FINAL PROJECT:

ORGANIZATIONAL BEHAVIOUR

SUBMITTED BY:

ABDUL WAHAB.
01-120091-001
 INTRODUCTION

IOM was established in 1951, IOM is the leading inter-governmental organization in the
field of migration and works closely with governmental, intergovernmental and non-
governmental partners.
With 125 member states, a further 18 states holding observer status and offices in over
100 countries, IOM is dedicated to promoting humane and orderly migration for the benefit of all.
It does so by providing services and advice to governments and migrants.
IOM works to help ensure the orderly and humane management of migration, to promote
international cooperation on migration issues, to assist in the search for practical solutions to
migration problems and to provide humanitarian assistance to migrants in need, including
refugees and internally displaced people.
The IOM Constitution recognizes the link between migration and economic, social and
cultural development, as well as to the right of freedom of movement.
IOM works in the four broad areas of migration management:
• Migration and development
• Facilitating migration
• Regulating migration
• Forced migration.
IOM activities that cut across these areas include the promotion of international migration
law, policy debate and guidance, protection of migrants' rights, migration health and the gender
dimension of migration.
IOM in Pakistan

Pakistan is the member of IOM since November 1992.

 MISSION

IOM is committed to the principle that humane and orderly migration benefits migrants
and society.
As the leading international organization for migration, IOM acts with its partners in the
international community to:
• Assist in meeting the growing operational challenges of migration management.
• Advance understanding of migration issues.
• Encourage social and economic development through migration.
• Uphold the human dignity and well-being of migrants.

IOM's Strategic Focus

1. To provide secure, reliable, flexible and cost-effective services for persons who require
international migration assistance.
 2. To enhance the humane and orderly management of migration and the effective respect
for the human rights of migrants in accordance with international law.
3. To offer expert advice, research, technical cooperation and operational assistance to
States, intergovernmental and non-governmental organizations and other stakeholders,
in order to build national capacities and facilitate international, regional and bilateral
cooperation on migration matters.
4. To contribute to the economic and social development of States through research,
dialogue, design and implementation of migration-related programmes aimed at
maximizing migration's benefits.
5. To support States, migrants and communities in addressing the challenges of irregular
migration, including through research and analysis into root causes, sharing information
and spreading best practices, as well as facilitating development-focused solutions.
6. To be a primary reference point for migration information, research, best practices, data
collection, compatibility and sharing.
7. To promote, facilitate and support regional and global debate and dialogue on migration,
including through the International Dialogue on Migration, so as to advance
understanding of the opportunities and challenges it presents, the identification and
development of effective policies for addressing those challenges and to identify
comprehensive approaches and measures for advancing international cooperation.
8. To assist States to facilitate the integration of migrants in their new environment and to
engage diasporas, including as development partners.
9. To participate in coordinated humanitarian responses in the context of inter-agency
arrangements in this field and to provide migration services in other emergency or post-
crisis situations as appropriate and as relates to the needs of individuals, thereby
contributing to their protection.1
10. To undertake programmes which facilitate the voluntary return and reintegration of
refugees, displaced persons, migrants and other individuals in need of international
migration services, in cooperation with other relevant international organizations as
appropriate, and taking into account the needs and concerns of local communities.
11. To assist States in the development and delivery of programmes, studies and technical
expertise on combating migrant smuggling and trafficking in persons, in particular
women and children, in a manner consistent with international law.
12. To support the efforts of States in the area of labour migration, in particular short term
movements, and other types of circular migration

Although organizational structure is not the requirement of our project but still it is the
requirement of writing report therefore I’ve briefly discussed the organizational structure of IOM
below. More there is some important information which I want to share therefore a glimpse of
organizational structure is added.
 Organizational Structure
IOM has a tall hierarchy of management. The “officer” tag is not given on the basis of
experience or education. “Officer” tag is only allotted to those employees who have represented
IOM away from their home country for a time period of 6months. He also becomes
“INTERNATIONAL EMPLOYEE” this way. An international employee can serve in his home
country aswell as officer rank.

Regional Representative (RR):

Regional representative of IOM is Mr. Hassan Abdul Moniem Mustafa from Egypt and he
is responsible for all the IOM affairs in Pakistan. He reports to the head office about all the
projects and the financial condition of IOM Pakistan.

Regional Resource Management Officer (RRMO):

The RRMO of IOM to Pakistan is Hazim Toreiz from Bosnia and he is responsible for all
the operations that are performed by IOM in Pakistan. He represents IOM in UN meetings,
meetings with the Pakistan high officials etc. he also stays directly in touch with the project
managers and other NGO’s.

