Date post: | 07-Oct-2014 |
Category: |
Documents |
Upload: | ali-raza-sahni |
View: | 41 times |
Download: | 2 times |
IDN (The First Channel to Distribute)
The Organizational Behavior Approach by
Falcon Group
IDN (International Distribution Network) – The First Channel to Distribute
The Organizational Behavior Approach by Falcon Group…!
Falcon Group – The IDN Approach
Group Leader: Ali Raza Sahni
Group Assistant: Imran Hussain
Group Advisor: Muhammad Usama
Group Sectary: Sabat Jhanzaib
Course: Organizational Behavior
Course Code: BCH – 404
Course Instructor: Mr. Amad – UN – Nasar
Project Title: The Implementation of OB Model
Project Approach: IDN (Pvt) Ltd.
Submission Date: Jan 13th, 2012
Academic Program: B.Com (HONS)
Semester: 7th / Regular
Department: Commerce
University of Sargodha
IDN (International Distribution Network) – The First Channel to Distribute
The Organizational Behavior Approach by Falcon Group…!
Acknowledgement
With the name of ALLAH who is the most beneficial & merciful and He enable us to complete
this report to overcome our semester requirement. This report is a part of our course
“Organizational Behavior” under the kind supervision of Mr. Amad – UN - Nasar. This has
proved to be a great experience for our group. This report is a combine effort of, Ali Raza
Sahni, Imran Hussain, Muhammad Usama, and Sabat Jhanzaib.
Then we thanks to our course instructor Mr. Amad who guide us in very beautiful & nice way.
The supervision of Mr. Amad has provided us a lot of experience to get the view of actual
market. We are very thankful to Sir Mutee, Sir Haroon, Sir Zahid, Sir Mohsin, Sir Mubashar &
all other honorable teachers who share their experience & knowledge with us to complete this
project in very efficient manner.
In last, we are much respected for those students who provide us encouragement to complete
this behavior feasibility report.
Ali Raza Sahni
(Group Leader)
Falcon Group
IDN (International Distribution Network) – The First Channel to Distribute
The Organizational Behavior Approach by Falcon Group…!
Table of Contents
Item # Title Page No #
01 Executive Summary 01
0 An Overview – The IBL Group 02
03 IDN (Pvt) Ltd. 07
04 Departments in IDN 10
05 Organization Structure 16
06 Organizational Culture 19
07 Teams & Groups 22
08 OB Model v/z IDN 25
09 Motivation 40
10 Key Stakeholders 43
11 Conclusion 44
P a g e | 1
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Executive Summary
With the help of Allah and under the supervision of our kind course instructor Mr. Amad – UN –
Nasar we have completed this report to fulfill our semester requirement. In this report we have
briefly discussed the organizational behavior and its implementation in any organization. Here,
we are starting our own company which will be act as the subsidiary of the MNC. This business
of MNC will be Pakistan based business to capture the distribution market at national level.
In regard to OB, it is not necessary to provide the financial feasibility of the whole business. We
will just discuss the implementation of OB Model in our organization. The name of our
organization will be IDN (Pvt) Ltd. The IDN stands for the International Distribution Network.
This network will be established on the national level as the competitor of IBL (International
Brand Limited).
This approach is based on the assumption that IDN is the organization where OB Model is
implemented and all of their operations are decentralized and independent from one another.
The organization hierarchy is totally applied. All the operations are within the flow of proper
sequence. There is no any ambiguity is present in the job descriptions of the employees. From
top to till bottom level, all the management personals are totally motivated and serves their
abilities and skills for the IDN.
We have collected this data from various links and direct survey of various offices of IBL except
Head Office due to the shortage of time. In this report, we have major competitor IBL in
Pakistan who have tough competition for us. In this report, we will also discuss various
strategies to survive in the market for longer run. All of these strategies are not relevant to
costs and other financial matters.
P a g e | 2
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
An Overview – The IBL Group
The UDL/IBL Group is a diversified business house engaged in a wide
range of business activities in Pakistan including international
trading, local manufacturing, marketing, sales and distribution of
various products and financial services.
Background
The Group began its operation several generations ago in 1887 and became distributors of
W.D. & Wills cigarettes. As business progressed over the next decades, several offices were
established in major cities of the Indian Subcontinent. After partition in 1947, the Group
decided to shift its operations to Pakistan and set up their head office in the port city of
Karachi.
For many decades since 1947, many multinational and large Pakistani companies have held
business with the Group. In the mid 80s the Group management decided to diversify into
manufacturing by creating strategic partnerships with some of the companies for which it had
provided distribution services. As a result the ownership and management of the group
companies was divided into two sub-groups known as IBL Group and UDL Group. In 1991 a
new company by the name of International Brands (Private) Limited was formed.
P a g e | 3
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
All the marketing and distribution business of consumer goods of the Group was moved under
the banner of IBL and since then the Company has focused on consumer products marketing
and distribution, it has also become the Flagship Company of the Group. Currently IBL is the
largest distributor in Pakistan with sales volumes of over $350 million and a network of over
100 branches throughout the country.
Values of IBL
Seeking Allah’s pleasure in all that we do
Committing ourselves to enhancing Pakistan’s image
Serving the needs of our customers with passion, dedication & by honoring our word
Striving for excellence in rural & urban marketing
Constantly upgrading our knowledge & skills to become better professionals
Enriching our work environment with high levels of performance, participation &
creativity
Upholding the spirit of individual & collective accountability
Rewarding quality performance
Nurturing openness, trust & support to guide our business policies, individual & team
conduct
Enhancing shareholder value through long-term profitability & improving
performance ratios
Long – Term Objectives
The recruiting, retaining and developing qualified team from different backgrounds and
culture, to create a work environment where people can experience diversi ty and can grow
both, personally and professionally to compete for the new opportunities within the IBL and
outside of the IBL as well.
This dynamic philosophy drives us towards the escalation of our productivity, competitiveness
and significance in the marketplace. This helps us in meeting the need of our society and
continue our tradition of providing top quality services to our valued business partners such as
P&G, Gillette, PTCL, Searle and Mobilink to name a few.
P a g e | 4
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
People Strategy
IBL’s people strategy is simple. It is deem that every individual possesses an exceptional
viewpoint and brings with him or her, potential to make important contributions to IBL. Our
aim is to produce an environment in which the most competent persons can practice personal
growth and help build IBL as the best distribution operation. Coupled with our philosophy of
continuous improvement, our code of ethics that calls for ‘Caring and Sharing’ helps us in
building this atmosphere. To understand the benefits of implementing an effective diversity
strategy and are committed to making inclusiveness our mainstream.
Distribution Channel Strategy
Maximize reach in every market segment (i.e. Retail, Wholesale, Institution of Urban and
Rural areas), assess channel opportunities and recommend alternatives to achieve required
market coverage at target levels and identify opportunities and develop strategies like "go to
market" through additional channels.
As a part of our strategy, we define the requirements to effectively operate in d esired
channels and develop responsive supply chain programs to maximize the distribution
channel's end-market impact and efficiency.
Distribution Philosophy
L. E. A. D. S.
Listen: to others to understand their thoughts, concerns and goals
Empower: others by giving them responsibilities backed up by faith, training & support
Adapt: to changing circumstances and always be prepared to listen and employ new
ideas
Deliver: high-quality result by setting understandable aims and objectives that are
linked to end results
Self-understand: as the more, you can recognize yourself and your impact on others,
the easier it is for you to manage yourself and accept your style to bring out the best in
other
P a g e | 5
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
We actively nurture and embrace a positive ‘can-do’ attitude. As a family of experienced and
persistent individuals, we pride in our flexible and open partnerships with each business
partner and every customer.
Distribution Key Activities
Define and measure the size of markets.
