The document discusses Tata Communications' transformation from a monopoly telecom provider in India to an international player. It summarizes Tata Communications' expansion globally through strategic acquisitions and investments in new technologies and services. The transformation included offshoring jobs to India and establishing global delivery centers to become more competitive and transform into a new outsourcing model for other carriers.
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.
This document contains information about a group project for PTCL Strategic Management. It includes:
- An overview of PTCL, the telecom industry in Pakistan, and PTCL's history.
- PTCL's vision, mission, core values, objectives, products, and matrices analyzing its external and internal environments.
- Suggestions for PTCL including expanding services to rural areas and improving human resource development.
- A proposed implementation plan with annual objectives, policies, resource allocation, matching structure with strategy, and managing conflict and resistance.
- An organizational structure, policies to link performance to pay, and maintaining an evaluation and control process.
The presentation summarizes Jazz, the prepaid brand of Mobilink, Pakistan's leading cellular service provider. It outlines Jazz's product strategy of offering 92 packages targeting different segments. It also discusses Jazz's positioning as a strong network, promotional strategy using various media, distribution through retailers and agents, and price skimming strategy of initially charging high prices. The presentation concludes by emphasizing Jazz's leadership position in the market and 38% share, attributed to its strong network.
Mobilink is currently in the maturity stage of its product lifecycle. Competition has increased with new entrants like Telenor and Warid in the market. A situational analysis identifies high threats of new entry, buyers, suppliers, and rivalry due to perfect competition. A SWOT analysis finds Mobilink's strengths are its brand, network coverage, and services, while weaknesses are fewer advertisements, high prices, and less competent engineering compared to competitors. Segmentation targets different age, income, and social groups with various product lines. Positioning communicates Mobilink provides reliable communication everywhere. Perceptual mapping shows Mobilink leads competitors in value-added services, customer service, and market share.
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.
The document provides an overview of Warid Telecom's organizational structure and key management. It discusses Warid Telecom's vision, brand values, products/services, and strategies. The organizational structure outlines the Board of Directors and key management positions. It also provides brief biographies of the CEO and other senior managers. The document aims to introduce Warid Telecom and its leadership team.
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.
The document discusses Tata Communications' transformation from a monopoly telecom provider in India to an international player. It summarizes Tata Communications' expansion globally through strategic acquisitions and investments in new technologies and services. The transformation included offshoring jobs to India and establishing global delivery centers to become more competitive and transform into a new outsourcing model for other carriers.
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.
This document contains information about a group project for PTCL Strategic Management. It includes:
- An overview of PTCL, the telecom industry in Pakistan, and PTCL's history.
- PTCL's vision, mission, core values, objectives, products, and matrices analyzing its external and internal environments.
- Suggestions for PTCL including expanding services to rural areas and improving human resource development.
- A proposed implementation plan with annual objectives, policies, resource allocation, matching structure with strategy, and managing conflict and resistance.
- An organizational structure, policies to link performance to pay, and maintaining an evaluation and control process.
The presentation summarizes Jazz, the prepaid brand of Mobilink, Pakistan's leading cellular service provider. It outlines Jazz's product strategy of offering 92 packages targeting different segments. It also discusses Jazz's positioning as a strong network, promotional strategy using various media, distribution through retailers and agents, and price skimming strategy of initially charging high prices. The presentation concludes by emphasizing Jazz's leadership position in the market and 38% share, attributed to its strong network.
Mobilink is currently in the maturity stage of its product lifecycle. Competition has increased with new entrants like Telenor and Warid in the market. A situational analysis identifies high threats of new entry, buyers, suppliers, and rivalry due to perfect competition. A SWOT analysis finds Mobilink's strengths are its brand, network coverage, and services, while weaknesses are fewer advertisements, high prices, and less competent engineering compared to competitors. Segmentation targets different age, income, and social groups with various product lines. Positioning communicates Mobilink provides reliable communication everywhere. Perceptual mapping shows Mobilink leads competitors in value-added services, customer service, and market share.
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.
The document provides an overview of Warid Telecom's organizational structure and key management. It discusses Warid Telecom's vision, brand values, products/services, and strategies. The organizational structure outlines the Board of Directors and key management positions. It also provides brief biographies of the CEO and other senior managers. The document aims to introduce Warid Telecom and its leadership team.
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 indigo presentation by ahmad mushtaq 1arslan44
This document provides a presentation on Mobilink Indigo, a cellular service provider in Pakistan. It discusses Mobilink's company profile, vision, values, network coverage, services, competitors, market share, competitive advantages, achievements, management, and head offices. Mobilink started in 1994 as the first GSM provider in Pakistan and is now the largest cellular service provider. It offers various postpaid and prepaid plans, GPRS packages, and business solutions.
