Mehmood Sons (Tiles and Sanitary Fittings)

8/17/2019 Mehmood Sons (Tiles and Sanitary Fittings)

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Mahmood Sons (Tiles and Sanitary Fittings)

History and Background of the Mahmood Sons

M a hm o od S o n s ( Til e a n d S a ni t ar y F i tt i n gs ) w as e s t ab l i sh e d b y D r.N a de e m M a q bo o l i n 1 9 83 t a ! i ng a n i n i ti a ti " e i n t h e i n d # st r y a s a

smal l re ta i l sani tary $i t t ings sho% si t#ated a t &hat i 'a te ahore . The

h a rd w o r! a n d d e " o ti o n o $ M r. N a d ee m a n d h i s b r ot h er s g a " e t h e

b # si n e ss % r o$ i t s a n d g r ow t h. T h er e a r e $ o #r b r an h es o $ M a hm o od

Sons ea h go"erned by a b ro ther and do ing an e* e l len t b#s iness in

ahore.

The ini t ia l bran h at &hat i 'a te is s t i l l wor! ing at i t s e*%anded $orm.

The o ther th ree b ran hes a re a t Fero+%#r ,oad De$ense and -o l l ege

, oa d g o "e r ne d b y D r. N a de e m M a qb o ol h # ra m M aq b oo l a n d M r.

Fayya+ ( &ran h Manager) res%e ti "ely.

/ m #l t i s to r ie d % la +a o $ M ah mo od S on s i s # nd er o ns tr # ti on o n

Fero+%#r ,oad near ' a l a*y - inema. The %la+a i s a symbol o$ growth

and %ros%erity. / ording to Dr. Nadeem Maqbool

“ The basic reason for constructing a

m ul ti st or ie d h ug e b ui ld in g o f o ur

own i s tha t we a re look ing towards

E nh a nc in g o ur D is pl ay P r of il e a nd

business diversif ication ”

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Structure of the Mahmood Sons

/ lt ho #g h t h er e i s n o l ea r b o# n da ry o r d i$ $e re nt ia ti o n a mo ng t he

d e% ar tm en ts b #t t he o %e rat io ns a re d is tr ib #t ed i n t he $ or m o $

de%artments a t Mahmood Sons . The a o#nt hand le rs s%e i$i a l ly

dea l s wi th a o#nts the sa les %ersona l a re a l l in"o l"ed in sa les the

l ine manager and im%ort manager loo! a$ter their own tas!s as wel l as

t h e w o r! i ng o $ t h e s a le s a n d a o # n ts d e %a r tm e nt s . T h e m a na g er s

r e %o r t t o t h e h ai r ma n D r. N a d e e m M a qb o ol . T h e # l ti m at e d e i s io n

%ower is held by Dr. Nadeem Maqbool whi le "ery minor magni t#de o$

% owe r h as b ee n d el eg at ed t o t he l in e m an age r. T he re $o re we

on l# ded th at th e s t r# t#re o$ Mah moo d Son s is # rren tl y

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Structural Dimensions of Mahmood Sons

FormalizationThe magni t#de o$ $ormal i+a t ion i s a lmos t none a t Mahmood Sons . No

wri t ten 0obs r#les and %ro ed#res are $o#nd. owe"er on o#r enq#iry

Mr. Nadeem Maqbool re"ealed that whene"er an em%loyee is hi red he

i s g i " e n o r a l i n s t r # t i o n s a b o # t h i s o n d # t a n d 0 o b t h a t h e h a s t o

% e r $ o r m a t M a h m o o d S o n s . S e n i o r e m % l o y e e a l s o h e l % o # t t h e n e w

omers in the 0ob #nders tand ing and t ime to t ime o%era tions in the i r

de%artment .

Specialization2 e $ o # n d a m o d e r a t e l e " e l o $ s % e i a l i + a t i o n a t M a h m o o d S o n s . T h e

a o# nt an t w as a & a he lo r d eg re e h ol de r i n om me r e t he l in e

m an ag er w as M as te r o $ & #s in es s / dm in is tr at io n a nd t he i m% or t

m a n a g e r h a d a " a l # e d e * % e r i e n e o $ m o r e t h a n 1 y e a r s i n i m % o r t s

and was a re t i red o$$i er $rom an im%ort e*%ort $i rm.