Assess current state and future characteristics of various potential channels of
distribution.
Assess each channel's "fit" with respect to branding and investment characteristics.
Assess the strategic significance of product categories to each distribution channel.
Recommend distribution channels to achieve required market coverage at target
levels of profitability.
Define the goals and success requirements of each distribution channel and develop
responsive distribution programs to maximize market impact and efficiency.
Monitor and track effectiveness of distribution programs within the channel and in
end-user markets.
Distribution Infrastructure
IBL has well equipped sales offices in 61 locations, and its not the end; several more locations
are under planning which would be in order very soon. There is appropriate "Distribution
Hierarchy" around the country, proper warehousing facility and well-trained sales, admin and
logistic people. This has created a significant advantage over our competitors and enabled
them to invest in new channels to market
State of the art supply chain management system
Up to the mark warehousing facility across the country.
State of the art integrated IT system
Capacity of Handling Distribution
Our 61 distribution offices across the country have available trained sales personnel, logistic
and admin teams, adequate warehousing facilities and fleets of delivery vans and trucks. Our
people are well aware of local trends in the market and an in-depth analysis of its behavior.
P a g e | 6
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Our people are our key asset, we have the most talented people without regard to race, color,
religion, gender, age, national origin or disability, and we motivate them to achieve their
maximum potential for the excellence. We believe in our people and their capability that is
why we always say, “We can do it”.
Supply Chain Management
We distribute what you want to distribute and where you want to distribute. We strive to
ensure that your products are delivered to the right place, on time and in the most cost -
effective manner. We save time and money by leveraging our national distribution network.
Inventory Management
In order to meet the high levels of distribution, we have and continue to reduce operating
costs, increase our supply chain efficiency, reduce inventory and shorten cycle times. If a
brand supplied by a distributor is unavailable, consumers may switch to a competitor brand,
abandon expensively generated brand loyalty
Career in IBL Group
At IBL our purpose is to improve the quality of life of the communities we live in. We do this by
providing the opportunity of working with an organization that takes care of their every need.
Working with IBL gives our employees experience in variety of jobs in various disciplines. We
help employees to develop competencies like knowledge, skills and behaviors critical for job
performance. Our employees are our greatest strength. We all work to the highest standards
of profession keeping in view our 5 core values are:
Togetherness: we must work cohesively with our colleagues across the group and with our external partners building strong relationships.
Excellence: we must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the services we provide.
Integrity: we must work cohesively with our colleagues across the group and with our external partners building strong relationships.
Understanding: we must be caring and sharing, show respect and humanity for our colleagues and always work for the benefit of the people and the Organization.
Responsibility: we must continue to be responsible to communities and environments
in which we work.
P a g e | 7
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
IDN (Pvt) Ltd.
The word IDN stands by International Distribution Network, a national level distribution
channel in Pakistan which has access to each and every street to satisfy the customer. We will
manage Head Office in Karachi and various Regional Offices in major cities of Pakistan. We
will also establish our offices on zone and area level for the effectiveness and efficiency of the
operations and expansion of our business.
Out slogan will be “the first channel to distribute”. This motto is considered as best
because we will be first in the Pakistan who will distribute each and everything to entire places
of Pakistan.
We will contract with various firms who produce consumer goods for the Pakistani Consumers
and distribute their goods entire to the Pakistan. All the distribution strategies and media
promotion to achieve the targets will be the part of contract. We will distribute the goods and
services in range level and every range have specific brands which will never be the
competitor of each other and their nature will be same.
In regard this; we will get heavy commissions from the commodity producing MNCs. We will
face the major competition in Pakistan from IBL (International Brand Limited), but we will
plan our own and well – defined operations strategies to compete with this firm.
According to OB Model Approach, the IDN is independent organization and have their
operations according to their own need. We will implement whole OB Model at the entire
level of organization to increase the efficiency and effectiveness in the organization. This OB
Model will provide us proper behavior of our organization as like human being. It will be our
first approach to define all the parameters of this model in well – defined and cleared way to
easily understand it.
We have expanded the whole OB Model in our organizational context which will be very
helpful for us to understand and implement the strategies and policies in IDN. All the
parameters and their implementation points are briefly discussed in this report.
P a g e | 8
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Vision Statement
“To be the best distribution channel who understands and satisfies the customers and
consumers – globally”
Mission Statement
“Our purpose is to constantly and surely grow that wealth and well – being of our
shareholders, employees, principals, and community”
Business Guiding Principles
Customer Satisfaction
Value for money
Integrated solution provider
Superior service & long term relationship
Leadership
Think and act like a winner
Passionate about business
Encouraging creativity and Innovation
Promoting teamwork
Integrity
Doing it the right way
Transparency
Going beyond financial aspect
Personal Accountability
Openness and candor
Learn from mistakes
Accept failures, share and move on
P a g e | 9
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Our Distribution Brands
According to our analysis report we will manage following brands in Pakistan at initial level,
which will easily cover the whole costs and also provide us help to survive longer in the market
and compete with others.
P&G (Proctor & Gamble)
Azhar Corporation
Reckitt Benckiser Pakistan Limited
Abbott Laboratories, Pakistan
Habib Oil Mills Cookery Contest (HOM)
Keune Haircosmetics, Pakistan
Care Cosmetics, Pakistan
United Trading Society (Kala Kola)
Blesso Cosmetics, Pakistan
Greenstar, Pakistan
Pfizer, Pakistan
All of these companies have those brands which are considered as most essential for any
retailer shop. Head & Shoulder Shampoo, Palmolive Soap, Gillette Razors, Colgate, Gaye
Soap, Mortien, Kala Kola, Blesso Fairness Cream, Anne French Hair Removing Cream, Touch
Condoms, etc are the basic in any store for the consumer.
Major Competitors
IBL (Pvt) Ltd.
Abudawood Pakistan
Food Distribution Company
United Distributor of Pakistan
Allied Marketing Distributors
P a g e | 10
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Departments in IDN
The IDN will work with the help of following departments which will continue the operations
of IDN in effective and efficient manner. All of these departments have their own heads which
will act as supervisor for their operations in the relevant department . Every department have
authority to get the decision according to their needs and requirement but under the
instructions of executive bodies who are spokespersons of the IDN.
Sales Department
HR Department
Coordination Cell
Promotion Department
Inventory Department
Accounts Department
Finance Department
Audit Department
Customers Care Department
Technology Cell
Marketing (Purchase) Department
Sales Department
The sales department of IDN will handle the
whole marketing field force who is the profit
generating assets of our organization. All kind of
distribution activities will happen under the
head of this department. The role of leadership
will be most important in this department
because we have huge field force with intensive
diversity entire from the Pakistan. The hierarchy
for this department is as below:
The head of this department will be NSM and he
will be work under the director instructors of the
P a g e | 11
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Country Manager, who is the head of IDN in Pakistan. Whole sales force will be work in a team
like a family.
HR Department
All the hiring and firing of staff entire the organization will handle by this department. This
department will work under the instructions of all HR Director. The HR department is not
independent as other departments because instructions from other departments regarding
staff have no any direct relation to this department. All other departments will give
recommendation to this department for hiring or firing of employees.
The job analysis, job descriptions and job specifications are the major tasks for HR
department. Most of the time organizations analyze the job by observation, interviews,
diaries, and questionnaires methods. We will also use these methods and also best possible
methods to analyze the performance of employees. The minimum criterion to hire or fire any
employee (job specification) is also maintained by HR department.
Training Development Sessions
We know that competent employees don’t remain competent forever. Skills deteriorate and
can become obsolete. That’s why organizations spend millions each year on the formal
training of their employees. IDN is also conscious about this matter and HR department will
provide so many chances to their employees to attend various seminars, conferences,
development programs, and training sessions for the betterment of their skills.