Telenor Pakistan uses various marketing strategies in its human resources functional unit to attract potential candidates. It uses internal recruitment methods like job portals and flyers. For external recruitment, it advertises jobs in newspapers and participates in job fairs. It also uses welcome ads, online recruitment, university visits, sponsors talent shows, and distributes souvenirs. These activities help market Telenor as an employer and make candidates aware of career opportunities. Telenor's goal is to attract competent employees and develop them through training to gain a competitive advantage in Pakistan's mobile market.
Warid Telecom is a joint venture between Abu Dhabi Group and SingTel Group launched in 2005. It is the fourth largest cellular service provider in Pakistan with 17% market share. Its vision is to become the primary communication provider in Pakistan through exemplary customer care. Its mission is to exceed customer expectations through innovation and investment in people. The document discusses Warid's strengths such as its network capabilities and financial backing, weaknesses like needing more brand awareness, opportunities in network expansion and new products, and threats from competition and political instability.
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.
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.
This document provides a summary of Kerman Rana's professional experience and qualifications. Over 25 years, Kerman has held several leadership roles in business management and sales for technology companies across India, Southeast Asia, and South Asia. He has a proven track record of achieving business turnarounds, revenue growth, and profitability. His areas of expertise include new business setups, distribution management, business strategies, team building, and brand building.
PTCL is Pakistan's largest telecommunications company with 30,000 employees and 5.7 million customers. The report provides an overview of PTCL's organizational structure, HR policies and practices, job analysis, recruitment and selection processes. It identifies strengths such as skilled human resources and financial resources, but also weaknesses like insufficient training and an aging workforce. The conclusion recommends improving HR practices like implementing performance-based promotions. The report suggests professionalizing the workforce and adopting strategic planning to prepare for future needs.
Mobilink is Pakistan's largest mobile network operator with over 30% market share. It started operations in 1994 as a subsidiary of Orascom Telecom. Mobilink's mission is to be the leading telecommunications provider in Pakistan by offering innovative solutions while exceeding shareholder and employee expectations. Its products and services include Mobicash, mobile internet, prepaid and postpaid plans, and devices. Mobilink segments customers by age, income, occupation and social class and targets different brands at the corporate sector, youth, and masses.
Paktel failed to meet customer expectations in Pakistan due to a lack of facilities like GPRS, unreliable network connectivity, and unavailable customer service helplines. This frustrated customers and caused difficulties. Additionally, Paktel relied on outdated strategies rather than innovation and promotion. To succeed, Paktel needed to improve its network, add new features, ensure responsive customer support, and utilize more effective promotional strategies.
Mobilink is Pakistan's leading cellular and Blackberry service provider with over 35 million subscribers. It started operations in 1994 as the first GSM cellular provider in Pakistan. Mobilink uses e-marketing techniques like direct marketing, interactive voice response, and digital agents to engage customers and generate awareness of its brands and services. It employs both pull strategies like personalized web pages and FAQs as well as push strategies like email marketing and banners.
Paktel is Pakistan's first and leading cellular company. It has the largest network coverage in the country and focuses strongly on customer service. The document discusses Paktel's history and background, strengths such as being the first mobile company and having a qualified workforce, and weaknesses like lack of spending on advertising. It also covers opportunities for growth and threats from increased competition. Paktel offers various value-added services to customers like call centers, international SMS, and call forwarding.
The document provides information about Pakistan Telecommunications Limited (PTCL), including:
1. A brief history of PTCL from its establishment in 1947 as Post and Telegraph to becoming a public limited company in 1996.
2. An overview of PTCL's product lines, main clients, competitors, branding strategies, and organizational structure with departments like technical, IT, HR, and finance.
3. Details about tasks assigned to the group for the project, including file scanning, e-filling, press release extraction, and article writing.
4. An outline of the marketing department's structure, segmentation strategy, product planning/development/management, positioning, distribution strategy, customer relationship building, and SWOT analysis
This document provides an analysis of Mobilink GSM, a subsidiary of Orascom Telecom that is the largest mobile network operator in Pakistan. It includes an introduction to Orascom Telecom and Mobilink, their mission and vision. It then performs an industry analysis using PEST analysis and Porter's Five Forces model. Finally, it presents a SWOT analysis of Mobilink's strengths, weaknesses, opportunities, and threats.
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.
