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INTERNATIONAL ISLAMIC UNIVERSITY ISLAMABAD
1
MOBILINK
March 31
2010HUMAN RESOURCEMANAGEMENT
JOBDESCRIPTION
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Introduction
Pakistan Mobile Communications Limited (Mobilink), a subsidiary of Orascom Telecom, startedits operations in 1994, and has become the market leader both in terms of growth as well ashaving the largest customer subscriber base in Pakistan - a base of over 28 million and growing.We pride ourselves on being the first cellular service provider to operate on a 100% digital GSM
technology in Pakistan that also provides state-of-the-art communication solutions to itscustomers.
Mobilink offers exclusively designed tariff plans that cater to the communication needs of a
diverse group of people, from individuals to businessmen to corporate and multinationals. To
achieve this objective, we offer both postpaid (Indigo) and prepaid (JAZZ) solutions to our
customers. Compared to our competitors, both the postpaid (Indigo) and prepaid (JAZZ) brands
are the largest brands of their kind in the Pakistan cellular industry.
In addition to providing advanced voice communication services that makes the lives of millions
that much easy, we also offer a host of value-added-services to our prized customers. At the
same time, Mobilink places high importance to its coverage, which is why we cover you in
10,000+ cities and towns nationwide as well as over 130 countries on international roaming
service. In other words, we speak your language, everywhere.
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ABOUT ORASCOM TELECOM
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Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") was established in 1998 and
has grown to become a major player in the telecommunication market.
OTH is considered among the largest and most diversified network operators in the Middle East,
Africa, and South Asia, and has acquired in early 2008 a license to operate mobile services in North
Korea. Orascom Telecom is a leading mobile telecommunications company operating in six
emerging markets having a population under license of 430 million with an average penetration of
mobile telephony across all markets of approximately 40%. OTH operates GSM networks in
Algeria (Djezzy), Pakistan (Mobilink), Egypt (Mobinil), Tunisia (Tunisiana), Bangladesh(Banglalink) and Zimbabwe (Telecel Zimbabwe). OTH had exceeded 74 million subscribers as of
March 2008.
In Pakistan, the Pakistan Mobile communications Ltd (Mobilink) started its operations in 1994
and, until 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% (as of March 2008).
OTH has positioned itself as a leader in the region for its diverse GSM operations with various
GSM support and Internet operations. One of OTH's main strategies is to create its own non- GSMsubsidiaries to act as a backbone of support for its regional GSM operations. OTH has achieved this
by dedicating financial, technical and management resources for supporting its subsidiaries. This
includes network support and installation of GSM operations, equipment procurement, handset
procurement and distribution companies, Value Added Services, and Internet operations. OTH is
dedicated to providing the best quality services to its customers, value to shareholders and a
dynamic working environment for its more than 15,000 employees
OTH established a strong presence in the GSM Association (the world's leading wireless industry
representative body) only five years after its inception. OTH's Chairman and CEO, Mr. NaguibSawiris, was selected to join the GSM Association's CEO Board in 2002. OTH's stocks are
traded on the Cairo and Alexandria Stock Exchange (CASE), (under the symbol ORTE.CA, ORAT
EY) and on the London Stock Exchange (where its GDR is traded under the symbol ORTEq.L,
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OTLD LI).
OTH is dedicated to provide the best quality services to its customers, value to shareholders, and adynamic working environment for its more than 15,000 employees.
Our Culture
Mobilinks corporate values serve as the foundation for its culture, behavioral norms, and decisionmaking. These values have always been at the heart of our business principles and success.
Each of our values guides the way we work as an organization and ensures that we not only meetthe needs of our employees and stakeholders today, but work towards sustaining and enhancinghuman and financial capital for the future.
These values sum up the culture at Mobilink, and aim to ensure a workplace that necessitates openand respectful communication and exceptional quality of service to internal and externalstakeholders.
Total customer Satisfaction:Customers are at the heart of our success. They have placed their trust and confidence in us. Inreturn, we strive to anticipate their needs and deliver service, quality and value beyond their expectations.
Respect for People:Our relationships drive our business. We respect and esteem our employees and all stakeholders.We believe in teamwork, empowerment and honor.
Trust and Integrity:At Mobilink, we take pride in practicing the highest ethical standards in an open and honestenvironment, and by honoring our commitments. We take personal responsibility for our actions,
and treat everyone fairly, and with trust and respect.
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
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service and value for our customers and all stakeholders.
