ORGANIZATIONAL REPORT

MOBILINK

Submitted to Dr. Aftab Haider

Submitted by

Ahmed Hassan

Sundas Kiran

Emaan Fatima

Memoona Rauf

Palwasha Imtiaz
Project Epilogue

The authors of this report contacted Fatima Manzoor, Human Resource Business Partner at
Mobilink’s company HQ. Ms. Manzoor was instrumental in the drafting of this report. She
arranged the necessary security and operational clearance for the authors of this report to visit the
Moblink HQ on 6th June 2022. The authors had prepared a list of questions and Ms. Manzoor
gave a 45 minutes slot addressing the questions. However, not all questions were addressed. Ms.
Manzoor routed the authors to the web sources to extract our answers from. The operational cost
of the visit was equally borne by all authors. The authors assured proper formal dressing while
visiting the facility.
 INTRODUCTION

Mobilink is a firm that provides connectivity; it is a communication service that offer access to
consumers through multiple channels. To meet the communication demands of a wide range of
people, including individuals, businessmen, corporations, and multinationals, Mobilink offers
specially created tariff plans. To this end, Mobilink provides its customers prepaid (JAZZ)
solutions. Mobilink also has Mobi cash as one of their products. Both the postpaid and prepaid
brands are the biggest of their sort in the Pakistani mobile business when compared to their
rivals. They offer a variety of value-added services to their consumers in addition to offering
voice communication services that make the lives of millions of people better. Mobilink also
places a great value on its coverage, which is why they offer worldwide calling in over 120
countries and more than 9000 cities and towns nationally.

HISTORY

Orascom Telecom Company launched Mobilink. In 1994, it was first made available in Pakistan.
In Pakistan, Mobilink was the first to introduce GSM technology. In Pakistan, Mobilink first
introduced its post-paid services. Then it expanded its offerings to include prepaid
telecommunications services under the brand Jazz. Only high charges were imposed for calls
being made and received through Mobilink, which offered exorbitant rates. In the mobile
telecommunications sector, Mobilink was the sole GSM service provider, therefore it was done.
Following many years of no rivalry, Mobilink was faced with severe opposition from the newly
launched U-fone which began its services in Pakistan after the commencement millennium. In
Pakistan, new communication providers gradually began to offer their services, and Mobilink
Jazz (Mobilink's Prepaid Communications) was forced to contend with fierce competition from
Telenor, Warid, and Ufone before Zong was introduced. However, none of these businesses were
able to match Mobilink Jazz's brand conviction and customer loyalty, which is the company's
key USP. To date, Mobilink has added 28.5 million new customers (30 million being the highest
number of customers which was reduced to28.5 million due to the MNP technology introduced
by PTA). Higher rates are being provided by Mobilink, supporting its brand reputation

Till present, Mobilink has recruited 28.5 million new users (30 million being the largest number
of customers which was decreased to28.5 million due to the MNP technology adopted by PTA)
Mobilink is providing higher amounts, enhancing its brand image. Day by day, Mobilink's
customer base is growing thanks to the maintenance of its brand image.

Mobilink’s Mission

"To make the clients satisfied by providing them with a good and dependable service package
Mobilink strives to be Pakistan's top employer. They use all of their resources to prevent
incidents at work to fulfill an essential component of this objective, which is to offer their staff
and customers a safe and healthy work environment."

Mobilink thinks certain interesting economic models can service developing markets and achieve
excellence at a reasonable price. Mobilink is competing to offer service to one of the most
attractive subscriber base and to the nations with the highest population densities. Mobilink
thinks it can recreate the market opportunities for the cellular carriers by positioning itself as a
major provider of cellular services.

Mobilink’s Vision

The vision of Mobilink is to "get to be the leading firm in mobile phone service provider in
Pakistan through offering new services, providing excellent service throughout Pakistan, and
creating additional Networking ways to their consumers and exceeding their expectations."
Goals and Objectives

The following are the key goals of Mobilink:

Ø Carry out business in a way that safeguards public and occupational health, the climate,
and worker safety.

Ø Offer employees a safe working environment.

Ø Promote constructive discussion with all stakeholders regarding management concerns

related to health, safety, security, and the atmosphere.

Ø Instill a security and awareness culture in the organization through numerous activities
and initiatives.