Mobilink is the largest mobile network operator in Pakistan, with over 24 million subscribers. It was established in 1994 as the first GSM network in Pakistan. Mobilink offers both prepaid and postpaid plans to meet the needs of diverse customers. It focuses on differentiation through innovative value-added services and nationwide coverage of over 5000 cities and towns. Mobilink aims to be the leading telecom provider through excellent customer service, network quality, and shareholder value while maintaining high employee satisfaction.
This document provides an acknowledgement recognizing Allah as the source of all knowledge and wisdom, and thanking the author's parents, family, and course instructor for their support. It expresses gratitude for the insights provided throughout the course. The summary is kept brief as requested.
The document discusses executive bodies of a company. It lists 12 group members who will make a presentation on topics such as the board of directors, corporate secretary, executive director, non-executive directors, and resolution of corporate conflicts. Each member is assigned a topic that they will cover in the presentation. The document provides background information and definitions for each topic.
Planning function, nature and meaning of planning and types of planninghameedrehman96
Planning is a formal process where managers determine objectives and identify methods to achieve them. There are different types of plans including strategic, tactical, and operational plans. Strategic plans outline steps to achieve overall organizational goals over 2-3 years. Tactical plans determine how to allocate resources to achieve strategic goals. Operational plans are used by managers to accomplish responsibilities and support tactical and strategic plans through activities like ongoing policies, procedures, and rules. Planning contributes to objectives, is central to linking managerial functions, and occurs at all management levels to efficiently measure progress towards goals.
Nature and Process of Planning, Strategic Planning
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Departmentation refers to dividing work into departments based on similarity of functions. There are two main types: functional departmentation, which groups activities by similarity of functions; and divisional departmentation, which creates divisions with their own functional activities. Functional departmentation provides specialization but can lead to delayed decisions, while divisional structures allow faster decisions but challenge coordination. The document discusses various bases for departmentation including products, processes, customers, geography, time, size, and task forces. The choice of departmentation method depends on factors like the work process, specialization needs, technology, and environment.
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
The document discusses different types of business organizations. It divides the economy into private and public sectors. The private sector consists of sole traders, partnerships, private limited companies, and public limited companies owned by individuals, while the public sector is made up of businesses owned by the government. The document also describes cooperatives that are owned by members who share profits and losses, franchises where a business licenses its brand to franchisees, and not-for-profit organizations that receive donations and do not aim to generate profits.
Mobilink indigo presentation by ahmad mushtaq 1arslan44
This document provides a presentation on Mobilink Indigo, a cellular service provider in Pakistan. It discusses Mobilink's company profile, vision, values, network coverage, services, competitors, market share, competitive advantages, achievements, management, and head offices. Mobilink started in 1994 as the first GSM provider in Pakistan and is now the largest cellular service provider. It offers various postpaid and prepaid plans, GPRS packages, and business solutions.
Telenor Pakistan uses various marketing strategies in its human resources functional unit to attract potential candidates. It uses internal recruitment methods like job portals and flyers. For external recruitment, it advertises jobs in newspapers and participates in job fairs. It also uses welcome ads, online recruitment, university visits, sponsors talent shows, and distributes souvenirs. These activities help market Telenor as an employer and make candidates aware of career opportunities. Telenor's goal is to attract competent employees and develop them through training to gain a competitive advantage in Pakistan's mobile market.
Warid Telecom is a joint venture between Abu Dhabi Group and SingTel Group launched in 2005. It is the fourth largest cellular service provider in Pakistan with 17% market share. Its vision is to become the primary communication provider in Pakistan through exemplary customer care. Its mission is to exceed customer expectations through innovation and investment in people. The document discusses Warid's strengths such as its network capabilities and financial backing, weaknesses like needing more brand awareness, opportunities in network expansion and new products, and threats from competition and political instability.
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.
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.
This document provides a summary of Kerman Rana's professional experience and qualifications. Over 25 years, Kerman has held several leadership roles in business management and sales for technology companies across India, Southeast Asia, and South Asia. He has a proven track record of achieving business turnarounds, revenue growth, and profitability. His areas of expertise include new business setups, distribution management, business strategies, team building, and brand building.
PTCL is Pakistan's largest telecommunications company with 30,000 employees and 5.7 million customers. The report provides an overview of PTCL's organizational structure, HR policies and practices, job analysis, recruitment and selection processes. It identifies strengths such as skilled human resources and financial resources, but also weaknesses like insufficient training and an aging workforce. The conclusion recommends improving HR practices like implementing performance-based promotions. The report suggests professionalizing the workforce and adopting strategic planning to prepare for future needs.