StandardizationThe 0obs were a lmost o$ some s tandard and based on s imilar a t i" i t ies

wi th in the de%ar tments e* e%t the sa les de%artment had to dea l wi th

" a r i a n t # s t o m e r s a l l t h e t i m e . T h # s l e a d i n g # s t o a % % r e h e n d t h a t 0obs were s tandardi+ed.

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Hierarchy of AuthorityThe s%an o$ on t rol i s no t we l l de$ ined a t Mahmood Sons howe"er we

obser"ed tha t i t was nar row a t o%era t ion l e"e l s in e the re were on ly

s i * t o s e "e n e m %l o ye e s h a nd l ed b y e a h m a na g er i n i t s % a rt i # l ard e% ar tm en t b #t t he l i ne m an a ge r 4s d #t y w as a b it e * te n de d a nd

# nd e$ in e d i n t er ms o $ o nt ro l. e w as t h e a #t ho ri ty i n a bs en e o $

D r.N a de e m M a qb o o l. 5 # r o b se r "a t io n a n d r e s# l ts $ r om q # er i e s a r e

i l l#s t ra ted below.

Centralization

T he % owe rs w er e on e nt ra te d a t h ig he r l e" el ( -h ai rm an 6 in eManager) . / l l im%ortant de is ion ma!ings were done by the hairman

a n d i n h i s a b s e n e b y l i n e m a n a g e r. o w e " e r t h e r i t i a l i m % o r t a n t

d e i s i o n s w e r e h e l d t o b e m a d e b y h a i r m a n . T h e s a l e s s t a $ $ w e r e

g i"en a min im#m range to sa le %rod# ts and any #s tomer wi th more

"al#e and demands is $orwarded to l ine manager.

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ProfessionalismThe le"e l o$ $ormal t ra in ing and ed# a t ion o$ em%loyee i s ons idered

t o a " e r y l o w l e " e l . T h e y a r e m o r e b a s e d o n o n 0 o b l e a r n i n g s a n d

e*%erien e thro#gh senio r i ty.

Personnel Con gurationThe %ersonnel on$ig#rat ion is seen at Mahmood Sons. 7m%loyees are

de%loyed to the i r r es%e t i "e t as ! s howe"er they a re e*%e ted to do

other 0obs a t t ime o$ need.

oal! Strategy and "#ecti$eness

%&cial oalsThere i s no de$ ined o$$i ia l goa l a t Mahmood Sons as re"ea led by Dr.

N a d e e m M a q b o o l b # t i n a t e l e " i s i o n a d " e r t i s e m e n t o n a l o a l a b l e

networ! Mahmood Sons s ta tes that

#m banatay hai a%!e ghar !o aal i shan

2e ma!e yo#r home :res tigio#s

%perati$e oalsT h e o % e r a t i " e g o a l s a r e n o t d o # m e n t e d h o w e " e r t h e g o a l s o $ e a h

de%artment are wel l #nders tood and del i"ered to the em%loyees .

The sa les de%ar tment i s r es%ons ib le $or the sa les o$ the %rod# ts on

d is%lay main ta in a q#a l i ty #s tomer re la t ionsh i% re ord o rders and

!ee% the re%or t ing a# thor i t i e s #% to do da te wi th wha t i s go ing on in

the sales de%artment .

T he a o# nt in g d e% ar tm en t i s r es %o ns ib le $ or a ll t he a o# nt s

m a n a g e m e n t o $ M a h m o o d S o n s . T h e r e d # t y i s t o m a i n t a i n t h e s a l e s

re o rd on the im%lemen ted a o #n ting syste m an d a o #n ts

re ei"ables as wel l as they wor! o#t the ne essary in ome s ta tements

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r e q# i re d b y h i gh e r a # th o r it i es a n d o t he r r e s% e ti " e b o di e s t i me t o

t ime.

There are n o targe ts gi"en to th e e m%l oyees howe"er the ir

%er$orman e an be meas#red in terms o$ q#ant i ty o$ sales and %ro$i tson sales b#t th is is a lso not meas#red at Mahmood Sons.