Ø Make every effort to eliminate any accidents or environmental issues in their distribution
chain.

Ø Collaborating with employees, suppliers, customers, vendors, and partners to enhance

sustainable product and process administration

Ø Conform with all national and regional occupational health & security laws and
regulations

Ø Conform with all national and regional occupational health & security laws and
regulations

Ø Reduced pollution and wastage.

Ø Utilize energy and natural resources correctly and effectively.

Competitor Analysis of Mobilink

Following are the major competitors of Mobilink

1. Ufone

Pakistan Telecommunication Mobile Limited

(PTML) is a wholly owned subsidiary of PTCL that
was founded to provide cellular telecommunication
services. On January 29, 2001, the company launched
its operations from Islamabad under the brand name
Ufone. Since its beginning, Ufone has transformed the image of mobile phones from a luxury
solely available to the affluent to a necessity available to the general public. Ufone's primary
focus has always been on their valued clients, and they have introduced services over time to
meet their needs and demands. The slogan of Ufone has always been "it's all about U." As a
result of PTCL's privatisation in 2006, Emirates Telecommunication Corporation purchased 26
percent of its shares (Etisalat). Ufone's management has also been turned over to Etisalat as part
of PTCL.

Now, under Etisalat's management, Ufone focuses on customer needs and benefits, and its
management is more motivated than ever to be the market's leading cellular player, because
Ufone has been renowned for providing superb proposals and quality service to its customers,
and it intends to maintain that reputation in the future. According to PTA, Ufone remained the
second largest cellular operator in Pakistan in July 2008, with over 18 million subscribers and a
market share of 21% at the time. Ufone currently offers wireless coverage in over 750 cities,
municipalities, and along all main highways across the country. It also offers international
roaming to over 195 live operators across 119 countries.

2. Telenor

Telenor Pakistan is owned entirely by Telenor

ASA and adds. Telenor's Asian operations in
Thailand, Malaysia, and Bangladesh. Telenor
obtained the authorization to provide GSM
services in Pakistan in April 2004, and began commercial operations in Islamabad, Rawalpindi,
and Karachi on March 15, 2005, followed by Lahore, Faisalabad, and Hyderabad on March 23,
2005. Telenor's investment in Pakistan is the greatest single direct European investment in the
country. Telenor had over 18 million users as of the end of July 2008, with a 20 percent market
share. Telenor's network spans over 3000 cities, towns, and roads in Pakistan. Furthermore,
Telenor Pakistan has over 5,000 cell towers across Pakistan, making it the second largest
network in Pakistan and the third largest in terms of client base. Telenor has formed a strategic
alliance with Nokia Siemens Networks in order to expand in Pakistan. Telenor has already
invested USD 1 billion and has renewed agreements with its vendors, notably Nokia Semens, for
network development and services through 2009. Telenor Pakistan would place orders worth
USD750 million as a result of the deals.

3. Warid

Warid Telecom is a collaboration between the Abu Dhabi Group and the
Sing Tel Group. Warid Telecom International LLC's initial initiative was
to purchase a license for operating a statewide mobile telecommunications
network (WLL) and long distance international (LDI) for $291 million
US dollars in 2004. Warid Pakistan, situated in Lahore, began operations
in May 2005. The Abu Dhabi Group is one of the Middle East's greatest corporate conglomerates
and the single largest foreign investor in Pakistan. Singapore Telecom and Abu Dhabi Group
have formed a strategic collaboration. Following this sale, in July 2007, telecom giant SingTel
purchased a 30% equity position in Warid Telecom, Pakistan, for US$ 758 million, valuing the
company at $2.9 billion. This collaboration is part of a strategy to help Warid Telecom's
sustained expansion and market position. In July 2008, Warid had more than 15 million members
and held the fourth place in the industry with an 18 percent market share. Warid Telecom said in
June 2008 that it would invest $1.5 billion by the end of this year and $2.5 billion by the end of
2009 to extend and improve its network in Pakistan.

