Wateen Telecom A Report on Management

PRESENTED BY

1Talha Mahboob Roll# 2 (college Id 083301)2Ali Shakil Roll# 4 (college Id 083309)3Tayyab Malik Roll# 7 (college Id 083316)4Shahzaib Gilani Roll# 11 (college Id 083331)

CONTENTS

Section 1 Company’s Profile…………………………………………… 3

Section 2 Planning and Wateen..…………………………………….. 12

Section 3 Organization and Organizational Structure………….. 3

Section 4 Leadership at Wateen………………………………………. 3

Section 5 Command and Control at Wateen………………………. 3

Section 6 Conclusions and Recommendations…………………… 3

Section: 1

Company’s Profile

CONTENTS

Chapter 1 The Company………………………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1: THE COMPANY

Wateen Telecom, Pakistan’s largest communication company in the

private sector has become the detrimental catalyst that has rampantly

moved forward the country into a digital revolution with its ability to

seamlessly connect and enable smarter, faster, cost-effective and flexible

communication solutions to reach its valued customers.

Wateen offers a complete range of carrier class telecom and

multimedia services like fixed wireless and line telephony, always-on

broadband for data, internet and TV/multimedia along with a host of other

value-added services and applications to set the standards for a new era of

communications and entertainment in Pakistan.

Wateen continues to build on the heritage of its parent company - The

Abu Dhabi Group. We believe in leadership through people. Our technology

and service-delivery strengths stems from our valued employees who have

joined Wateen from all over the world to earn customer trust and loyalty with

a continuing commitment to the deployment of innovative products and

services, reliable, high-quality service and excellent customer care.

Chapter 2:

VISION

It is the vision of Wateen Telecoms to launch Pakistan into the 21st

century’s digital revolution by providing complete communication solutions

to Telecom Operators, Corporate, Consumers and to be the leading “Carriers’

Carrier” by creating a world-class cutting-edge network to deliver a broad

range of reliable, affordable and quality customer-centric services.

Chapter 3:

MISSION

Wateen Telecom has always kept its customer’s satisfaction and care

as its primary concern; in fact it is the very reason of its success. Wateen

Telecom has made it its duty to:

1.To provide affordable communication services that meets and exceeds

customers' requirements.

2.To deliver high-quality, flexible and innovative solutions that are cost

effective and conducive.

3.To provide complete customer satisfaction on time, every time.

Chapter 4: CORPORATE VALUES

Wateen Telecom expects its employs to not only follow but also to

spread the following corporate values to the new employee’s.

1.Simplicity

2.Customer Satisfaction

3. Quality

4.Innovation

5.Honesty

Simplicity

Wateen Telecom realizes that a major portion of its customers do not

posses the abilities to operate its highly advanced and technical products

effectively. So the during the designing of its products, Wateen Telecom has

kept ease of use and practicality the most important consideration.

Customer Satisfaction

Wateen Telecom realizes that its customers have made it into one of

the most successful telecommunications corporations in Pakistan; hence, it is

imperative that the customers are always happy with the services that are

provided and their complaints are attended to with the minimum of delay.

Quality

Wateen Telecom is aware that the telecom market in Pakistan is very

competitive, to provide second to none services and products is the only way

to survive, their can be no compromise on the quality of the products and

services. The customer is our top priority and deserves the premium quality

services.

Innovation

Wateen Telecom realizes that the pace of technical advancement in

the telecommunications industry is very high, so to flourish as the top

service provider it is imperative that we keep pace with the unrelenting and

unwavering speed of technological advancement and provide the customer

with the latest technology.

Honesty

Wateen telecom realizes that we have to practice what we preach:

integrity, ethics and open communication. To flourish and advance as the top

services provider in Pakistan we have to be reject all unethical and wrong

practices, if we do business we have to have to do it ethically. We are a

family here and we will hear any body who has anything to say.