We will provide all kinds of trainings to our employees like, basic literacy skills based training,
technical skills based training, development of interpersonal skills training sessions and
problem – solving skills based training. These kinds of training and career development
sessions will provide extra – ordinary personalities to our organization which will work for the
best to best.
Employees Performance Evaluation
Performance evaluation serves a number of purposes in the organizations. Management uses
evaluations for general human resource decisions. Evaluation provides input into such
important decisions as promotions, transfers, and terminations. Emulation identifies training
P a g e | 12
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
and development needs. They pinpoint the employee’s skills and competencies that are
currently inadequate but for which programs can be developed to remedy. Performance
evaluation can be used as a criterion against which selection and development programs are
validated. Following are the major methods to performance evaluation as:
Written Essays
Critical Incidents
Graphic Rating Scales
(BARS) Behaviorally Anchored Rating Scales
Militiaperson Comparisons
HR in IDN
All the staff within the organization is work under their job descriptions which are developed
by HR department. To hire and fire the employee on the instruction of specific department
will be challengeable in the Conflict & Negotiation Team of IDN. The decision of this team
will be autonomous and final by their nature.
The IDN will maintain their HR practices from higher to bottom level. For this purpose, Head
Office will have maintenance office of HR department of IDN and all regional offices and zonal
offices have a HR Officer to will perform their duties under the instruction of maintenance
office. This HR officer will be responsible to hire and fire any employee and also their
development sessions regarding the training programs.
It will be compulsory for every employee whether he/she is executive or directive, to get the
training after specific time period which will assumed by the HR department according to
their job requirement and job analysis. Within 2 years at least, every employee attend one
training session or get skills developmental training in the better interest of the organization.
This department will be work under the shadow of Director HR, Manager HR, and Officer HR.
Coordination Cell
We know that for the proper flow of any information the coordination is most imp ortant
thing. For this aspect, IDN have a separate mini – department to coordination among the
personnel of the entire organization.
P a g e | 13
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Information can be provided to both external as well as internal users. The information
supplied to external users is either mandatory information (required by a governmental
entity) or essential information (required to conduct the business with external parties). The
primary consideration in producing mandatory and essential information is to minimize the
costs while meeting the minimum standards of reliability and usefulness and meeting
regulatory requirements.
The staff of coordination cell will be composed on 5 – 6 persons who sit in the Head Office and
manage whole the organization through all possible means of communications. The IDN will
establish a separate network for their staff to link up their information and other matters with
the organization.
Promotion Department
For the effective marketing the promotion of products is very important. So, we have
separate department who will plan and implement the strategies to promote the brands
according to the instructions of their firms. The expenses of the promotion for each brand will
be pre – defined written in the contract deed. All the electronic or paper media as well as
online promotional strategies will be plan by this department. This department will be work
under the head of Director Promotions, Officer Promotion and Sales Promotion Officers
(SPOs).
The body of Director will be work in the maintenance office and Promotion Officers will be sit
at the regional levels and other SPOs will be act as task or field force to promote the brands
and settle their office zonal and area offices.
Inventory Department
All the warehouses will be control by this department. The Director Inventory will be
responsible for the shipment and delivery of stock to all distributors in the whole country. All
the staff regarding stock and inventory will be work under this department. The wastage,
claim, and dispose of inventory will be responsibility of this part of the IDN. The Inventory
Manager and Inventory Officer will be work under this head.
P a g e | 14
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
The locations of warehouses in various region of Pakistan will be selected by this department.
It will also manage the record of inventory and technique of inventory whether the best is
LIFO, FIFO, or any other.
Accounts Department
All the affairs of the accounting and record will be held by this department. The issuance of
payments, bills, salaries, wages, petty cashes, etc is the responsibility of th is department.
Each and every transaction which is happen by the organization will be recorded by this
department. The Directors Accounts (Charted Accountant) will lead this department and
Manager Accounts and Officer Accounts will be subordinate to them.
The maintenance office of Accounts Department will be located in Head Office and the post
of Manager Accounts with two subordinates as Officer Accounts will be work with them at the
regional level in the regional offices of the IDN.
Finance Department
All the investments and brand analysis regarding financial matters will be discussed by this
department for the present and future matters. The department will be responsible for the
forecasted sales and revenues and also provide targets to other departments for the
investment affairs. The Director Finance will be the leader of this department with their
subordinates of Manager Finance and Officer Finance.
This office will be work just in the Head Office and also provide analysis for upcoming brands
of the market which will raise the profitability of the IDN. This department will also
understand the scenario o financial markets and rovide possible information to organization.
Audit Department
This department will be conduct the audit of all other departments including the designations
of Chairman and Active and General Board of Directors. The internal audit will give us
effective and efficiency. The Director Audit will lead this department with the help of their
subordinates Chief Internal Auditor and Internal Auditor. This office will be held in Head Office
of IDN and also on the regional level. The Chief Internal Auditor will be the head of the Audit
Department at the regional level.
P a g e | 15
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Customers Care Department
This department will be understand and fulfill the complaints and other queries of our
customers means all distributors. The Director CC will lead this department with their
subordinates as Manager CC and Officer CC. this office will be held in the Head Office of IDN.
We will provide a specific UAN line to our customers for the queries and questions regarding
us and our products.
Technology Cell
This office will be directly instructed under the body of Coordinator who will supervise this
office. All the technology relevant problems and affairs will be the responsibility of this cell.
The Manager IT will lead this department and Officer IT will be work under the instructions of
their Manager.
Marketing (Purchase) Department
This is the major department of IDN who will manage and understand all the affairs regarding
brands with the companies. All the contracts with the companies will be the responsibility of
this department. The Director Marketing will lead this department wit h their subordinates as
Manager Marketing, Officer Marketing, and Market Surveyor. All the information regarding
the working or upcoming brand which is present in the market will be the responsibility of this
department.
The Marketing / Purchases Department will be work under the instructions of all other
departments and also work according to the recommendations by board of directors. The
office of this department will be held in Head Office of IDN.
P a g e | 16
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Organization Structure
The IDN will be work under this organizational structure which is best and suitable for our us.
All the employees will be work like a team and give equal opportunities to everyone for the
betterment of their career and organization.
P a g e | 17
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
According to this hierarchy structure and legal requirement CEO/Chairman is the head of IDN
but he will be selected by the actives and general board of directors. The autonomous body of
the IDN is Country Manager who is the official representative of the organization and has
ability to take any kind of decision in every situation without any kind of approval and
recommendation.
The CEO/Chairman is the legal head of the organization and body to tackle all the active
board of directors. The active board of directors is basically financers of IDN in Pakistan they
have no any kind of official role in the management of the IDN. They are just investors have
and concerns to their money. The active board of directors is not in any ability to get any kind
of decision regarding the policy and management affairs of the IDN. The CEO/Chairman is
also active member in the board of directors and has specific shares in the IDNs investment.
But the selection of CEO/Chairman is happen by the regulation of Companies Ordinance, 1984
that all Executive Directors and Financers select him by their mutual concerns.
The Country Manager is the official representative and management head of the IDN in
Pakistan. All the Executive Directors will be work under the instructions of Country Manager.
But we have decentralized approach for our organization. So, all of employees and relevant
heads will be independent in their decision making according to the organization rules and
regulations.
The Executive Directors are the head of the department or Directors of their relevant
department. E.g. Director HR, Director Finance, Director Sales, etc. all of these is hired
persons and has no any role in the investor relations. These heads will be selected by the
mutual concentration of CEO/Chairman and Country Manager. All these heads are
responsible for their activities in their departments.