4. Zong

China Mobile Pakistan (CMPak) is wholly owned by

China Mobile. China Mobile's pioneering foreign
presence began with the acquisition of a license from Millicom to build a GSM network in
Pakistan. With ambitious plans to cater to the fastest growing Pakistani market and win over an
ever-Pakistani customer, CM Pak's competitive advantage stems from the experience and
expertise gained from running the world's largest telecom service, as well as their commitment to
setting quality and client relations standards. ZONG is China Mobile's first international brand to
be introduced in Pakistan. Millicom International Cellular S.A. stated on January 22, 2007, that it
would sell its 88.86 percent ownership in Paktel Ltd. to China Mobile for $284 million. On May
4, 2007, Paktel was rebranded CMPak, and on May 16, 2007, China Mobile stated that it had
increased its investment in CMPak to 100 percent. Pak tel was eventually rebranded as Zong. In
July 2008, Zong had over 4 million users and ranked fifth in the industry with a 5% market
share. CMPak has already spent about US$ 700 million in Pakistan's telecom sector, and another
US$ 800 million will be committed before the end of 2008.

Their Market Shares

According to official numbers from July 2008, there were 89 million (89,325,296) mobile users.
Ufone had 18 million (18,368,074) subscribers and was second in market share to Mobilink,
followed closely by Telenor with 18,329,428 subscribers, a difference of only 38,646
subscribers. At the end of 2007, the difference was 3,312,712 subscribers. Warid came in third
place with 15 million (15,774,299) subscribers. Warid has likewise lost market share to Telenor
since 2006, when it ranked third in the industry. Zong has 4 million (4,446,024) subscribers in
July 2008, ranking fifth overall. During this period, Instaphone had only 351, 135 subscribers.
Organization Structure and Design (Ahmed Hassan)

Organizational Design is a way through which companies structure the modality of communication within
the organization. It includes the organizational goals, visions, individual and collective tasks and work
relationships. Specifically speaking, it is a framework that divides jobs and groups them together for
better coordination. Organizational structure is the skeleton of an organization

The key highlight of the organizational skeleton of Mobilink is that it is very systematically organized
with a lot of layers and a very efficient administrative system. The administrative wing of Mobilink
continuously monitors the tasks being performed, run quality assurance on the delivered task and always
aims to optimize the job route. A special emphasis is put on collaborative tasks operations since Moblink
is aiming to market itself as a people-centered organization. Therefore, company culture is exhibited
through increased collaboration between the employees.

Organizational Chart

The Organizational Chart is naming the bones on the organizational skeleton. The organizational chart is
hierarchical in nature. Ordered in a top-to-bottom hierarchy, where the highest-ranking officer is at the
top and the vice-versa. This chart is modified from time to time, subjected to the addition of new
positions, removal of a position, or reflection of a promotion or demotion. Mobilink’s Organizational
Chart is disseminated to all employees. The hierarchy is split into the C-Level heirarchy, Upper
Management, Middle Management, and lower-tier hierarchy. The rundown is as follows:

C-Level hierarchy
Senior management

Middle Management
Lower-Tier hierarchy

Organizational Design

Moblink’s Human Resource Business Partners postulated and now continue to maintain the
organizational design. The design varies from department to department and across localities. This
establishes that the organizational design at Moblink is dynamic and not static.

The guiding notion of the organizational design is based on the maintenance of a comprehensive
inventory of all job tasks and their underlying functions and goals for the business. The job tasks are
accordingly grouped and the job titles are accordingly ranked and ordered. This allows each employee to
have a better understanding of their job function, their department-specific hierarchy.

The organizational designs at Moblink have the following six common pointers:

● Work Specialization
● Departmentalization
● Chain of command
● Span of control
● Centralization & Decentralization
● Formalization
Work Specialization:

The tasks are broken down at each managerial level in Mobilink. The hierarchy of Mobilink shows high
level of work specialization. Mobilink trained their employees so that they best perform one small,
specific task. Over time, that employee becomes extremely proficient and effective at performing that
task. This allows every employee in the organization to be an expert to some degree.

The HRBP’s at Moblink have observed the following benefits of work specialization:

● Employees can be an expert to some degree in their specific task and emerge as task specialists.
● Productivity increases significantly.
● The margin of error due to task rotation is reduced.
● Specialized employees perceive their essentiality towards the business and have a higher
perception of job security.