Corporate Social Responsibility
As the market leader, we recognize and fulfill our responsibility towards our country and theenvironment we operate in. We contribute to worthy causes and are dedicated to the developmentand progress of the society.
It gives me immense pleasure to welcome you to Mobilink's Career Portal!
At Mobilink we hire people for their positive attitude, customer orientation, effectivecommunication, creativity and drive to excel. Here we believe in providing our employees thespace, the comfort and the tools to unleash their potential and a candid voice to speak about their concerns. Our customers can be the best judge of how our culture and values enable our peopleto deliver on the promise of business excellence
.However, some of the best minds in the industry don't just spend their professional lives onlyworking ; they find in Mobilink a platform where they can also pursue their passions be it sports,outdoors, hobbies, volunteer work.....,the list goes on and still retain their identity asMobilinkers! We respect each team member's individuality, their uniqueness and diverse
backgrounds which is why they gel in together to make a formidable team that delivers.
This portal is the gateway to make an important choice: to join the proud team of individuals andmake a difference in millions of lives across Pakistan. I trust you will make that choice wisely!
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I thank you for taking time to learn more about Mobilink and wish you all the very best!
Warm regards,
Sadia Ahmad (Head of Human Resources & Administration)
Analysis of the organizational cultureOrganizational culture creates a number of various concepts, strategies, and situations whichaffect every level of planning when it comes to any type of hierarchical institution. The
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implications of organizational structure and culture apply to companies, corporations, charitableorganizations, governments, and even sports teams/organizations.
Organizational culture, and the organizational structure that both partially defines, and is partially defined by, that very culture. Understanding how the internal structure and cultureoperates, and machinery behind the scenes that runs it, will allow those within the organizationalculture to organize and strengthen the good, cut away the bad, and actually manufacture anenvironment that breeds and encourages success among its members.
The model and study of how organizational structure and organizational culture works makes the practical study of implications of organizational structure and culture important. Fromcorporations to government to sports teams, the study of how structure and culture impacts theoverall picture can show a better way to make an entity work.
Methodology of analysis
To undergo a critical cultural analysis a survey was conducted using questionnaire technique. Weused a self formulated questionnaire. 20 questionnaires were floated itoeemployees segregated
between different hierarchical levels. The questionnaire and the resulting observations are asunder:
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QUESTIONNAIRE
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DISCLAIMER This questionnaire is prepared by the students of IIUI (FMS). We hereby confirm that it is solely
for informational purposes to study EFFECTIVENESS OF ORGANIZATIONALCULTURE and not intended as a substitute for legal counsel. All the information provided and
cited by the respondents will be kept confidential and will not be copied or distributed. Thesurvey results will be provided to the company if requested.
THANKS FOR YOUR ANTICIPATION
QUESTIONNAIRE
(It is hoped and requested that respondent will be unbiased in answering all the questions).
Name _________________ Age _________________ Gender _________________ Department _________________ Designation ________________
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Q.1) State the number of hours you work per day or per week?
8per dayMore than 8 per day48 per week FlexitimesTelecommunicating
Q.2) Describe the office space you get for your work timings.CubicleWindow office.Hall arrangement
Others
Q.3) What is the dressing criterion in the organization?
UniformSpecific dress codePersonal styles of attire acceptedDifferent dress code for different days
Q.4) Which of the following onsite perks are made available to you?
Break roomsGymsPlay roomPrayer hallDay-care facility
Q.5) State the frequency of your encounter with immediate boss during office timings.2 to 3 times dailyweekly
Only during meetingsfrequently
Q.6) State the amount of time outside the office you are expected to spend with co-workers.2 to 3 hours daily
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4 to 5 hours a week On weekends
Frequently
Q.7) Describe your work environment (considering employee interaction, degree of competition).
Fun
Hostile
Something in between
Q.8) How effectively the senior management communicate with employees?
Good
Average
Fair
Poor
Q.9) Does the organization emphasize working in teams?
Yes
No
Sometimes
Q.10) Are there established career paths for employees in this position?
Yes
No
Q.11) Do you feel as though you know what is expected of you?
Yes
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No
Q.12) Which of the following practices are prevalent in the organization for InformalCommunication?
Balance of technology and face to face communication
Using disagreement constructively
open-door policy
Q.13) Which of the following measures does the company take to ensure effective Changemanagement?