Departments
There are five departments which are all headed by RRMO. These departments are;

1. Finance department
There are three finance managers currently working in finance department and
they are supported by seven subordinates.
2. Human resource management department:
Human resource department is responsible for all the HR related operations.
3. Procurement and logistics
They are basically responsible for the purchase and sales of all kind of fixed and
current assets.
4. Media department
Media department is responsible for all the media related jobs. The job of the
media department is to stay connected with the media i.e. providing them the news,
latest, tender and public messages which they want to spread through media.
5. IT department
IT department is responsible for trouble shooting of computer and related
accessories. They are responsible for upgrading software, networking and maintenance.
6. Security department
Security department is headed by resinger harld who is responsible for the
security that includes the security cameras, the security vehicles, the security of the
international employees and the office employee
 EMPLOYEES MOTIVATION IN IOM
Motivation is very important in any organization. If the employees get
proper motivation there output will definitely increase. IOM believes that their employees are the
asset and they use plenty of tactics for their motivation. IOM follows MASLOW’S HIERARCHY
OF NEEDS, extrinsic motivation and EXPETANCY THEORY for the motivation of her
employees.

Hygiene Factors Motivators Sample Factors

Company policy and administration Achievement

Supervision Recognition for accomplishment

Work condition Challenging work

Interpersonal relations Increase responsibility

Money, status, security Personal growth and development

Figure 1: MASLOW'S HIERARCHY OF NEEDS

EXPETANCY THEORY OF PERFORMANCE

 ROLE CLEARITY SKILLS ABILTIY AND RESOURCES
Developed individuals Motivation

Developed jobs Intrinsic/ Extrinsic

EFFORT PERFORMA OUTCOMES

NCE
SOCIAL,
STATUS,

FINANCIAL,
ACHIEVEMEN

REGULAR
FEEDBACK

COMPARISON PERCIEVED FAIR

WITH DESIRED REWARDS
OUTCOMES

Motivation methods adopted by IOM

IOM believes in employee satisfaction and that is the reason that turnover is very low.
They know very well how to care about their employees whether they are national or
international employees. To make sure that employees stick to their job and to increase their
performance they use certain methodologies that motivate the employees.
Following are the methods adopted by IOM for the motivation of their employees

1. OVER TIME
2. HAZZARD PAY
3. REST AND RELEASE (RNR)
4. CHILD ALLOWANCE
5. INTERDEPARTMENT ROTATION
 6. PROMOTION
7. MATERNITY AND PETERNITY LEAVES
8. COST OF LIVING ALLOWANCE (COLA)
9. TRAININGS
10. DAILY SUBSTANCE ALLOWANCE (DSA)

OVERTIME (HYGEINE FACTOR)

Overtime is the extra amount of money paid to the employees other than their
fixed salary who works for extra time. It is the reward for the services they give in addition to the
normal timings.

In IOM overtime is awarded to lower staff like guards, drivers, shef and contract
employees. They are awarded at hourly basis. The overtime rate per hour is Rs.500. Because
of good healthy amount of overtime they get they always want themselves to spend extra hours
in order to maximize their net salary. According to their finance manager, the cheque a guard or
a driver receives at the end of the month is almost two times their basic salary.

Now this is a hygeine factor where the lower staff and even the middle management are
encouraged to sit for longer hours to earn overtime. This also concludes that Money is a
motivator.

HAZZARD PAY (THE NEED FOR SAFETY)

Not even a single city of Pakistan is safe from suicide blasts, IOM realizes the problem
and security threat for their employees and for that reason they have introduced hazard pay.
Hazard pay is granted in phase 3 only.

When there is a threat of bomb blast in Islamabad or IOM feel their employees are
unsafe. They give hazard pay to motivate the employees to come to their offices instead of
staying home. Hazard pay is given to all the employees. The national staff gets Rs.1500 daily as
hazard pay in phase 3. Hazard pay avoids discontinuity in the running projects. Hazard pay is
offered to the employees so they do not sit back home by simply saying that the law and order
situation is not well for working and simply claim the salary. To avoid sitting home and getting
salary they have introduced hazard pay.

