Organization Behavior

Evaluation of the Relevance of Organizational Behavior

PREPARED FOR:
Dr. Muhammad Fahad Javed

PREPARED BY:
Rana Ashar (FA21-BAF-032)
Mirza Talha Asghar (FA21-BAF-054)
Laiba Zia (FA21-BAF-052)
Anoosh Adeel (FA21-BAF-067)

Department of Management Sciences

COMSATS University Islamabad

Lahore Campus
Contents
Chapter No. 1.................................................................................................................................................5
1. Introduction...........................................................................................................................................5
 1.1 Background of PEL.........................................................................................................................5
1.1.1 History...................................................................................................................................5
1.1.2 Structure of Organization......................................................................................................5
1.1.3 Products and Services............................................................................................................6
1.1.4 Awards and Achievements....................................................................................................6
2. Objective of Studies...............................................................................................................................7
3. Problem Statements..............................................................................................................................7
4. Significance of Study..............................................................................................................................7
Chapter No. 2.................................................................................................................................................9
5. Literature...............................................................................................................................................9
5.1 Organizational Citizenship Behavior..............................................................................................9
i. Impact of Organizational Citizenship Behavior on Organizational Performance...........................9
ii. Organizational Citizenship Behaviors: Their Relationship to Organizational Effectiveness...........9
5.2 Job Attitudes..................................................................................................................................9
i. Implicit Aggressiveness and Counterproductive Work Behaviors: The Role of Job Attitudes.......9
5.3 Job Satisfaction..............................................................................................................................9
i. Job Satisfaction at Workplace........................................................................................................9
5.4 Personality Traits.........................................................................................................................10
i. Personality and job performance: the importance of narrow traits...........................................10
5.5 Leadership...................................................................................................................................10
i. Self-uncertainty and Support for Autocratic Leadership.............................................................10
5.6 Motivation...................................................................................................................................11
i. The Effect of Job Security on the Perception of External Motivational Tools: A Study in Hotel
Businesses............................................................................................................................................11
6. Methodology........................................................................................................................................12
7. Discussion............................................................................................................................................ 15
8. Recommendations...............................................................................................................................16
9. Conclusions..........................................................................................................................................16
10. References.......................................................................................................................................18
Chapter No. 1
1. Introduction
Pak Elektron Limited (PEL) is one of the oldest and amongst the leading Home Appliances
Manufacture and Distributor in Pakistan. PEL is the pioneer manufacturer of electrical goods
in Pakistan. PEL was founded in 1956 through technical collaboration with AEG of German.
In October 1978, the company was taken over by Saigol Group of Companies. Since its
inception, the company has always been contributing towards the advancement and
development of the engineering sector in Pakistan. PEL operates in two segments - power
and appliances. The former includes manufacturing of transformers, grid stations and energy
meters among other goods, while the latter division deals in making, assembling and
distribution of home appliances like refrigerators and air conditioner. Major share of business
is from power is from Power division but increasing investment also in Appliances Division.

1.1Background of PEL
1.1.1 History
In 1978, PEL was acquired by Saigol Group and was taken public a decade later. Over the
years, PEL has formed alliances with several international giants, including General
Electric, Fujitsu, and Hitachi. The company also became the sole distributor of LG
Corporation's home appliances in 2009. In 1948 this Saigol migrated from Calcutta and
initiated their business in Lyallpur the textile city of Pakistan, under the banner of Kohinoor
Industries Limited. Kohinoor Textile Mills: The Saigol the first major textile unit, the
Kohinoor Textile Mills under the umbrella of Kohinoor Industries Limited. The Kohinoor
textile mills has state-of-the-art quality control from raw material to finished product
manufacturing. Its Laboratory is top rated amongst the best laboratories in Pakistan for
testing of textile raw materials, other inputs, and yam. In 1978, the Saigol group of
companies purchased major shares of Pak Elektron Limited. At that juncture the company
was only manufacturing transformers and switch gears. With the Saigol in management.
Today, PEL has become a household name. Its products are not in great demand in the local
market, but the company has started exporting its appliances division product.

1.1.2 Structure of Organization

Departments in organization are corporate, sales department, customer services department,
distribution and credit control department, Human Resources Department, finance
Department, information technology production department.

