Ptcl Report 7

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    INTRODUCTION OF THE REPORT

    1.1 Introduction

    As parts of the academic requirement for completing BBA-IT. The students are

    required to under go for two (2) months of internship with an organization. The

    internship is to serve the purpose of acquainting the students with the practice of

    nowledge of the discipline of !aning administration. This report is a!out "T#$ was

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    esta!lished in %&'& and since then it has epended its networ !ecoming the largest

    commercial corporation of "aistan. It offers different products of services to its

    customers.

    1.2 Purpose of the report

    The main purpose of the report in hand is together relevant information to compile

    internship report on "T#$ .

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    To o!serve anal*ze and interpret the relevant data competentl* and in a useful

    manner.

    To wor practicall* in an organization.

    To develop interpersonal communication.

    1.3 Scope of the report

    As an internee in "T#$ the main focus of m* report research was on general

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    operation procedures in one of the !ranches of "T#$.

    +imilarl* different aspects of overall of "T#$ are also covered in this report.

    1. O!"ecti#esof the report

    ,iscuss thorough stud* of "T#$

    To understand the various operations and to equip with practical nowledge of

    the "aistan Telecommunication #ompan* $imited.

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    1.$ %i&it'tion of the Report

    +ome thing is !etter than nothing. o matter how efficientl* a report is conducted it

    cannot !e perfect in all respects. This stud* was conducted in accordance with the

    o!ectives of the report. The report ma* not include !road eplanations of facts and

    figures due to the nature of the report. +econdl* the limitation which affects the

    report is the restriction on mentioning ever* fact of the "T#$ due to the pro!lem of

    secrec* of the "T#$. In addition the availa!ilit* of required data was a pro!lem as all

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    the documents and files are ept strictl* under loc and e* due to their strictl*

    confidential nature. Thirdl* the pro!lem of short time period also maes the anal*sis

    restricted as one cannot properl* understand and thus anal*ze all the operations of

    "T#$ ust a ver* short time of eight wees.

    1.( )enefit of the Report

    The report done will !enefit the finance students !ecause the financial anal*sis section

    of this report comprehensivel* encompasses all respects of financial anal*sis.

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    /urthermore

    "T#$ Bannu !ranch ma* also !enefit from the recommendations made at the end of

    the report.

    1.* Report +ethodo,o-

    The report is !ased on m* two months internship program in "T#$. The

    methodolog* reported for collection of data is primar* as well as secondar* data.

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    The !iggest source of information is m* personal o!servation while woring with

    staff and having discussion with them. /ormall* arranged interviews and

    discussions also helped me in this regards.

    "rimar* data0

    "rimar* data include "ersonal o!servation and Interviews of The

    +taff 1em!ers

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    CH/PTER#2

    O0ERE0IE OF P/IST/N TE%ECO++UNIC/TION CO+P/N

    %I+ITED 4PTC%5

    2.1 Histor of PTC%

    After the partition of Indo-"a su!continent in%&'4 the areas that !ecame part of

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    "aistan were mostl* neglected in respect of telecommunication services. The

    supporting organization and manufacturing telecommunication equipment were

    almost non-eistent in "aistan

    2.1.1 The P'6ist'n posts 'nd te,e-r'phs dep'rt&ent 417* to 17(25

    In %&'4 the "aistan "osts and Telegraphs ,epartment was attached with the

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    1inistr* of #ommunication. ,uring the first fifteen *ears a sound foundation was

    laid !* creating supporting organizations lie telephone stores worshops training

    centers production and repair of equipments etc necessar* for running of "T5T

    ,epartment. 6owever telecommunication networ s*stems remained limited to

    maor cities of the countr*. The 7overnment of "aistan started five-*ear plans to

    !uild a proper !ase for s*stematic development of the telecom sector.

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    2.1.2 P'6ist'n te,e-r'phs 'nd te,ephone dep'rt&ent 417(2817795

    8ith the epansion of the postal and telecommunication services government

    decided to split the ""5T ,epartment into two departments i.e. "aistan Telegraph

    and Telephone ,epartment and "aistan "ost 9ffice ,epartment. The process of

    !ifurcation was completed !* ul* %&:2. +ignificant developments too place during

    the first fort* *ears in terms of infra-structure development and transfer of technolog*

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    from ;1, to digital switching s*stems and increase in telephone lines from %2

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    2.1.3 Est'!,ish&ent of P'6ist'n te,eco&&unic'tion corpor'tion 4PTC5

