its competitors. It includes sections on the company profile of Airtel, research methodology, data analysis, findings and recommendations. The project was undertaken during a two month internship at Airtel to conduct market research and sales activities.
UCPO is a community organization that aims to reduce unnecessary fatalities between civilians and law enforcement through educational programs. Its program is designed by experts and teaches proper etiquette during police interactions. UCPO hopes to become a leader in this industry and reach $1 million in annual sales within 7 years. It will provide educational presentations and materials like t-shirts to students and certify teachers and officers as instructors. The program is still in development and legal copyrights will be obtained before launching in northern New Jersey within a year.
Paige Powell interned at Eclipse Telecom over the summer. Through marketing efforts like content creation, social media, and web design, Paige helped grow Eclipse's brand and client base. Eclipse is a Chicago-based telecommunications company that focuses on strategic partnerships and saving clients money. Paige believes Eclipse will continue growing its clientele and online presence in the coming years.
Running head: PART A: MARKETING PLAN FOR TOUCH-COM 1
11
PART A: MARKETING PLAN FOR TOUCH-COM 9
Introduction
Touch-Com LTD is a registered company in the United States specializing in Consultancy and Counseling of Workplace Integration, Diversity and Cohesion following the various instance of discrimination at the workplace. The desire to establish the Touch-Com was a blunt recognition that various workplaces worldwide have many employees with diverse origins, races, cultural practices, religious backgrounds and thus require rallying strategies in to enhance cohesion amongst and across them. That in turn informs the company’s mission and vision which is to support institutions and citizens in harnessing information, communication and IT solutions across all sectors through policy management, development, maintenance, supply and knowledge sharing.
The primary objectives for Touch-Com LTD as reflected in the long-term and short-term strategic plan (2015-2020, 2015-2017). They include (i) developing cost-effective IT policies, tools and information management practices and approaches (ii) to strengthen corporate communication, strategic planning and production of knowledge products and (iii) to build the capacity of citizens and institutions to harness and utilize the tools for effective service delivery.
The physical location of Touch-Com LTD is in a rented building at a suitable location along Front Street. The location’s ease of accessible is conducive for business operations. In terms of infrastructure, the company has currently invested in 10 computers, 12 workstations and two digital printers, networking and internet facilities among others.Comment by Grammarly: Deleted:2
Environment Analysis
The communication and information and knowledge industry is growing due to the increasing demand for the services as companies downsize and contract out work that has been undergoing in-house. The number of businesses started in U.S. has significantly risen in the recent past due to the government encouraging youths to venture into business.
Not only do customers need products and technology, but also, more importantly, they need solutions that can bring them success in business. Touch-Com LTD has already made the transition from being technology-oriented to being customer-driven, from solely providing products to offering complete end-to-end solutions, allowing the customer's success to drive the development of our products. That is evident with the successfully rolling out of a research campaign in target markets and key competitors. Touch-Com provides complete end-to-end solutions in areas including consultancy and technical assistance on Information and Knowledge, Communication and Information Technology management services thereby offering our customers distinct advantages to select from one place.Comment by Grammarly: Deleted:o
The diversity of the Consulting industry has resulted in the existence of hundreds of different services.
Corporate communication is a multifaceted discipline that plays a pivotal role in shaping the image, reputation, and overall functioning of an organisation. Students who want to build their career in the business world need to enhance their skills regarding this field. This comprehensive guide aims to elucidate the key aspects of corporate communication, delving into its significance, functions, and the growing demand for services such as corporate communication assignment help in India. Businesses use corporate communications to engage and disseminate information to both internal and external audiences in an effort to control how the public perceives their brands. Management communication, marketing communication, and company communication are the three main subcategories of corporate communication.
Organizational communication has changed tremendously during the last years. With this comprehensive guide to organizational communication, we help to simplify things once more. Using the latest best practice information, we explain what organizational communications look like in 2021. And what you need to do to make yours a success.
Internal & external communication systems of Grameenphone LTD.Amit Biswas
Grameenphone is the largest telecommunications provider in Bangladesh with over 50 million subscribers. It has 11 divisions and 5 departments to manage operations. Grameenphone uses both formal and informal internal communication systems, including face-to-face communication, mobile phones, letters, and memos. Externally, it communicates through business letters, reports, and proposals. Communication flows downward from management to employees and upward from employees to management to share feedback. Grameenphone's effective communication skills help it achieve its goals and expand its business.