Chapter 5: PRODUCTS AND SERVICES

Wateen Telecom is providing the following products and services to its

clients

1.Wi-Max

2.Direct To Home (DTH) Television

3.Long Haul OFC

4.Metro Ring

5.HFC

6.Wateen VSAT

7.Carriers’ Carrier

There are two types of customers Wateen Telecom deals wit the first is

the home user; this is the user that acquires the services and goods for his

personal use. The second kind of customer is the Corporate User this user

acquires Wateen’s Products and services for commercial use. The services

provided to each customer are given below:

Home Users1.Telephony

a. Fixed line

b. W Card

c. Calling Card

d. Calling Accounts

2.True Broadband Internet

3.Multimedia & TV

4.Entertainment

5.Managed Solutions

e. Security and surveillance

Business User1.Telephony

a. Fixed Line

b. Calling Accounts

c. Virtual PBX

d. Video Conferencing

e. Video Telephony

2.True Broadband Internet

f. Wi-Max Broadband

g. Cable Broadband

h. DSL Broadband

i. Dial-Up Broadband

3.Secure Networks

j. L2VPNs

k. L3VPNs

4.Hosted and Managed Solutions

l. Hosted Contact Centers

m. Hosted Data Centers

5.Services

n. Professional Services

o. Managed Services

Chapter 6: MAJOR SHARE HOLDERS

Wateen Telecom is a part of Warid Telecom International LLC, an Abu

Dhabi Group company led by His Highness Sheikh Nahayan Mabarak Al

Nahayan. The group is one of the largest in the Middle East and has

diversified business interests comprising oil and gas exploration, hospitality

services, communications, banking, financial services, automobile industry

and property development. The group has large investments and a strong

presence in Pakistan.

Owing to the significant patronage from the Abu Dhabi Group, Wateen

Telecom, as part of the Warid Telecom International Group Company,

benefits from an eminent portfolio of distinguished shareholders of Warid

Telecom International L.L.C including:

1.His Highness Sheikh Nahayan Mabarak Al Nahayan, Member of the

Royal Family of Abu Dhabi, Minister for Higher Education and

Chancellor of the UAE Universities.

2.His Excellency Sheikh Suroor Bin Mohammed Al Nahayan, Chamberlain

of the Royal Amiri Courts and Member of the Royal Family of Abu

Dhabi.

3.His Highness Sheikh Hamdan Bin Zayed Al Nahayan, Member of the

Royal Family of Abu Dhabi, Deputy Prime Minister of UAE.

4.His Excellency Sheikh Mohammad Bin Butti Hamid Al Hamid, Ruler

Representative for the Western Region of the Emirate of Abu Dhabi

and Ex Chairman of Abu Dhabi Municipality and Town Planning.

5.His Excellency Sheikh Saif Bin Muhammad Bin Butti Hamid Al Hamid

6.His Excellency Dr. Mana Saeed Al Otaiba, Advisor to the President of

UAE and Ruler of Abu Dhabi (His Highness Sheikh Khalifa Bin Zayed Al

Nahayan) and Ex Oil Minister of UAE.

7.Mr. Omar Ziad Jaafar Al Askari, Director United Bank Limited, Pakistan;

President and CEO of United Technical Services, Abu Dhabi; President

and CEO of United Eastern Investment Corporation; Director of Fruit of

the Loom quoted on the New York Stock Exchange.

8.M/S Electro Mechanical Company LLC, Representative of M/S Siemens in

Abu Dhabi, UAE.

Chapter 7: The Abu Dhabi Group

THE ABU DHABI GROUP has several international investments including:

1.Abu Dhabi Vegetable Oil Company - Manufacturer of edible oils

2.Al-Ain Palace Hotel - A 4-star hotel in Abu Dhabi

3.Dhabi Contracting - A special category construction company

4.Dhabi Drilling - Offshore rig operations in collaboration with Sedco Forex

5.Dhabi Enterprises Leasing - A company leasing several of the group's real estate properties

across Abu Dhabi

6.Iranian Sanden Industries PJS Co. - A joint venture with Sanden Singapore for the

manufacture of car air conditioners in Iran

7.J.C. MacLean and Co. - Manufacturer of high quality furniture

8.Le Royal Meridien Hotel - Previously known as the Abu Dhabi Grand Hotel, re-branded in

2003 as Le Royal Meridien Hotel (it is a 5-star hotel in the heart of Abu Dhabi)

9.Nama Development Enterprises - A representation of leading companies in UAE in the

fields of oil and gas, engineering, equipment supplies, consultancies, etc.

10.National Telesystems and Services (NTS) - A joint venture with Bin Jaber Group Ltd. and

Thales International Middle East Holding S.A.L.

11.Neo Pharma LLC - Manufacturer of pharmaceutical products

Section: 2

Planning At Wateen

CONTENTS

Chapter 1 The Environment..……..…………………………………. Pg 14

Chapter 2 Procedure for Planning……………….....………………. Pg 14

Chapter 3 Duration of Plans and Goal Setting ….…………....... Pg 6

Chapter 4 Decision Making......................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1:

The Procedure for Planning

At Wateen Telecom, planning is done under a set of rule and guide

lines, the major strategic and operational decisions are taken as described

below.

