Professional Documents
Culture Documents
OTH has positioned itself as a leader in the region for its diverse GSM
operations with various GSM support and Internet operations. One of
OTH's main strategies is to create its own non- GSM subsidiaries to act
as a backbone of support for its regional GSM operations. OTH has
achieved this by dedicating financial, technical and management
resources for supporting its subsidiaries. This includes network support
and installation of GSM operations, equipment procurement, handset
procurement and distribution companies, Value Added Services, and
Internet operations. OTH is dedicated to providing the best quality
services to its customers, value to shareholders and a dynamic working
environment for its more than 15,000 employees.
Customers are at the heart of our success. They have placed their trust
and confidence in us. In return, we strive to anticipate their needs and
deliver service, quality and value beyond their expectations.
Business Excellence
Chief
Chief Executive
Executive
(CX)
(CX)
Custome
Custome Custome
Custome Custome
Custome
rr Service
Service rr Service
Service rr Service
Service
(CS)
(CS) (CS)
(CS) (CS)
(CS)
Credit Credit
Credit
Credit
Credit
Credit Managemen Managemen
Managemen
Managemen
Managemen
Managemen tt tt
tt (CM)
(CM) (CM) (CM)
(CM)
(CM)
Director
Director
Director
Director Director
Director
Director
Director IT/MIS
IT/MIS HR/Administrati
HR/Administrati
Operations
Operations Finance
Finance on
on
Zohair
Khaliq
President &
CEO
Ali Raza
Mustafa Bilal Munir Marwan
Irfan Akram Ehab Rochdi Mehdi Tariq Rashid
Peracha Shaikh Hayek
VP-Sales VP-Finance VP-HR & VP-IT
VP-CS VP-Marketing VP-Technical
Admin
Managers
Specialists
Associates
• Established in 1998
• Private Limited
Regulatory Authority
MOBILINK has more than 5000 employees. Most of the employees are
permanent. However MOBILINK also hires employees on contract and
temporary basis according to the demand of tasks. The pay scales of
the employees are about the same as of private sector except some
special allowances, which are given to MOBILINK employees. As
MOBILINK is a private limited company all of its personnel are same as
for non government institutions.
Employee Unions
COMPETITORS
The pay card phone service is also getting popularity among the
telephone users. It is both convenient and economical for the casual
users compared with private PCOs. The holder of the card may call
anywhere in the country using the card at the telephone booth of the
same company. Some of the pay card phone companies also install
their equipment on private PCOs. These companies include Tellips,
World Call, Tele Card and many others. The number of pay phones in
Pakistan at June 30, 1998 was only 12000.
CUSTOMERS
PCOs
Private PCOs are also customers of MOBILINK. Rates for PCOs are lower
than that of ordinary telephone subscribers. However MOBILINK
requires a big security deposit for PCO connections.
Telephone Subscribers
Coverage Map
3 Emp# MANAGEMENT
Fareed Bajwa
1 439 (Director)
M. Sammad Bin
2 1890 Arshad
3 1605 Faisal Siddiqui
LEGEND
4 Floor Managers
7 Floor Supervisors
39 Team Leaders
39 Team Coordinators
23 Male Teams
16 Female Teams
Male Members in
12 Female Teams
3 On Notice Period
12 On IRU Rotation
On Rotation to other
5 than CC
17 New Hires
While the causes can be something other than job stress, here are the
most common symptoms and early warning signs of job stress and
burnout:
Apathy
Negativism/cynicism
Low morale
Boredom
Anxiety
Frustration
Fatigue
Depression
Alienation
Anger/irritability
Physical problems (headaches, stomach problems)
Absenteeism
Here are 10 tips for dealing with the stress from job:
25% view their jobs as the number one stressor in their lives.
26 percent of workers said they were "often or very often burned out
or stressed by their work.
Lack of communication
Role of leaders
Job uncertainty
Compensation
Employees feel that are fairly compensated. So they do not face job
stress due to this particular factor.
Job satisfaction:
The happier people are within their job, the more satisfied they are
said to be. Job satisfaction is not the same as motivation, although it is
clearly linked. Job design aims to enhance job satisfaction and
performance, methods include job rotation, job enlargement and job
enrichment. Other influences on satisfaction include the management
style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute
which is frequently measured by organizations.
Others
Practical implications
ATTITUDES
What is an “attitude”?
FUNCTIONS OF ATTITUDES
Value-Expressive function
Ego-defensive function
Knowledge function
Utilitarian Function
The leader should reward success and praise behavior that meets or
exceeds expectations while dealing forthrightly with behavior that fails
to meet expectations.
The manager should understand that attitudes are contagious and that
a manager’s outlook, either positive or negative, will play a major role
in the overall attitude of the workplace.
Overall employees are somewhat satisfied with their jobs but not
completely. There is need of improvement to make employees more
satisfied so that they can perform well. We derive these results on
following basis:
Training
Discrimination
Communication
Salary
Working environment
Recognition
(We have gathered some pictures showing the award for individual
and team recognition of Mobilink employees).
Performance Appraisal
360 Degree
Written
Feedback
Essays
Performance Graphic
Multiperson
Appraisal Rating
Comparisons
Methods Scale
BARS
Behavioral Critical
Anchored Incidents
Rating Scales
Written essay
Critical incidents
Multiperson comparisons
Individual ranking
Leadership.
Communication skills.
Team work and Co-operation.
Problem solving & decision making.
Initiative and drive.
Quiz is taken from the daily updates and new products launched
On all the above mention bases employee given grade A+, A, B+, B -,
and U