About the company

Mobilink GSM (PMCL), a subsidiary of Orascom elecom, started its operations in !""#, and has become the market leader both in terms of $ro%th as %ell as ha&in$ the lar$est customer subscriber base in Pakistan ' a base of o&er (! million and $ro%in$) *t prides itself on bein$ the first cellular ser&ice pro&ider to operate on a !++, di$ital GSM technolo$y in Pakistan that also pro&ides state'of'the'art communication solutions to its customers)Mobilink offers e-clusi&ely desi$ned tariff plans that cater to the communication needs of a di&erse $roup of people, from indi&iduals to businessmen to corporate and multinationals) o achie&e this ob.ecti&e, it offers both postpaid (*ndi$o) and prepaid (/A00) solutions to our customers) Compared to Mobilink1s competitors, both the postpaid (*ndi$o) and prepaid (/A00) brands are the lar$est brands of their kind in the Pakistan cellular industry) *n addition to pro&idin$ ad&anced &oice communication ser&ices that makes the li&es of millions that much easy, it also offers a host of &alue'added'ser&ices to its pri2ed customers) At the same time, Mobilink places hi$h importance to its co&era$e, %hich is %hy it co&ers !+,+++3 cities and to%ns nation%ide as %ell as o&er !(+ countries on international roamin$ ser&ice) *n other %ords, it speaks lan$ua$e of its customers, e&ery%here)

Packages:

BLACKBERRY

Mission Statement
To be the unmatchable mobile system of communications in Pakistan which provides the best value to its customers, employees, business partners and shareholders.

Mobilink4s 5ision
"To be the leading Telecommunication Services Provider in Pakistan by offering innovative ommunication solutions for our ustomers while e!ceeding Shareholder value " #mployee #!pectations".

Slo$an
67eshapin$ li&es8 (Official) 69um bolain mohabbat ki 2aban8 (*n 5 commercials) 6Aur Sunao8 (*n 5 commercials)

ORGANIZATIONAL STRUCTURE:
he Company structure is in : Layers, comprisin$ Associates, Specialists, Mana$ers, ;irectors and Chief Officers (<or *nstance CCO'Chief Commercial Officer, C*O' Chief *nformation Officer and C<O'Chief <inancial Officer))

Mobili k!s "al#es:

otal Customer Satisfaction=
Customers are at the heart of Mobilink1s success) hey ha&e placed their trust and confidence in it) *n return, it stri&es to anticipate their needs and deli&er ser&ice, >uality and &alue beyond their e-pectations)

?usiness @-cellence=
Mobilink stri&e for e-cellence in all that they do) hey aspire to the hi$hest standards and raise the bar for themsel&es e&eryday) his commitment to deli&erin$ %orld'class >uality translates into unmatched ser&ice and &alue for their customers and all stakeholders)

rust A *nte$rity:
At Mobilink, they take pride in practicin$ the hi$hest ethical standards in an open and honest en&ironment, and by honorin$ our commitments) hey take personal responsibility for their actions, and treat e&eryone fairly, and %ith trust and respect)

7espect for People:

7elationships dri&e the business at Mobilink) hey respect and esteem their employees and all stakeholders) hey belie&e in team%ork, empo%erment and honor)

Corporate Social 7esponsibility:

As the market leader, they reco$ni2e and fulfill their responsibility to%ards the country and the en&ironment in %hich they operate) hey contribute to %orthy causes and are dedicated to the de&elopment and pro$ress of the society)