The disadvantages of work specialization include:

● Limiting the ability to multi-task

● Isolating and limiting employees
● Smaller employee skill sets that can exist only when the employee is working
● Limited cooperation and communication among employees
Departmentalization:

Once jobs have been classified through work specialization, they are grouped so those common tasks can
be coordinated. Departmentalization is the basis on which work or individuals are grouped into
manageable units. At Moblink, the following grouping of work activities as departments is done:

1. Departmentalization by function

2. Departmentalization by product

3. Departmentalization by geographical regions

4. Departmentalization by process

5. Departmentalization by customer

Mobilink hierarchy shows that every department has its own teams which reveals that they considered
teams and their work as an essential part of their organization. The basis on which they grouped jobs is
function, geography, and cross-functional teams. To promote teamwork Mobilink cross-functional teams
pick experts from different departments to interact with different people and learn how to manage work
activities with different backgrounds. Mobilink also takes care of individuals and organizes several
functions and ceremonies between departments which provide a bridge between employees to interact and
communicate with each other. Although,all departments in an organization play a vital role in achieving
goals and objectives. Yet the major departments of Mobilink are as follow:
Chain of Command:

Mobilink has cross-functional teams, everyone working as a team mostly to achieve targets properly and
also see the unity of command in the organization. Each department has several department managers
who control 11 to 12 team leaders. Each team leader is responsible for 20-25 employees as direct
reportees. The number of employees depends on the structure of team and line managers has the authority
to give direction to these teams for performing a specific task. These employees should report to their line
managers. These line managers are controlled by Middle managers of the company. The chain of
command not only establishes accountability, it lays out a company’s lines of authority and decision-
making power. A proper chain of command ensures that every task, job position and department has one
person assuming responsibility for performance.

Mobilink has a wide span of control. The overall strength of employees in Mobilink is 4500 and the top
managers are 75, Middle Managers are 750 and Line managers are 210. Employees are structured in five
layers comprising Associates, Specialist, Managers, Directors and Chief Officers. Employees are grouped
into teams and every Line manager can control 20 to 25 teams. Managers with wide spans of control have
many subordinates, and it’s not possible for a manager to closely examine activity.

Centralization & Decentralization:

The organizational structure of Mobilink represents a well-organized system of control of operations.

They have both centralized and decentralized authority depending upon the type of department but mostly
decentralization is seen in decision making. Decentralization makes the operations more productive as
employees are granted more power and autonomy so they feel delegated with authority. Mobilink as a
decentralized organization utilizes their employees with a variety of expertise and knowledge for running
various organization operations. Mobilink appreciates new ideas of their employees.
Formalization:

The formalized organizational structure consists of a hierarchical, top-down reporting and decision-
making structure. In Mobilink the formulization is high to some extent but it depends on departments and
requirements. Mobilink as a formalized structure includes multiple layers of supervision, including top-
level directors or department heads, middle managers and operational supervisors. Mobilink structure is
easily understood and explained. Mobilink has formal rules and regulations, clearly define goals, security
system and consider employee complaints which promote ethical behavior and employees are efficient
enough to follow these rules and regulations. Mobilink exert no pressure on employees to their jobs
without considering the standards and commitments. There is a formal system of standards which brings
harmony within the employees and creates the healthy environment.

Mobilink has a strong culture which reflects team work, employee motivation and training, innovation
and creativity and emphasis on goal attainment.

Performance Evaluation and Appraisal (Eman Fatima)

Performance evaluation and proactive measures for further employee growth are central
management tasks and essential components to ensure the company's success. Through effective
employee performance. The evaluation process for each department is carried out by their
respective supervisors through interviews or written forms, but screening is performed by the HR
department itself. However, certain management guidelines make the system very sensitive.

Objectives of Performance evaluation:

· To measure work performance

· Motivation and support to improve employee performance and to achieve their

professional goals

· Identifying employees who are likely to be promoted

· Identify employee training and development needs

· Providing each individual with a solid path for career planning

The intent of these appraisals is to review current job performance and responsibilities, set goals
and discuss further opportunities with reference to past performance at Mobilink.

Performance Review:

At MOBILINK, evaluation must be an open and honest discussion between employees and the
team leader / manager. In general, there are two components:

The first factor is a discussion of the strengths and areas that need to be developed, as employees
have shown over the last 12 months. Of course, performance is judged by comparing
performance to Job's core metrics. The second factor is the training needs / activities that appear
appropriate to assist incumbents in overcoming some of the development areas discussed in the
review, and appear appropriate to build on them. It's about discussing activities that are going on
to build their current strengths.