REST AND RELEASE (RNR) (ESTEEM NEEDS)

Rest and release vacation is offered to the international employees after eight weeks of
working. This RNR is sponsored by IOM. The basic reason for RNR is to reduce the monotony.
The international employees are given a free air ticket to their home country and cash according
to their grade. Regional representative “Hassan Abdul Moneim” receives 450 pounds daily for 5
days RNR vacation.
 CHILD ALLOWANCE (THE NEED FOR SAFETY)

Child allowance is given to all the national employees. Monthly allowance of Rs.2288 is
given against each kid. An employee gets Rs.2288 for each child for maximum six children. This
allowance is also given to the contract employees.

Lower staffs like drivers, guards usually have more kids and they are the people who
mostly get Rs.2288x6. so it’s a good source of motivation as well as a source of their kids’ better
future.

INTERDEPARTMENT ROTATION (NEED FOR AFFILIATION)

To avoid boredom and keep their interest alive in IOM, the HR department use to shuffle
their employees from one department to other. This makes the employee learn new things and
work with other members. Shuffling of employees brings employees closer and bonding is also
developed.

This also reduces the conflicts between the employees and there is no danger of
employees doing any propaganda against their fellow employees.

Moreover an employee becomes jack of all tricks which is good incase if some employee
go for sudden leave there is an automatic backup who might be working in some other
department but very well aware of his job and can lead his role on temporary basis.

PROMOTIONS (NEED FOR POWER)

Promotion is the most important tool for the motivation of an employee. Promotion is not
just an increment in salary but also the grade. Promotion is awarded to those employees who
perform their job very well. Promotion is based on performance and anybody who performs well
will be motivated. Employees are promoted on the first month of a calendar year and rest of the
year they are observed according to their performance.

HR department send the proposal to the regional representative for the approval of
promotion and after getting the approval they are promoted. Promotion is decided after the
allocation of the budget.

MATERNITY AND PATRENITY LEAVES (MOTIVATOR FACTOR)

Maternity leaves are offered to pregnant employees and paternity leaves are offered to
those employees whose wife is pregnant.

An employee can get the full amount of salary even on maternity leave. International
employees can even go to any foreign country for their delivery on the expense of IOM.
Paternity leave is given to the employees to look after their pregnant wife.

This increases the motivation and also loyalty to the IOM.

COST OF LIVING ALLOWANCE (COLA) (HYGEINE FACTOR)

 House rent allowance is also given to the national employees. Rs.5000 extra is paid in
addition to their basic salary as house rent allowance. This motivates the employees who are
working in IOM and belong to some distant place to hire accommodation. Although the
allowance might not cover the whole of the rent but still is enough to encourage the employees.

TRAININGS (NEED FOR ACHIEVEMENT)

Training refers to the acquisition of abilities, skills and knowledge (ASK) required to
perform effectively in any given role

Competent employees are sent to foreign countries for the training that polishes their
ability to perform certain task. Training costs IOM a lot and they just send those people who are
serious in learning.

Types of training offered to IOM employees

• Formal training
• On the job training (OJT)
• Coaching
• Mentoring
• Self learning

EXAMPLE:

Taha Abbas Baig (finance assistant) was sent to Dubai for 11 days training on Human
Resource and it cost IOM 1.2 million Pak rupees.

IOM believes in providing right training to the right person and this way an employee
gets a real motivation and appreciation that he is sent abroad for some training.

DAILY SUBSTANCE ALLOWANCE

IOM pays daily substance allowance to their employees who are sent abroad or
nationwide officially. Daily substance allowance includes travelling expense, dining expense,
accommodation expense and other supplementary expenses.

Employees who go outstation for training and other official job are entitled to receive
daily substance allowance.

Advantages of motivation
 Following are the advantages of motivation which we examined by visiting IOM

1. Low turnover
2. Strong bonding of employees with IOM
3. Sincerity with IOM
4. Friendly and cooperative working environment
5. Less conflicts
6. The junior employees learn through working with senior and international employees
7. Foreign training proves to be good for the organization
8. Employees feel proud to be a part of IOM
9. No corruption due to good healthy packages
10. People love to sit for long hours
11. Interdepartmental rotation reduces monotony

MOTIVATION THEORIES IOM FOLLOWS

We conclude that money turns everything in one’s favour. Money is the most important
tool for the motivation.

The best thing about IOM is they motivate the right person rightly by applying
MASLOW’s hierarchy of needs.