Chairman

Director
Operations (PD)
M.Saigol
1.1.3 Products and Services
There are two divisions in PEL e.g., Home Appliances and Power Division. There are
multiple range of product categories in appliances. Such as Refrigerators, Air Conditioners,
Deep Freezers, Water Dispensers, Microwave Ovens, Washing Machines, LED TV, Air
Purifier. Power division contains Transformers, Grid Stations and Energy Meters,
Switchgear, Transformer Services.
PEL provide services in Power Transformers, Distribution Transformers, MV Instrument
Transformers, Control & Protection Panels, MV & LV Panels, Generators. While other
services include Diagnostic and assessment services, Preventive and corrective maintenance,
Remanufacturing services, Installation and commissioning services, Engineering Consultancy
and services, Customer Training, Other services (Factory Based HV Test).
1.1.4 Awards and Achievements
PEL is the first super brand in home appliance in Pakistan. PEL has been awarded National
Excellence Award-2008 for Corporate Social Responsibility (CSR) in health and
environment. PEL awarded 6th annual environment excellence award 2009. PEL’s Annual
Report 2020 ranked 1st in Best Corporate and Sustainability Report Awards 2020m the
Engineering and Auto Sector.
PEL was 16th company in Pakistan which got ISO 9002 certification in 1997, Since then
PEL Management is applying this International Standard Practices for effectively managing
quality of products and services that company offers.
2. Objective of Studies
 To determine the role of organizational citizenship behavior in turnover, employee
satisfaction in PEL company.
 To determine the role of personality agreeableness, openness, and job involvement in
PEL company.
 To determine the role of motivation with Reward-based motivation, Fear-based
motivation, and Achievement motivation in PEL company.
 To determine the role of Attitude with Extremeness, Complexity, and centrality.
 To determine the role of Job satisfaction with Work-life balance, Salary and working
conditions and Development opportunities in PEL company.
 To determine the role of leadership with Listening, Critical Thinking, Giving Feedback,
Time Management and Planning and implementation in PEL company.

3. Problem Statements
 Financial problems: Sometimes PEL faces the financial problems because its stocks are
so much piled up in the stores that creates problem of cash flow because when the stock
are not sold, and the production is in process for 24 hours a day then the company faces
such problems.
 Lack of advertisement: It is second major problem of pel that it is not a vigorous
advertiser. Only recently has PEL invested a considerable amount in advertisement, but
when we look at its competitors, PEL still must do a lot in this sector.
 System variations: It is also the main problem of PEL that there is a rapid change in
polices of selling the products. That create the problem for selling team to sell the
products to the dealers because the top management requires urgent amount of money.
Thus, the products are sometimes sold on hard cash that reduces the prices of products
that creates problem for the management.
 Lack of Product Range: PEL has introduced more products of consumer items but there
are more needs to develop new consumer items like PEL washing machines, vacuum
cleaner, and other items.
 Less utilization of capacity: Due to lack of finance a company cannot utilize all its
resources on its full capacity. It increases the cost of products per unit that decreases the
profit margin of each consumer items. Sometimes, the company cannot allocate the
resources according to the requirements of the production department, which later on
becomes a problem for the complete utilization of resources.

4. Significance of Study
This research is interesting but a bit hard to experience. This is related to the people working
together as a team to achieve goals of organization. But, also about their coordination with
each other as an individual. The achievement of goals becomes more challenging with the
changing situations but becomes interesting too as individuals learns new things.
Organization research and theory are important as they give a focus on the effects of social
organizations impact on the attitudes and behaviors of the people involved in them.
Particularly, organization theory looks at organization performances, their success, and how
the organizations survive. This study is about the people that work in different organizations
and how they get motivated by others, their personality changes and how they satisfied by the
job. This also explains the relationship of employee and management of company enhances
while working on something together.
 Chapter No. 2
5. Literature
5.1Organizational Citizenship Behavior
i. Impact of Organizational Citizenship Behavior on Organizational Performance
the widespread interest in the topic of organizational citizenship behaviors (OCBs), little
empirical research has tested the fundamental assumption that these forms of behavior
improve the effectiveness of work groups or organizations. This article examines the
assumption that OCBs improve the effectiveness of work groups or organizations in
which they are exhibited. First, several theoretical and conceptua1 explanations of why
OCBs may improve organizational effectiveness are provided. The results of this review
indicate that OCBs make important contributions to the variance in organizational
effectiveness, although helping behavior tends to have more systematic effects than either
sportsmanship or civic virtue. (Podsakoff & MacKenzie, 2009)

ii. Organizational Citizenship Behaviors: Their Relationship to Organizational Effectiveness