'esourcesM a h m o o d S o n s i s d e % e n d e n t o n t h e s # % % l i e r s $ o r t h e r e s o # r e s a n d

main ta ins a o l l abora t i "e and %ar tnersh i% re la t ionsh i% wi th s#%%lie r.

They mos t o$ the t imes dea l s wi th the 7M-5 t i l e s S ta r Ti les Sone*

Ti le s ' r oh i S an i t ar y S h ab b ir Ti le s / m ba s sa d or S a ni t ar y F i tt i ng s

Star sani tary $i t t ings . ;n their im%orts th ey do %#r hases $rom "ar io#s

s # %% l ie r s i n b # l! a o r di n g t o t h e ir n e ed s . T h e - h in a a n d ' e r m an

mar!et is more s#i table a ording to their needs.

MarketT he t ar ge t m ar !e t o $ t he M ah mo od S on s i s t he on tr a to rs a nd

indi"id#als that #se t i l es and sani tary $i tt ings in the new

onstr# t ions . The ontra tors are the whole sale #stomers whi le the

indi" id#al are the re ta i l #s tomers .

(nno$ationMahmood Sons has to dea l wi th inno"a t ions wi th hanging t rends in

h o# s e a nd b #i l di ng on s tr # ti o ns h ow e" er t he m ar !e t i s i n t re nd

$ol lowing s ta te where $ashions and t rends normal ly ends in $i"e to ten

y ea rs t en #r e. T h# s t he i nn o"a ti on $ a to r i s e as il y m an ag ed b y

% # r h a s e s o $ l a t e s t a n d i n " o g # e s a n i t a r y $ i t t i n g s a n d t i l e s $ o r t h e

#stomers .

"mployee De$elopmentT h e e m %l o ye e d e "e l o% m en t i s a s s # h n o t o n si d er e d a t M a hm o od

Sons and there are no meas#res and s te%s ta!e $or the aree r b#i lding

and em%loyee de"elo%ment .

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"n$ironment

CustomersThe obser"a t ion and enq#i r ies a t Mahmood Sons re"ea led tha t the i r

e n" ir on me n t i s " er y m # h % re di t ab le i n t er ms o $ # st om er s. T he

h a n g i n g # s t o m e r n e e d s a r e " i s i b l e t o t h e % r o d # e r s a n d r e t a i l e r s

and eas i ly #nders tood . They a re mos t ly in$ l#en ed by $ore ign t rends

t h a t m a ! e t h e M a h m o o d S o n s t o i m % o r t a n d % r o d # e t h e s t y l e a n d

q#al i ty a t lo al le"el a lso.

SuppliersThe s#%%liers are ab#ndant in the mar!et howe"er the bigger %art ies

are a $ew. The s i+e b#siness o$ Mahmood Sons in terms o$ sales is big

eno#gh to ma!e the s#%%lie rs ome in to the t e rms o$ Mahmood Sons .

There$ore mos t o$ the t imes s#%%lie rs a re no t an i s s#e $or Mahmood

Sons and they deal wi th the best o$$er and q#al i ty desired.

o$ernment' o "e r nm e n t r # l e s a n d r e g # la t io n s a re n o t s t ri t i n t h e i n d# s tr y o $

sani tary and t i les in :a! is tan and there are no legis la t ions req#ired to

$ #l $i ll b e$ or e e nt er in g o r d #r in g t he o %e ra ti on o $ t he b #s in es s.

' o " e r n m e n t a l s o d o e s n o t % r o " i d e a n y s # % % o r t a n d b e n e $ i t s t o t h e

i n d# st ry i n t er ms o $ r el a* at io n o n t a* es a nd s #b si di e s. o we "e r

i n r ea si ng t a* r at es o n i n o me a nd i m% o rt s i m% le m en te d b y t h e

g o "e r nm e nt a $ $e t s t h e % r i i n g s t ra te g ie s a n d l ie n t m an a ge m en t

as%e ts .

"conomy7 o n om i o nd it i on s o $ : a! is t an a re n o t s ta bl e d #e t o i n$ la ti on

s e #r it y t hre at s an d % ol it i al i ns ta bi li ty. T he do wn $al l in t heo n st r # t io n b # si n e ss a n d % r o% e rt y b # si n e ss h a s a l so a $$ e te d t h e

b#siness . The r is ing %ri es o$ raw mater ia l in lo al ind#stry has made

t he # st om er a nd M ah mo od S on s t o $ o # s m or e o n i m% or ts $ ro m

-hina whi h are he a%er s tyl ish and bet ter in q#al i ty when om%ared

in terms o$ %ri es .