1. Physiological. Survival needs. Examples: Food, drink, health for guards, chef
and other lower staff.
2. Safety. Physical and emotional security. Such as clothing, shelter, protection
against attack (unemployment benefits, redundancy pay, old age pension). For
lower staff and middle lower staff so they feel secure.
3. Affection needs. Affection and the need to belong. Examples: Family unit, other
small groups such as work groups. There are people who desire love and
belongingness. IOM motivates them this way.
4. Esteem needs. For self-respect, for accomplishment, for achievement. The
achievement must be recognized and appreciated by someone else. Upper
management wants to be well known aswell as prominent. IOM gives them
promotion and protocol.
5. Self-fulfillment needs. To utilize one's potential to the maximum working with
and for one's fellow beings.
IOM also follows Alderfer’s hierarchy of needs. The need for relatedness is fulfilled
here like the employees feel proud to wear IOM’s cap and t-shirt. They feel proud introducing
themselves as the employee of IOM.

ACQUIRED NEED THEORY is also adopted by IOM for their employees.

NEED FOR AFFILIATION: People in IOM tend to maintain friendly environment among
eachother and wants themselves to be step ahead of their fellows. They want themselves to be
highly recognized among all the departments.
NEED FOR POWER: the employees need to be powerful and they want them to be treated as
the executives both inside and outside the organization.

POWER AND POLITICS

HOW PEOPLE USE POWER AND MANIPULATE THE EMPLOYEES FOR THEIR OWN
HIDDEN INTERESTS

Power is the concept that encompasses the mechanisms, processes, and dispositions that try,
not always successfully, to ensure that people act according to the rules of the game.

Politics is the process of mobilizing power.

EXPLANATION:
Power is one of the most desired human wants. In the business world, power and politics
determine the growth to a great entent, stability and continual success of companies. Power and
politics are the top two elements used in a company that either can cause the downfall or
success of that company.

Power and Politics in IOM

In IOM the people in power are making full use of their power. The RR “Hassan Abdul Moneim”
enjoys the maximum power in IOM. Hassan Abdul Moneim is a one man show in IOM. Power
can be used in both means i.e constructive and destructive and Hassan Abdul Moneim misused
his power to remove Regional Representative Management Officer.

Lord Acton describes the misuse of power as:

“Power tends to corrupt and absolute power corrupts absolutely.Great men are almost always
bad men, even when they exercise influence and not authority: still more when you superadd
the tendency or the certainty of corruption by authority”

Some of the displays of power I found in IOM are:

LEGITIMATE POWER:
This is the power a person recieves as a result of his or her position in the formal hierarchy in
the organization.
In IOM the hierarchy is very long but the power stays in few hands. The power to hire and fire is
the most important power for any manager and that power is in the hands of regional
representative.

COERCIVE POWER:
This is the power based on fear. This is the power which most of the low management are
feared of. Like security guards have the fear that if they donot perform well the security incharge
might take action against them and they might get their salary cut or may also be penaltized.
 POSITION POWER:
This is the power the person gets from his or her position regardless of her job in the
organization. This is also found in IOM but that was the most stupid way of displaying
power. Like i saw the HR assistant screaming on the security guard for nothing.

PERSONAL POWER:
This is a in-built or what we call god gifted and this resides in the person regardless of her
position in the organizations. The good thing is that i found this power in IOM aswell. The
Finance assistant not only carries the job of finance infact he is a pure all-rounder and in simple
words he is the back bone of the organization.

CHRISMATIC POWER:
This is the power to influence others. The person’s personality is so impressive that one
becomes fan of that sort of a person and he makes his job done from others just through his
dominating personality.

In IOM the managers use power and politics for some other hidden personal interests
aswell, they are slightly more negative but still in almost every organization this pattern is
followed.

ATTACKING /BLAMING OTHERS:

Most of the organizations people don’t accept their mistakes, and they blame or
attacking the other persons of the organization. This is very rare in all the organizations.

MANAGING IMPRESSION:
All the times peoples are engaged in managing their good impression towards others.
They always try to show that they are the best. They want to be known in the
organization.

ASSOCIATION WITH LINE EXECUTIVES:

The main issue in the organization is that people always try to associate with their boss
or seniors. To achieve this they always try to happy the boss.

STRESS: HOW EMPLOYEES ARE EXPERIENCING IT AND

MANAGING IT IN IOM

Stress is an arousal of mind and body in response to real or percieved demands or threats.

OR
Sir Col.Imtiaz defines Stress as:

“An adaptive response to a situation that is perceived as challenging or threatening to

the person’s well-being”

Stress can be positive aswell as negative. Positive stress is known as eustress and
negative stress is known as distress. Constructive stress is most of the times intrapersonal
whereas destructive stress is interpersonal.