Organizational effectiveness is said to be enhanced through collective organizational
citizenship behavior, according to Organ's citizenship behavior (OCB) paradigm. In
limited-menu restaurants, this study investigated the connections between OCBs and
organizational effectiveness measures. Lower food cost percentages, higher revenue to
full-time equivalent, perceived corporate quality, operational efficiency, customer
contentment, and fewer customer complaints were all linked to citizenship behavior. The
efficacy of the organization as well as the manager's personal productivity and success
may be increased by creating a work environment that supports OCB performance. (Walz
& Niehoff, 2000)

5.2Job Attitudes
i. Implicit Aggressiveness and Counterproductive Work Behaviors: The Role of Job
Attitudes
Implicit aggressiveness, measured by the Conditional Reasoning Test for Aggression
(CRT-A), has been shown to be important for understanding counterproductive work
behaviors (CWBs). We tested the idea that implicitly aggressive individuals develop
negative job attitudes (JAs) to justify their CWBs. In Study 1, 333 employees completed
the CRT-A, a battery of JAs, and a CWBs scale. In Study 2, another sample (n = 341)
completed the CRT-A and different measures of JAs and CWBs. In both studies, implicit
aggressiveness explained JAs and self-reported CWBs. Although the design did not allow
establishment of exact causal sequence, both studies were more consistent with the model
where CWBs mediated the CRT-A and JA relationship. (Galić, Ružojčić, Jerneić, & Grab
ovac, 2018)

5.3Job Satisfaction
i. Job Satisfaction at Workplace
Job satisfaction continues to be one of the most studied job attitudes in Industrial and
Organizational Psychology. Academics and practitioners alike have recognized the worth
 of job satisfaction, given its usefulness in predicting vital organizational effectiveness
outcomes. In this chapter, we provide a comprehensive review of the job satisfaction
literature. First, we discuss the history of job satisfaction and how the construct has been
explicated and refined over time. Second, we describe the various paradigms and
approaches to the measurement of job satisfaction, along with important measurement
considerations. Third, we review the antecedents (dispositional, contextual, and event-
based) and outcomes (performance, effectiveness, organizational citizenship behavior
[OCB], counterproductive work behavior [CWB], and withdrawal) of job satisfaction.
Finally, we synthesize decades of job satisfaction research to suggest how the study of job
satisfaction can move forward. As some examples, we suggest researchers employ theory
elaboration approaches to prune and elaborate on job satisfaction theory and that
researchers continue to delve into clarifying the role of affect in job satisfaction. We also
suggest that practitioners closely focus on the determinants of job satisfaction, especially
justice perceptions, which strongly predict job satisfaction. We conclude that a continued
focus on job satisfaction is critically important: in the tumultuous modern climate
wrought with high turnover rates, satisfied employees are more likely to be loyal
champions, ambassadors, and advocates to their organizations. (Judge, Zhang, & Glerum,
2010)

5.4Personality Traits
i. Personality and job performance: the importance of narrow traits
In a recent discussion of the bandwidth–fidelity dilemma in personality measurement for
personnel selection, Ones and Viswesvaran (1996) concluded that ‘broader and richer
personality traits will have higher predictive validity than narrower traits. In this paper,
the arguments made by Ones and Viswesvaran in favor of the exclusive use of broad
personality dimensions are discussed. New data are presented that contradict Ones and
Viswesvaran's claim of the existence of a general, integrity-related personality factor, and
that show two narrow measures the Responsibility and Risk-Taking scales of the Jackson
Personality Inventory to have higher validities than the Big Five dimensions with respect
to job performance criteria based on self-reported workplace delinquency in a sample of
127 entry-level employees. (Ashton, 1998)

5.5Leadership
i. Self-uncertainty and Support for Autocratic Leadership
Building on uncertainty-identity theory and the social identity theory of leadership we
hypothesized that self-uncertainty would be associated with greater support for autocratic
leaders, and less support for non-autocratic leaders. We surveyed organizational
employees (N = 215); assessing the effect of self-uncertainty and how autocratic they
perceived their organizational leader to be on measures of leader support. As predicted,
less self-uncertain participants were more supportive of a non-autocratic than autocratic
leader, whereas the opposite was the case for more self-uncertain participants they were
more supportive of an autocratic than non-autocratic leader. The effect was mediated by
perceived group prototypicality of the leader. Implications for uncertainty-identity theory
 and for a wider analysis of the role of uncertainty in leadership are discussed. (III, Hogg,
& Giessner, 2013)