    In %&&

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    production of

    Telecommunication equipment=materials !* using the latest technologies. ,uring

    "T# period the num!er of lines increased to 2% 2:' in %&&> an increase of over

    2?< percent over %&& "T# was converted into a oint stoc compan* under "aistan

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    Telecommunication (3eorganization) 9rdinance@ assets of the "T# were divided

    among "aistan Telecommunication #ompan* $imited ("T#$) "aistan

    Telecommunication Authorit* ("TA) ational Telecommunication #orporation

    (T#) and /requenc* Allocation Board (/AB). 8hile polic* was reserved for the

    government the regulation of the sector was entrusted to the "aistan

    Telecommunication Authorit* ("TA). /requenc* Allocation Board (/AB) was

    created for the management of the radio frequenc* spectrum and ational

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    Telecommunication #orporation (T#) was created. /or governments

    telecommunication services "T#$ inherited a!out &'.C of "T#$s assets@ including

    2.:2 million access line installed (A$I) and 2.22 million su!scri!ers (A$I+). $ater

    in 9cto!er %&&: the parliament of "aistan passed the "aistan Telecommunication

    (3e-organization) Act. "T#$ was esta!lished in pu!lic sector as a oint stoc

    compan* in %&&: !* enactment of the parliament of "aistan. "aistan

    Telecommunication #ompan* $imited ("T#$) was issued a license !* "aistan

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    Telecommunication Authorit* ("TA) to provide telecommunication services in

    "aistan for a period of 2> *ears commencing from anuar* % %&&:

    2.1.$ S',e of 2(: sh'res to Etis','t for ; 2.( !i,,ion

    The ;mirates Telecommunication #orporation (;tisalat) offered the highest !id ofD

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    2.: !illion for 2:C shares of "aistan Telecommunication #ompan* limited ("T#$)

    on une %& 2

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    of the leading service providers in the 1iddle ;ast.

    ;tisalat is em!racing new technolog* new philosophies and new wa*s of doing

    !usiness. Their new corporate logo and identit* is a catal*st to this change. The

    identit* has green !acground which signifies solidit* inspires confidence and

    denotes ;tisalat the mother !rand.

    The red dot represents technolog* and the world of communication. The ? curve

    featured in the design not onl* represent the letter F; which stands for ;tisalat and

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    the emirates !ut also signifies an entit* that is growing outside its !oundaries and

    epanding into strategic !usiness locall* and internationall*. The red dot and the

    curve together represent the image of a st*lized of a st*lized GhumanH entit* reaching

    out for ecellence in service levels receptive to new ideas and philosophies in a world

    of d*namic change.

    ;tisalat deals in voice communication wireless communication and data

    communication. ;tisalat was one of the first to introduce mo!ile telephones in the

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    1iddle ;ast in %&2 and launched the 7+1 service in +eptem!er %&&'.

    ;tisalat cele!rated its 2>th anniversar* in +eptem!er 2

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    acquisition further positions ;tisalat amongst the leading international telecom

    pla*ers worldwide. ;tisalat offers world-class standards in customer service and state-

    of-the-art technolog* wherever it operates a ver* attractive proposition for strategic

    partnership and alliances

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    2.3+ISSION ST/TE+ENT OF PTC%

    A compan*s mission statement is t*picall* focused on its present !usiness

    scope-Gwho the* are and what the* doH mission statement !roadl* descri!es an

    organizations present capa!ilities customer focus activities and !usiness maeup.

    "aistan Telecommunication compan* limited statement is stated as

    % An organizational environment that fosters professionalism motivation and

    qualit*.

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    2 An environment that is cost effective and conscious.

    ? +ervices that are !ased on the most optimum technolog*.

    ' Gualit*H and GTimeH conscious customer service.

    > +ustained growth in earnings and profita!ilit*.

    2. STR/TE>IC 0ISION OF PTC%

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    +trategic vision is a roadmap of a compan*s future- providing specifics a!out

    technolog* and customer focus the geographic and product marets to !e pursued

    the capa!ilities it plans to develop and the ind of compan* that management is

    tr*ing to create'. +trategic vision of "aistan Telecommunication #ompan* is Gto !e

    the leading I#T service provider in the region !* achieving customers satisfaction

    and maimizing shareholders value.

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    2.$ CORE 0/%UES OF PTC%

    Jalues are general statements procedures or understandings that guide or channel

    thining in decision maing. It provides direction for action and regularizes the

    decision maing in certain circumstances.

    "aistan Telecommunication #ompan* limited defines its values as

    % "rofessional Integrit*

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    2 #ustomer +atisfaction

    ? Teamwor

    ' #ompan* lo*alt*

    2.( O)?ECTI0ES OF PTC%

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    9!ectives are the ends towards which activit* is aimed. These are the results to !e

    achieved. "aistan Telecommunication #ompan* limited states its o!ectives as under

    %. To provide qualit* services to its customers in "aistan.

    2. To provide maimum satisfaction to its customers !* using the latest

    technolog*.

    ?. To increase the worth of owners.

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    '. To lead the telecommunication industr* in "aistan.

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    revenues of 3s.% %'2 million. "T#$ management on its part has completed all

    formalities pertaining to disinvestment of TI" and transfer of shares to 1inistr* of IT

    and T 7ovt of "aistan.