1.The strategic and operational plans are discussed in a meeting of

appropriate level.

2.The plans are converted into a project. Feasibility report is

prepared and ROI is evaluated.

3. Strategy for the projects is formulated.

4.The Project Proposal is sent to the Chief Executive Officer or the

Board Executive Committee for approval.

5.After approval the Budget for Expenses and Human resources is

prepared.

6.The budget is sent for approval to the Chief Financial Officer.

7.The Human Resources are either hired or transferred form within

the organization and the project head is appointed.

Chapter 2:

Duration of Plans and Goal Setting

Sine the telecommunication industry is a very dynamic environment

i.e. things change quite often and for the most part without warning,

planning for a very long time is not possible.

Although the Wateen Telecom has a strategic goal to become the

market leader in the industry, due to the extremely dynamic nature of the, it

is not possible for the managers at Wateen Telecom to formulate plans for a

very long period of time.

The Strategic plans at Wateen Telecom are made so as to be

extremely flexible, strategic plans or long term plans; as they are known at

Wateen, are formulated for a duration of ninety days and are called ninety

day plans. These plans, are analyzed after every three months and is if

required, changes are made.

The Operational plans at Wateen are also very flexible. Operational

Plans or Short term plans; as called at Wateen, are made for the duration of

thirty days. After this period they are analyzed and are amended if

necessary.

To achieve their long and short term goals the managers at Wateen,

set weekly targets. This might seem like a short time period, however

considering the speed at which things change in the telecommunication

industry, this is very necessary as other wise managers would be unable to

review and direct the performance of the employees effectively.

Chapter 3:Decision Making

In this chapter we will look upon the following

1.Decision Making Authority.

2.Decision Making Conditions.

3.Decision Making Styles.

4.Possible Biases and Errors.

Decision Making Authority.

Decision making authority at Wateen telecom is determined by the

fiscal cost of the decision in question. The decisions that have a cost of up to

a certain limit are to be made by the Chief Executive Officer, on the other

hand the decisions whose financial cost is above that limit are to be made by

the Board Executive Committee.

Decision Making Conditions.

The environment i.e. the telecom industry that Wateen is operating in

is quite dynamic, the variables are quite complex, the information the

manager get might not be complete, however the mangers at Wateen are

extremely well trained and have the capability to make an informed decision.

From the facts mentioned, it is concluded that the style of decision

making at Wateen is a mixture of risk and uncertainty, because the

managers have to weigh the opportunities that rise and the risk that are

taken.

Decision Making Styles

Wateen as a corporation has employed some if the best educated,

trained and motivated managers. These managers have the ability to be

very flexible in their approach to any decision and problem, they consider

every possible alternative solution that they have available to them. While

the managers try to maximize payout from any situation, the long term

effects of every decision, is the key consideration in their decision.

Wateen a telecom firm, is known to be the leading innovator in the

industry, this core value of innovation is a key to finding the solution of any

given problem, the managers at Wateen are thought to lead the way in

every single aspect of management through their innovation.

Another quality of the managers at Wateen that gives it an edge over

its competitors is that its managers are highly experienced and are able to

analyze any given situation fairly quickly and in light of their experience they

are able to make the correct decision.

From the information given above, we can clearly see that the

manager at Wateen have the conceptual style of decision making. On the

other hand their approach to decision making can be considered as to be

considered as to be maxi-max, as they try to maximize the pay off from

every given situation.

Decision Making Errors and Biases

The process of decision making in any given situation is very complex,

even more so in a firm that operates in a highly dynamic environment, form

countless studies it has been concluded that in a dynamic environment,

decision making can have the following errors and biases.

1.Overconfidence

2.Immediate Gratification.

3.Anchoring Effect.

4.Selective Perception.

5.Confirmation.

6.Framing.

7.Availability.

8.Representation.

9.Randomness.

10.Sunk Costs.

11.Self-Serving.

12.Hindsight.

These twelve biases can be arranged to form a concentric chart.

Overconfidence

This error is defined as the decision maker’s unrealistic expectations

regarding his abilities and knowledge. This error is not prevalent at Wateen

as the managers are highly trained and knowledgeable.

Immediate Gratification.

This error is defined as the decision maker’s orientation on short term

gains with avoidance of immediate costs. This error is not prevalent at

Wateen as the managers are focused on the long term development of the

company.

Anchoring Effect.