T$e %R &e'a()*e ):
he human resources function at Mobilink comprises four main areas Staffin$ and compensation Or$ani2ational ;e&elopment 97 Operations @mployee e-cellence

he responsibilities of these departments are as follo%s= he staffin$ and compensation function is responsible for meetin$ the company1s recruitment re>uirements alon$ %ith de&elopin$, implementin$ and maintainin$ company%ide compensation and incenti&e plans) he function is also the custodian of the 97 @mployer ?rand) 7ecruitment= 7ecruitment is done throu$h 9uman 7esource ;epartment) An Applicant1s kno%led$e, skill and aptitude is related to the position, @ducation, @-perience, *ntelli$ence test, *nter&ie%s, 7eferences, Medical test) People at Mobilink, %ork hard to ensure an effecti&e and efficient method of recruitment and selection) *t is aimed that hirin$ should be done %ithout any discrimination based on race, colour, se-, nationality, ancestry, reli$ion or disability) Or$ani2ational ;e&elopment is primarily responsible for initiati&es tied to employee de&elopment and or$ani2ational capability enhancement)

rainin$= he purpose of trainin$ is to up$rade the capabilities and efficiency of all the employees and prepare them for more responsible positions in future) Pro&ide employees %ith $reater opportunity to $ro% and succeed %ithin the company) ?oth mana$ers and non'mana$ers recei&e help from trainin$ and de&elopmental pro$ram but mostly non'mana$ers are concerned %ith trainin$ %hile the mana$ers are concerned %ith de&elopmental pro$rams.

97 Operations looks after employee ser&ices and employee relations) *t also maintains and updates employee records) he employee e-cellence function aims to enhance 97 performance throu$h &alue creatin$ acti&ities focusin$ on %ellness and di&ersity mana$ement initiati&es)

OB PARACTICES IN MOBILINK:
Co**# ica)io :
T$e or$ani2ation properly communicates its strate$ies to its employees to carry $ood results efficiently and effecti&ely) Only fe% people ha&e ready access to important information like the C@O and top mana$ers) he communication bet%een the employees is $ood and that dri&es them to do outstandin$ achie&ement in %ork) *n Mobilink the employees are listened, respected, trusted, and &alued that $i&es them a sense of self %orth and belon$in$) *n Mobilink se&eral acti&ities are undertaken by the top mana$ement at facilitatin$ communication %ithin the or$ani2ation to promote all the employees the opportunity to &oice their opinion directly to the president and top mana$ers) Good communication %ith the employees is important for the success of the business and in this %ays employees %ill acti&ely seek out ne% and creati&e ideas to ad&ance the or$ani2ation and %ill share those ideas %ith the mana$ers)

&o+ +a(, Co**# ica)io :

*n Mobilink do%n%ard communication take place in %hich communication flo%s from mana$ers to the employees) Mana$ers and $roup leaders assi$n $oals , pro&ide .ob instructions , inform employees of policies and procedure ,point out problems that need attention and offer feedback about performance to the employees)

LEA&ERS%IP:
Leadership is the manner and approach of pro&idin$ direction, implementin$ plans, and moti&atin$ employees in the or$ani2ation) A Mana$er4s leadership style contributes, to the subordinates4 incenti&e, %ork fulfillment, and the %ork $ro%th in the or$ani2ation) Leadership plays a &ital role for the success of or$ani2ation) Lack of leadership leads to increased employee turno&er, absenteeism, dissatisfied customers from poor customer ser&ice)

*n Mobili k :(, of the employees feel that their mana$ers are employee oriented leaders and remainin$ #B, feels that their mana$ers are task orientated leaders) So this sho%s that the Mobilink has $ot the combination of leaders that are task oriented and leadership oriented) his sho%s that Mobilink ha&e the leaders that perform better in all situations and can mana$e their teams more effecti&e)

Task-O(ie )e,:
A mana$er %ith a task'oriented style %ill ha&e %ork results as his ma.or concerns and therefore, he %ill enlar$e ri$id policy that %ould lead the subordinates to reach the preferred results)

E*'lo.ee-o(ie )e,=
A mana$er %ith an employee'oriented beha&ior ob.ecti&e is to impro&e the employee1s confidence and influence them to %ork .ointly and to resol&e the problems)

Pa()ici'a)i/e:
*n Mobilink the leadership style is participati&e in %hich the leader in&ol&es one or more employees in the decision makin$ process (determinin$ %hat to do and ho% to do it)) he leader allo%s the employees to make the decisions) 9o%e&er, the leader is still responsible for the decisions that are made) his is used %hen employees are able to analy2e the situation and determine %hat needs to be done and ho% to do it) Positi&e leaders use re%ards, such as education, independence, etc) to moti&ate employees) Chile ne$ati&e employers emphasi2e penalties such as loss of .ob, days off %ithout pay)