Robi Axiata Limited is a leading telecommunications company in Bangladesh. The document discusses the internship experience of the author in Robi's Customer Service department. It provides an overview of Robi's operations, management structure, objectives and key achievements. It also describes the activities undertaken by the author, such as assisting customers with queries, complaints, activations and deactivations by phone as part of the inbound call center. The author gained exposure to different customer segments and departments within the Customer Service division.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
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2. GROUP MEMBERS Sana Shakeel (08-0641) Sara Khan (08-0537) Rehan- ur- Rahim (08-0409) Sohaib Ahmed (08-0451)
3. Table of Contents: Introduction to Company’s History Parent Companies Intro Vision statement & Values Department Selected Intro Intro to “HR” Department Identifying Communication Channels SWOT Analysis of Communication Strategies Interview with HR Manager Conclusion Recommendations
4. Parent Company Introduction Orascom Telecom or ("OTH") was established in 1998 and has grown to become a major player in the telecommunication market. Orascom Telecom is a leading mobile telecommunications company operating in six emerging markets having a population under license of 430 million In Pakistan, the Pakistan Mobile communications Ltd (“Mobilink”) started its operations in 1994. In early 2001, had a market share of 40%. In April 2001, OTH took over management control of the company. As the market leader, Mobilink serves more than 28 million subscribers, representing a market share of 38.5%
5. Companies History: Mobilink, a subsidiary of the Orascom Telecom Group is Pakistan’s leading cellular service and market leader Mobilink has successfully achieved a record subscriber growth of 40 % in 2007 and with over 6000 cell sites It directly employs over 4,500 people, and facilitated through an integrated technology infrastructure, has the largest distribution network of over 200,000 retail outlets across Pakistan. The head office of Mobilink is located KULSUM plaza, blue area, Islamabad. Its branch offices are located in Lahore, Karachi, Faisalabad, RahimYar Khan, Sukkur, Peshawar, Quetta, Swat and Kohat.
6. Through The Mobilink Foundation, the company’s corporate social responsibility program contributes significantly in the areas of health and education. The Mobilink team is dedicatedly working each day to connect the unconnected and achieve milestones that make history. Each Mobilink moment entails a new challenge, a new moment of happiness, a new sense of achievement and a new success
7. CompaniesIntroduction: Mobilink GSM is the market leader in providing state-of-the-art communications solutions to more than 20Million people in Pakistan. Mobilink can proudly boast of being the first cellular service provider in Pakistan to operate on a 100% digital GSM technology. In Pakistan Mobilink offer tariff plans that are exclusively designed to cater the communication needs of a diverse group of people, To achieve this objective, Mobilink offer both Post Paid (Mobilink Indigo) and the Prepaid (JAZZ) solutions to its customers.
8. Jazz is an amazing prepaid service that allows freedom from monthly bills and gives complete control over cellular expenditure. Jazz is simple, easy and loads of fun. Mobilink launch their post paid connection in 2001 in Pakistan it was a biggest and best campaign ever launched by any cellular company in Pakistan. Mobilink have launched the service with new name Indigo. Mobilink Indigo is the new complexion of communication
9. Mobilink's Vision and Values Mobilink's Vision "To be the leading Telecommunication Services Provider in Pakistan by offering innovative Communication solutions for our Customers while exceeding Shareholder value & Employee Expectations".
10. Mobilink's Values: Total Customer SatisfactionCustomers are at the heart of our success. They have placed their trust and confidence in us. In return, we strive to anticipate their needs and deliver service, quality and value beyond their expectations. Business Excellence: We strive for excellence in all that we do. We aspire to the highest standards and raise the bar for ourselves everyday. This commitment to delivering world-class quality translates into unmatched service and value for our customers and all stakeholders.
11. Trust & Integrity: At Mobilink, we take pride in practicing the highest ethical standards in an open and honest environment, and by honoring our commitments. We take personal responsibility for our actions, and treat everyone fairly, and with trust and respect. Respect for People: Our relationships drive our business. We respect and esteem our employees and all stakeholders. We believe in teamwork, empowerment and honor.
12. Corporate Social Responsibility: As the market leader, we recognize and fulfill our responsibility towards our country and the environment we operate in. We contribute to worthy causes and are dedicated to the development and progress of the society.
13. Selected Department: The department that we have selected for our study is Human Resource (HR) Department of Mobilink, because we believe that this is one department where effective communication can be improved This is a department on which the whole basis of the any organization stands because employees are a company’s most important asset not its machinery. If the employees have an effective and efficient way of working then the positive effect can be seen on the entire company.
14. Introduction of Human Resource Department: There are about 44 HR professionals currently working at Mobilink of which 10 are managers. Mobilink has a very well defined and structured department and its various policies of keeping each employee productive part of the organization are intoned with the corporate worlds requirement. In order to make its human resource productive and efficient, Mobilink aggressively work in developing its human resource capital through international and local trainings as well as structured employee ‘well-being’ programs.