Mobilink is Pakistan's largest mobile network operator with over 30% market share. It started operations in 1994 as a subsidiary of Orascom Telecom. Mobilink's mission is to be the leading telecommunications provider in Pakistan by offering innovative solutions while exceeding shareholder and employee expectations. Its products and services include Mobicash, mobile internet, prepaid and postpaid plans, and devices. Mobilink segments customers by age, income, occupation and social class and targets different brands at the corporate sector, youth, and masses.
Paktel failed to meet customer expectations in Pakistan due to a lack of facilities like GPRS, unreliable network connectivity, and unavailable customer service helplines. This frustrated customers and caused difficulties. Additionally, Paktel relied on outdated strategies rather than innovation and promotion. To succeed, Paktel needed to improve its network, add new features, ensure responsive customer support, and utilize more effective promotional strategies.
Mobilink is Pakistan's leading cellular and Blackberry service provider with over 35 million subscribers. It started operations in 1994 as the first GSM cellular provider in Pakistan. Mobilink uses e-marketing techniques like direct marketing, interactive voice response, and digital agents to engage customers and generate awareness of its brands and services. It employs both pull strategies like personalized web pages and FAQs as well as push strategies like email marketing and banners.
Paktel is Pakistan's first and leading cellular company. It has the largest network coverage in the country and focuses strongly on customer service. The document discusses Paktel's history and background, strengths such as being the first mobile company and having a qualified workforce, and weaknesses like lack of spending on advertising. It also covers opportunities for growth and threats from increased competition. Paktel offers various value-added services to customers like call centers, international SMS, and call forwarding.
The document provides information about Pakistan Telecommunications Limited (PTCL), including:
1. A brief history of PTCL from its establishment in 1947 as Post and Telegraph to becoming a public limited company in 1996.
2. An overview of PTCL's product lines, main clients, competitors, branding strategies, and organizational structure with departments like technical, IT, HR, and finance.
3. Details about tasks assigned to the group for the project, including file scanning, e-filling, press release extraction, and article writing.
4. An outline of the marketing department's structure, segmentation strategy, product planning/development/management, positioning, distribution strategy, customer relationship building, and SWOT analysis
This document provides an analysis of Mobilink GSM, a subsidiary of Orascom Telecom that is the largest mobile network operator in Pakistan. It includes an introduction to Orascom Telecom and Mobilink, their mission and vision. It then performs an industry analysis using PEST analysis and Porter's Five Forces model. Finally, it presents a SWOT analysis of Mobilink's strengths, weaknesses, opportunities, and threats.
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.
Mobilink is the largest mobile network operator in Pakistan, with over 24 million subscribers. It was established in 1994 as the first GSM network in Pakistan. Mobilink offers both prepaid and postpaid plans to meet the needs of diverse customers. It focuses on differentiation through innovative value-added services and nationwide coverage of over 5000 cities and towns. Mobilink aims to be the leading telecom provider through excellent customer service, network quality, and shareholder value while maintaining high employee satisfaction.
This document provides an acknowledgement recognizing Allah as the source of all knowledge and wisdom, and thanking the author's parents, family, and course instructor for their support. It expresses gratitude for the insights provided throughout the course. The summary is kept brief as requested.
The document discusses executive bodies of a company. It lists 12 group members who will make a presentation on topics such as the board of directors, corporate secretary, executive director, non-executive directors, and resolution of corporate conflicts. Each member is assigned a topic that they will cover in the presentation. The document provides background information and definitions for each topic.
Planning function, nature and meaning of planning and types of planninghameedrehman96
Planning is a formal process where managers determine objectives and identify methods to achieve them. There are different types of plans including strategic, tactical, and operational plans. Strategic plans outline steps to achieve overall organizational goals over 2-3 years. Tactical plans determine how to allocate resources to achieve strategic goals. Operational plans are used by managers to accomplish responsibilities and support tactical and strategic plans through activities like ongoing policies, procedures, and rules. Planning contributes to objectives, is central to linking managerial functions, and occurs at all management levels to efficiently measure progress towards goals.
Nature and Process of Planning, Strategic Planning
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Departmentation refers to dividing work into departments based on similarity of functions. There are two main types: functional departmentation, which groups activities by similarity of functions; and divisional departmentation, which creates divisions with their own functional activities. Functional departmentation provides specialization but can lead to delayed decisions, while divisional structures allow faster decisions but challenge coordination. The document discusses various bases for departmentation including products, processes, customers, geography, time, size, and task forces. The choice of departmentation method depends on factors like the work process, specialization needs, technology, and environment.