The Coordinator of the organization is the executive body who controls all the affairs of the
business & provides coordination among the various departments & staff members in the
larger interest of the firm. This body will be responsible for the meetings agendas of board of
directors and all other managerial affairs. The confidential and special kind of information will
be saved in safe keys and these informational keys will be easily accessible for the Country
Manager and CEO/Chairman.
P a g e | 18
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
The Departmental Managers are the subordinates to the Directors of their departments. And
have no any direct role in upper management. Their suggestions and recommendations are
valuable for the organization and they have a right to give these kinds of information to IDNs
heads. These Managers are mostly work in the regional office and act as the head of relevant
department in the regional office. They are independent in their decisions and also
responsible for all kinds of activities by their subordinates. In case there, Director or Head of
Department is not present then Departmental Manager will be directly linked with the
Country Manager by the cover of Coordination cell.
The Departmental Officers are subordinates to the Managers of the specific departments.
These officers will be mostly work in Zonal and Area Offices for the specific tasks given by
their Manager from the upper body. They are independent in their decisions but have no
authority to get any decision without the concerns of their supervisor/manager.
The term Bottom Level Managers is those who are the real assets of the IDN and work day
and night for the betterment of this organization. These are first line managers of the IDNs.
P a g e | 19
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Organizational Culture
Culture
There seems to be wide agreement that organizational culture referred to system of shared
meaning held by members that distinguishes the organization from other organizations
(Becker, 1882). A common perception held by the organization’s members; a system of
shared meanings. This system of shared meaning is, on closer examination, a set of key
characteristics that the organization values. The research suggests that there are seven
primary characteristics that, in aggregate, capture the essence of an organization’s culture
(Chatman & Caldwell, 1991).
Innovation and Risk Taking: The degree to which employees are encouraged to be
innovative and take risks.
Attention to Detail: The degree to which employees are expected to exhibit precision,
analysis, and attention to detail.
Outcome Orientation: The degree to which management focuses on results or
outcomes rather than on the techniques and processes used to achieve these
outcomes.
People Orientation: The degree to which management decisions take into
consideration the effect of outcomes on people within the organization.
Team Orientation: The degree to which work activities are organized around teams
rather than easygoing.
Stability: The degree to which organization activities emphasis maintaining the status
quo in contrast to growth.
Each of these characteristics exists on a continuum from low to high. Appraising the
organization on these seven characteristics, then, gives a composite pi cture of the
organization’s culture. This picture becomes the basis for feelings of shared understanding
that members have about the organization, how things are done in it, and the way members
are supposed to behave.
P a g e | 20
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Culture is a Descriptive Term
Organizational culture is concerned with how employees perceive the characteristics of an
organization’s culture, not with whether or not they like them. That is, it’s a descriptive term.
This important because it differentiates this concept from that of a job satisfaction.
Research on the organizational culture has sought to measure how employees see their
organization: Does it encourage teamwork? Does it reward innovation? Does it stifle
initiative?
In contrast, a job satisfaction seeks to measure affective responses to the work environment.
It’s concerned with how employees feel about the organization’s expectations, reward
practices, and the like. Although the two terms undoubtedly is descriptive, while job
satisfaction is evaluate.
Organizations Have a Uniform Culture
Organizational Culture represents a common perception held by the organization’s members.
This was made explicit when we defined culture as a system of shared meaning. We should
expect, therefore, that individuals with different backgrounds or at different levels in the
organization will tend to describe the organization’s culture in similar terms.
Acknowledgement that organizational culture has common properties does not mean,
however, that there cannot be subcultures within any given culture. Most large organizations
have a a dominant culture and numerous sets of subcultures.
A Dominant Culture expresses the core values that are shared by a majority of the
organization’s members. When we talk about an organization’s culture, we are referring to
the dominant culture. It is this macro view of the culture that gives an organization its district
personality. Subcultures tend to develop in large organizations to reflect the common
problems, situations, or experiences that members face. These subcultures are likely to be
defined by department designations and geographical separation. The purchasing
department, for example, can have a subculture that is uniquely shared by members of that
department. It will include the core values of the dominant culture plus additional values
unique to members of the purchasing department.
P a g e | 21
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Similarly, an office or unit of the organization that is physically separated from the
organization’s main operations may take on a different personality. Again, the core values are
essentially retained but modified to reflect the separated unit’s distinct situation.
If the organization had no dominant culture and were composed only of numerous
subcultures, the values of organizational culture as an independent variable would be
significantly lessoned because there would be no uniform interpretation of what represented
appropriate and inappropriate behavior. It is the “shared meaning” aspect of the culture that
makes it such a potent device for guiding and shaping behavior.
IDN Culture
Company culture is important because it can either make or break the company. At IDN it is all
about teamwork because every member of the organization is linked and dependent on the
other, therefore it is important that all the activities within the organization are well
coordinated.
Employees are our biggest asset. We make sure employees feel valued, confident and inspired.
Culture at IDN is dynamic, energetic and promotes leadership, integrity, teamwork, diversity
and excellence. We provide the following benefits to our employees:
Performance-based compensation and reward programs
Non-discrimination, ethics policy & gift policy
Commitment to learning and skill development
Support for innovation
High integrity workplace
Strong trust relationships
We believe that excitement, satisfaction and recognition are essential elements of a health y,
creative and high-performing work environment. Having fun in our work should be a normal
experience for everyone.
P a g e | 22
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Teams & Groups
We know that, a Group is defined as two or more individuals, interacting and independent,
who have come together to achieve the particular objectives. Groups can be either formal or
informal. The Formal Group is a designated work group defined by the organization’s
structure. The Informal Group is a group that is neither formally structured nor
organizationally determined; appears in response to the need for social contact. The
Command Group is manager and his/her immediate a job task. The Interest Group is those
working together to attain a specific objective with which each is concerned. And the
Friendship Group is those brought together because they share one or more common
characteristics.
There is no any single reason why individuals join groups. Because most people belong to a
number of groups, it’s obvious that different groups provide different benefits to their
members. But mostly people think that individuals join groups for security, status, self –
esteem, affiliation, power, and goal achievement.
For the IDN groups and team works are most important because we are living in the global
village where everyone is depend on other. We want to provide free of leg – pulling
environment to our employees. Due to this reason we are establishing various kinds of teams
and groups who are formal and command natured but these will provide us conflict free
environment for IDN.
Various Groups & Teams in IDN
Board of Directors
All the Board of Directors and CEO/Chairman will be the member of this team and get the
necessary decisions regarding financial matters of the organization. they will check out the
overall performance of the organization and get a briefing regarding organizational affairs
which are considered as important for their satisfaction.
P a g e | 23
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Executive Management Team
This group will contain all the heads of departments and all other official heads of the IDN.
The members of this team will be CEO/Chairman, Country Manager, Coordinator, NSM,
Director HR, Director Promotion, Director Inventory, Director Accounts, Director Finance,
Director Customer Care (CC), Director Audit, and Director Marketing. All of these are
managerial heads of the various operations of the organization and take all those decisions
which will be better for the IDN. The decision by this team will be not challengeable by any
authority.
Body of Policy Makers
All the polices regarding the major affairs of the organization like, brand distribution policy,
settlement of commissions criteria, etc. are finalized by this body. The general strategy of the
sales and purchase (marketing) affairs will be made by this group. The members of this body
will be CEO/Chairman, County Manager, Coordinator, NSM, Director Promotion, RSMs of all
Regional Offices and a representative by the brand firm for which discussion i s on. The
decision by this committee will be considered as final.
Strategic Planning Body
The strategic planning is essential for any organization to survive in the market. In IDN, all
kind of strategic planning will be passed by the mutual concentration of relevant members.
The members of this body will be County Manager, Director HR, Director Sales, Director
Finance, Director Promotion, and Director Inventory. The decision by this body will be
considered as final and fact.