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SocietyT h e s o i a l s t a t # s a n d # rg e t o l i " e i n m o d e r n i + e a n d w e l l $ # r n i s h e d

d e o r at e d a n d l # * #r i o# s h o # se h a s m a d e a % o si t i "e i m %a t o n t h eb#s iness . The new ommer ia l ons t r# t ion has a l so made an im%a t

on the growth o$ the b#siness and %eo%le are more onsiderate abo#t

the s tyle q#al i ty and in "og#e t i les and sani tary $i t t ings .

The d i s o"ery o$ as thma a#sed and d#s t absor%t ion by a r%ets has

a l s o m a d e % e o % l e m o " e t o w a r d s t h e # s e o $ $ l o o r i n g t i l e s . 2 h i l e t h e

t im e t o t im e m ai n te n an e o st o $ % ai n ts o n o # te r w al l s h as m ad e

%eo%le to mo"e towards one t ime in"estment on wal l t i les .

%utputT he o # t% #t o $ M ah mo od S on s i s d e% en de n t o n t he #s to me r n e ed

h o we " er t h e i m %o r te d m a te r ia l s a r e s # b 0 e t t o t h e s t o ! i m %o r te d .

T he i m% or te d s to ! n or ma ll y i s l im it ed t o t he o n e t im e i m% o rt ed

q #a nt it y. ow e" er i t i s m ad e s # re t ha t t he i m% o rt ed q #a nt it y i s

eno#gh to mee t the #s tomer need in a way tha t i t i s so ld and no or

" e r y l i t t l e a m o # n t o $ i t i s l e $ t i n i n " e n t o r y b y t h e t i m e n e w i m % o r t s

a re m ad e. T he l o a l m ar !e t % ro d# t i on s a re e as y t o m an ag e a nd

atered a ording to the hanging #stomer %#r hase %at terns .

System HealthM a h m o o d S o n s h a s g r o w n w i t h t h e t i m e a n d i t h a s b e e n m a ! i n g i t s

b#s iness %at te rns more n more so%his t i a ted to a te r i t s #s tomers .

owe"er the om%et i t ion has in reased and the s#%%lie rs and l i en t s

i n t h e " al # e h a in a r e a l so a $$ e te d b y t h e o m% e ti t or s . M ah m oo d

Sons has es tabl ished $o#r bran hes in ahore and al l o%erat ing wel l in

t h e ir t a rg e t r e gi o n. / m # lt i s t o ri e d % l a+ a i n a l mo s t o n st r # t ed o n

Fero+%#r ,oad tha t i s the main b#s iness a rea o r mar !e t o$ t i l e s and

s an it ar y i n ah o re . ; n r ea se i n s i +e o $ M ah m oo d S on s i s h o we "e r

s#b0e t to the s tab i l i ty. 2hen we as !ed Dr. Nadeem Maqbool he had

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n o $ a ts a nd $ ig # re s t ha t o #l d s #% %o rt t he s ta bi li t y h o we "e r h e

m en ti o ne d t h at g o" er nm en t a nd o th er $ or ei gn i n" es to rs a nd l o a l

ontra tors %re$er to deal wi th bigger b#siness ent i t ies and those who

an o $$ er b et te r % ri e s a nd t he n ew d is %l ay en te r a nd " er ti a l

integrat ion wil l hel% Mahmood Sons in these as%e ts .

ProductM ah mo o d S on s d ea ls b ot h i n d i$ $e re n ti at io n a s w el l a s l ow % ri e

o m% e ti t io n s . T h e % r od # ts t h at a r e a "a i la b le i n l o al m a r! e t a n d

s#%%l ied by lo al s#%%liers on a wi de s ale to a lmo st a l l the

om%eti tors or any o$ the om%eti tors are sold on low %ri e leadershi%

strategy. The im%orted %rod# ts are sold o n di$$erent ia t ion basis s in e

they a re #n iq#e ly d i s o"ered by Dr. Nadeem Maqbool d#r ing h i s " i s i t

t o t he i nt e rn at io n al m ar !e t a nd % #r h as e s. S om e ti me s t he l o a l

mar !e t %rod# ts a re so ld be low the os t %r i e to the #s tomers who

are %ro"iding %ro$i ts a t o ther im%orted i tems end.

