WARID TELECOM

Contents:
1. History
2. Mission and Vision Statement
3. Core Brand Values
4. Organisational Structure
5. Organisational Departmentalization
6. Chain of Command
7. Work Specialization
8. Span of Control
9. Centeralisation and Decenteralisation
 1. History :

Al Wateen Telecom introduce Warid Telecom In PAKISTAN, which is a telecom

company of ABU DHABI.They introduces warid telecom march 2004 in Pakistan
and they hired the CEO of the company in june 2004.

2. Mission Statement

“Warid Telecom's stated mission is to be the leader in innovation and services”

Company’s Vision

“To become the leader in national communications arena with a strong

international presence”

“To be the national communication provider with a strong International presence”

3. Core Brand Value:

The core brand value of warid is:

1. Quality
2. Simplicity
3. Innovation
4. Honesty market customer friendliness
5. Share of warid telecom
 4. ORGANIZATIONAL STRUCTURE:

Warid Telecom is a tall organization because of more vertical organizational

levels. That you will see in the hierarchy of Warid Telecom under the head of
“Chain of Command”.

Warid Telecom is operating its managerial activities with the help of centralized
approach, because hire managers do not allowed decision making to the lower
level managers.

5. Organisational Departmentalisation:

Warid has the maxium number of Cusomer Service Centers countrywide, backs by
two state of art Contact Centers of International Standards that are equipped with
high facilities to ensure real-time online services. Furthermore, there is an
extensive network of franchises and mobile units providing easy n convienent
accessibility.

Different departments working in Warid Telecom are:

1. Marketing
2. Human Resources
3. Financial Accounting & Revenue Assurance
4. Sales and Customer center
5. Administration
6. Product & Services
7. Legal affairs
8. Audit & Risk services
9. International Business
10.Public Relations
 Organizational Behavior of Warid:

Warid Telecom is a large organization having a large investment. Warid

Telecom is a commercial organization and only profit is not its objective. Warid
Telecom is working as a private company with the direct foreign number of
employees at middle level, lower level and non managerial level.

Decision Making:

Warid comprises of different decision styles:

1. Directive
2. Democratic
3. Behavioral
4. Analytical

6. Chain of Command:

Order in which authority and power in an organization is wielded and delegated

from top management to every employee at every level of the organization.
Instructions flow downward along the chain of command and accountability flows
upward. According to its proponent Henri Fayol, the more clear cut this chain the
more effective the decision making process and greater the efficiency. Military is
an example of straight chain of command which extends in unbroken line from the
top brass to ranks. Also called line of command.
The chain of command, sometimes called the scaler chain, is the formal line of
authority, communication, and responsibility within an organization. The chain of
command is usually depicted on an organizational chart, which identifies the
superior and subordinate relationships in the organizational structure. According to
classical organization theory the organizational chart allows one to visualize the
lines of authority and communication within an organizational structure and
ensures clear assignment of duties and responsibilities. By utilizing the chain of
command, and its visible authority relationships, the principle of unity of command
is maintained. Unity of command means that each subordinate reports to one and
only one superior.
With the rapidly-changing environment and increasing uncertainty that
organizations face in the twenty-first century, some adopt structures that emphasize
flexibility and quick response to change. These types of organizations attempt to
place decision-making authority in the organizational structure with those who can
most effectively and efficiently respond to environmental imperatives. Thus, these
organizations may have flatter hierarchies and communication and decision-
making patterns that do not fully adhere to the chain of command or unity of
command principles. In the case of matrix organizations, employees frequently
have two managers or supervisors, violating the unity of command and chain of
command principles. To be effective, individuals working in these organizations
learn to share power, use open confrontation to resolve issues, and to utilize all
directions in the organization to disseminate information. These more organic
structures are not rigidly bound to the chain of command principle, although it is
still an important organizing principle in most organizations.

7. Work Specialization:

The spirit of work specialization is that, in an organization a project has been

designed by  one individual and the work will be separated into many steps and
every work has been done by a separate individual specialist enable the work to be
completed quickly. This is what we call as work specialization.

Division of labour is the specialization of cooperative labour in specific,

circumscribed tasks and like roles. Historically an increasingly complex division of
labor is closely associated with the growth of total output and trade, the rise of
capitalism, and of the complexity of industrialization processes. Division of labor
was also a method used by the neolithics and paleolithics to categorize different
jobs, and divide them to skilled members of a society. Division of labor is a
process whereby the production process is broken down into a sequence of stages
and workers are assigned to particular stages.
 8. Span of Control:

If you have a two or three organization the common question will be raised that a
manager efficiently and effectively handle how may employees to handle this
problem span of control is important in every organization.