5.6Motivation
i. The Effect of Job Security on the Perception of External Motivational Tools: A Study in
Hotel Businesses
Hotel guests’ satisfaction with service and product depends largely on employees doing
their job willingly and readily because of the direct relationship between employee
motivation and quality of products. Therefore, some internal or external means of
interference are needed throughout management processes to motivate employees. In this
study external motivation levels of employees working in hotel businesses and as an
independent variable, job security factor’s effect on the perception of external
motivational tools is investigated. Population of the study consists of hotel employees
working in 4- and 5-star hotels in Turkey. (N.ItriMD, Bruno, & Lalwani, 2019)A sample
of 24 hotels was chosen from cities with dense tourism activities. The study was
conducted in the months of July and August of 2009 and 414 employees participated in
the survey. Regression Analysis Methods are used in analyzing the data. The results of
the study have shown that there is a meaningful relationship between job security and
external motivational tools and existence of job security is effective on the perception
levels of all other external motivational tools. Based on the analysis results obtained it has
been concluded that job security is most effective on factor variables related to
‘Hierarchical Structure’ among other external motivational tools.
Chapter No. 3
6. Methodology
Here, a qualitative study has been conducted. We gathered primary data by making
recordings, conducting interviews, and surveying both managers and workers. PEL is the
leading engineering company that produces electrical appliances and equipment. It is a
reliable company with excellent policies. The PEL HR has provided some answer reports,
which are listed below.
1. How’s the connection of HR with co-workers?
A cohesive, effective team depends on effective leadership. Employees are encouraged
and rewarded through IR management and administration, which also makes them feel
valued. There are 751 HR employees at PEL in Pakistan; 200 of them are managers, and
the rest 551 are executives. They have an open-door policy, so if someone needs help,
they can go straight to HR without first speaking to anyone else. There is no hierarchy in
this situation. They're HR Share interests to make them feel comfortable and welcome.
Giving teams the time they need enables them to connect with one another on a human
level, which boosts employee engagement and productivity for the company and
motivates workers to put forth their best efforts.
2. Do HR have independence in making decisions and policies?
By gathering relevant information and defining options with the aid of a step-by-step
decision-making process, managers may make more thoughtful, informed decisions. In
the creation of policy, the role of HR is highly valued. Although it is important and highly
respected, individuals can develop their own policies. However, they must first run their
ideas by the senior management; if they approve, the policy can then be implemented
throughout the organisation. HR is, however, free to decide on their own, even without
seeking advice from anyone.
3. How do HR motivate an employee who is not willing to do task and is not self efficient?
(A, 2011)
PEL has an excellent motivational strategy. They have a training division that develops
annual training plans for its staff. This department offers a variety of training
programmes, including technical skills training, soft skills training, product/service
training, compliance training, franchise training, managerial/leadership training, stress
management training, and motivational training. Training is offered all year round to
motivate employees, with some courses occurring every two to three months. Supervisors
do communicate with senior management about these types of workers. First, the
manager will do everything in their power to motivate the employee; alternatively, if the
employee is having family problems, the management will be sympathetic and let the
employee to deal such problems. However, if this doesn't work, HR handles the issue. He
will be given some time and encouraged to seek counselling, but if his performance
doesn't improve, HR will issue a warning.
4. How do they manage cultural or regional conflicts in organization?
PEL has consistently shown its personnel a great deal of support. People from many
backgrounds and religions work for this company. A BUDDY is available for recent
 hires. BUDDY is simply an experienced PEL worker that is assigned to new hires
expressly so they can quickly comprehend the work environment. HR also arranges
meetings with new hires to get their opinions and to motivate them to succeed on the job.
In addition to allowing people to practise their faith, they also provide them gifts that are
in keeping with their cultures and religious holidays. HR personally handles any problems
or disputes that arise because of them.
5. Do the company host events outside the workplace?
Pakistan's top electronic company is PEL. They host a lot of events outside of their
business. They recently provided sponsorship for a football tournament in Gilgit
Baltistan. They have provided football uniforms. In addition to these sponsorships, PEL
also fields a cricket squad. Every year, they arrange a cricket match to collect everything.
6. What kind of extrinsic rewards they give to employee?
PEL has several policies for managers and executives in addition to different policies for
employees. In accordance with the policy for executives and managers, they may obtain
their IPD or OPD. This medical benefit has a cap determined by the employee's position
within the company. They can be treated at any hospital, and the business will pay for the
expenses. By using their SEHAT CARD or SOCIAL SECURITY CARD, workers, on the
other hand, have access to a medical benefit. Workers may seek treatment at the hospitals
indicated, and if any are admitted, the company will pay their costs in line with how long
they stay in the hospital.
7. Do you get feedback from employee?
People don't have time to fill out surveys with questions, but PEL has a unique way of
polling employees to find out what they think.
 They get feedback from an employee two weeks after they hire them.
 They are once again questioned for input on the organization's training programme
once he completes his training.
 While also getting input from the departing person, they tried to fill in the gaps that
resulted in the bad assessment.
8. How the professional life effect your personality?
The experiences you have at work may alter your personality for the better or worse. An
effective HR manager must have empathy for people on a range of challenges. HR
managers are tasked with ensuring that employees are happy and supported at work and