Su)unitThere are no s#b#ni ts de$ined in the de%artments . 7a h de%artment is

held se%arately as a whole and integrated with others $or o%erat ions .

%rganizational StrategiesT he o rg an i +a ti on h as n o w el l d e$ in e d s tr at eg y w he n w e l o o! i t i n

:o rte r4s -om%et i t i"e S t rateg ies. owe"er i$ we d i" ide Mahmood Sons

%rod# ts in two gro#%s that is lo al and im%orted then we an %la e in

:or ter4s -om%eti t i"e Stra tegies model as $ol lowing.

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*ocal Products

(mported Products

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Mahmood Sons

Mahmood Sons


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Human Relations Emphasis

Primary Goal: human resourcedevelopment

Subgoals: cohesion, morale, trainingInternal Process Emphasis

Primary Goal: stability, equilibrium

Subgoals: information management, communication

Rational Goal Emphasis

Primary Goal: productivity, efficiency, profit

Subgoals: planning, goal setting

pen Systems Emphasis

Primary Goal: gro!th, resource acquisitionSubgoals: fle"ibility, readiness,

e"ternal evaluation

#le"ibility

$ontrol

Internal

E"ternal

S%R&$%&RE

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Mile+s and Sno,+s Strategy -ypology

M a hm o od S o ns a re d e $e n d in g t h e ir # r re n t % r od # ts a n d r e ta i ni n g

#r re nt #s to me r r el at io ns w hi le a t t he m ea n t im e l oo !i ng $ or

inno"a t ions and new s ty le %rod# ts and ta ! ing im%or t r i s ! s $or them

there$ore a ord ing to Mi le4s and Snow4s S t ra tegy Ty%ology i t an be

said as /naly+er .

"#ecti$eness .alue Model

M a hm o od S o ns % r im a ry g o al s a r e g r ow t h a n d r e s o# r e a q# i si t io n

whi le the s t r# t# re i s $ le* ib le . There$ore on the 7$$e t i "eness "a l#e

Model i t an be %la ed o"er 5%en System 7m%hasis .

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-he "/ternal "n$ironment

Mahmood Sons is o%erat ing in Ti les and Sani tary Fi t t ings ind#stry. The

i nd# st ry s i+e i s bi g an d s %r ead al l o "e r :a! is ta n h owe "e r t he

om %e ti ti on i s s tr on g i n : #n 0a b b e a# se o $ h ea "y % ro d# t io n i n

'#0ranwala and o#ts! i r ts . Mahmood Sons om%eti tors are 7m o Ti les

Star Ti les and Sani tary Fi t t ings ,ana Traders and et .

-ask "n$ironment

(ndustry Sector; n d# s tr y i s " e ry m # h s t ab l e a n d % r ed i t a bl e i n t e rm s o $ h a ng i ng

t re nd s a nd $ as hi on s. T he i nd #s tr y i s g ro wi ng a nd m od er ni +i ng .

: r e " i o # s l y t h e g r o w t h w a s r a % i d b # t d # e t o i n $ l a t i o n a n d e o n o m i

r i s i s a l l o"e r the wor ld and in : a !i s t an as wel l a s the se #r i ty i s s#es

and s ar e reso#r e #t i l i+at ion in :a! is tan has a#sed the growth ra te

to de l ine.

'a, Material Sector, aw Mater ia l i s eas i ly a"a i l ab le howe"er the t rans$ormat ion os t has

i n r ea se d t ha t4 s w hy t h e M ah mo o d S o n s h as t o m a! e # % w it h t he

i n r e a s e d % r i e s $ r o m s # % % l i e r s . T h e r a w m a t e r i a l i s n o t % # r h a s e d

dire t ly by Mahmood Sons they deal in $inished goods and %rod# ts .

Market Sector

The mar!et se tor is $#l l o$ o%%ort#ni t ies with in reasing onstr# t iono $ n e w d o me s ti a n d o mm e r i al $ a i l i ti e s w h il e o m %e t i to r s a re a

threat too in the mar!et .