Hire Fire Body
To hire or fire any employee of IDN which is working in office at any level will be the
responsibility of the HR Department. But for the top and middle level management this
committee wills take appropriate action. And for the bottom level management relevant
Director and Manager have authority to hire and fire any staff member.
P a g e | 24
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
For the Head Office affairs, this body will contain Director HR and Director of the relevant
department. For the Regional Office affairs, this body has members as, Director HR, Manager
HR, Director as well as Manager of relevant department. For the Zonal Office affairs, the
Regional Manager HR, HR Officer of relevant Zone, and heads of relevant department will be
the members. For the Area Office, HR Officer of relevant Zone, HR Officer of releva nt Area,
and other Managers of relevant department will be members. The decision at regional and
head office levels will be considered as final but the decision by zonal and area levels are
diversifiable according to the circumstances.
Advice and Recommendation Committee
This committee will suggest all kind of things regarding any matter whether this is related to
his/her department or may not. The suggestions by this body will be considered as valuable
assets for the final decision making process in the upper level meeting. If this meeting is
conducted in Head Office then all Executive Directors and H/O Managers will be eligible
attend this session by their own willing.
If this meeting is held on regional level then the whole staff of regional off ice and all their
subordinated zonal offices is eligible to attend this session and give good and better advice for
the IDN. If this meeting is held on area level then zonal office of this region and area office
staff, all are eligible for this session.
P a g e | 25
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
OB Model v/z IDN
A model is an abstraction of reality, a simplified representation of some real world
phenomenon. A mannequin in a retail store is a model. So, too, is the accountant’s formula:
Assets – Liabilities + Owner’s Equity. The following picture
represents the skeleton on which we will construct our OB
model. It purposes that there are three levels of analysis in
OB and that, as we move from the individual level to the
organization level, we add systematically to our
understanding of behavior in the organizations. The three
basic levels are analogous to building blocks; each level is
constructed upon the previous level. Group concepts grow out of the foundation laid in the
individual section; we overlay structural constraints on the individual and group in order to
arrive at the organizational behavior.
Variables Nature
Independent
(at Individual Level)
Age, Gender, Marital Status, Tenure, Ability,
Intellectual Abilities, Physical Abilities, Values,
Attitudes, Personality, Emotions, and Perception
Independent
(at Group Level)
Motivation, Communication, Leadership, Trust, Conflict
& Negotiation, Power & Politics, Empowerment, and
Groups & its Structure
Independent
(at Organizational Level)
HRM Practices, Management Change, and
Occupational Stress
Dependent
Productivity, Effectiveness, Efficiency, Absenteeism,
Employee’s Turnover, Sales Turnover, Organizational
Citizenship, and Job Satisfaction.
P a g e | 26
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Independent Variables
It has been said that, “the managers unlike parents, must work with used, not new, human beings
– human beings whom others have gotten to first.” (Leavitt, 1964)
The presumed cause of some change in the dependent variable is called Independent
Variables. The consistent with our belief that organizational behavior can best be understood
when viewed essentially as a set of increasingly complex building blocks, the base, or first level,
of our model lies in understanding the various levels of the organization.
P a g e | 27
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Age
The relationship b/w age and job performance is likely to be an issue of increasing importance
during the next decade. The age of the employee is directed towards their experiences and
their practices. The IDN will have age preferences but the qualifications and experiences level
should be high. And, we also have very positive behavior for the fresh and teenagers, who are
the innovators for our organization.
Gender
Few issues initiated more debates, misconceptions, and unsupported options then whether
women perform as well as on the job as man do. The evidence suggests that the best place to
begin is with recognition that there are few, if any; important differences b/w men and women
that will affect their job performance. There are, for instance, no consistent male female
differences in problem solving ability, e.g. skills, competitor drive, motivation, sociability, or
learning ability (Eagly and Carli, 1981).Physiological studies have found that women are more
willing to confirm to authority in that men are more aggressive and more likely than women to
have expectations of success, but those differences are minor.
The IDN manifesto have no any kind of gender discrimination but according to the values of
Pakistani People and Governmental Requirements we will offers specific quotas for females
and also provide extra fridge benefits to her. But the working environment will be relaxed from
this kind of issue.
Marital Status
There are no enough studies to draw any conclusion about the effects of marital status on
productivity. But research consistently indicates that married employees have fewer absences,
undergo fewer turnovers, and are more satisfied with their jobs then are their unmarried co –
worker (Garrison and Muchinsky, 1981).
Marriage imposes increased responsibilities that may make steady job more valuable and
important. But the question of caution is not clear. IT may very well be that conscientious and
satisfied employees are more likely to be married. Another offshoot of this issue is that
research has not pursued other statuses beside single or married. Does being divorced or
P a g e | 28
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
widowed have an impact on an employee’s performance and satisfaction? What about couples
who live together without being married? These are question is need of investigation. We
know that, married people have more responsibilities on their heads as compared to singles so
we will also prefer to work with responsible people.
Tenure
The last biographical characteristic we’ll look at is tenusre. With the exception of the issue of
male-female differences, probably no issue is more subject to misconceptions and speculation
than impact of seniority on job performance. Extensive reduce of the seniority – productivity
relationship have been conduct (Gordon and Fitzgibbons, 1982). If we define seniority as time
on the particular job, we can say that the most recent evidence demonstrate positive
relationship b/w seniority and job productivity. So tenure, expressed as the work experience,
appears to be a good predictor of employee productivity.
The experienced people are the real assets for any organization and the old people are act as
gold because they value and culture builder. We will also hire those persons who have
reasonable experience tenures in the specific organizations and they easily serves for us.
Ability
From management’s stand point, the issue is not whether people differ in terms of their
abilities. They do! The issue knows how people differ in abilities and using that knowledge to
increase the likelihood that an employee will perform his/her job well.
Ability refers to an individual’s capacity to perform the various tasks in a job. It is a current
assessment of what one can do. And individual’s overall abilities are essentially made up of two
sets of factors intellectual and physical abilities.
In IDN, it will be our first preferences to hire the skilled and capable workforce who have
multidimensional characteristics. For this purpose, we will also arrange various kinds of
training programs and learning sessions of the employees to boost up their skills and develop
the sense of capability in it.
P a g e | 29
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Intellectual Abilities
The intellectual abilities are those needed to perform mental activities. Intelligence quotient
(IQ) test, e.g. are design to ascertain one’s general, intellectual abilities. Job differ in the
demand they place on incumbents to use their to use their intel lectual abilities generally
speaking, the more information – processing demands that exists in a job, the more general
intelligence and verbal abilities will be necessary to perform the job successfully (Lubiniski,
1992).
In IDN, we have no any concern with IQ level people, because most these kinds of people have
no long – term loyalty with any organization. We will arrange various sessions to grow up the
mentality and thinking level of our own loyal employees.
Physical Abilities
To the same degree that intellectual abilities play a larger role in complex job with demanded
information to – processing, requirements, specific physical abilities gain importance for
successfully doing less skilled and more standardized jobs. For example, job in which success
demands stamina, manual diversity, leg strength, are similar talent requires management to
identify and employee’s physical capabilities.
This step is very important for the labor because the office work is easy to handle but in our
organization the labor work is so hard working. We will focus this aspect for the labor hiring
procedures. And, we will hire those white collar employees who have intensive stamina to
handle the office tasks in effective and efficient way. For the sales force, the dynamic strength
is very important because the marketing is continually overtime job.
Values
Values represents the basic convictions that “a specific mode of conduct and end state of
existing is personally or socially preferable to an opposite or converse modes of conduct or end
– state of existence”. They contain a judgmental element in that they carry and individual’s
ideas as to what is right, good, or desirable. Values have both contents and intensity attributes.