Ensures that all employees understand the reason for change
Ensures that all employees fully grasp the method used to implement the change
Employees are trained to welcome the change
Change is introduced without employee involvement
Q.14) How would you explain the Reward system in the company?
Rewards are fair and equitable
Team performance rewards worth greater than individual performance
Rewards focus on the skills as well as behaviour of employee
Rewards are subjected to work place politics and discrimination
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Q.15) Which of the following are Recruitment procedures?
Consider only high calibre candidates
Candidate compatibility is evaluated with company culture
Boss and peer inputs are obtained
Referrals are key method in recruiting
Q.16) which of the following best describe management model in your department?
Management walks-the-talk
Manager is viewed as role model
Do as Directed
Do as you want
Q.17) How would you explain companys ability of being adaptable to change?
Company can roll with good and bad market
Can deal quickly with the unexpected
Can fore see and evaluate a coming change and plan (proactive)
Plan out what to do, after being subjected to scenario (reactive)
Q.18) How would you explain your supervisors attitude toward subordinate performance?
Process is more important than purpose
Authority is more important than service
Service not only to customers but to the company as well
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Q.19) How much independent thought and action is allowed to employees?
No independence
To a moderate degree
Independence of actions rests only within top management.
Q.20) What 10 words would you use to describe your Company?
________________________________________________
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ANALYSIS AND DISSCUSSION
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There are many different ways to measure a company's organizational culture. There areexceptional corporate cultures, as well as disasterously bad ones, and obviously most companiesare going to fall somewhere in the middle of these two extremes,as do MOBILINK. There aremany characteristics that make up Mobilink a healthy corporation, and some of the mostcommon factors that will be found in virtually all healthy organizational cultures:
1.Organizational pride. Employees are embarrassed to mention that they work for Mobilink.Which is surely a good sign of that company is doing something right with their culture.
2.Ambition towards being better. The difference between ambition for the sake of power or respect and ambition to keep improving for the sake of improving is the difference between night
and day. Mobilink,sculture focuses on improving and getting better at every level.
3.Obvious teamwork and communication. Mobilink,s management believe on the fact that themore open discussion there is, the more open exchange of ideas, the more competitive andcutting edge that company is capable of becoming.
4. Quality leadership . This practice isnot just prevalent at the very top because they are awareof the fact that a brilliant CEO can have his greatest plans destroyed by a few low level managerswho alienate employees and can't lead by example. So managers working here are reallyinterested in the problems that others are having, and are happy to offer help when asked.
5. Constant review of profits and costs. Being Practical and analytical isMobilink,sManagement,s core strategy. Here othing is assumed as Gospel truth from year toyear. All financial records are studied, and especially expensesare critically analyzed inorder to
judge are they really effective in making the company stronger and more profitable? If not, theylook for alternatives.
6. Employee relationships. A cut throat environment does not bring out the best in a company.The corporations with employees who work together is far more likely to succeed than acompany where it's every man for themselves. Are employees willing to sacrifice their co-workers and advance themselves over other people's blunders, or do they aim for promotionthrough improvement? Huge difference. The team players will help a company out far more inthe long run. So Mobilink,s management tries to encounter and get a solution to all thesescenarios
7. Client and consumer relations. For Mobilink the customer is always right. As annoying as
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this can be at times (and anyone who started at the very bottom of the service sector is grittingtheir teeth right now) the companytakes customer service as their true motto and keeps that focus
will succeed and create great organizational culture.8. Honesty and safety. No one is ever asked to do anything unsafe or blatantly dangerous.Likewise, there are no five finger discounts from employees: they don't even think about stealingfrom an employer who is treating them so well.
9. Education and developmental programs. The company is heavily investing in training itsemployees and providing whatever education is necessary for them to succeed.
10. Cutting edge thinking. Companiesculture is innovative and can think outside of commontrends to move ahead of the pack. New ideas are always considered, and employee participation
in brain storming is encouraged.
Is Organizational culture and Structure Matched?
The relationship between organizational culture and organizational structure is an importanttheme that is often overlooked. The two can be difficult to clearly distinguish from one another and even more so to clearly define within an institution. Organizational structure works within anorganizational culture, but it is not completely separate. The two are very much intertwined.
Organizational culture is more of a larger picture, a more general term that refers to a largeumbrella of smaller topics and issues within an organization. The structure refers to the
infrastructure, and the various methods and practices within that infrastructure, that helps anorganizational culture run with the efficiency and consistency that should be the hallmark of anyhealthy organizational structure, whether it is in a corporation, sports team, or any other set upthat is large enough to create its own organizational culture.