STRESS IN IOM:
In IOM there is no job security and any person can be fired at any time. This is
the major cause of stress. IOM pays good salaries and the people want to stick with IOM
because of the salaries and incentives they get. No job security is a big threat for the
employees and this is their biggest cause of stress.

On asking the employees about stress I hear many answers but the most interesting
came from their HR manager “Sobia Rahat”. She said that stress is the term used to give the
impression as the employees have a lot of work burden but the fact is there is no work or any
sort of burden on any employee. The people are the major cause of stress for fellow employees.
Jealousy and leg pulling is the major cause of stress.

OUTCOME: Stress has behavioural consequences on employees like it effects

their work performance and they are all the time found lost in their own world of tensions, it
also effect their decision making and disturbs their personal life outside the organization
aswell. It increases absenteeism and effect the output of the employee. Stress also has
psychological consequences like depression, emotional fatigue and irritation etc.

How to overcome stress:

Job Security: Employees should have a job security and they should be aware of their tenure.
Friendly Workplace Environment: There should not be any leg pulling and jealousy among
employees.

Balance of Authority: power should be distributed among more then one individual. This way a
balance is created and the element of biasness is removed.

Strong HR department: HR department should be authoritative and powerful. Action should be

taken against the culprit incase of conflict or any violation. This will decrease the chances of
stress among employees.

Long Drive: Long drive with a light romantic mood turns on the mood.

Coffee: A good cup of coffee releases tension.

 Similarly an employee must be strong enough to face these sort of hurdles and his
personal life should not be disturbed from his official stress.

CONFLICTS IN IOM
IOM is full of conflicts,

CONFLICT:

A process that begins when one party perceives that another party has negatively
effected, or is about to negatively effect, something that the first party cares about.

Conflicts can be destructive aswell as constructive but conflicts are commonly percieved
as destructive and most of the times conflicts are interpersonal. Similar is the case in
IOM where there is conflict found everywhere and they behave like kids as far as the
conflicts are concerned.i have noticed conflicts that are highly destructive aswell as
interpersonal and few of the interpersonal coflicts told to me by a friend of mine who is
employeed there are written below.

I asked my friend to help me in collecting data of conflict because the employees were
reserved and were uncomfortable sharing there conflicts. This was a worry for me but
still Taha helped me out by bringing out data from the HR department where all the
conflict records were kept along with the xerox copies of the exchange of violent and
humiliating emails.

INTERPERSONAL CONFLICTS IN IOM

I’ll discuss interpersonal conflict in IOM because this is the only type of conflict I
found there. That section was the toughest section for me in the whole project because
the employees were not comfortable sharing their views aswell as their personal
experiences. Taha really helped me in making of this section.

I’ve Witten conflicts in the form of casestudy for better understanding.

CONFLICT BETWEEN RR AND RRMO

RR is Regional Representative

The regional representative is HASSAN ABDEL MONEIM. He is from

Egypt.
He enjoys the highest rank in IOM. He is representing IOM in Pakistan and Afghanistan.

RRMO is Regional Representative Management Officer

He is responsible for all the operations carried by IOM as well as all the
departments that are working in IOM.

Now if you look at the hierarchy you will see that RR is at the top and then comes RRMO who is
directly answerable to RR.

CAUSE

RR was using official car for his domestic use. When RRMO came to know about
that he started investigating.

DETAILS

RR was using IOM’s official car for domestic use. On checking the log book
RRMO found that one of the car log book is totally blank. On investigation he found that car #
16’s record is missing. He ordered investigation and came to know that the car with code # 16
that is Toyota corolla record is missing.

Although RR can use official car for domestic use but he needs to pay for that @
Rs15/km including charges of the services of driver. But he was not paying any of the charges.

When RR came to know that RRMO has started investigating against RR. RR
realized that he’ll be in deep trouble. RR cleared all the bills that were outstanding on his behalf.

CONFLICT

The real problem came at the later stage. Although RR paid the outstanding
against him but the rivalry between the RR and RRMO started. The RR started propaganda
against him and made a lobby against him. 90% employees were backing RR while the
remaining 10% who were acting purely neutral were considered RRMO’s supporter by the RR.

They both started interfering in each other’s job. Where there were signatures of RR
required by RRMO, RR used to keep them pending similarly where RR required the signatures
of RRMO that were also delayed by RRMO. Hence both started each other’s survival difficult.

RESULT OF THE CONFLICT

The RR and RRMO were supported by certain employees who were targeted by
the opponent boss. So they were the employees who suffered the most.
 The finance manager whose job was to get everything signed by the RRMO was
considered close to RRMO by RR. He started negative propaganda against finance manager
because RR couldn’t do anything against RRMO. The finance manager was fired by RR, given
the excuse that IOM is short of funds and that IOM can’t afford your services anymore.