    2.*. C'rrier Te,ephone Industries 4CTI5

    #arrier Telephone Industries (#TI) was incorporated as a private limited compan* in

    the pu!lic sector in %&:& in colla!oration with "aistan telecommunication #ompan*

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    $imited and +iemens A7 7erman*. #TI was esta!lished to acquire develop and

    produce latest state-of-the-art equipment in the field of transmission technologies

    electronics and other telecommunication areas. It provides a sophisticated technolog*

    !ase for the countr*. Toda* #TI is manufacturing +,6 transmission equipment

    1ultipleing products 9ptical /i!er and ,igital 3adio +*stems. In addition it has

    also ventured in the manufacturing of 1icrowave 7id "ara!olic Antennae "ABK and

    "ai 7ain +*stem. It has recentl* started assem!l* of personal #omputers !esides

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    selling other ;lectro-mechanical accessories measuring instruments and other

    products. The compan* emplo*s latest manufacturing techniques i.e. +urface

    1ounting Technolog* (+1T) for mounting components and its ro!otics

    arms=machines provides ecellent support for after sales services. It is equipped to

    train and full* support its customers.

    #TI was privatized in ovem!er 2

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    A7.the privatization commission has not *et released the proceeds of this sale to

    "T#$. The compan* had earned a current *ear profit of 3s.2 million !efore

    privatization in ovem!er 2

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    CH/PTER@3

    OR>/NIA/TION/% STRUCTURE OF PTC%

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    9rganization is the end result of organizing. +o organizing is the part of management

    that involves esta!lishing intentional structure of roles for the people to fill an

    enterprise. It is process of !reaing down the overall tass of an enterprise into

    individual assignments=activities and then getting them put together in units

    departments or in groups along with the delegation of authorit* to the manger.

    9rganizational structure implies a formalized intestinal structure of roles=positions.

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    A well-developed and properl* coordinated structure is an important requirement for

    the successful operation of an* organization. It provides the !asic framewor with in

    which functions and procedures are performed. In "T#$ the functions of planning

    and polic* formulation are carried out !* the Board of ,irectors whereas the

    management of the organization is carried out !* the eecutive management.

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    Or-'niB'tion', Ch'rt

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    3.1 +'n'-e&ent

    ',idIrsh'id

    "resident 5 #hief ;ecutive 9fficer

    /,i /h&ed 'rouf /, N'!i

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    ,eput* #;9 "T#$

    +uh'&&'d

    Neh&'tu,,'h Toor

    +.;.J." (/inance) = #hief

    /inancial 9fficer(#./.9)

    'sir /ns'ri

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    #hief

    Information

    9fficer

    (#.I.9)

    +oh'&&'d N'sru,,'h

    #hief Technical 9fficer

    (#.T.9)

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    N'#eed S'eed

    +.;.J."

    (#ommercial)

    +r T'ri

    S',&'n

    +.;.J."

    (Business

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    Lone orth)

    +r /!du,,'h ousef

    +.;.J." Business Lone

    +outh

    F'r'h '&'r

    #ompan*

    +ecretar*

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    %e-', /ff'irs

    ,r.+*ed

    1ohammad A

    nwar +hah

    3.2 )o'rd of Director

    It is the highest !od* of "T#$ which has !een vested with the function of polic*

    formulation. The first ,irector was elected !* the su!scri!ers in their first meeting.

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    Ender the rules the directors appointed are not !eing less than sever in num!ers.

    There is general !od* meeting once a *earof all the shareholders to elect the mem!ers

    of !oard of directors. A director once elected holds office for a period of three *ears

    unless he resigns !ecomes disqualified from !eing a director or otherwise ceases to

    hold office. A retiring director is eligi!le for re-election.

    "resentl* the !oard of directors has Ten mem!ers As follow

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    +r. /!du,r'hi& /!du,,' /!du,r'hi& /, Noor'ni

    #hairman 5 #hief ;ecutive 9fficer

    ;tisalat International "aistan $.$.#

    ;ecutive Jice "resident #ontracts 5

    Administration

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    ;tisalat EA;.

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    +r. S',&'n Siddiue

    +ecretar* (/inance) 1inistr* of

    /inanance

    7overnment of "aistan

    Islama!ad+r. /!du,'BiB /h&ed S',eh /h&ed /, S'',eh

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    #hief 6uman 3esources 9fficer

    ;tisalat EA;

    +r. +usht' /h&'d )h'tti

    1em!er Telecom

    7overnment of "aistan

    Islama!ad

    +r. F'dhi, +oh'&ed Erh'&' /, /ns'ri

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    ;ecutive Jice "resident ;ngineering

    ;tisalat EA;

    +r. hursheed /h&ed ?une"o

    Am!assador ;m!ass* of "aistan

    A!u ,ha!i EA;

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    +r. /!du,'BiB H'&'d O&r'n T'r'&

    7eneral 1anager orthern ;mirates

    ;tisalat EA;

    Dr. /h&ed /, ?'r'

    7eneral

    1anager

    3eal ;state

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    ;tisalat EA;

    +s. F'r'h '&'r

    Co&p'n Secret'r PTC%

    "T#$ 6eadquarters

    Islama!ad

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    3.3 PRODUCTS /ND SER0ICES

    After the deregulation of the telecommunication sector "T#$ has !rought a lot of

    variet* in its products and services to face the challenging tas in the new

    environment in order to sustain profit margin at the current level. "T#$ is tr*ing to

    improve its products and services and mae it more cost effective for the customers.