Mobilinks HR planning and Strategic goal formulation makes structure an integral part of anyorganizational culture, but also narrows out a very specific segment of the culture as its ownresponsibility. Organizational structure here deal primarily with the set up of the culture. Howmanagement works, which specific responsibilities supervisors have, how a complaint is passedthrough the ranks-these are all issues within the organizational culture that are directly tied tohow an organizational structure works. The structure is not limited to those three examples, but itwould certainly include all of them.Hereinterrelated groups within organization are set up toallow them to function smoothly from a larger standpoint. This is to ensure effective
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communication between various parts of the company, as well as to increase coordination between different departments.
Matching people with organizational culture
Matching individuals to organizations is a crucial part of success for any company. The match between people and the companies for which they work is determined by the kind of organizational culture that exists. The degree to which an organizations values match the valuesof an individual who works for the company determines whether a person is a good match for a
particular organization.
The collective rules by which an organization operates define its culture. These rules are formed by shared behaviors, values and beliefs. Culture forms the basis for how individuals operate
within the context of the organization. The way a group or individual behaves, defines what isnormal and sanctions what is not normal is determined by his or her culture. Culture can bedefined either by a set of observable behaviors or by the underlying values that drive behavior. Inlarge organizations, vision statements, mission statements and statements of values are oftenformalized to describe the companys culture.
On the most basic level, culture is observable as a set of behaviors. Examples of culture at thislevel include the degree of formality with which employees conduct themselves, theorganizations dress code, and the type of technology used. Beneath the level of observable
behaviors are the values that underlie behavior. Though these values determine behavior, they
cannot be directly observed. At an even deeper level are the assumptions and beliefs thatdetermine values. While an organization or individuals values may remain within awareness andcan be stated, assumptions and beliefs often exist beneath the surface and out of consciousawareness.
Being aware of an organizations culture at all levels is important because the culture definesappropriate and inappropriate behavior. In some cultures, for example, creativity is stressed. Inothers, the status quo is valued. Some cultures are more socially oriented, while others are task-oriented, business only environments. In some companys teamwork is key. Inothers,individual achievement is encouraged and valued. An organizations culture alsodetermines the way in which employees are rewarded. Management tends to focus on a dominantsource of motivation, such as pay, status, or opportunity for personal growth and achievement.The accessibility of management and the ways in which decisions are made are reflections of anorganizations culture as well.
It is important for individual values to match organizational culture because a culture of shared
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meaning or purpose results in actions that help the organization achieve a common or collectivegoal. An organization will operate more productively as a whole when key values are shared
among the majority of its members. To that end, employees need to be comfortable with the behaviors encouraged by the organization so that individual motivation and group productivityremain high. High functioning organizations are comprised of individuals whose overt behaviorsare consistent with their covert values.
All of this is of crucial importance to managers. Senior executives usually set the tone byexerting core values that form the overall dominant culture shared by the majority of anorganizations members. So, if management does not take the time to understand the culture thatmotivates an organization, problems are inevitable. New procedures and activities will be verydifficult to implement if they do not mesh with the organizations culture.
Steps to ensure that individual are responsive to the goals and operating procedure of theorganization start with the hiring process. Managers can foster the development of a positiveculture by employing people who share the same values and vision that the organizationrepresents. To do this, employers can spend time with prospects before they enter theorganization as new employees. Once new hires are indoctrinated with the organizations values,they will form an objective perception of the environment that will solidify the organizations
personality or culture.
In addition to hiring people who fit the organization, managers need to have a solidunderstanding of the dynamics of culture and how to transform it so that they can direct activities
in a manner that gets results. Some ways to continually transmit the culture of an organization ina productive way include telling stories, having corporate rituals, and using symbolic languagewhen referring to the organizations mission. Firm-sponsored social events and mentorship
programs may be effective as well.
Having a positive and aligned culture benefits the organization in many ways. One important benefit is a high level of productivity. The destructive influence of hiring someone who does notshare the same set of values, goals and commitment espoused by the organization will weaken astrong chain of links and bonds. An employees performance depends on what is and what is not
proper among his or her peers, which in turn affects that individuals behavior and motivation to participate and contribute within the organizational framework.
An effective means of keeping employees aligned with the values and goals of an organization is by developing a culture that encourages employees to focus on a higher purpose for their work.Values that support this kind of cohesive operation include the idea that people
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Leaders that unify an organization believe that everyone has something to contribute to theorganization and decision-making should involve people at all levels within the organization.