15. Identification of Existing Communication Channels During our research we came to know that the communication channel adopted by the Human Resource department was mostly internal. External communication only includes the recruitment of employees, which is done through advertising the companies need in newspapers. Communication is carried out through two methods: External communication Internal communication
16. External Communication: The HR department uses Internal and external Advertisements for internal and external recruitment. The following are some of the sources used to recruit people: Internal Advertisement. Advertising. Head hunters/executive search organizations. Walk in candidates. Colleges and Universities
17. INTERNAL COMMUNICATION: Mobilink has maintained open communication channels both downward and upward in the company’s hierarchy. This is quite effective in creating a good working environment for the employees. The “HR” department basically involves here internally with the employees of Mobilink, dealing with their internal issues i.e. internal job postings & job referrals. Mostly all the conversation that is being carried on is through e-mails within departments and employees. All sorts of announcements are made through e-mails most of the time no such memos are used.
18. Communication Strategies followed by Mobilink: At Mobilink the working environment was very informal. People were encouraged to participate and they could easily communicate with their co-workers. Few of the things that we noticed about their communication flow were: a) Mostly downward communication occurs. However employee suggestions are also welcomed. They can talk to their superiors easily. b) Employees and workers are encouraged to participate in decision making to some extent. They are asked their opinions in any new package that the company is offering.
19. c) But mostly at higher level, GM of all the departments interacts with each other for major decisions. And the lower level is informed about the decision. d) No trend of memos, unless there is a major event or an unexpected holiday announcement. There is not much written communication. e) They mostly contact through a phone call or email. In a way we see that there is an open communication channel with in the company. There is the network of communication links within organization, to achieve the goals as well as institutional objectives.
20. Downward Communication In Mobilink message which is sent to workers by top authority is called downward communication. It is the is deliberate creation of communication channels by the top authorities on formal lines to inform, instruct, direct, suggest and evaluate employees in the process of coordinating individuals efforts towards organization goal. Downward communication takes place when managers like to inform or educate the employees. Downward communication is also utilized by the managers to send feedback to the subordinates as a response to the upward communication.
21. Upward Communication The message or any other data which is sent to authorities by the employees is called upward communication. Through this, top management can maintain continuous touch with the low levels. In absence of this communication top level will be isolated and in the long run managers will be totally fail to manage people and work Examples include, Complaints about working conditions or about any other negligent employee. The medium used include letters and emails.
22. Horizontal/ lateral communication Horizontal communication is a process of interaction between two or more individuals positioned at the same hierarchical levels of the same franchise
23. Crosswise or diagonal communication Flow of communication does not follow a particular direction. Example: A manager of some franchise may discuss the matters might discuss for any matters with each other.
24. EXTERNAL COMMUNICATION In Mobilink the external communication means sending messages to persons outside the company. The sources used by Mobilink for its external communication are as follows By Annual Report Media Advertisement Print media advertisement By giving packages Through services Through Presidents message Commercials breaks
25. Barriers to Communication in Mobilink The problems those are faced by Mobilink are as follows: Cultural Difference: Since Mobilink is a multinational company having thousands of employees from different areas and having entirely different culture, it faces a great problem in its day to day business activities. Emotional Interference: Mobilink has a huge area all over the world. And operate this huge mob employees is not an easy task. There are many reasons in which the employees become anger and which may cause of barriers.
26. Information overload and message competition: Mobilink in Lahore is the land office in Pakistan which deals to the whole Pakistan. There are million of message which come from customer and they have not enough time to read and reply, thus barrier in communication. Incorrect Filling: The head office of Mobilink in Pakistan is an example of incorrect filtering in head office. There are many offices by through message process to employees .the as it was should be do not reach to the employees, so they can not act upon the order effectively.
27. Language: Mobilink is a multinational company. It has thousands of employees from all over the world who deal to the customers. Customers have not knowledge about language of employees.
45. Analysis of Data Obtained: The communication model of HR department of Mobilink is one of the best models. The employees on regular basis are connected to their coordinators respectively. If HR department gets any request from any other department for a post, the following procedure is adopted. Suppose the Marketing department needs a driver to run its on going outdoor shooting van. t.
46. The marketing department submits a formal written proposal to the HR department stating their requirements. The HR department then looks at the proposal and depending upon the need, advertises in the local newspaper to invite applications for the drivers. 15 days time is given to submit the application to the office. The HR department then checks all the candidates and without any priority, only merit based selection is done. The communication that takes place between departments is of much professional and mature in nature. Personal facts and details are avoided.
47. Every file sent or received to the HR department contains a CC. By adopting this strategy, every department in the company is fully aware of the operations of the company and no body remains uninformed. In order to make its human resource productive and efficient, Mobilink aggressively work in developing its human resource capital through international and local trainings as well as structured employee ‘well-being’ programs, making it one of the most sought after companies to work for in Pakistan.