    The product and services that "T#$ is providing to its customers are as follows.

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    3.3.1 Prep'id c',,in- c'rds

    "T#$ prepaid calling cards gives nation wide access with international facilit*. It

    comes in easil* afforda!le denominations of 3s.%

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    Aasan phone is a landline prepaid telephon* service launched in 1a* 2

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    provides corporate customers with effective and d*namic telemareting tool.

    Telemareting is !ecoming the most popular wa* of mareting around the world as

    selling products and services on the phone is the most economical i.e. *ou reach more

    customers in minimum time. Toll free num!ers start with

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    3.3. Uni#ers', /ccess Nu&!er 4U/N5

    EA allows the customers to call different offices of a compan* in the different cities

    !* the same num!er. EA consists of si digits preceded !* three digit code of %%%

    common to all EAs e.g. %%%2

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    eas* access to mae queries and complaints increases customer satisfaction. It is time

    saving convenient and cost saving for customers. "T#$ has the polic* of G/irst

    come first servedH i.e. customers can choose EA of their own choice which is

    simple and memora!le. EA service is availa!le in >< maor cities of "aistan.

    /or installation of EA one has to fill a form and su!mit it to that ver* office. Its

    installation fee for one office is 3s.2

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    recurring charges in advance on quarter !asis i.e. 3s.?

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    irrespective of its duration. Internet service in "aistan has constantl* improved due

    to the technological advancements.

    Installation charges for EI is 3s.2

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    a premium rate higher the regular call charges. In case of these calls :

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    on "T#$ lines without having to install their own dedicated networ resources.

    "T#$s installed capacit* for J"s !* the end of un 2

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    !enefiting from the

    Advantageous features lie faster data communication high-speed Internet and

    clearer voice through International 7atewa* +witches installed at Islama!ad and

    Marachi.

    Basic 3ate Interface (B3I) has three channels two for the data transfer and one for

    securit*. "T#$ charges onl* for %.> channels at the rate of 3s.%4' per channel.

    "rimar* 3ate Interface ("3I) has ?< channels for data transfer and "T#$ charges I+"s

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    onl* for 2< channels at the rate of 3s.%4' per channel. The rest %< channels are their

    sole profit.

    There are two t*pes of charges in case of "3I

    % 6unting charges0- At the rate of 3s.2> per channel i.e. 2>N2 C surcharges on the current dues.

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    3.3.7 Di-it', Su!scri!er %ine 4DS%5

    ,+$ stands for digital su!scri!er line. 8ith the help of ,+$ a customer can eno* /a

    and Internet facilit* without eeping their normal telephone num!er !us*. #ustomer

    can eno* voice chat from telephone with high speed. It is of different !and width

    :'!ps %2 2>: and of%

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    3.3.19 Di-it', Cross Connect 4D5

    ,KK service is used for data connectivit*. "T#$ charges their customers in advance

    on the quarter !asis. "T#$ charges their customers for three t*pes of charges.

    % ;quipment charges0 - "T#$ charges for 3s.?:?: for ,KK of :'!ps and

    3s.4242 for %2!ps or %&2!ps.

    2 $ine charges0 - "T#$ charges 3s.%'2 per annum per m for :'!ps 3s.244

    per annum per m for %2!ps and 3s.?>< per annum per m for %&2!ps.

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    Installation charges for ,KK are 3s.>

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    3.3.12 2+)

    "T#$ charges 3s.2>?: per annum per ilometer. A customer is charged !* the

    formula

    Total duesO 2>?:=%2 Nno of months Ndistance in mP%>C 7+T

    Its !illing is also received quarter wise. 21B !ill contains details lie name 5

    address name of circuit installation ,ate #ircuit speed ,istance in m and period of

    !illing.

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    3. DI>IT/% F/CI%ITIES

    3..1 C',, 'itin-

    Through this facilit* a customer during conversation can hear a !eep indicating that

    another call is coming. A new incoming call can !e attended !* tapping which will

    put present call on hold and net incoming call can !e attended. This service can !e

    availed free of cost through dialing customer access point !* EA %%%':>':>.

    3..2Code !'rrin-

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    #ustomers can prevent misuse of their telephone with the help of code !arring

    facilit*. This can !e changed !* the customer if need arises. #ustomers can activate

    and deactivate this facilit* from their telephone sets.

    3..3 C',, tr'nsfer

    ?.'.?.% Immediate Transfer

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    A customer with this facilit* ma* transfer his calls to another predefined desired

    num!er. A change in dial tone will !e o!served.

    ?.'.?.2 #all Transfer on Bus*

    In case the customer num!er is !us* an incoming call will !e transfer automaticall*

    to another predefined specified num!er.

    ?.'.?.? #all Transfer on o 3epl*

    In case there is no repl* call will !e transferred automaticall* to another predefined

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    desired num!er.