The content attributes is that a mode of conduct or end – state of the existence is important.
The intensity attributes specifies how important it is. The values of IDN are:
P a g e | 30
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Our prosperity comes from God
We must guard it, nurture it and use it wisely.
Our Arabic heritage is the root of our company
We must never forget it.
Our success lies before us
We must constantly and confidently look forward .
Our people are our competitive advantage
We must support and grow them professionally.
Our principals are our partners
We must choose them well and commit to their prosperity.
Our customers are our lifeblood
We must contribute to their profitable growth.
Attitudes
The attitudes are evaluative statements – either favorable or unfavorable – concerning objects,
people, or events. They reflect someone feels about something, when I say “I like my job” I am
expressing my attitude about work. Attitudes are not the same as values, but they too are
interrelated. You can see this by looking at the three components of attitudes: co gnition,
affects, and behavior (Breckler, 1984).
In IDN, the attitudes of employees are very important because we have huge threat to lose the
customers and suppliers. We will hire employees of good attitude and aptitude for the
sensitive departments who have direct concerns with suppliers and customers. We will
evaluate over employees on following basis regarding their attitudes as:
Cognitive Component: We will evaluate by various techniques to know the opinion and
their responses towards us according to their beliefs.
Affective Component: We will interpret the emotions, feelings, and sentiments of our
employees to understand their behaviors and point of view regarding any matter.
Behavioral Component: We will also use various methods to see the behavior of our
employees towards other staff members.
P a g e | 31
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Personality
The most frequently used definition of personality was produce by Gordon Allport, more than
60 years ago. He said, personality is “the dynamic organization within the individual of those
physco – physical systems that determines his/her be unique adjustment to his environment
(Allport, 2000). For our purposes, we will think personality as the sum of ways in which an
individual reacts to and interacts with others. It is most often described in terms of
measureable traits that a person exhibits. The personality session for IDN is:
We are a solid company, a leader in our field, with a proven track record of success; we
are well-educated, well-skilled and committed to getting better and better.
We focus on results rather than appearances – and results are what we want.
We are ambitious, but we do not overtly promote our intentions or advertise our success.
We are worthy of the trust that world class companies must place in us to successfully
distribute their brands in our market and we are worthy of the respect customers accord
us.
We operate with integrity and an understated professionalism, a kind of quiet pride born
of hard-earned success.
We closely associate with Arabic tradition and have a deep respect for Islamic values and
we employ the very best technology, ideas and business practices from all over the world.
We are neither flashy nor impulsive, and we usually carefully consider business
opportunities before making decisions,
We are quite capable of innovating and moving quickly when we need to.
We are building upon a foundation of tradition and success and moving towards a bright
future with confidence and capability.
Emotions
The emotions are intense feelings that are directed at someone or something. The Affect is a
generic term that covers a broad range of feelings that people experience. It’s an umbrella
concept that encompasses both emotions and moods (George, 1996). The Emotions are
intense feelings that are directed at someone or something (Frijda, 1993). Finally, Moods are
feelings that tend to be less intense than emotions and that lack a contextual stimulates.
P a g e | 32
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
The emotions of IDN staff should be positive because when we deal with diversity then our
own emotions should be considered as organizational emotions regarding the specific matters.
We will provide dynamic environment to our employees just to control their emotions and
work in the better interest of firm. The effectiveness of work is directed related to the seniors
and subordinates behavior. So, IDN will never go through this parameter of OB Model.
Perception
The Perception is a process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment. When an individual looks at a
target and attempts to interpret what he or she sees, that interpretation is heavily influenced
by personal characteristics of the individual perceiver. Among the more relevant personal
characteristics affecting perception are attitudes, motives, interests, past experiences, and
expectations.
Each and every employee who works in IDN has positive perceptions for other employee
because we will select those staff members who have positive feelings for others in their mind
and avoid to leg pooling of others.
Motivation
The Motivation is the process that account for an individual’s intensity, direction, and
persistence of effort toward attaining a goal (Mitchell, 1997). While general motivation is
concerned with effort toward any goal, we’ll narrow the focus to organizational goals in o rder
to reflect our singular interest in work – related behavior.
The three key elements in our definition are intensity, direction, and persistence. The Intensity
is concerned with how hard a person tries. This is the element most of us focus in when we talk
about the motivation. However, high intensity is unlikely to lead to favorable job –
performance outcomes unless the effort is channeled in a direction that benefits the
organization. Therefore, we have to consider the quality of effort as well as its intensity. Effort
that is directed toward, and consistent with, the organization’s goals is the kind of effort that
we should be seeking. Finally, motivation has a persistence dimension. This is a measure of
how long a person can maintain his/her effort. Motivated individuals stay with a task long
enough to achieve their goal.
P a g e | 33
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
We will arrange our policies regarding to motivation of employees and also various theorie s to
motivate them. This thing will increase our productivity of work due to serious responses of
employees regarding their organization.
Communication
The Communication is the process to transference and understanding of meaning. No group
can exists without communication the transference of meaning among its members. It is only
through transmitting meaning from one person to another that information and ideas can be
conveyed. Communication, however, is more than merely imparting meaning. It must also be
understood.
The communication is most important for field work and also for the behavior control. We will
control the behavior of employees by formal and informal way. According to the formal way
we will provide guidelines to all the members of the organization that they follow their job
descriptions and company policies. And in informal way, we will get appropriate actions.
Leadership
The Leadership is the ability to influence a group toward the achievement of goals. The source
of this influence may be formal, such as that provided by the possession of managerial rank in
an organization. since the management positions come with some degree of formally
designed authority, a person may assume a leadership role simply because of the position he
or she holds managers leaders. Just because an organization provides its managers with
certain formal rights is no assurance that they will be able to lead effectively.
The IDN will make various kinds of efforts to create the sense of trust between leaders and
employees. For this purpose we will allows employees to give their suggestions and
recommendations to their leaders. The IDN leaders have following abilities as:
To influence the others
To motivate others
To easily understand the scenarios
To take appropriate actions according to their authorities
To work in groups and teams
P a g e | 34
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Trust
In a social context, Trust has several connotations. Trust typically refers to a situation
characterized by the following aspects: One party (trustor) is willing to rely on the actions of
another party (trustee); the situation is directed to the future. In addition, the trustor
(voluntarily or forcedly) abandons control over the actions performed by the trustee. As a
consequence, the trustor is uncertain about the outcome of the other's actions; he can only
develop and evaluate expectations. The uncertainty involves the risk of failure or harm to the
trustor if the trustee will not behave as desired.
The trust on others and confidence of him/herself is also very important because the sense of
trust is relative for the leadership. If the leaders of IDNs are trustable then employees will
consider them the leaders otherwise they will act as seniors for them, nothing more.
Conflict & Negotiation
The Conflict is a process in which one party perceives that its interest are being opposed or
negatively affected by another party. The word perceives that its interests are reminds us that
sources of conflict and issues can be real or imagined. The resulting conflict is the same.
Conflict can escalate (strengthen) or deescalate (weaken) over time. ”The conflict process
unfolds in a context, and whenever conflict, escalated or not, occurs the disputants or third parties
can attempt to manage it in some manner.” Consequently, current and future managers need to
understand the dynamics of conflict and know hoe ro handle it effectively (both as disputants
and as third parties).
Formally, defined, Negotiation is a give – and – take decision – making process involving
interdependent parties with different preferences. Common examples include the labor –
management negotiation over wages, hours, and working price, etc. the self – managed work
teams with overlapping task boundaries also need to rely on the negotiated agreements.
Negotiation skills are more important than ever today.
They IDN have conflict and negotiation team who will manage all these kinds of affairs.