48. The Communication Directions: 1. “Communication” as a Department. 2. Shall Follow the 15-Day Rule. 3. Effective & attractive letter writing convinces the audience. 4. Healthy Competition among competitors. 5. Smooth transmission of information from one person to another. 6. Remember To Create Business Time! 7. Thank note to customers!. 8. Dissemination of information in the print media! 9. Changes in Business Environment – Electronic Communication! 10. Technology wonders in Business Communication. 11. SOPs and MOUs have significant impact. 12. E-mail – Smart & Intelligent way to communicate.
49. Interview: Miss TahiraAminKhattak (HR-Relation Manager, F-7 Islamabad) An interview was conducted by our team members with the HR Departments HR Relationship Manager Miss TahiraAminKhattak, so as to find the internal situation of Mobilink’s HR department. The lady started by firstly explaining us with the importance of an HR department in any organization “An HR department serves as the crux of the whole organization; it can make an organization go sky high and can also make it collapse and crumble down”
50. When asked about the work force diversity and issues at HR in Mobilink she responded: As you know Mobilink is a international organization with a workforce that’s more heterogeneous in term of gender, ethnicity, age and other characteristics certainly some issues tend to arise some are of minor nature and some are major on the other end. However all such discrepancies of the personals are resolved there and than and no such delays are made. Further she told us that we take special care is taken of the employees, to improve their communication among the organization a liberal environment is provide in which every ones voice and suggestions are given weightage.
51. Moreover frequent activities such as tours to places for employs, intra-group and inter group assignments are given to employees so that they get well mingled up with each other which in turn increases there efficiency and group cohesiveness. Language courses are conducted on monthly basis which helps the employees to get equipped with the latest international languages which enhance their communication with foreign collogues. In short, we were told that Mobilink’s “HR Department “makes sure that the employees get what they want in terms of training, quality work environment, and friendly boss-subordinate relationship.
52. Conclusion: To conclude Mobilink has a strong HR system. That is the reason we didn’t found much discrepancies in what management says, what policies state and what employees say. 90 % of the times they were same. There are some minor discrepancies but they are adjustable with little effort.
53. RECOMMENDATIONS: Mobilink has a strong HR system. That is the reason we didn’t found much discrepancies in what management says, what policies state and what employees say. 90 % of the times they were same. However, there were some discrepancies that need attention and their adjustment can make this HR system best in Pakistan.
54. To establish core competence and to bring competitiveness, Mobilink should implement numerous effective plans to improve the performance of its various departments. Supervisors must manage employee performance well in order for Mobilink to accomplish its mission and achieve its goals. Following are some recommendations for Mobilink, which we personally feel can be useful for the organization, its employees and the customers: 1. Human resource department is not fully authorized to take all the decisions. Though HR department claims to have the overall management of the company but that actually is not the case.
55. 2. One thing we observed during our project was that employees were not aware of the in depth policies. The main reason that we have understood for this is their lack of knowledge about policies formulation. Employees are not encouraged to give suggestions in policy formulation. So, our suggestion is that employees should be consulted while policy formulation stage. 3. Benefits and rewards are too complicated for anyone to understand. Though there are many of these but most of employees even have not information as to for what benefit they can go for. So, Mobilink should simplify its reward system for its employees to understand well.
56. 4.The decision making is delegated to managers with goals set for each term promotion, hiring and firing is virtually in the immediate boss’s hand. This practice can cause disharmony among employees for power. Team based structure (like the one at PMO) should be preferred in all departments. 5. Mobilink pursues Zero-tolerance policy for disciplinary actions. This is good but not in all cases. Mobilink should look towards its discipline polices and try to be a bit more lenient. 6. Mobilink HR lacks in terms of career planning and development. This important function of HR does not have recognition in Policies’ statement. Mobilink should have a look at this.
57. 7. Mobilink uses only policy specified sources for recruitment which are only 5. In this way it can loose some potential applicants that can be asset to organizations, just because they were not well communicated. So, Mobilink should increase its recruitment sources. 8.Communication: Establishing and maintaining effective communications with each Employee not only requires good oral and written communications Skills, but it also includes the ability to establish good working Relationships. To communicate effectively with employees, Supervisors must establish an environment that promotes an open Door atmosphere, the sharing of ideas, and employee involvement in decision making processes.
58. 9. Setting Goals: Setting long and short-term goals with employees gives focus to Employee efforts. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an important part of Performance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets. 10. Giving Feed Back: Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behavior or results they observe as close to the event as possible. .
59. 11. Coaching & Developing: Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help those select diverse experiences to gain necessary skills. Supervisors and employees create development plans that might include training, new assignment, job enrichment, self study or work details