    In such cases #ustomer is required to feed desired telephone num!er on which call

    transfer is required. The facilit* can !e activated through a written application to the

    concerned ,; "hones along with cop* of I#.

    The customers can activate or deactivate the facilit* from their own telephone sets. It

    is offered free of cost !* "T#$.

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    3.. /!!re#i'ted di',in-

    ,ial a short num!er (single digit) to get desired num!er. A maimum of %< such

    num!ers can !e registered. The facilit* can !e activated through a written application

    to the concerned ,; "hones along with cop* of I#. The customers can activate or

    deactivate the facilit* from their own telephone sets. "T#$ charges 3s.2> per month

    for this facilit*.

    3..$ /!sent Custo&er

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    A customer with this facilit* ma* inform the calling person a!out his non availa!ilit*

    at the home or office. This calling person will get an announcement or a special tone.

    The facilit* can !e availed at the cost of 3s.2> per month through a written

    application to the concerned ,; "hones along with cop* of I#. The customers can

    activate or deactivate the facilit* from their own telephone sets.

    3..( C',,er %ine Identific'tion 4C%I5

    #$I allows *ou to identif* the caller !efore picing up the phone. The customer can

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    chec o!noious calls and can eep the complete record of all incoming = outgoing

    calls with time and date to tae an* action. This facilit* can !e o!tained !* dialing

    EA %%% ':> ':> and where this num!er is not availa!le !* contacting the

    concerned ,; "hones. "T#$ charges 3s.?< per month for this facilit*.

    3..* Dont distur!

    Activating of this facilit* will stop all incoming calls for a pre determined time slot.

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    This will allow customers to !e in peace if he does not want to !e distur!ed during

    such time. The caller will get a pre-recorded message. The facilit* can !e availed

    through a written application to the concerned ,; "hones along with cop* of I#.

    "T#$ charges 3s.2> per month for this facilit*. The customers can activate or

    deactivate the facilit* from their own telephone sets.

    3.. Hot ,ine

    This service ena!les customer to !e in contact ust !* lifting the handset and without

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    dialing the num!er. +*stem automaticall* dial a preprogrammed num!er (after >

    seconds dela*) most appropriate for frequentl* dialed num!ers. The facilit* can !e

    activating through a written application to the concerned ,; "hones along with cop*

    of I#. The customers can activate or deactivate the facilit* from their own telephone

    sets. It costs 3s.2> per month to the customers.

    3..7 '6e up

    3inging of a #ustomers telephone is initiated automaticall* at the fied time. In case

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    #ustomer does not answer the ring at the first offering su!sequent rings will follow

    after five minutes. Qou can o!tain this !* dialing %'.each time *ou dials it One Local

    call is charged at the rate of Rs.2.01.

    3.$ +/RETIN> STR/TE>IES

    3.$.1 +'r6etin- position

    "T#$ is a maret leader in the telecommunication industr*. It holds the largest

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    maret shares. Till anuar* 2

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    internet accessi!ilit* through 7"3+. 9ne can send and receive a message through

    Efone !* e-mail address.

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    CH/PTER@

    O0ERE0ENUE OFFICE )/NNU OF PTC%

    .1 Introduction

    8/" has !een divided in two regions i.e. T3-I and T3-II while T3 stand for

    northern telecom region. 3egional office Bannu comes under T3-II. 9ther areas in

    T3-II are ,.I.han revenue office thall revenue 9ffice and revenue office ohat.

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    Before %&&2 all the echanges of Bannu region wored under regional office ,.I.

    Mhan T3-II (northern telecom region-II). In %&&2 a camp has !een esta!lished in

    Bannu which provide telecom services to the people of Bannu. In %&&? formal

    revenue office has !een esta!lished in Bannu.

    There are four su!-divisions of revenue office Bannu which are lai su!-division

    ara su!-division orth 8aziristan su!-division and Bannu su!-division.

    There are nine echanges which wor under Bannu su!-division which are discussed

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    in the T3-II organizational chart in detail.

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    .2 Re-ion', hier'rch

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    orthern Telecom 3egion-II

    6awed (4%?)

    7horiwala(>&)

    ?eh'n-ir %',oB'i 4*135

    ,irector 3evenue 5/inance (6ead)

    3.9 ,.IMhan

    3.9 Bannu 3.9 Thall 3.9 Mohat

    Bannu +u!-,ivision

    $ai +u!-,ivision

    orth 8aziristanAgenc*

    Mara +u!-,ivision

    BE-I (?&4)

    urar (>&%)

    Mai (>&')

    BE-II (??>)

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    .3 )'nnu Re#enue Office Or-'niB'tion', Ch'rt

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    Re#enue

    Officer

    Senior

    /GC C,er6

    Senior

    /GC C,er6

    Te,ephone

    Oper'tor

    ?unior

    /GC C,er6

    Office

    /ssist'nt

    N'i!