Sources of Performance Evaluation:

At Mobilink, the primary source of performance evaluation is the manager, and the secondary
source is the employees themselves. Colleagues also comment, but these are usually not taken
into account unless there is a conflict between the manager and the employee.

Feedback:

MOBILINK employees are informed about their performance and given the opportunity to
comment on their level of performance associated with each competency. This serves two main
purposes:

· Since the expert may have an unknown situation, it allows the expert to redefine whether
the initial assessment was correct.

· Asking employees about their strengths and areas of development often reduces negative
reactions and facilitates training needs / input activity planning if individuals can articulate their
areas of improvement.
Management Functions

Planning (Selecting goals and ways to achieve them)

• Goals are set by the parent company

• Strategic goals are set by 4 think tanks within the organization in contact with foreign
think tanks in Egypt.

• Every employee works individually to achieve the common directed goal in an

autonomous (as long it can be stretched) way.

• Hive mentality method (every employee thinks alike) follows target achieving method.

Controlling (Monitor activities and make corrections)

Reporting is the mechanism of monitoring.

• President report to the parent company.

• Employee empowerment is a delegation of authority (span of control)

• Each employee has autonomous control, no need to follow the hierarchy of command in
order to make corrections and confirmation, can contact management personnel at the top in case
of need and urgency, and make corrections themselves whatever the position.

• Little direct supervision (org structure)

Leading (Influence)

• Leader of team departments in major cases follows consensus.

• Take into consideration of suggestions and, feedback of each employee in teams for a
better outcome.
• Very friendly leaders with high communication skills to convey the idea

• Increasing motivations and participation

Organizing (Assign responsibility for task accomplishment)

The department-based task, e.g.

• The finance department deals with financial matters of the company.

• The customer care marketing department deals with competition.

• Deals in the support centre, call centre, service centre (franchise charity, etc.)

• Strategy departments deal with planning and, the sales department deals with sales.

• HR department deals in workforce decisions.

HR Functions at Mobilink

Mobilink is the largest telecom company in Pakistan because it has managed to attract the best
professionals in the industry. In addition, these team players understand their roles and execute
their duties in a way that eases the ride for other team members. To achieve this perspective HR
department has to play the other team members. To achieve this perspective HR department
plays a major role and it is the role of the HR department to attract, retain, develop and sustain a
top-notch workforce. This is the first approach regarding the basic role of the HR department of
Mobilink. This approach is practiced that gives the results of hiring the best and performing the
edge.

The second approach is that the HR department is responsible to maintain internal equality by
having standards in terms of competition while interacting with market forces.

HR practices
These are few of the HR practices that Mobilink go with:
 Planning
After the emergence of new telecom companies, market has become much
more competitive and employees are less loyal to the company. Whenever they
get any opportunity better than the existing job, they just opt for that. Which is
there right, however Mobilink is aware of this fact and that’s why they do not
have any formal strategy for succession planning. They do consider the people
from inside but proper succession planning is not practiced in Mobilink these
days. When they entered into the market, they used to have strategy regarding
this matter. But now due to market trends they have transformed there new
strategies. According to the management it’s not useful to invest a lot in the
employee at a larger extent. They do develop employees for their career
planning but no formal succession planning is practiced.
 Recruitment
In MOBILINK, internal recruitment is done for the managers of the higher grade
and directors. When a position is vacant, the HR department views the past
performance of the people working at lower levels than the vacant position and
chooses the right person who is promoted to that position.
For external recruitment in MOBILINK, the line managers are required to make
a requisition form for the job in which they have to mention their need taking in
account the budget for establishment and salaries for the position of
Management, Business Support Officers and Workers. Role profile for the
specified job is also prepared matching up the requirement and the grade of the
job. Training period is also specified on the requisition form.
The sources that MOBILINK uses to attract applicants are:
o Inviting applications through advertisement
o Recommendations from the head hunters
o Applications obtained from the data bank of MOBILINK where direct
applications are received from time to time.
 Training & Development
On Job Training
• Special Training Sessions
• Team Building
• Problem Based
• Refresher Courses
On Job Training
1. Special Training Sessions
2. Team Building
3. Problem Based
4. Refresher Courses

 Performance Appraisal System

At MOBILINK a review is intended to be an open and frank discussion between
an employee and their Team Leader/Manager. Generally there are two
elements: first is the element in which discussion takes place over the strengths
and areas which need to be developed as displayed by the job holder over the
past 12 months. The performance is of course judged comparing the
performance against the core indicators of Job. The second element is
concerned with discussing the training needs/inputs activities that are
considered to be appropriate to help the jobholder overcome some of
development areas discussed in the review and also those activities that are
deemed appropriate to build upon their current strengths.