Regardless to this, we will also train our employees in such a way that they will easily justify the
confusion and get a possible appropriate decision on it. The environment of negotiation will be
also very helpful to avoid from conflicts.
P a g e | 35
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Power & Politics
The term Power evokes mixed and often passionate reactions. Power must be used because
managers must influence those they depend on. Power also is crucial in the development of
managers’ self – confidence and willingness to support subordinates. From these perspectives,
power should be accepted as a natural part of any organization. Managers should recognize
and develop their own power to coordinate and support the work of subordinates; it is
powerlessness, not power, that undermines organizational effectiveness.
The term Politics is a process by which groups of people make collective decisions. The term is
generally applied to the art or science of running governmental or state affairs, including
behavior within civil governments, but also applies to institutions, fields, and special interest
groups such as the corporate, academic, and religious segments of society.
The Organizational Politics involves international acts of influence to enhance or protect the
self – interest of individuals or groups. Most of us would like to believe that organizations are
rationally structured, based on reasonable divisions of labor, a clear hierarchical
communication flow, and well – defined lines of authority aimed at meeting universally
understood goals and objectives. But it’s not practical…
For this parameter, we have stable structure which will give rights and powers to work
independently in the interest of organization. the interdependence of onr to another is not so
much in our organizational chart.
Empowerment
The term Empowerment quite simply means granting supervisors or workers permission to
give the customer priority over other issues in the operation. In practical terms, it relates to the
resources, skill, time, and support to become leaders rather than controllers or mindless
robots. The empowerment is sharing varying degrees of power with lower – level employees to
better serve the organization.
The IDN will give powers to their employees regarding their matters and also responsible for
this. This empowerment will enhance the effectiveness of the organization. By this step,
employees will become more loyal and have free environment to work with another.
P a g e | 36
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Work Teams
The Team refers to the small group with complementary skills who hold themselves mutually
accountable for common purpose, goals, and approach. The team approach to managing
organizations is having diverse and substantial impacts on organizations and individuals.
Teams promise to be a cornerstone of progressive management for the foreseeable future.
According to the management expert, Peter Drucker, tomorrow’s organizations will be flatter,
information based, and organized around teams. This means virtually all employees will need
to polish their team skills.
The IDN have specific teams and bodies who will work for the specific issues of the
organization. And, time to time teams for the specific tasks will also be make and break. Our
environment will be team – oriented.
Groups and its Structure
The term Group refers to two or more freely interacting individuals who share collective norms
and goals and have a common identity. Groups and work teams in the workplace go through a
maturation process, such as one would find in any life – cycle situation (e.g. humans,
organization, products). While there is general agreement among theorists that the group
development process occurs in identifiable stages as: forming, storming, forming, performing,
and adjourning.
Work groups of varying size are made up of individuals with varying ability and motivation.
Moreover, those individuals perform different roles, on either an assigned or voluntary basis.
No wonder some groups are more productive than others. No wonder that some communities
are tightly knit while others wallow in the conflicts.
Human Resource Management (HRM)
Human resource management (HRM or HR) is the management of an organization's human
resources. It is responsible for the attraction, selection, training, assessment, and rewarding of
employees, while also overseeing organizational leadership and culture, and ensuring
compliance with employment and labor laws. In circumstances where employees desire and
P a g e | 37
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
are legally authorized to hold a collective bargaining agreement, HR will typically also serve as
the company's primary liaison with the employees' representatives (usually a labor union).
The IDN have separate and effective HRM department who will see all the affairs of the
employees and also work for the training and other developmental sessions of the employees.
We have HR Manager from Head Office to Zonal level, just to enhance the HR Practices in IDN.
Change Management (Organizational Change)
The Change Management is a structured approach to shifting/transitioning individuals, teams,
and organizations from a current state to a desired future state. It is an organizational process
aimed at helping employees to accept and embrace changes in their current business
environment.[citation needed] In project management, change management refers to a
project management process where changes to a project are formally introduced and
approved.
The IDN will change themselves according to their need and time environment. The adaption
of new technology and innovation processes will be continue in the organization all the time.
But the organizational change will be happen when our employees and leaders wants to
change the various major aspects of the organization.
Occupational Stress
The term Stress refers as an adaptive response, mediated by individual characteristics and
psychological processes that is a consequence of any external action, situation, or event that
places special physical and/or psychological demands upon a person.
The IDN will provide the frank environment to their employees to reduce the factor of stress
and tension among the staff members. Because the stress is curial for the organization and its
our best practice to eliminate this factor into IDNs.
P a g e | 38
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Dependent Variables
Productivity
The term Productivity is a measure of the efficiency of production. Productivity is a ratio of
what is produced to what is required to produce it. Usually this ratio is in the form of an
average, expressing the total output divided by the total input. Productivity is a measure of
output from a production process, per unit of input.
It will the best effort of IDN that to achieve more output from less input to sustain the
economies of scale. We will adopt various kind of strategies to achieve and sustain our
economies of scale under our quality statement.
Absenteeism
The term Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally,
absenteeism has been viewed as an indicator of poor individual performance, as well as a
breach of an implicit contract between employee and employer; it was seen as a management
problem, and framed in economic or quasi-economic terms. More recent scholarship seeks to
understand absenteeism as an indicator of psychological, medical, or social adjustment to
work.
The IDN will take appropriate steps to reduce the rate of absenteeism because this parameter
may give us delay in our operations and we will try to our best to eliminate this factor for our
organization.
Employee’s Turnover
In a human resources context, Turnover or Staff Turnover or Labor Turnover is the rate at
which an employer gains and losses employees. Simple ways to describe it are "how long
employees tend to stay" or "the rate of traffic through the revolving door." Turnover is
measured for individual companies and for their industry as a wh ole. If an employer is said to
have a high turnover relative to its competitors, it means that employees of that company
have a shorter average tenure than those of other companies in the same industry. High
turnover may be harmful to a company's productivity if skilled workers are often leaving and
the worker population contains a high percentage of novice workers.
P a g e | 39
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
The IDN will offers attracting packages and various kinds of fringe benefits for our employees
to reduce the turnover and work on them to stay with us. This step will be costly but this cost is
nothing for our valuable well – experienced employees.
Citizenship
The term Citizenship is the state of being a citizen of a particular social, political, national, or
human resource community. Citizenship status, under social contract theory, carries with it
both rights and responsibilities. Citizenship was equated by Virginia Leary (1999) as connoting
"a bundle of rights -- primarily, political participation in the life of the community, the right to
vote, and the right to receive certain protection from the community, as well as
obligations."The group of all citizens is the citizenry.
According to Organizational Citizenship Behavior (OCB) of IDN, we will evaluate a specific
strategy for employees that they considered themselves as the citizen of IDN. Their job
descriptions and authorities will also reflect this aspect.
Satisfaction
The term Satisfaction is the fulfillment or gratification of a desire, need, or appetite and
gaining of Pleasure or contentment derived from such gratification. The IDN will try to satisfy
their employees at every level of management because the loyal employees are assets of the
organization.
P a g e | 40
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Motivation
The process that account for individual’s intensity’ direction and persistence of effort toward
attaining goal. Intensity is concerned with how hard a person tries, high intensity leads to
favorable job performance the effort is channeled in a direction that benefits organization and
the final and last is the persistence this is a measure how long a person can maintain effort.
Four specific theories were formulated during this period, which are the probably the best
known explanation of employees motivation. Following are the main theories of motivation.
Hierarchy of Needs Theory
“This is the hierarchy of 5 basic need of employees-physiological, safety, social, esteem, and self
actualization. In which, as each need is substantially satisfied, the nest need becomes dominant”
Philological: Include hunger, thirst, shelter, sex and other bodily needs.