PO0ER AN& POLITICS:

Po%er is a potential ability and influence for a people %hich direct other people in desired direction to do somethin$) *n an or$ani2ation mana$ers use normally t%o types of po%er interpersonal and formal) <ormal po%er is based on an indi&idual position in the or$ani2ation and personal po%er comes from an indi&idual uni>ue characteristics)

Legi)i*a)e Po+e(:
Le$itimate po%er is used in Mobilink as it is based on the po%er a person recei&es as a result of his or her position in the formal hierarchy of an or$ani2ation) he employee has the authority to control and use the or$ani2ational resources.

E1'e() Po+e(:
@-pert po%er is the influence based on special skills, kno%led$e or e-pertise) @-pertise has become on of the most po%erful sources) As .obs ha&e become more speciali2ed the or$ani2ations ha&e become increasin$ly dependant on e-perts to achie&e $oals)

LEARNING:
*n Mobilink learnin$ is done to make the employees skilled at creatin$, ac>uirin$, transferrin$ kno%led$e, and to enhance their skills) *n an Or$ani2ation learnin$ is a lon$'term acti&ity that builds competiti&e ad&anta$e o&er time and re>uires sustained mana$ement attention, commitment, and effort) *n Mobilink collaboration %ith team members $i&e the employees opportunity for learnin$ social, technical and creati&e skills) Chen learnin$ is effecti&e the or$ani2ation is hi$hly a%are of ho% to moti&ate its employees in the best %ays)

7e%ards, such as education, bonuses are $i&en to moti&ate employees) here are different kinds of re%ards MO?*L*DE $i&es to their employees %hich are as follo%s= Cash bonuses Promotions Make team leader *ncrements in salaries Allo%ances like ( fuel allo%ance, mobile allo%ance)

A))i)#,e a , 2ob Sa)is3ac)io a) MOBILINK$

O&erall employees are some%hat satisfied %ith their .obs but not completely) here is need of impro&ement to make employees more satisfied so that they can perform %ell)

T(ai i g$
Mobilink is pro&idin$ to its employees) he employees ha&e access to company sponsored trainin$ pro$rams and seminars)

he purpose of trainin$ is to up$rade the capabilities and efficiency of all the employees and prepare them for more responsible positions in future) Pro&ide employees %ith $reater opportunity to $ro% and succeed %ithin the company)

?oth mana$ers and non'mana$ers recei&e help from trainin$ and de&elopmental pro$ram but mostly non'mana$ers are concerned %ith trainin$ %hile the mana$ers are concerned %ith de&elopmental pro$rams)

Ca(ee( A,/a ce*e )$

Mobilink is pro&idin$ clear path for career ad&ancement to its employees,) Company $i&es full support to its employees in this conte-t)

&isc(i*i a)io :

Accordin$ to employees, they face or e-periences not any form of discrimination in Mobilink) hey are fairly treated by their boss)

0o(ki g e /i(o *e ):
Almost all the employees are satisfied %ith their physical %orkin$ of employees) Mobilink aim1s to ensure a %orkplace that necessitates open and respectful communication bet%een the employees1 abilities)

Rela)io s$i' +i)$ s#'e(/iso(s:

Mostly employees some%hat a$ree that their super&isors communicates %ith them properly and also pro&ides counselin$) hey belie&e that their mana$ers effecti&ely lead the department)

S#''o()i/e colleag#es a , co+o(ke(s:

he morale of the employees at Mobilink is satisfactory and the ha&e teen spirit in their %ork en&ironment) hey are satisfied %ith their professionalism of their co%orkers)

Recog i)io :
Accordin$ to employees their performance is indi&idually reco$ni2ed and they are appreciated accordin$ to the performance)

TEAMS AN& GROUPS:

