+ All Categories
Home > Documents > The OB Model Approach = International Distribution Network

The OB Model Approach = International Distribution Network

Date post: 07-Oct-2014
Category:
Upload: ali-raza-sahni
View: 41 times
Download: 2 times
Share this document with a friend
Popular Tags:
48
IDN (The First Channel to Distribute) The Organizational Behavior Approach by Falcon Group
Transcript
Page 1: The OB Model Approach = International Distribution Network

IDN (The First Channel to Distribute)

The Organizational Behavior Approach by

Falcon Group

Page 2: The OB Model Approach = International Distribution Network

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

Page 3: The OB Model Approach = International Distribution Network

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

Page 4: The OB Model Approach = International Distribution Network

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

Page 5: The OB Model Approach = International Distribution Network

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.

Page 6: The OB Model Approach = International Distribution Network

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.

Page 7: The OB Model Approach = International Distribution Network

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.

Page 8: The OB Model Approach = International Distribution Network

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

Page 9: The OB Model Approach = International Distribution Network

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.

Page 10: The OB Model Approach = International Distribution Network

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.

Page 11: The OB Model Approach = International Distribution Network

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.

Page 12: The OB Model Approach = International Distribution Network

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

Page 13: The OB Model Approach = International Distribution Network

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

Page 14: The OB Model Approach = International Distribution Network

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

Page 15: The OB Model Approach = International Distribution Network

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

Page 16: The OB Model Approach = International Distribution Network

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.

Page 17: The OB Model Approach = International Distribution Network

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.

Page 18: The OB Model Approach = International Distribution Network

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.

Page 19: The OB Model Approach = International Distribution Network

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.

Page 20: The OB Model Approach = International Distribution Network

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.

Page 21: The OB Model Approach = International Distribution Network

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.

Page 22: The OB Model Approach = International Distribution Network

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.

Page 23: The OB Model Approach = International Distribution Network

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.

Page 24: The OB Model Approach = International Distribution Network

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.

Page 25: The OB Model Approach = International Distribution Network

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.

Page 26: The OB Model Approach = International Distribution Network

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.

Page 27: The OB Model Approach = International Distribution Network

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.

Page 28: The OB Model Approach = International Distribution Network

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.

Page 29: The OB Model Approach = International Distribution Network

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.

Page 30: The OB Model Approach = International Distribution Network

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.

Page 31: The OB Model Approach = International Distribution Network

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

Page 32: The OB Model Approach = International Distribution Network

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.

Page 33: The OB Model Approach = International Distribution Network

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:

Page 34: The OB Model Approach = International Distribution Network

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.

Page 35: The OB Model Approach = International Distribution Network

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.

Page 36: The OB Model Approach = International Distribution Network

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.

Page 37: The OB Model Approach = International Distribution Network

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

Page 38: The OB Model Approach = International Distribution Network

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.

Page 39: The OB Model Approach = International Distribution Network

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.

Page 40: The OB Model Approach = International Distribution Network

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

Page 41: The OB Model Approach = International Distribution Network

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.

Page 42: The OB Model Approach = International Distribution Network

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.

Page 43: The OB Model Approach = International Distribution Network

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.

Page 44: The OB Model Approach = International Distribution Network

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

Page 45: The OB Model Approach = International Distribution Network

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.

Page 46: The OB Model Approach = International Distribution Network

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

Page 47: The OB Model Approach = International Distribution Network

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.

Page 48: The OB Model Approach = International Distribution Network

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…!


Recommended