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
The document discusses different types of business organizations. It divides the economy into private and public sectors. The private sector consists of sole traders, partnerships, private limited companies, and public limited companies owned by individuals, while the public sector is made up of businesses owned by the government. The document also describes cooperatives that are owned by members who share profits and losses, franchises where a business licenses its brand to franchisees, and not-for-profit organizations that receive donations and do not aim to generate profits.
Centralization and decentralization of authorityvivek shah
This document discusses the principles of centralization and decentralization of authority as introduced by Henri Fayol. Centralization involves reserving authority at central points in the organization, such as reserving decision making power at the top level. Decentralization is the systematic delegation of authority at all levels of management. The document outlines some advantages and disadvantages of centralized and decentralized organizational structures. It also discusses factors that influence how much centralization or decentralization is appropriate, such as the size and diversity of operations, management philosophy, and availability of efficient managers.
1. There are three main types of organizational structures: line, functional, and line and staff.
2. The line structure has a vertical hierarchy with authority flowing from top to bottom. It allows for quick decisions but lacks specialization.
3. The functional structure groups employees by specialized skills and expertise. This allows for maximum specialization but can weaken responsibility and decision making.
4. The line and staff structure combines elements of both, aiming to gain the advantages of specialization while maintaining authority and responsibility through vertical lines. It is considered the most advanced type.
The document discusses different aspects of organizing, including definitions, types of organization structures, factors determining span of management, and departmentation. It defines organizing as the systematic arrangement of activities and grouping of tasks to achieve objectives. Different organization structures discussed include line, staff, functional, committee, project, and matrix structures. Factors like nature of work, technology, and manager's ability influence the span of management. Departmentation can be done by functions, products, territory, customers, process, and time.
This document discusses various aspects of planning including definitions, types of planning processes, and differences between strategic and operational planning. It defines planning as "the management function that includes decisions and actions to insure future results." There are two main types of planning - strategic planning which establishes long-term direction and priorities, and operational planning which focuses on short-term goals and day-to-day activities. Strategic planning involves analyzing internal/external factors, setting goals and objectives, and identifying strategies, while operational planning develops detailed action plans and controls to implement strategic plans.
This presentation makes an attempt to help a lay man understand briefly the various forms of business organisations prevalent in the Indian Business world.
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
This document provides an overview of different types of planning, their advantages, and limitations. It discusses strategic planning which covers long term goals over 3-5 years, and operational planning which focuses on short term goals under one year. Planning has advantages like facilitating management by objectives, minimizing uncertainties, improving coordination, and encouraging innovations. However, planning can also be costly, time consuming, provide a false sense of security given uncertainties, and be challenging with rapid changes. The document aims to educate on various aspects of organizational planning.
There are three main types of businesses or organizations: public sector, private sector, and voluntary sector. The public sector is owned and run by the government to provide essential services to the public, such as health, education, and infrastructure. It is funded by taxpayer money. The private sector consists of for-profit businesses owned and run by individuals or shareholders, with goals of profit and growth. The voluntary sector includes non-profit organizations like charities that aim to help particular groups through fundraising and donations.
Planning involves determining in advance what actions need to be taken to achieve goals. It is goal-oriented, continuous, and looks ahead to anticipate the future. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, implement the plan, and evaluate. Planning provides direction, reduces risk and uncertainty, and guides decision-making. Challenges to planning include lack of information, time/costs, resistance to change, and inability to plan. There are different levels of planning including corporate, divisional/departmental, and group/sectional planning at different management levels in an organization.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
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- Telenor launched its GSM network in Pakistan in 2005 and quickly became the fastest growing mobile operator in the country, now being the second largest.
- With coverage in remote areas, Telenor Pakistan connects previously unconnected parts of the country and aims to help customers communicate and access services.
- Telenor Pakistan focuses on social responsibility and contributing to economic development through initiatives that provide access to education, healthcare and financial services.
Telenor Pakistan is a subsidiary of Telenor Group, a Norwegian telecommunications company with over 155 years of experience. Telenor Pakistan has invested over $2.3 billion in Pakistan's economy since starting operations in 2005. It has created over 2800 direct jobs and contributes taxes of over $121 billion annually. Telenor Pakistan focuses on accessibility and social responsibility programs in education, health, and disability support. It aims to empower societies through connectivity and digital services.
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.
Bharti Airtel is an Indian telecommunications company established in 1983 that now operates in 20 countries. It has over 251 million subscribers and is India's largest cellular provider. Airtel provides cellular, landline, broadband, and digital TV services. It has expanded rapidly through acquisitions and innovation, becoming a leading global telecom brand known for high quality customer service.