This error is defined as the decision maker’s failure to adapt his

decisions to the changes in the environment and the information received.

This error is minimized at Wateen by the relatively short span of plans and

their adaptation after every weakly meeting.

Selective Perception.

This error is defined as the decision maker’s interpretation and

selection of information on the bases of his/her selective perception. This

error is minimized at Wateen by the Enterprise Office whose duty it is to

monitor the performance of each and every department and is any deviation

from the plan are detected it counteracts. It is further minimized by the

democratic style in which decisions are made for the most part.

Confirmation.

This error is defined as the decision maker’s selection of information

confirming his biased perception and discounting of information

contradiction his perception. This error is minimized at Wateen by the

Enterprise Office whose duty it is to monitor the performance of each and

every department and is any deviation from the plan are detected it

counteracts. It is further minimized by the democratic style in which

decisions are made for the most part.

Framing.

This error is defined as the decision maker’s interpretation the

available data information on the bases of his/her selective perception. This

error is minimized at Wateen by the team management model.

Availability.

This error is defined as the decision maker’s recalling of an event in

the past, drawing conclusions based on that past event in an subjective

manner. This error is minimized at Wateen by training manager to approach

each event objective manner.

Representation.

This error is defined as the decision maker’s prediction of how closely

an event matches an event that occurred in the past. This error is minimized

at Wateen by a democratic team management model.

Randomness.

This error is defined as the decision maker’s perception of a pattern

form a situation that is random. This error is minimized at Wateen by

applying flexible team based management model. This helps to minimize

errors, because there are a number of individuals managing a project and

this error can be detected in time.

Sunk Costs.

This error is defined as the decision maker’s choice to base his decision

on the past expenditures of energy, time and resources. This error is

minimized at Wateen by the process of continuous updating of plans and

strategies.

Self-Serving.This error is defined as the decision maker’s decision to take all the

credit of success for him-self and blame his failures on others. This error is

minimized at Wateen by two methods, first the employees are evaluated by

their superiors and any such employees either trained to forgo these traits or

if all else fail, they are weeded out.

Hindsight.

This error is defined as the decision maker’s view that they would have

accurately predicted the outcome of an event once the out come is actually

known. This error is not prevalent at Wateen.

Chapter 4:Purpose Planning

The basic purpose of planning is to establish short term thirty day

duration and long term ninety day duration. So that every one knows what is

to be done, when it is to be done and how it is to done. Another purpose of

planning is to provide each department a general the direction and their role

in achievement of organizational goals. The last purpose is to let the

Enterprise office follow and direct the progress of each department.

Chapter 5:Achievement of Goals

Follow up:

Wateen has a separate department to follow up on the progress made

by different departments on their assigned goals. This is called the

enterprise office which is a part of the CEO office. This departments has the

minutes of the meeting in which, the new targets and goals are determined.

This department follows up on the progress and presents the report to the

CEO. This department also has the authority to direct the departments to

improve their performance.

Plan:

After the decision to carry out a project has been made and all other

steps in planning are carried out, teams are formed. These teams might be

cross functional or these might be from within the same department. They

are given their targets. The front line managers report to the line managers

who in turn report to the department manager.

Chapter 6:Development of Plans

As the industry is quite dynamic the short term plans are drawn for

only drawn for only thirty days and long term plans are developed for ninety

days. These plans are cautiously revised and adapted for the changing

environment.

Strategic Management:

In the current economic conditions the company is focusing on Stability

and is trying to minimize layoffs and maximize profits by reducing Operating

Expenditures. No major investments are being made, but the company is

keeping open the option of acquiring a small company that is going out of

business, but is sound in every aspect other than financial trouble brought on

by the current fiscal crisis. This is done purely for support.

Corporate Strategies:

1.Stability

Business Strategy:

2.Diversification

3.Focus Strategies

4.Cost Leadership

Functional Strategies:

Formation of employees according to their KSOA’s into departments

and into teams.

Section: 4

Leadership At

Wateen

CONTENTS

Chapter 1 The Company………………………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1: Employee Turnover

The level of employee’s Job Involvement and Commitment to The

Organization can be determined by employee turnover. Employee Turnover

depends on the nature of the job. For example with such high stress jobs as

Customer Services and Sales representatives. These jobs are very high

stress, they have direct contact with the cooperate and home customers,

these customers are usually calling regarding problems faced by them in the

services provided to them, so they are highly stressed and they vent their

anger and frustration at the customer service official. On the other hand the

sales representatives are faced with a high rejection rate and at the same

time they have high targets to achieve so they are under constant stress.