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Human 'esource SectorThe h#man reso#r es are easi ly a"ai lable and the s#%%ly is more than

d e ma n d. T h e re $ or e M ah m o od S o ns i s n o t # n de r % r es s # re o $ # ma n

, es o # r e s h o we " er r e ta i ni n g o l de r a n d e * %e r ie n ed s t a$ $ i s i n t h e

%oli y o$ Mahmood Sons and they t ry their best to re ta in their #rrent

high %er$orman e s ta$$.

(nternational SectorThe sa les and o%era tions o$ Mahmood Sons a re "e ry m# h de%endent

# % on t h e i n te r n at i on a l m a r! e t. / o r di n g t o M r. S h a h +a d t h e l i n e

m a n a g e r o $ M a h m o o d S o n s t h e y e a r n m o s t o $ t h e i r % r o $ i t s o n t h e

i m% or te d i te ms . / l it tl e h an ge i n i n te rn a ti o na l s e t or an a# se

bigger hanges in the b#siness o$ Mahmood Sons.

eneral "n$ironment

o$ernment Sector; t in$ l#en es the in ome ta* sa les t a* im%or t d# t ies and o ther t a*es

tha t a re a%%li ab le to the ind#s t ry and raw mate r ia l . The hanges in

ta* %ol i i es a#se the ind#s t r i a l l e"e l hange . -# r ren t go"ernment o$

: a ! is t an has em%has i+ed on more and more t a* o l l e t ions whi h has

a # s e d i n $ l a t i o n a n d r a i s i n g % r i e s i n t h e i n d # s t r y a n d r e d # t i o n i n

growth ra te o$ ind#stry in terms o$ sales .

Socio Cultural Sector; t has "ery im%ortant role in the growth o$ b# siness and ind#stry. The

t re n ds a re h an ge d a nd n e w o %% or t# n it ie s a re b ro #g ht i n d #e t o

h a n g e s i n s o i o # l t # r a l s e t o r. M o r e a n d m o r e % e o % l e a r e m o " i n g

towards de orat i"e t i l ing and sani tary $i t t ings .

"conomic Sector7 onomi -ond i tions o$ :a ! is t an a re in a q#es t ionab le s i t#a t ion s in e

l o n g a n d s e e m s t o s # $ $ e r i n $ # t # r e a s w e l l h o w e " e r t h e i n d # s t r y i s

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b as ed o n t he # %% er m id dl e # %% er a nd # %% er # %% er l as se s o $ t he

so iety there$ore the growth has not s to%%ed.

-echnology Sector

; t i s i m% ro "i ng a nd n ew t e hn o lo gy t o % ro d# e t il e s a nd s an it ar y$ it ti ng s h as m ad e t he % ro d# ti on e a sy a nd e $$ i ie n t. o we "e r t he

im%lementat ion ost o$ new te hnology is q#est ionable to the demand

o$ the %rod# t .

Financial 'esourcesF in a n ia l , es o# r es a re m od er at e. T he re a re s e" er al b an ! s a nd

D e "e l o %m e nt F i na n i a l ; n st i t #t i o ns r e ad y t o % r o" i de $ i na n i a l a i ds .

M a h m o o d S o n s i t s e l $ h a s a s t r o n g $ i n a n i a l b a ! i n g . T h e o m % a n y i s

tota l ly eq#i ty $inan ed howe"er in $#t#re a id $rom $inan ial ins t i t# t ion

an hel% a"ai l new o%%ort#ni t ies .

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Simple + Stable =Low Uncertainty

1. Small number ofexternal elementsand elements aresimilar

2. Elements remainthe same of changeslowly

Examples soft drin! bottlers"

beer distributors"containermanufacturers" foodprocessorsSimple + Stable =

#igh$%oderate Uncertainty

1. Small number ofexternal elementsand elements aresimilar

2. Elements changefre&uently andunpredictably

Examples E$commerce"fashion clothing" music

industry" toymanufacturers

'omplex + Stable =#igh Uncertainty

1. Large number ofexternal elementsand elements aredissimilar

2. Elements changefre&uently andunpredictably

Examples 'omputer firms"aerospace firms"

telecommunications"airlines

'omplex + Stable =Low$%oderate Uncertainty

1. Large number ofexternal elementsand elements aredissimilar

2. Elements remainthe same or changeslowly

Examples Uni(ersities"

appliancemanufacturers"chemical co" insuranceco.