typically deal with a variety of concerns affecting employees at work. A person who is
tough, belligerent, and impatient can become compassionate, trustworthy, and patient
through the practise of HR management.
9. How do PEL handle instant stressful Scenario in company?
Typically, businesses don't have policies regarding sudden natural disasters like COVID-
19. They currently adhere to governmental policies. In the COVID-19, PEL supported its
workers. For the first two months, they completely changed to working from home. After
two months, they began production while dividing the workforce in half. When they first
implemented their shift arrangement, the other half of the month B shift worked, and the
first half of the month A shift worked. But they paid the employee his full salary.
Additionally, they started offering free COVID testing and vaccinated both workers and
 employees. PEL has a Quality, Health, and Safety (QHS) department. Nearly a year ago,
there was an event in which the company caught fire, severely damaging the back side.
For these kinds of scenarios, safety precautions including alarms, fire extinguishers, and
fire brigades are available.
10. How job satisfaction affects attitude of employee?
If workers enjoy their occupations, feel confident in their abilities to execute the tasks
assigned to them, and respect the responsibilities they are given, they are much more
likely to have a positive attitude at work. Pel provides the employee with several benefits
to make them content. The workload for managers and executives is quite low. Even
though the Labours are employed six days a week, they also receive weekends off.
Additionally, they gained. PEL provided bonuses for a job well done each Eid. The low
turnover rate at PEL can be attributed to these meagre efforts. Employee satisfaction leads
to the change of positive attitudes. A content employee is also more productive.
11. How does employee respond to a task that is beyond scope of expertise?
Humans can only work in a loop for a limited amount of time before quitting up. When
managers accomplish the same task for an extended amount of time, they usually feel
bored, thus PEL constantly wants their team to be productive. If an employee is willing to
finish the task, that is good, but if none is, then anyone is assigned the duty and they are
all expected to finish it. HR explains, motivates, and helps employees who are assigned
assignments they are unfamiliar with to complete them. These new jobs and challenges
have increased PEL's employees' productivity and creativity, and they also have a lower
turnover rate. They appreciate taking on new duties and don't get bored because they get
to learn new things from these activities.
12. Do PEL promotes OCB?
OCB can improve employee morale. People's levels of job relevance increase as a result.
It boosts employee performance and productivity; in fact, research show that OCB
accurately predicts performance. It leads to better interpersonal ties among employees.
Due to their strong employee satisfaction, PEL has a comparatively low employee
turnover rate. The business culture, working environment, and interactions between
employees and managers are all top-notch.
Chapter No. 4
7. Discussion
After preparing the report, we discovered some discussion topics, including the HR manager
of PEL's opinion that strong leadership is necessary for a cohesive team to function well.
Through IR management and administration, employees are rewarded and encouraged, which
also makes them feel valued. At PEL in Pakistan, there are 751 HR personnel; 200 of them
are managers, and the remaining 551 are executives. They have an open-door policy, so
anyone in need of assistance can approach HR directly without first consulting anyone else.
There is no hierarchy present here. To make guests feel welcome and at ease, they're HR
Share interests. On the level of independency at the workplace includes that managers can
make more careful, educated decisions by obtaining pertinent information and identifying
possibilities with the use of a step-by-step decision-making process. The contribution of HR
to policy development is highly regarded. Although it is significant and well-respected,
everyone is free to create their own policies. But before they can adopt the policy across the
entire organization, they must first run their thoughts by senior management. However, HR is
free to make their own decisions, even if they don't consult anyone.
When conflict arises in the workplace, HR uses his careful techniques to resolve it, much like
the leadership does. PEL has continuously provided its staff with a lot of support. This
company employs people from a variety of cultures and religions. For recent hires, a Buddy
is offered. Buddy is merely an experienced PEL employee who is assigned to new hires
specifically to help them quickly understand the workplace. Additionally, HR sets up sessions
with new hires to solicit their feedback and inspire them to succeed at work. They give
people the freedom to practice their religion and gifts that are appropriate for their cultural
and religious celebrations. HR took care of those on his own. Businesses typically don't have
strategies in place for unforeseen natural disasters like COVID-19. They now follow laws and
regulations. PEL assisted its employees in the COVID-19. They entirely transitioned to
working from home for the first two months. Two months later, they started manufacturing
while halving the staff. The second half of the month B shift and the first half of the month A
shift both worked when they first started their shift system. However, they gave the worker
his entire salary. Additionally, they began providing free COVID testing and immunized both
staff members and contractors. A Quality, Health, and Safety (QHS) department exists at
PEL. The company experienced a fire that seriously damaged the back side almost a year
ago. For these kinds of scenarios, safety precautions including alarms, fire extinguishers, and
fire brigades are available.
PEL typically doesn't allow for extrinsic rewards in terms of rewards Along with several staff
policies, PEL also has several executive and management policies. They can get their IPD or
OPD in accordance with the policy for executives and managers. The maximum amount of
this medical benefit is based on the employee's rank within the organization. Any hospital can
treat them, and the company will cover the costs. Workers, on the other hand, have access to
a medical benefit using their Sehat Card or Social Security Cards. Employees may go to the
hospitals listed for treatment, and if any are admitted, the employer will cover their
expenditures in accordance with how long they stay. So, In order to be more effective and
efficient and to continue serving its customers, PEL should concentrate more on the areas we
have examined.