The level of job involvement, commitment required and endurance of

stress in these front line jobs is very high, since these capabilities are not

common among individuals the turn over is quite high. However at Wateen it

is below the industry standard of 35-40% in the first six months. Other jobs

at Wateen have relatively less stress involved. So the turn over is quite low.

What little turnover there is, it is because of conflict with the boss.

From the two paragraphs above level of job level of job involvement

and commitment to the organization is quite high.

Chapter 2:Work Group Behavior

ORGANIZATIONAL CULTURE:

The work group behavior within the organization depends on the

organization’s culture; that is the shared believes values and practices.

There are seven dimensions of culture.

1.Attention to detail.

2.Outcome orientation.

3.People Orientation.

4.Team Orientation.

5.Aggressiveness.

6.Stability.

7.Innovation and Risk Taking.

Attention to Detail.

It is defined as the degree to which employees are expected to exhibit

precision analysis and attention to detail. The mangers at Wateen are highly

qualified, they have highly developed cognitive skills, they have the ability to

conduct detailed analysis in complex situations.

Outcome Orientation.

It is defined as the degree to which managers focus on results rather

than on how these results are achieved Ethical practices are one of the core

values at Wateen Telecom, the managers at Wateen are as much concerned

with the means the employees take to accomplish the tasks assigned to

them.

People Orientation.

It is defined as the degree to which management decisions take into

account the effect on people in the organization. The managers at Wateen

realize that the human resources of the company are the want has made

Wateen into the best telecom service provider in the country. Hence, it is

imperative to retain a large number of its best employees, so the managers

always conceder the human impact of their decisions.

Team Orientation.

It is defined as the degree to which work is organized around teams

rather than individuals. At Wateen, the approach to problem solving is from

the bottom up, that is, problem solving begins at the lowest level and then

progress up the chain of command. This is only possible if the organizational

culture is team based.

Aggressiveness.

It is defined as the degree to which employees rather than

cooperative. The organization culture at Wateen telecom is bases on the

belief that it is the duty of the senior members to help train and assimilate

the new employees. Hence, the organizational culture at Wateen is based on

cooperative and supportive values.

Stability.

It is defined as the degree to which organizational decisions and action

emphasize maintaining the status quo. As the environment under which

Wateen operates is highly volatile, it is not possible for Wateen to maintain

the same position for a long time and innovation is the only possible way the

company can survive.

Innovation and Risk Taking

It is defined as the degree to which employees are encouraged to be

innovative and to take risks. Wateen is known as the market leader in

innovative solutions and making any innovation is inherently risky. So

innovation and risk taking are one of the core values at Wateen.

WORK GROUP BEHAVIOR:

Work Group Behavior is defined as the interaction between the

individuals in a group. From the cultural matrix we can conclude that the

employees at Wateen have a very positive attitude towards their work and

have extremely well developed communication skills that they use to makes

sure that the goals set are achieved in the appropriate time period.

The employees at Wateen are known for their friendly and open

attitude towards their group mates. The senior employees are tasked with

transferring their skills to the junior employees. Training is also given to

improve communication and interaction skills between individuals.

The formation of groups is dependent on the project at hand, if it is a

project that can be carried out form within a department then the groups are

formed from within the organization. However, if such a project comes up

that in requires the formation of cross functional groups, then the Enterprise

Office Forms the group by taking the appropriate individuals from different

departments and putting them together with appropriate resources.

CULTURAL MATRIX:

To understand the organizational culture and the implication it has on

work group behavior we have to understand the culture in detail for this

purpose we have to make the cultural matrix for Wateen.

Sr # Dimensions Low High

1 Attention to detail High

2 Outcome Orientation Higher Middle

3 People Orientation High

4 Team Orientation High

5 Aggressiveness Low

6 Stability Lower Medium

7 Innovation and Risk Taking High

Chapter 3:Employee Motivation

For the continued progress of an organization the loyalty and

satisfaction of employees is necessary. For this purpose the company

provides a very competent pay package, medical facilities for the employee

and his/her dependants, further more timely increments are given. Training

and continuous opportunities for skill improvement are also provided. The

employees are given days off after working on some especially tough

project. At the office the atmosphere is very good wide open spaces, good

lighting and comfortable temperature is maintained. The company also has a

very good cafeteria where food is supplied at subsidized prices. For high

stress jobs the company also provides recreation events; these events have

the purpose of team building. The company also holds family get together for

the employees on religious and national holidays.