E'(IR ')E'%*+

$H*'GE

S%* +E

E'(IR ')E'%*+$ )P+E-I%.

&'S%* +E

SI)P+E

$ )P+E-


"n$ironmental 0ncertainty

There4s smal l n#mber o$ e* te rna l e lements e$$e t ing Mahmood Sons

and these e lements a re a lmos t s imi la r. The e lements a lmos t remain

same and hanges "e ry s lowly wi th the %assage o$ t ime . 5n the bas i s

o $ t he o bs er"at io ns w e h a"e %l a ed Ma hm oo d S on s i n th e ow


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Contingency Frame,ork for 0ncertainty and%rganizational 'esponses

Mahmood Sons $ollows entrali+ed de ision ma!ing and the %ower is on entrated

at the higher le"el. There are only a $ew de%artments and the integrity roles are not

de$ined. The %lanning $or $#t#re growth and goals is minimal almost negligible

while the $o #s is more on the #rrent o%erations.

Sin e the $irm is growing and with the integration o$ the new $#lly %#r%osed b#ilt

sel$ owned $a ility it will be easy $or Mahmood Sons to a"ail themsel"es o$ more

o%%ort#nities in the mar!et. For this they need to %lan with a moderate s%eed and

im%lement these %lans thro#gho#t their $irm. The Me hanisti Str# t#re is

a%%ro%riate b#t they need to rede$ine the de%artments e*%li itly and introd# e new

de%artments as well. Th#s mo"ing towards ow=Moderate


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(nter1%rganizational 'elationship

T h e i n te r =o rga n i+ a ti o n al r e l at i o ns h i% s o $ M a hm o od S o n s a re m o st l y

w i th t h e s i m i l ar t y %e o $ 5 rg a ni + at i on s w h i h t e n ds t o b e s o me h o w

om%et i t i "e as wel l . / s in the ase o$ 7M-5 Ti les a re s#%%lie rs and

a ls o w ho le s el le rs i n t he m ar !e t. T he re $o re w e h a" e % la e d t he

Mahmood Sons a t :o%#la t ion 7 o logy &lo ! in the Framewor! o$ in te r

organi+at ional re la t ionshi%.

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-echnologyThe #se o$ in$ormat ion te hnology has he l%ed e"ery o rgan i+a t ion a l l

o"er the globe and Mahmood sons are a lso ta! ing ad"antage o$ i t b#t

a t a "e ry low le"e l as om%ared to the i r b#s iness s o%e. They #ses

i n te rn e t $ or e m ai l s t h ro # gh % #b l i $ re e m ai l s er "e r s l i !e y ah o o a nd

google to omm#ni ate with their in ternat ional s#%%liers . The in ho#se

o mm# ni ati on i s al so im%ro"ed th ro #gh th e #s e or in ter o m

te le%hones whi le the ins%e t ion o$ o%era t ions i s a r r i ed o# t th ro#gh

lose i r #i t te le" is ion ameras . / %#r%osed b#i l t #s tomi+ed so$tware

has been im%lemented and wor!ing in the / o#nts de%artment.

1&

Mahmood Sons


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%rganization *e$el -echnology

Departmental -echnology Frame,ork Mahmood Sons $all in the igh /naly+ability and ow >ariety ombination whi h

ma!es the ,o#tine blo ! o$ :errow4s Frame 2or! as shown.

Perrow’s Framework

(nformation -echnologyMahmood Sons has im%lemented a so$tware $or a o#nting %#r%oses at themoment. The so$tware is #stomi+ed and %er$orms the ne essary datamanagements $or the a o#nts de%artment and re%ort iss#an e $or the managersand #stomer when demanded. There are lose ir #it tele"ision amera toobser"er em%loyee and the #stomers in the Mahmood Sons o#tlet. 2e ha"e

re ei"ed a website de"elo%ment order also $rom Mahmood Sons.