Creating an environment where people enjoy and value their work is key. To do this effectively,leaders must be sure to communicate clear expectations for every member of the organization.These expectations should be supported by the words and actions of managers who regularly let
people know how their work is important to the organization. Individuals should be givenassignments that are consistent with their strengths and interests, and opportunities for continuedlearning and growth should be provided as well.
The importance of understanding organizational culture cannot be overlooked. The bottom linefor managers who want to create a culture of success is to start with creating a positiveenvironment. Bring in people whose values are in line with the organizations culture, and
continue to acknowledge success and involve the whole organization in maintaining anenvironment that allows people to enjoy working hard to meet the companys goals.
RECOMMENDATIONS
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There are several concrete points company can use in taking a leadership role within anorganizational culture. While this is not a perfect outline, it will give some guideline while facinga hard time, dealing with culture a solid start to taking the early steps needed in order to beginany adjustment or change needed.
Decide what culture you want.
There are several different ways to go. According to circumstances ultra professional andefficient set up with a strict manager to manager hierarchy that is clearly defined may besuitable. It is better set up, for a non-conformist who works well in spurts.
What organizational culture do you have, and what needs to be addressed and/or adjustedto make the change?
Natural leadership will do good if you donot have a place to lead everyone to. Identifying whereyou are and where you are going, is critical. Not only does that allow you to make a moreefficient, streamlined plan involving your companys organizational culture, but it also will giveyou the ability to more confidently, and accurately, describe each step and each process of change any time someone has a question, or straight out challenges you.
What specific things need to change? How can you do it?
Implementing change can be difficult, especially if you are replacing a system that has been in
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place a long time. Not only might you face resistance, or employeesuncertainty at the new set up, but also you can count on all the little things going wrong. Do not consider these obstacles, but
learning experiences. Be fluid and adapt and you will be in great shape. Have a method in place to record/analyze change
Leadership is a difficult role, especially when you are in the middle of a change within thecompany. One will want to figure out an effective way of measuring change and of being able tosee whether his program is working or not. This might be one of the most challenging aspects of the jobespecially when things like increased productivity might not show up for weeks or evenmonths. Employee surveys can be a good way to figure out if basic attitudes are changing, andalso consider the long term measurements. Managers donot get hired for one quarter, it is longterm. So is leadershi p.
Hierarchy
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Post vacant: MANAGER SALES
Industry Telecommunication
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Category Sales
Total position 5Job Type Permanent
Job Location Islamabad, Rawalpindi
Gender doesnt matter
Minimum Education Masters Degree
Degree Title MBA
Career Level Experienced
Maximum Experience 3 years (corporate sales experience)Apply By APRIL 14, 2010
Posted: March 4, 2010
TASKS REQUIRED TO BE PERFORMED
Identify and develop business. Cold calls to potential customers and arranging meetings with them to pitch LDN product
portfolio. Handle pre sales for finalizing solutions for customers in accordance with budget. Ensure revenue and retention of the corporate customers as per the assigned target. Keep strong follow up with corporate helpdesk regarding service closing issues. Liaise with technical team(s) for timely and efficient link activation. Maintain regular follow-ups with customers regarding invoice clearance coordinate with
billing and receivables department to resolve billing related issues. New Business Development.
Sales monitoring and follow up. Daily customer visits. Target monitoring. Developing new areas.
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Evaluation & Presentation of sales data Responsible to develop and maintain sales. Dedicated Sales Performance against Assigned targets. Development of new customers Retention of Existing Customers / Clients Maintain existing customers business & its growth. Secure new customers to ensure penetration in the market. Maintain business volume & increases reasonable business growth according to assigned
targets. Ensure customer follow-up in coordination with customer services department.
Maintain Daily Visit Plan Ensure timely recovery of credit sales. Compliance of Companys Polices and code of conduct
Skills Required Sound communication and negotiation skills Proficient in MS Office suite Problem solving skills. Excellent computer operating Energetic, dynamic, and result oriented. Time management skills Own Conveyance Fluent in English
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Customer oriented Self Motivated. Target Achiever. Keen to Learn. Punctual. Team Player Presentation skills. Confident
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SUBMITTED BY:
ASMA CHAND ASMA NAZ FAIZA RASOOL
REMARKS
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TEACHERS SIGNATURE:
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