Chapter 4:Leadership Styles and Models

Conceding the various given modules it was concluded that that the

managers at Wateen are following the leadership model given by Victor

Vroom and Phillip Yetton, this model is classified as the Contingency Model. It

is also known as the normative one because it gives a sequential set of rules

that leaders follow when determining the amount and form of participation in

decision making, as determined by different situations.

VROOM LEADER PARTICIPATION MODEL

This model has four basic components:

1.Decide

2.Consult Individually.

3.Facilities.

4.Delegate.

Decide:

Leader makes the decision alone and either announces or sells it to

group. At Wateen the managers make all the major decisions on their

own, on the other hand all minor decisions are made with consultation

with the group.

Consult individually:

Leaders present the problem to group members individually, get their

suggestions, and then make the decision. This is only done when a

decision is to be made and a number of subject matter experts are

available in the groups and everyone’s opinion is needed.

Facilitate:

Leader presents the problem to the group in a meeting and acting as

facilitator, defines the problem and the boundaries within which a decision

must be made. This is the basic function of the Enterprise Office. This

functions to make sure that everyone knows what is to be done and how it is

to be done.

Delegate:

Leader permits the group to make the decision within prescribed limits.

The leader assigns tasks to different individuals to do and trusts them to

get things done.

Section: 4

Control At Wateen

CONTENTS

Chapter 1 The Company………………………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1:

Control ProcessDEFINITION:

Control is defined as the process of monitoring activities to ensure that

they are being accomplished as planned and of correcting any significant

deviations.

PURPOSE:

The purpose of control process is to ensure that activities are

completed in ways that lead to accomplishment of organizational goals.

MODELS OF CONTROL:

There are three types of control in process

1. Market Control.

2. Bureaucratic Control.

3. Clan Control.

Market Control.

This model of control uses the market forces to establish standards in

the measuring of performance.

Bureaucratic Control.

This model of control uses administrative and hierarchical mechanisms

to control the organization’s performance.

Clan Control.

This model of control uses employee behavior to regulate

Command and Control is the basic function of the Enterprise Office

(extension of the CEO office). This is done with the following process, during

the weekly or other special meetings the managers discuss any new ideas

about projects and minutes of the meeting are taken. These are sent to the

enterprise office. After the project has been approved the Enterprise office is

tasked with following up on the progress and to make sure that all the

targets are achieved on time. The enterprise office in turn reports to the CEO

regarding the progress of different departments.

Recruitment And Training Process:

Employee hiring is being done by applying head hunters, the company

has hired ROZE.Com as the head hunters. This helps to keep both the

financial and time cost down. This coy carries out selection on data mining

and shortlists the individuals then it forwards the list to the HR department

that conducts interviews and hires the relevant individuals. The jobs here are

very specific and require a very special individual so there is no use of

setting newspaper adds.

After the individual is hired, they are on three month probation, if the

employee successfully completes the probation period, the line manager file

Probation Report. This report outlines the employee’s strengths and the

areas in need of improvement via training. The request is sent to training

Dept which proceeds as appropriate.

Training:

The company has a separate training department. This department is

given a budget for training annually and carries out training in three

categories.

1.Core Values.

a. Competency

b. Decision Making.

c. Leadership

d. Information Technology

e. Soft

2.Level Specific.

3.Functional.

The emphasis of the company is on skill building. And the three major heads

of expenditures for the training department are.

1Technical

2Leadership

3Soft

Training and Jobs:

The frequency of tanning depends on the nature of the job. The

Customer Service department holds in house training sessions every week.

This is based on customer life cycle and ROI. The department with the

second most vigorous training program is the engineering department; they

are trained as every new technology comes out.

If there are some special projects that require special skills the

employees are trained as soon as possible.

Effect of Technology:

Technology has a very large impact on every one’s job.

Group Forming:

The formation and the composition of a group depends on the project

at hand, if required the group can be cross functional, in this case the

individual employees are put together by the enterprise office. Is the group

consists of a single department; the group is formed by the line manager.

With other relatively less stressful jobs the turn over is quite low as

compared to other companies. The major reason for employees leaving the

jobs is a conflict with their bosses.

Employees;

The company posses a very large number of highly gifted and highly

gifted employees, they are very motivated and are a real resource for the

company.

Issues:

The following issues are being faced by the company

1.team building needed

2.leadership needed

Section: 4

Organization At

Wateen

CONTENTS

Chapter 1 The Organization ……….…………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10