(nterdependence among Departments

The de%artments at Mahmood Sons are losely asso iated to ea h other andde%end on ea h other $or s# ess$#l o%eration. The %#r hase and a q#isitionde%artment4s o%erations are ne essary $or the %ro eedings o$ wareho#sing

1'

Mahmood Sons


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de%artment and sales de%artment. The sales are ne essary $or the olle tionde%artment and olle tion is ne essary $or the %#r hase and a q#isitionde%artment. Th#s a y le o$ asso iation and interde%enden e is $ormed. The

omm#ni ation and !nowledge sharing among the de%artments is "ery little.


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%rganization Size *ife Cycle and Control

Mahmood Sons is a big organi+ation that holds almost 1 em%loyees. The si+e interms o$ sales and %ro$its an also be q#anti$ied among the leaders in Tiles andSanitary $ittings ind#stry.

Mahmood Sons was at entre%rene#rial stage when Dr. Nadeem Maqbool establishedthe b#siness at &hati 'ate ahore. The e*%ansion and growth bro#ght into theneed o$ leadershi%. The leadershi% was again %ro"ided by Dr. Nadeem Maqbool%laying the main role in the o%erations o$ Mahmood Sons. F#rther growth ande*%ansion o$ b#siness and o%ening o$ new bran hes bro#ght the Mahmood Sons toa olle ti"ity stage where some o$ the %ower and a#thority was delegated to thebrothers or managers in their res%e ti"e bran h. The om%any is still growing andwe ha"e $o#nd it to be rea hing the $ormali+ation stage where it needs to $ormali+ethe a ti"ities and o%erations.

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5#r obser"ations and Mr. Shah+ad the line manager re"ealed that the Mar!et $ormo$ ontrol was in #se at Mahmood Sons. The sales sta$$ and others were gi"en

om%ensations and e*tra bene$its $or better %er$orman e and a sense o$ %ositi"eom%etition was reated among de%artments and em%loyees that had hel%ed

Mahmood Sons to grow e"en in bad e onomi onditions o$ :a!istan.

%rganizational Culture

%rganization Design 2 CultureMahmood Sons is ha"ing a Mission Culture as it em%hasis on growth%ro$itability and mar!et share.

7thi al >al#es and its So#r e

7"eryone sho#ld be allowed to $ollow his religion or se t said Mr.Shah+ad atMahmood Sons.

Mahmood Sons

Small


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Conclusion and 'ecommendations

Mahmood sons is a growing and %ro$i t earning $irm b#t i t has $ol lowing

$laws in i ts organi+ational str# t#re

; t has im%lemented $#n t ional di" is ion b#t the bo#ndaries o$ the

d e% ar tm e nt s a re n o t w el l d e$ in e d. o we " er a o rd i ng t o o # r

s t#dy we ha"e $o#nd tha t i t has two ma0or %rod# t l ines lo a l

a nd i m% or te d % rod # ts . T he re $o re w e re o mm en d a h yb ri d

($#n tional = %rod# t) str# t#re.

T h er e a re n o % o li y m an # al 0 o b d e s ri % ti on s a n d d o # m en te dr#les and %ro ed#res . Sin e the organi+at ion is growing in s i+e

and s t r# t#re . There$ore management sho#ld a%%ly $ormal i+at ion

within the g#ide l ine o$ me hanisti a%%roa h.

-#rrently the %ower is on entrated within the hands o$ hairman

a nd l i ne m an a ge r. : ro %e r a nd % l an e d d el e ga ti o n o $ a #t h or it y

s ho #l d b e i m% le me nt ed t ha t m at h es w it h t he s tr # t# re w e

%ro%ose.

The im%lementat ion o$ %ro$essional ism and %ersonal on$ig#rat ion

has been missing $rom the %oli ies o$ Mahmood Sons. They sho#ld

im%lement these so that $#t#re growth and stabili ty is se #red.

There a re no do #mented o$$i ial goal s . Mahmood Sons sho#ld

%re%are a " is ion and a miss ion s ta tement to dire t i t s em%loyees

towards de$ined goals.

The o%erati"e goals are orally deli"ered to the em%loyees whi h is

not a %ro%er way the o%erati"e goals sho#ld be s tated

do #mented on$i rmed tes ted and im%lemented to a h ie"e long

r#n goals.

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Mehmood Sons (Tiles and Sanitary Fittings)

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