    'sid

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    . Re#enue Office +e&!ers

    3evenue 9fficer OR azi Ishfaq-ur-3ehman

    +enior Account #lerOR 1oh0 Anwar Mhan

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    +enior Account #lerORAminullah Mhan

    9ffice Assistant OR $atifullah Mhan

    unior Account #lerOR Mhalid aveed

    Telephone 9peratorOR 1ohammad Esman

    ai! asidOR 6a!i!ullah Mhan

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    .$ Products 'nd Ser#ices of Re#enue Office )'nnu

    The product and services that revenue office Bannu is providing to its customers are

    as follows.

    Prep'id c',,in- c'rds

    "T#$ prepaid calling cards gives nation wide access with international facilit*. It

    comes in easil* afforda!le denominations of 3s.%

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    cards are easil* availa!le throughout the countr* and it is eas* to use it from an*

    "T#$ digital phone. #ustomer has to pa* neither line rent nor !ill. In ovem!er 2

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    getting a new connection with minimal documentation. Aasan cards are availa!le in

    3s.>

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    selling products and services on the phone is the most economical i.e. *ou reach more

    customers in minimum time. Toll free num!ers start with

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    :'!ps %2 2>: and of%

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    connection

    .( )i,,in- Sste& of Re#enue Office )'nnu

    3evenue office Bannu issue three t*pes of !ills i.e original !ill duplicate !ill and

    defaulter !ill. These are !riefl* discussed here@

    1. Ori-in', )i,,

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    9ringle !ill is that !ill which issue first time. The total !illing of !annu

    division are one core !ut received onl* 4lac the remaining !ecome defaulter

    and some of them not su!mit there !ill in time.

    2. Dup,ic'te )i,,

    If the original !ill is not received !* the customer due to some reason then the

    customer is requires to su!mit a complaint in revenue office Bannu. The customer

    service manager fills a duplicate !ill manuall* for the customer. The customer then

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    maes pa*ments on the !ill in the concerned !an !ranch.

    An eample of the duplicate !ill is given here@

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    CH/PTER@ $

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    DEP/RT+ENTS OF PTC%

    ;ver* organization is divided into definite departments. ;ach department performs

    different ind of o!s and requires staff with specialized sills to handle particular o!.

    This increases the efficienc* of worers and maes S

    There are several aspects on which departmentalization in an organization can !e

    !ased. The division can !e done on the !asis of function product customers or

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    geographical locations.

    The "T#$ 6ead uarters is comprised of several departments. The division is made

    on the !asis of function the* perform. 6ence it can !e concluded that "T#$ has

    adopted the polic* of functional departmentalization. The main departments of "T#$

    are mentioned !elow.

    %. 6uman 3esource 1anagement ,ept.

    2. /inance ,ept.

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    ?. #ommercial ,ept.

    '. 9perational ,ept.

    >. Technical ,ept.

    :. IT ,ept.

    4. #orporate Affairs ,ept.

    . +pecial "roects ,ept.

    $.1 Hu&'n resource &'n'-e&ent

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    % It is a huge organization and !eing considered as one of the !iggestcompan* in "aistan.

    2 It has more than >:

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    performance standards.

    > To meet the future challenging situations in the face of privatization and post

    monopol* challenges a corporate culture and competitive environment has to !e

    developed for which all the availa!le resources have !een taped.

    : +pecial training courses and worshops have !een conducted for the top and

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    middle management through reputed organizations lie E+T Bannu.

    4 ;fforts are !eing made to improve productivit* and efficienc* of the #ompan*

    while emphasis is also !eing placed on effective management emplo*ees

    relationship and !etter line of communications to achieve corporate goals

    $.2 Fin'nce dep'rt&ent

    This department is divided into following three su!-sections0

    /inance

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    Accounts

    3evenue

    The /inance 8ing deals with the revenue matters of the compan* 5 the Accounts

    8ing is responsi!le for proper !oo-eeping of the financial transactions

    commercial audit 5 preparation of periodic accounts of the compan*. The

    Accounts 9ffice of "T#$ is in $ahore.

    /inance is the !ac!one of ever* organization !ecause without finance an*

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    organization cant run its !usiness. It pla*s an important role in determining the

    long-term o!ectives and evaluating the feasi!ilit* of the !usiness. The financial

    activities of "T#$ have !een split up into three maor !ranches0 /inance Accounts

    5 3evenue. The details regarding this section will !e covered in finance section

    with reference to m* proect

    $.3 Co&&erci', Dep'rt&ent

    % #ommercial section with qualified=eperienced staff is !eing esta!lished.

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    2 #ompan* section is taing !oth short-term and long-term view of emerging trends

    of highl* competitive marets as its monopol* is coming to an end.

    ? It anal*zes all the possi!le #ompan* options i.e. introducing new services

    adopting new technologies to maintain the leading role in the sector and preserve

    its dominant position in the industr*.

    ' The #ompan* lies to reiterate that it will continue to pla* a prominent role in

    Telecom sector of "aistan.

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    > It considers that one of the most important aspects of the forthcoming competitive

    environment is pricing of products and services.