A $roup %hose indi&idual efforts result in performin$ that is $reater than the sum of the indi&iduals input) At Mobilink, employees %ork in team and they ha&e a team of o&er #,:++ uni>ue indi&iduals %ho make it Pakistan1s lar$est cellular net%ork) ?ein$ e-posed to best practices and an enablin$ en&ironment, they are the best minds in the industry today) ?y %orkin$ in teams, employees brin$ their collecti&e skills and kno%led$e to bear on problems and to de&elop inno&ati&e ideas for the or$ani2ation) o be effecti&e, teams should be formed %ith employees from a &ariety of functional areas) Cork satisfaction relates to personal satisfaction of team members for the %ork they ha&e done) *n Mobilink their team consists of indi&iduals %ho ha&e technical e-pertise, problem sol&in$, decision makin$ and interpersonal skills) And the %ork team members do pro&ide them freedom, the opportunity to use different skills, the ability to complete it and that %ork has a substantial impact on others) Guideline for team leaders set by Mobilink= @ffecti&e beha&ior indicator More of this Communicates fre>uently so that employees kno% %hat has to be done and %hyF Arri&es at decision by consensus, %here appropriate to $ain team commitment) *s supporti&e of the teamG*ndi&iduals that help in o&ercomin$ problems to achie&e tar$ets) Less effecti&e beha&ior indicator Less of this akes independent decision and asks the employees to take the decions %ithout >uestionin$,) Caits for team to ask for information instead of proacti&ely keepin$ them informed of the bi$ picture)

Co 3lic) *a age*e )$
Mobilink compromised self mana$ed %ork teams accordin$ to employees response they feel $reater le&el of responsibility on their shoulders and they measure the thin$s like plannin$ ,schedulin$ of %ork, and assi$nin$ tasks to the members of team, control the place of the %ork, make decisions throu$h discussion bet%een the team members, take actions to sol&e the problems and also interact %ith their customers and %e found that the employees called their collea$ues relationship officer rather than sales officer)

PERSONALITY:
he people %orkin$ at Mobilink ha&e ype A personality they are strong leaders and can %ork %ell under pressure) hey are independent and are e-cellent problem sol&ers) hey ensure that all %ork is accomplished in a timely manner) ype A1s are &ery decisi&e and once a decision is made they are >uick to %ork to%ards its implementation) Gainin$ insi$hts into your personality is an important key in understandin$ your employees %hat moti&ates them and %here they do their best %ork) he leader should ma-imi2e its employee1s stren$ths and enhance their effecti&eness as indi&iduals) ype A1s en.oy recei&in$ reco$nition for their %ork and they desire to ad&ance in all areas, especially those related to their %ork) *n $eneral, ype A1s are able to %ork >uickly and are often seen as hi$h'achie&ers holdin$ increasin$ly hi$h' po%ered positions *n Mobilink employees ha&in$ ype A beha&ior often includes=

Competiti&eness Stron$ Achie&ement'Orientation Multi'taskin$ A$$ressi&eness Stri&e to think or to do more thin$s at once) A commitment to achie&e $oals and an intense desire to compete) Al%ays in a hurry

ANALYSIS:
After studyin$ &arious issues related to the or$ani2ational beha&ior %ithin the or$ani2ation * analy2ed that Mobilink is %orkin$ $lobally and is also operatin$ in Pakistan) he or$ani2ation beha&ior re$ardin$ $oal settin$ for employees * ha&e analy2ed that the mana$ement of Mobilink is effecti&e in settin$ $oals accordin$ to the competition in the communication sector of Pakistan) he mana$ement style in Mobilink is kind of participati&e mana$ement in %hich employees are $i&en chance to share their ideas for decision makin$) here are different kinds of re%ards MO?*L*DE $i&es to their employees %hich are as follo%s= Cash bonuses Promotions Make team leader *ncrements in salaries Allo%nces like ( fuel allo%ance, mobile allo%ance) * found &ery different kind of re%ard in MO?*L*DE that they moti&ate their employees %hose performance is not up to the mark by $i&in$ them the salaries e>ui&alent to the market &alue of the any other employee of same rank so as to moti&ate their employees) Many of the employees are bein$ re%arded after accomplishment of their sales tar$et in such a %ay that their mana$ement take them to the picnic or in&ite them for dinner fre>uently) And another &ery interestin$ fact %hich * found in MO?*L*DE is that their mana$ement does not fire their employees e&en their performance le&el is not up to the mark)