 Career Planning and Development

Mobilink faces much competition in the telecom industry so now they are
focusing on career Management of their employees in which they enable the
employees to better understand and develop their career skills and interests
and to use these skills and interests most effectively both within the company
and after they leave the firm. Career planning is the deliberate process through
which someone becomes aware of personal skills, interests knowledge,
motivation, and other characteristics; acquires information about other
opportunities and choices; identifies career related goals and establishes action
plans to attain specific goals. Career development is the lifelong series of
activities (such as workshops) that contributes to a person career exploration,
establishment, and success ad fulfillment.
Mobilink gives promotion to their employees on the performance basis.
The Mobilink HR department develops the employee’s career development
plans in which the HR department predicts the next logical step for their
employees within five years.

Importance of Career planning in today’s competitive world is as important as

 Health and safety policies
The safety of employees is everyone’s responsibility. Accidents, precaution
and efficient work go hand in hand. All levels of employees have a primary
responsibility for the safety and wellbeing of all of us.
Therefore, interest in practicing safety prevention must be encouraged by a) Setting
good examples.
b) Acting upon safety records.
c) Reviewing safety programs. d) Holding personal interviews or group conferences.
e) Starting activities that will stimulate and maintain employee’s interests.
 Reward Management
MOBILINK considers its employees not just as a cost but also as a resource in
which the company has invested from which it expects valuable returns. Pay
policies and programs are one of the most important human resource tools for
encouraging desired employee behaviors. The advantage of paying above the
market average is the ability to attract and retain the top talent available, which
can translate into highly effective and productive work force.

The incentive schemes and incentive objective have been clearly

communicated to all individuals and a weekly progress report is also
communicated to all concerned.

Problems/challenges face by HRM in MOBILINK:

Here are some problems or challenges face by HRM of Mobilink:

1. MOBILINK has a trend of maintaining long working relations with employees and
sticking with the same people as long as it is productive. Most of these people are promoted from
with in the company to form the middle and upper management. This results in loss of creativity
that can be recognized by external recruitment for these core managerial positions.

2. The employees are supposed to work at late night without being paid additionally. This
creates mental tension.

3. CV’s are not properly entertained

4. Certain non-financial rewards such as “employee of the year” which is used as

motivation tool are not properly communicated to the employees regarding their importance.

5. The most common complaint that is heard by the employees is the biasness of
immediate bosses. That creates a sense of concern with in the employees.

Steps that are being taken to overcome HR problems:

MOBILINK has been running for a protracted time period and has been capable of alter with the

converting surroundings due to its powerful Human Resource Management. The following steps
in HR practices of MOBILINK are being taken to conquer minor troubles within the department:

1. MOBILINK has the latest employee training and development approaches. Therefore, it can
adapt to all sorts of change and bring immediate improvement in work practices whenever the
need arises and they are also going for external recruitment to enhance the creativity.

2. MOBILINK is now focusing on employee mental health by reducing off time work or by
giving them extra amount for their additional work hours.

3. MOBILINK hires only the most highly qualified and exceptionally intelligent and energetic
people. This result in lesser HR problems as people are willing to change, take constructive
criticism and focus on personal and professional development by focusing solely on achieving
their work.
4. The company has a very well balanced and realistic incentive program. It also focuses on
giving additional benefits to its employees apart from the basic remuneration. This results in
employees giving their “Heart and Soul” in working for their employer.

5. The HR practices of MOBILINK greatly enhance its image as a company that wants to
contribute towards the society in every possible way. As the main focus is on developing better
people not just better employees. There may be various other strengths of the HR practices and
management system of

MOBILINK, only the most important have been discussed above.

Mobilink has a strong HR system. That is the reason we didn’t found much discrepancies in what
management says and what policies state. There are some minor discrepancies but they are
adjustable with little effort.