Safety: Security and protection from physical and emotional harm.
Social: Affection, belongingness, acceptance and friendship.
Esteem: Internal factor such as self- respect, autonomy and achievement and external
factors such as status, recognition and attention.
Self – Actualization: Drive to become what one is capable of becoming includes
growth, achieving one’s potential and self-fulfillment.
Physiological and safety needs were described as lower-order needs and social, esteem, and
self-actualization as higher-order needs. Higher-order needs satisfied internally while low-
order needs are satisfied externally.
We will implement these five basic needs in a hierarchy to motivate our employees with their
work first of all we provide training to managers of different departments to how to tackle
with physiological need and this training will help them to identify basic needs of employees
at work place. We’ll give our employees full security during their work hours and regularly give
them lectures about self respect.
We’ll focus on respect for everyone and create ideal conditions where no one can
demonstrate or discourage any other employee. We create social affection among employees
and will encourage positive affection and relations among employees; however we must be
P a g e | 41
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
conscious about friendship that harms our organization’s interest. Our focus on esteem will be
in favor of organization, we’ll take steps to meet the need of esteem but at the same time
we’ll keep in mind that this would not result in harmful after affects for organization and
employees.
Theory X and Theory Y
Dougals McGregor propose two distinct views of human being: one basically negative, labeled
Theory X, and the other basically positive, labeled Theory Y(McGergor,1988).under Theory X
managers believe that employees inherently dislike work and must therefore be directed or
even coerced into performing it. In contrast to these negative views about the nature of
human beings, under Theory y, managers assume the employees can view work as being as
natural as rest or play, and therefore the average person can learn to accept, and even seek,
responsibility. We train our managers how to deal with these two negative and positive
motivations. Manger would mold negative emotions through morally speeches and by giving
certain incentives and positive labeled emotions would be encouraged.
Mangers in some situations have negative perception about some employees so we regularly
held meetings among manager and leaders of work team to manage these maters. We use
their ideas in decision making.
Two Factor Theory
A theory that relates intrinsic factors to job satisfaction and associates extrinsic factor with
dissatisfaction. Also called motivation hygiene theory. Intrinsic factor include such as
advancements, recognition, responsibility and achievement while extrinsic factors include
supervision, pay, company policies, and working conditions.
We try our level best to restricted extrinsic factor to happen. We train our supervisor to handle
employees in a well polite manner, while we pay our employees according to their
performance. There will be a computerized system for noticing their work hours and
regarding their pay. We will design our policies with proper concern of employees and
manager and will include them in decision making techniques regarding their pay, rule, and
other decisions.
We’ll take steps to create favorable intrinsic factor to the satisfaction of employees.
We will train mangers to judge these factors and motivate employees to have good attitude
toward the organization.
P a g e | 42
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Contemporary Theories of Motivation
There are number of contemporary theories that are included in contemporary theories.
These theories include the cognitive evaluation Theory, Goal- setting Theory, self-Efficacy
Theory, Reinforcement Theory and expectancy theory.
Cognitive Evaluation Theory
A theory that states that allocating extrinsic rewards for behavior that had been previously
intrinsically rewarding tends to decrease the overall level of motivation. When extrinsic
rewards are used by organization as payoffs for superior performance, the intrinsic rewards,
which are derived from individuals doing what they like, are reduced.
We’ll regularly monitor employee’s behavior their attitude and performance. So, we’ll reward
them in such a manner that this kind of situation didn’t create.
To remain their interest in activities and task we create fun in their work so they didn’t take
any stress and do work with full motivation and also offer different physical and mental games
to them to eliminate these factors.
Goal – Setting Theory
A theory that says that specific and difficult goals, with feedback, lead to higher performance.
When employee set goals by themselves and participate in opportunity in the setting their
own goals than they must feel inconvenience when their desired goals didn’t achieved. After
this by taking their feedback leads to higher performance.
In our organization we will set goals are targets that are difficult to achieve and also give
employees chance to participate in goal settings. We also take their feedback regularl y after
setting goals for them and after achievements of these goals.
Four ingredients are common to MBO programs: goal specificity, participation in decision
making, an explicit time period, and performance feedback. However MBO is different from
goal setting theory in that sense in MBO mangers set goal for the employees while in goal
setting theory employee set goal for themselves.
Reinforcement Theory
Reinforcement theories take a behaviouristic approach, arguing that reinforcement
conditions behavior. Reinforcement theory ignores the inner state of the individual and
concentrates solely on what happens to a person when he or she takes some action. Because
it does not concern itself with what initiates behavior, it is not, strictly speaking, a theory of
P a g e | 43
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
motivation. But it provide a powerful means of analysis of what controls behavior, and for this
reason it is typically considered in discussions of motivation (Kamoki, 1996).
Different factors can contribute to the behavior such as pay can motivate employees so as
discussed before we’ll pay them according to their performance although on achieving their
goals we’ll give them especial bonuses.
Key Stakeholders
Employees – We initiate dialogue with our employees and seek their input in our day -
to-day activities. In addition, we offer numerous opportunities for employees to provide
their thoughts on the company, including opinion surveys, town hall meetings and one -
on-one employee development discussions. We routinely conduct an employee opinion
survey, which typically yields a high employee participation rate. The information
gathered through such surveys helps management address issues that are important to
employees, including safety, environmental preservation, and employee compensation
and retention.
Shareholders – We communicate financial and operating performance with our
shareholders through company reports and Securities and Exchange Commission filings,
annual shareholders meetings, quarterly earnings releases and conference calls, and
presentations to securities analysts. Further, we make Internet links to these events and
other information available on our Web site. Our annual proxy statement provides a full
listing of formal requests filed by shareholders, and we maintain a process for
shareholders and interested parties to communicate with the board of directors. We also
engage with investors on a range of sustainable development topics through ongoing
dialogue, meetings, conferences and discussion forums.
Governments – We engage with local, state or provincial, and federal governments in
the key areas of public policy and regulatory oversight that affect existing and future
company operations and business. In certain circumstances, we work with governing
bodies and regulatory agencies and engage in proactive exchanges of information. Major
areas of interest for government stakeholders are taxation, environmental and economic
issues.
P a g e | 44
IDN (International Distribution Network) – The First Channel to Distribute / The Organizational Behavior Approach by Falcon Group under the supervision of Mr. Amad – un – Nasar.
Communities – Wherever we operate, our major projects and business units engage
with local communities in a variety of ways, including consultations on specific projects,
public forums or community investments. The company has various organized groups and
programs that engage the community to discuss issues and concerns. Although specific
areas of interest for communities can vary widely, recurring themes include the availability
of employment and other economic opportunities, local environmental issues such as air
and water impacts, emergency response procedures, and the company’s contribution to
local social investment.
Customers, Suppliers & Contractors – The most common avenue for
communicating with these stakeholders are our secure extranet site, where business
partners can access financial information, interactive processes and fuel-purchasing
procedures. To maintain and strengthen relationships with long-term customers and
suppliers, the company initiates frequent conversations, correspondence and meetings.
As with our employees, we believe safety is the most important issue in our work with
contractors. We address this in our operations by working with contractors on various
comprehensive safety training and educational programs.
Other organizations - We connect with various stakeholders and industry peers
through active involvement in several sustainability-related partnerships, including:
Social Programs – We continuously review our approach to engaging corporate-level
stakeholders and identify additional activities that may provide better opportunities to
communicate with key stakeholders.
Conclusion
The IDN – the first channel to distribute will be the national level distribution network. We will
apply OB Model on this organization and get the long –term benefits. The behavior of our
organization is decentralized and the chain of command is well – explained in our hierarchy
and organizational chart. It will be our best try to work with our employees and get the benefits
from their skills and capabilities.
The End…!