    The new paradigm would require cost-!ased services with thin-profit margins !ut

    higher volumes. Inherentl* "T#$ services were not cost-!ased. There were in-

    !uilt su!sidies and long distance calls !oth domestic and international were

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    highl* priced. The #ompan* therefore evolved strategies of gradual price

    rationalization

    $. Oper'tion', Dep'rt&ent

    1anages operations of "T#$ 6 with regional offices !ranches and su!sidiaries as

    well as with other corporations.

    $.$ Technic', Dep'rt&ent

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    This department is engaged in the management and control of technical aspects of the

    compan* e.g. technical manpower technical training technical equipment etc.

    $.( IT Dep'rt&ent

    This department is esta!lished to introduce new and advance technolog* in "T#$.

    ,ue to IT department woring s*stem is to converted in a computerized s*stem.

    $.* Corpor'te De#e,op&ent Dep'rt&ent

    This department deal corporate level issues such as "TA International Telecom

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    Enion $egal and 3egulator* affairs etc.

    $. Speci', Pro"ects Dep'rt&ent

    This department is doing their activities on !ehalf of president.

    $.7 STRUCTURE OF THE FIN/NCE DEP/RT+ENT

    Initiall* /inance ,epartment was supervised !* 71 !ut after the recent change in

    management structure /inance ,epartment of "T#$ is headed !* +enior

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    ;ecutive Jice "resident (/inance) who is responsi!le for accounting and finance

    functions of the organization. The +enior ;ecutive Jice "resident is the head of

    Accounts ,epartment and the Jice ;ecutive "resident /inance is the head of

    /inance ,epartment.

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    Di'-r'& $.1

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    H i e r a r c h a l S t r u c t u r e o f F i n a n c e D e p a r t m e n t

    G M ( S t o r e s ) G M ( A c c o u n s )

    E V P ( A c c o u n t s )

    G M ( F i n a n c e )

    E V P ( F i n a n c e )

    G M ( R e v e n u e )

    E V P ( R e v e n u e )

    S E N ! R V " E E # E " $ % V E P R E S D E N %

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    % +enior Jice ;ecutive "resident (/inance)

    2 ;ecutive Jice "resident (Accounts)

    ? ;ecutive Jice "resident (/inance)

    ' ;ecutive Jice "resident (3evenue)

    > 7eneral 1anager (+tore)

    : 7eneral 1anager (Accounts)

    4 7eneral 1anager (/inance)

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    ,irector (3ecover*) %

    Assistant 7eneral 1anager (/inance) %

    +enior 3evenue 9fficers &

    3evenue 9fficers %

    Assistant Accounts 9fficer ?

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    $.19 FUNCTIONS OF FIN/NCE DEP/RT+ENT

    % /inance s*stem of the organization2 Accounting s*stem of the organization

    ? 1o!ilization of funds

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    ' 7eneration of funds

    > Allocation of funds

    $.11 Fin'nce Sste& of the Or-'niB'tion

    /inance is the !ac!one of ever* organization !ecause without finance an*

    organization cant run its !usiness. It pla*s an important role in determining the long-

    term o!ectives and evaluating the feasi!ilit* of the !usiness. The financial activities

    of "T#$ have !een split up into three maor !ranches@ /inance Accounts 5 3evenue.

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    $.11.1 Fin'nce in-

    7.1 /inance heads this department. The responsi!ilities of the 7eneral 1anager

    (/inance)usuall* fall in the area of financial management preparation of annual

    !udgets determining the revenue targets for the *ear investor and !aner relations

    and controlling the ,irectors revenue in all the regions.

    $.11.2)ud-et in-

    Budgeting is the most effective instrument to eercise qualit* control over the

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    financial resources of an organization and their !etter utilization. A !udget is a

    comprehensive financial plan setting forth the epected route for achieving the

    financial 5 operational goals of an organization. The companies engaged in large-

    scale !usiness essentiall* have a !udget department to carr* out !udgeting for the

    coming financial *ear. Jarious functions performed !* Budget ,ept. of "T#$ are0

    Allocation of funds to different head of accounts.

    ,is!ursement of funds or ph*sical transfer of funds to different heads

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    of accounts.

    3eceive and anal*ze !udget reports.

    3ecommended actions designed to improve efficienc* where

    necessar*.

    $.13 S/%ES OF SH/RES

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    Issuance of shares is the second !asic source for mo!ilization of funds. "T#$ has

    issued capital in form of following two t*pes of shares0

    Authorized +hare #apital

    9rdinar* FA #lass +hares of 3s.%

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    % GAH ordinar* shares carr* one vote

    2 GBH ordinar* shares carr* four votes

    $.1 >ENER/TION OF FUNDS

    An organization can !e called self sufficient if it is producing its maimum cash flow

    from operating activities. The ta!le and given !elow chart for last five *ears data

    indicate that "T#$ is producing maimum of its cash flows from operating activities.

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    e'r Total 3evenue (in thousands)

    2

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    The main sources of funds in "T#$ are its collection of !ills. /unds generated

    through operations for the last five *ears are 3s.?%>::' (in thousands).