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.
Verizon was founded in 1983 as Bell Atlantic Corporation and changed its name to Verizon Communications in 2000 after merging with GTE. The $52 billion merger was one of the largest in US business history. Verizon offers communications, information, and entertainment services through wireless networks and fiber optic infrastructure. It has expanded through strategic acquisitions and partnerships to become a leader in the telecommunications industry.
BusinessIntelligenzeM is a leading mobile development outsourcing company with deep industry knowledge and comprehensive service offerings. It has delivered business value to leading companies. The company has a global presence in the US, India, and South Africa and differentiates itself through its domain expertise, business focus, operational excellence, and partnership approach.
Paul Dinsmore has over 25 years of experience in the telecommunications industry in North America, Europe, the Middle East, and Africa. He has held executive positions with companies such as Nortel, Cable & Wireless, Symantec, and UUNET. Based in Johannesburg since 1997, he focuses on working with and in the African telecommunications industry to provide access to this market for international clients. He has expertise in areas such as executive management, start-ups, turnarounds, strategy consulting, and corporate listings.
The document is a report about Telenor Pakistan that includes an introduction, history, company profile, vision and mission, organizational structure, strategies and plans. It provides an overview of Telenor Pakistan, including that it is a wholly owned subsidiary of Telenor ASA, launched in Pakistan in 2005 and has grown significantly to become one of the leading mobile operators in the country. It discusses Telenor's vision, strategies, market segmentation, products, pricing, promotion and distribution channels.
Here are the key business objectives of Telenor Pakistan:
- Increase market share in terms of subscribers from 10% in 2006 to 40% by 2015.
- Increase market penetration from 9% in 2006 to 30% by 2015.
- Increase market share in terms of revenue.
- Expand network coverage across Pakistan.
- Launch new and innovative products and services.
- Improve customer service and satisfaction.
- Increase profitability through revenue growth and cost optimization.
- Maintain financial strength and stability.
So in summary, the main business objectives are around growing market share, expanding network coverage, launching new offerings, improving customer experience, and boosting profitability over the long
Vodafone is a major telecommunications company headquartered in the UK. It operates mobile and fixed network services across Africa, Asia, Europe, and Oceania. Some key points about Vodafone's operations:
- It has networks in over 50 countries and provides voice, data, and internet services to its customers globally.
- In India, Vodafone launched services in 1994 through partnerships and acquisitions. In 2018, it merged with Idea Cellular to form Vodafone Idea, making it the largest telecom operator in India.
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2. LEARNING OBJECTIVESLEARNING OBJECTIVES
• Organizing and organizationsOrganizing and organizations
• Structure of organizationsStructure of organizations
• Why Have a Structure?Why Have a Structure?
• Ways to Structure a BusinessWays to Structure a Business
• Telenore Pakistan structureTelenore Pakistan structure
**
3. What Is Organizing?What Is Organizing?
• OrganizingOrganizing
– Arranging the activities of the enterpriseArranging the activities of the enterprise
in such a way that they systematicallyin such a way that they systematically
contribute to the enterprise’s goals.contribute to the enterprise’s goals.
–
4. V P V P V P
C E OORGANIZATIONORGANIZATION
DEFINITION:DEFINITION:
• A social unit of people,A social unit of people,
systematically structured andsystematically structured and
managed to meet a need or to pursuemanaged to meet a need or to pursue
collective goals on a continuingcollective goals on a continuing
basisbasis
**
5. • It is a framework within which anIt is a framework within which an
Organization arranges it’s lines ofOrganization arranges it’s lines of
authorities and communications andauthorities and communications and
allocates rights and duties.allocates rights and duties.