Span of Control means the number of subordinates that can be managed efficiently
and effectively by a superior in an organization. It suggests how the relations are
designed between a superior and a subordinate in an organization. Span of control
is of two types:

1. Narrow span of control: Narrow Span of control means a single manager

or supervisor oversees few subordinates. This gives rise to a tall
organizational structure.
2. Wide span of control: Wide span of control means a single manager or
supervisor oversees a large number of subordinates. This gives rise to a flat
organizational structure.

There is an inverse relation between the span of control and the number of levels in
hierarchy in an organization, i.e. , narrower the span, the greater is the number of
levels in an organization.

Narrow span of control is more expensive as compared to wide span of control as

there are more number of superiors and therefore there are greater communication
problems between various levels of management. Wide span of control is best
suited when the employees are not widely scattered geographically, as it is easy for
managers to be in touch with the subordinates and to supervise them.

In case of narrow span of control, there are comparatively more opportunities for
growth as the number of levels are more. The more efficient and organized the
superiors are in performing their tasks, the better it is to have wide span of
management. The less motivated and confident the employees are, the better it is to
have a narrow span of management so that the supervisors can spend time with
them and supervise them well. The more standardized is the nature of work ,like -
if same task can be performed using same types of inputs, the better it is to have a
wide span of management as more number of employees can be supervised by a
single supervisor. There is more flexibility, prompt decision making, effective
communication between higher level and lower level management, and improved
customer interaction in case of wide span of management. Technological
advancement such as internet, emails, mobile phones, etc. makes it easy for
superiors to widen their span of control as there is more effective communication.

An ideal span of control according to modern authors is around 15 to 20

subordinates per manager, while according to the traditional authors the ideal
number is around 6 subordinates per manager. In reality, the ideal span of control
depends upon various factors, such as:

1. Nature of an organization
2. Nature of job
3. Skills and competencies of manager
4. Employees skills and abilities
5. The kind of interaction that takes happens between superiors and
subordinates, etc

9. Centeralistion and Decentralisation:

Centralization - The location of decision making authority near top organizational

levels.

Decentralization - The location of decision making authority near

loweorganizational levels.

 In a centralised organisation head office(or a few senior managers) will

retain the major responsibilities and powers. Conversely decentralised
organisations will spread responsibility for specific decisions across various
outlets and lower level managers, including branches or units located away
from head office/head quarters. An example of a decentralised structure is
Tesco the supermarket chain. Each store of Tesco has a store manager who
can make certain decisions concerning their store. The store manager is
responsible to a regional manager .

Organisations may also decide that a combination of centralisation and

decentralisation is more effective. For example functions such as accounting and
purchasing may be centralised to save costs. Whilst tasks such as recruitment may
be decentralised as units away from head office may have staffing needs specific
only to them.   

 Certain organisations implement vertical decentralisation which means that

they have handed the power to make certain decisions, down the hierarchy
 of their organisation. Vertical decentralisation increases the input, people at
the bottom of the organisation chart have in decision making.  

 Horizontal decentralisation spreads responsibility across the organisation. A

good example of this is the implementation of new technology across the
whole business. This implementation will be the sole responsibility of
technology specialists.

Advantages of Centralised Advantages of Decentralised

Structure For Organisations
 Senior managers enjoy greater
control over the organisation.
Structure For Organisations
 Senior managers have time to
concentrate on the most
important decisions (as the other
decisions can be undertaken by
other people down the
organisation structure.

 The use of standardised  Decision making is a form of

procedures can results in cost empowerment. Empowerment
savings. can increase motivation and
therefore mean that staff output
increases.

 Decisions can be made to  People lower down the chain

benefit the organisations as a
whole. Whereas a decision made
by a department manager may
benefit their department, but
disadvantage other departments.
have a greater understanding of
the environment they work in
and the people (customers and
colleagues) that they interact
with.  This knowledge skills and
experience may enable them to
make more effective decisions
than senior managers.

 The organisation can benefit  Empowerment will enable

from the decision making of departments and their employees
experienced senior managers. to respond faster to changes and
 new challenges. Whereas it may
take senior managers longer to
appreciate that business needs
have changed.

 In uncertain times the  Empowerment makes it easier

organisation will need strong for people to accept and make a
leadership and pull in the same success of more responsibility.
direction. It is believed that
strong leadership is often best
given from above.