 O&erall employees are satisfied %ith their company and .obs) o some e-tent they are $i&en empo%erment to do their %ork) Most of them a$ree that their .obs are not creatin$ any physical or mental problems for them)

?ut accordin$ to my opinion employees are facin$ .ob stress) *t is a fact that cannot be denied) ?ecause %e kno% that stress is ine&itable) it can only end up %ith the end of life ?ut the company deals %ith this problem and pro&ides them proper counselin$) Most of the employees ha&e positi&e attitude to%ard their .obs) *f %e see an o&erall picture, then it is clear that they are some%hat satisfied %ith their .obs and they don1t ha&e a lot of stress on them) ?ut still there is a need of impro&ement in strate$ies of MO?*L*DE to make %orkforce more producti&e) Mobili k asses the employee1s performance on= Leadership) Communication skills) eam %ork and Co'operation) Problem sol&in$ A decision makin$) <le-ibility) Customer focus)

*n Mobilink trainin$ to the employees is $i&en for the current impro&ement in the .ob %hile de&elopmental pro$ram is for impro&in$ the skill %hich %ill be used in the future) ?oth mana$ers and non'mana$ers recei&e help from trainin$ and de&elopmental pro$ram but mostly

non'mana$ers are concerned %ith trainin$ %hile the mana$ers are concerned %ith de&elopmental pro$rams)

Mobilink aim1s to ensure a %orkplace that necessitates open and respectful communication bet%een the employee1s abilities. Almost all the employees are satisfied %ith their physical %orkin$ of employees) Mobilink has $ot the combination of leaders that are both task oriented and leadership oriented) his sho%s that Mobilink ha&e the leaders that perform better in all situations and can mana$e their teams more effecti&e and efficiently) T$e or$ani2ation properly communicates its strate$ies to its employees to carry $ood results efficiently and effecti&ely) he communication bet%een the employees is $ood and that dri&es them to do outstandin$ achie&ement in %ork) *n Mobilink the employees are listened, respected, trusted, and &alued that $i&es them a sense of self %orth and belon$in$) Mobilink is pro&idin$ clear path for career ad&ancement to its employees,) Company $i&es full support to its employees in this conte-t) At Mobilink, employees %ork in team and they ha&e a team of o&er #,:++ uni>ue indi&iduals %ho make it Pakistan1s lar$est cellular net%ork) ?ein$ e-posed to best practices and an enablin$ en&ironment, they are the best minds in the industry today) ?y %orkin$ in teams, employees brin$ their collecti&e skills and kno%led$e to bear on problems and to de&elop inno&ati&e ideas for the or$ani2ation)

RECOMMEN&ATIONS:
o increase $ood%ill and positi&e impression of Mobilink amon$ employees and customers Company should adopt the follo%in$ thin$s= @nhance more promotion opportunities for their employees)

@ncoura$e employees to participate in decision makin$)

Ce %ould su$$est that specific .ob related trainin$ should be imparted to employees this %ould $i&e an additional benefit to employees for impro&in$ their skills)

Professional counselin$ pro$rammes should also be started to pro&ide employees %ith the information, re$ardin$ future prospects at Mobilink and in the mobile industry

Althou$h Mobilink is co&erin$ %hole Pakistan but is call rates are hi$h they can lo%er its call rates, S*M char$es, GP7S char$es in order to capture a lar$er market and this %ay they can capture the customers of lo% income $roup)

hey should be establishin$ and maintainin$ effecti&e communication %ith each employee, sharin$ of ideas and employee in&ol&ement in decision makin$ process)

he employer should sho% a $reater trust to employees and employees should feel $ood about their employer)

heir should be no artificial barriers bet%een employees and mana$ement)