6. Why Have a Structure?Why Have a Structure?
• All businesses have to organiseAll businesses have to organise
what they dowhat they do
• A clear structure makes it easier toA clear structure makes it easier to
see which part of the business doessee which part of the business does
whatwhat
• There are many waysThere are many ways
to structure a businessto structure a business
10. Ways to Structure aWays to Structure a
BusinessBusiness
• By functionBy function
• By product or activity:By product or activity:
• By processBy process
• By area: geographical orBy area: geographical or
• regional structureregional structure
11. Different StructuresDifferent Structures
By function: arranging the businessBy function: arranging the business
according to what each sectionaccording to what each section
or department doesor department does
12. By product or activity:By product or activity:
organising according toorganising according to
the different products madethe different products made
W a s h i n g M a c h i n e
D i v i s i o n
L i g h t i n g
D i v i s i o n
T e l e v i s i o n
D i v i s i o n
C o r p o r a t e
M a n a g e r s
C E O
C o r p o r a t i o n
14. ProcessProcess
DepartmentalizationDepartmentalization
By processBy process: where products have: where products have
to go through stages as they are madeto go through stages as they are made
RTO
Office
Accounts
New
Registrati
on
Penalty
Registrati
on
Vehicle
Check
Driving
test
Processin
g
Approval Dispatch
15. STRUCTURAL CHARACTERISTICS OFSTRUCTURAL CHARACTERISTICS OF
ALL ORGANIZATIONSALL ORGANIZATIONS
• CLEAR DIVISION OF LABORCLEAR DIVISION OF LABOR
• HIERARCHYHIERARCHY
• EXPLICIT RULES & PROCEDURESEXPLICIT RULES & PROCEDURES
• TECHNICAL QUALIFICATIONSTECHNICAL QUALIFICATIONS
**
16. ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT
THE FIRM
THE ENVIRONMENT:THE ENVIRONMENT:
RESOURCES & CONSTRAINTS
GOVERNMENTS
COMPETITORS
CULTURE
KNOWLEDGE
TECHNOLOGY
17. SALIENT FEATURES OFSALIENT FEATURES OF
ORGANIZATIONSORGANIZATIONS
COMMON FEATURES:COMMON FEATURES:
• FORMAL STRUCTUREFORMAL STRUCTURE
• PROCEDURESPROCEDURES
• POLITICSPOLITICS
• CULTURECULTURE
**
18. Telenor in PakistanTelenor in Pakistan
Telenor Pakistan is 100%Telenor Pakistan is 100%
owned byowned by
Telenor ASA and adds on to itsTelenor ASA and adds on to its
operations in Asia togetheroperations in Asia together
with Thailand, Malaysia andwith Thailand, Malaysia and
Bangladesh. TelenorBangladesh. Telenor
Pakistan launched itsPakistan launched its
operations inoperations in
March 2005. Market share ofMarch 2005. Market share of
Telenor is 21% currently *Telenor is 21% currently *3.13
19. History of Telenor groupHistory of Telenor group
• For over 150 years,For over 150 years,
telecommunications has played atelecommunications has played a
vital part in the development ofvital part in the development of
modern Norwegian society., Telenormodern Norwegian society., Telenor
has been the driving force in thehas been the driving force in the
development of a highlydevelopment of a highly
sophisticated home market and issophisticated home market and is
now one of the largest mobilenow one of the largest mobile
operators worldwide.operators worldwide.
20. Pioneer in mobilePioneer in mobile
communicationscommunications
Telenor is a pioneer in mobileTelenor is a pioneer in mobile
communications. Manual mobilecommunications. Manual mobile
telephony services were introduced intelephony services were introduced in
Norway in 1966, as a forerunner to theNorway in 1966, as a forerunner to the
automatic NMT system, which appearedautomatic NMT system, which appeared
in 1981. Its digital successor, GSM, wasin 1981. Its digital successor, GSM, was
introduced in 1993, and third generationintroduced in 1993, and third generation
mobile network, UMTS, was launchedmobile network, UMTS, was launched
for commercial use in 2004.for commercial use in 2004.
21. Global opportunitiesGlobal opportunities
• Sonofon, DenmarkSonofon, Denmark
• Telenor, NorwayTelenor, Norway
• Telenor SwedenTelenor Sweden
• Kyivstar, UkraineKyivstar, Ukraine
• Pannon, HungaryPannon, Hungary
• Promonte, MontenegroPromonte, Montenegro
• Telenor SerbiaTelenor Serbia
• VimpelCom, RussiaVimpelCom, Russia
• Telenor PakistanTelenor Pakistan
23. Telenor VisionTelenor Vision
• Telenor vision is simple: We're hereTelenor vision is simple: We're here
to helpto help
3.14
24. MISSIONMISSION
““Telenor is a customer focused businessTelenor is a customer focused business
mobile servicemobile service
operator/telecommunications Company thatoperator/telecommunications Company that
seeks competitive advantage in quality andseeks competitive advantage in quality and
valued added service in both prepaid andvalued added service in both prepaid and
postpaid categories through state of the artpostpaid categories through state of the art
technology. Telenor relies on buildingtechnology. Telenor relies on building
trusting relationships with customers,trusting relationships with customers,
owners, employees and society in general”owners, employees and society in general”
25. Infrastructure expansionInfrastructure expansion
• Telenor is keeping ahead by investingTelenor is keeping ahead by investing
heavily in infrastructure expansion. Withheavily in infrastructure expansion. With
USD1 billion already invested, Telenor hasUSD1 billion already invested, Telenor has
extended agreements with their vendors forextended agreements with their vendors for
network expansion and services until 2009.network expansion and services until 2009.