8. Recommendations
After looking into different weaknesses and future threats, we recommend the following steps
to Pak Elektron limited to cope with future problems:
 PEL must introduced a truly decentralized setup in the organization, giving everyone
some grounds for decision-making, increase employee’s involvement in day-to-day
planning and retain back the morale plus satisfaction of the employees.
 PEL should ensure equal incentives to all the distributors to increase their willingness
to offer more shelf to the company.
 PEL should also consider the importance of Advertisement for its microwaves and
Splits, which plays an important role in increasing awareness, customer preferences
and in maximizing market share. It should also use some promotional tools like
organizing shows, schemes, gifts, etc.
 The company must have a monitoring and inspection network to minimize the miss-
utilization of the resources by the employees and verify the data accuracy gathered by
them.
 As the brand name is a very important factor in consumer buying behavior, thus it is
advised that PEL should work on the brand image. It already has a strong brand name,
but it has more to do, mainly through advertising, to compete with its direct
competitors and other international brands.
 The company must add more features to their products. People are attracted towards a
product with unique features and something that would make the customers feel that
they have their money’s worth.
 The company takes measures to improve the quality of its products. Thus, the
company is advised to take steps towards improving the quality of its products and
cosmetic features; otherwise, it will lose many potential customers.
 PEL should also take care of the Economic & Political Factors such as inflation,
government policies while projecting the Cost of Production for future because this
will help the company in entering fixed price contracts for the purchases of material at
a single time similarly than it will be able to charge stable prices to its customer. In
addition, people will visit and stay on the website for longer periods of time. PEL in-
house website www.pelgroup.com.pk on the other hand is more tastefully made.
 PEL should focus on electronic media to get a competitive advantage over its
competitors. They must increase their advertising expenditures.
 PEL should also adopt any other methodology for projecting upcoming time sales,
which should include seasonal factors consideration to get accurate future estimates
rather than using that silly old average methodology.
 PEL must have to cut down on the high margins to the dealers and give more
incentives to the consumers to better compete in the market.
 The introduction of seasonal schemes can help in boosting sales.
 They should develop cost-saving strategies, this can increase their revenues.
9. Conclusions
After looking all at the above, we conclude that the company is struggling to survive and
make progress. It is producing the power & home appliances products within the country,
which is better than exporting and will result in economic growth. Employees are almost
satisfied with the company’s policies, so they are giving output/response to the organizations.
PEL should take a risk and enter a different market because they have tremendous strength
and potential. The company's success is hampered by management ideology. PEL ought to
benefit from the current media power market. The future of PEL is quite promising because it
is seizing possibilities and showing the ability to overcome obstacles.
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