The problem got serious day by day and then the head office had to take action. A
committee of 5 members from Geneva came to Islamabad office to solve the problem. They
then decided to send RRMO to turkey.

CONCLUSION

We concluded that it is always the small fish that is trapped. I mean it is the junior
who suffers. Further we concluded that if you have power, even your wrong is right. The fact is
that conflicts are everywhere in all the organizations but IOM is one step ahead of conflicts. We
have seen more a rivalry here.

CONFLICT BETWEEN RR Vs HR MANAGER

CAUSE

RR asked the HR manager to hire a person that was not capable for that particular task.
The person was hired but the problem came afterwards when RRMO came into action.

DETAILS

RR asked the HR manager to hire a person who was not the right choice for that post.
HR manager did what was told to him by the RR. When RRMO came to know he started
investigation.

The hiring procedure is very poor and everybody gets hired if they have some solid
reference. RRMO knew that very well but still he interfered because he had rivalry with the RR.

RR stayed strict with his decision and supported the case that really cost him. RRMO
forwarded that case to the head office and finally that boy was terminated and also the image of
RR also fell down.

RESULT OF THE CONFLICT

The image of the RR really fell down and the boy also was terminated from the
job. But the person who suffered the most was the HR manager because in the report it was
mentioned that HR manager hired the wrong person and a warning was issued to him. The RR
somehow managed to get out from the crap.

CONCLUSION
 We concluded that when the senior commits a mistake and junior obeys his order, it is
the junior who’ll suffer in the end. If an employee is doing his job fairly and is not listening to his
seniors even then they will forward a negative appraisal against him. So there is no safe
passage for junior employees in organizations like UN.

THE DRAWBACKS I FOUND IN IOM THAT NEEDS TO BE

IMPROVED
ABOUT MOTIVATION

• We conclude through questionnaires that good pay motivates every employee,

although there were few who were of the view that promotional opportunities
motivate them. Promotion is also an increase in salary as well as the grade. So
indirectly it’s an increase in salary that matters.
• There are people who want to be very well known in the organization and
reputation and status is their utmost desire.
• The employees love to come on Saturday and Sunday to earn overtime.
• Most of the employees love to be appreciated by their boss when they do well.
• Treat from the boss or an official dinner also motivates the employees.

POWER AND POLITICS

• When you have power the misuse is very obvious.
• Power is mostly used for personal interests not organizational.
• The only competitor of power is power.
• The positive aspects of power lift the organization.
• The power is percieved negatively nomatter what the intentions are.

STRESS
• People are disturbed not by things but by the perception about that thing.
• Leg pulling and professional jealousy are the major cause of stress.
• People are not concerned about things they are doing but are more interested in
knowing what others are doing.

CONFLICT
• The man in power gets everything in his favor at the end of the day.
• The middle management is introvert and lethargic.
• IOM is spending a lot more on their employees then their output is.
• There are no proper recruitment and selection criteria. The person with strong
reference gets the job.
 • There is no job security. Employee can be fired at any time on small issues or
selfmade issues by the seniors.
• The employees within themselves are not friendly. Everyone tries to please RR.
The jealousy and leg pulling is found at its peak.

MY EXPERIENCE IN IOM
It was a wonderful experience for me. Spending few hours in IOM and meeting their
national and international staff was a good experience that broaden my horizon and I started
thinking big that even i can be the Regional Representative of IOM. I felt myself a part of IOM
during my stay there and that feeling was great feeling. I realized that the feeling to be the part
of IOM itself is the biggest motivation and the loyalty was great.

The hospitality and the cooperation should also be admired. They treated me with
honour, they listened to me and they never made me feel as if they are doing some favour on
me. We met people of different ages from different parts of the world. It was such a great
experience to converse with them.

ABOUT THE PROJECT

No other thought except it was tough and it was very tough. It was time consuming
project and really a lot of energy was consumed in making of project. That was a superb
experience of stress for me.

I had the disadvantage of not having group partner. This is the reason I remained in
double stress. Although I tried hard not to compromise on quality but honestly speaking I am not
satisfied with my report.
IOM Pakistan
International Organization for Migration (IOM)
Mission with Regional Functions
House 6, 6th Avenue
Main Embassy Road
Sector G/6-4
Islamabad
Pakistan
Tel: +9251-282 47 37
Fax: +9251-282 29 68