The agreements, with a potential to result inThe agreements, with a potential to result in
USD750 million worth of orders fromUSD750 million worth of orders from
Telenor Pakistan, are some of the biggest ofTelenor Pakistan, are some of the biggest of
their kind in the industry.their kind in the industry.
26. Telenore structureTelenore structure
• Structure of Telenor Pakistan isStructure of Telenor Pakistan is
Mechanistic and functional.Mechanistic and functional.
29. MechanistMechanist
Structure of Telenor PakistanStructure of Telenor Pakistan
• Work specializationWork specialization
• COMPETITORSCOMPETITORS
• CULTURECULTURE
• TECHNOLOGYTECHNOLOGY
30. ROLE OF Managers inROLE OF Managers in
Decision makingDecision making
Partially centralizedPartially centralized
Partially decentralizedPartially decentralized
31. Offering mobile financialOffering mobile financial
servicesservices
•
Telenor Pakistan acquired 51% ofTelenor Pakistan acquired 51% of
Tameer Microfinance Bank inTameer Microfinance Bank in
November 2008. In 2009 it launchedNovember 2008. In 2009 it launched
'Easypaisa' to become Pakistan's first'Easypaisa' to become Pakistan's first
telecom operator to partner with a banktelecom operator to partner with a bank
to offer mobile financial services acrossto offer mobile financial services across
PakistanPakistan
32. Contributing to Pakistan'sContributing to Pakistan's
economyeconomy
• Telenor Pakistan continues to contribute toTelenor Pakistan continues to contribute to
Pakistan's economy. It has created 2,800 directPakistan's economy. It has created 2,800 direct
and 25,000 plus indirect jobs and has aand 25,000 plus indirect jobs and has a
network of over 200,000 retailers, franchisesnetwork of over 200,000 retailers, franchises
and sales & service centers, thus providing aand sales & service centers, thus providing a
means to livelihood to thousands.means to livelihood to thousands.
Telenor Pakistan contributed over Rs. 121Telenor Pakistan contributed over Rs. 121
billion in various forms of direct and indirectbillion in various forms of direct and indirect
taxes to the economy of Pakistan since thetaxes to the economy of Pakistan since the
beginning of its operations in 2005beginning of its operations in 2005
33. . PRODUCTS & SERVICES. PRODUCTS & SERVICES
Products:
Telenor provide products of two types
•Prepaid
•Postpaid
Prepaid packages are
•Dejuice
•Talkshawk
Postpaid offers are
•Persona individual
•Persona karobar
34. Income:Income:
Telenor also segments the customersTelenor also segments the customers
on the basis of income level.on the basis of income level.
Different packages are there forDifferent packages are there for
people of different income levelpeople of different income level
• Pre paid:Pre paid:
• TalkshawkTalkshawk
35. • Talkshawk Her SecondTalkshawk Her Second ForFor
StudentsStudents
• Talkshawk 30 SecondTalkshawk 30 Second For StudentsFor Students
and Job people (low income)and Job people (low income)
• Talkshawk Her MinuteTalkshawk Her Minute For JobFor Job
peoplepeople
• DjuiceDjuice
• DjuiceDjuice For SMSFor SMS
lovers Studentslovers Students
• Djuice Jaagtay rahoDjuice Jaagtay raho For SMS lovers &For SMS lovers &
who like to talk them in nightwho like to talk them in night
36. Services:Services:
• Mobile FunMobile Fun
• Mobile SportsMobile Sports
• Mobile MusicMobile Music
• Mobile TVMobile TV
• Mobile CommunitiesMobile Communities
• Health LineHealth Line
• TeleDoctorsTeleDoctors
• Mobile in FlightMobile in Flight
37. • What is Karo Mumkin?What is Karo Mumkin?
Today, our customers’ needs varyToday, our customers’ needs vary
dramatically according to local marketdramatically according to local market
conditions. Both the telecom industry’s andconditions. Both the telecom industry’s and
our customers’ requirements have changedour customers’ requirements have changed
beyond all recognition. We need a brandbeyond all recognition. We need a brand
that focuses and guides us to the future,that focuses and guides us to the future,
that makes us stand out from thethat makes us stand out from the
competition in a positive, distinct andcompetition in a positive, distinct and
relevant way and that helps us to deliver arelevant way and that helps us to deliver a
tangible difference to our customers.tangible difference to our customers.
3.26