    $.1$ ETERN/% )ORROIN>

    Another source of funds to meet the needs for short-term financing in

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    "T#$ is eternal !orrowing from commercial !ans'. "T#$ taes loans from

    the following commercial !ans0

    1 A ,eutsche Ban. 2 B A139 Ban

    3 1uslim #ommercial Ban $imited.

    4 +tandard #hartered 7rind la*s Ban

    $imited. 5 6B$ 6 EB$

    7 #iti!an .A. 8 /aisal Ban

    $imited. ational Ban of

    "aistan 10Enion Ban.

    11. "I#I#

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    $.1( /%%OC/TION OF FUNDS

    The funds generated are mainl* utilized to finance the operation to pa* !ac short-

    term loans for capital ependiture pa* dividends and to create reserve (un-

    appropriated profits).

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    CH/PTER @ (

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    SOT /N/%SIS

    "T#$ is a !ig organization regarding all the departments including /inance

    9perations 6uman resource etc. there are several 5 weaness of these departments

    which will !e discussed as follow0

    (.1 STREN>THS

    THE )I>>EST FOREI>N ECH/N>E E/RNER

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    "T#$ is the !iggest source of foreign echange for "aistan. It earns a lot foreign

    echange form its international traffic.

    /DEU/TE FIN/NCI/% RESOURCES

    "T#$ earns !illions of 3upees as a maor source of capital. These adequate financial

    resources not onl* ena!le the compan* to cop* with an* unepected event !ut to

    deplo* its resources to increase product line and services without feeling an* financial

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    difficult.

    FREE FRO+ CO+PETITI0E PRESSURE

    "T#$ has no competitor in the maret and other companies are legall* not allowed

    enter in competition with "T#$ !efore 2

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    %E/DERSHIP IN THE +/RET

    "T#$ is leading #ompan* to provide telecom facilities in the "aistan. "T#$ aims at

    using the latest technolog* in the field of engineering and IT for its services. It is also

    getting constanc* from international #ompanies in order to remain leader in telecom

    sector.

    DEU/TE FIN/NCI/% RESOURCES

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    "T# learns !illion of rupees as profit per *ear and has enough mone* in its general

    reserve. It also has de!it as a maor source of capital. These adequate financial

    resources not onl* ena!le the #ompan* to cope with an* unepected event !ut no

    RECRUIT+ENT

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    "T#$ can also improve the human resources !* the selection of competent person for

    different departments and this can onl* possi!le !* discouraging the corruption and

    favoritism.

    /DDITION TO THE PRODUCT %INE

    Top management of 9rganization can mae additions to its eisting product line !*

    providing more services. In this wa* it can increase its revenue and customer

    satisfaction. This requires maret research.

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    "T#$ has alread* captured the industr* so all ind of the opportunities are for "T#$

    till the end of monopol*.

    (. THRE/TSJ

    ECH/N>E R/TE RIS

    ;change 3ate 3is will cause "T#$ net echange loss on foreign loans. ,evaluation

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    of rupees will increase the cost of production machiner* and almost all the

    equipment

    imported from foreign countries. +o echange rate ris will affect the "rofita!ilit* of

    "T#$ and also increase the ris of getting foreign loans in future.

    >O0ERN+ENT %E>IS%/TION

    7overnment policies can affect the performance of "T#$. 6ence government policies

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    will !e a real threat for "T#$ if the* are not in favor of "T#$ !usiness activities. This

    can affect the recruiting policies of "T#$.

    TURNO0ER

    At the end of the monopol* competitors will enter the industr* and the completion

    will increase as a result of which the* will offer high pa*s and facilities to sill-person

    of the industr*. This can increase the turnover of "T#$ which can create a serious

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    +trength (s)

    %. ewl* launched products2. 1onopolistic position?. +illful 6uman resources'. Adequate financial

    resources>. powerful 3 5,:. $eader of the maret4. 7overnmental support

    . $arge earnings&. Best policies%. 7rowth in telecom

    industr*

    :. #ustomerawareness oftechnolog*

    4. Jalue Added+ervices

    (+-9)

    %. launch new productsglancing the highdemand

    (+%2- 9%) IT;+IJ;

    2. develop maret share onthe !asis of sillful 63

    (+?929?) IT;+IJ;

    ?. could launch new

    products formula throughproper research

    (+>9') intensive

    (8-9)%.

    increasepersonnel(8%9%) intensive2. start aggressive

    mareting(8:92 ?)intensive

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    CH/PTER@ *

    PRO)%E+S /ND RECO++END/TIONS

    PRO)%E+S

    The over all performance of "T#$ has !een declining after privatization. The main

    signals of performance trend are summarized !elow0

    % There is an increasing trend in the revenue until 2

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    declined significantl*.

    2 There is no further increase in the general reserve after the *ear 2

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    dividend after decreasing in *ear 2

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    putting greater focus on customer service and emphasizing merit integrit* and

    openness in the #ompan*s !usiness practices and process. +o there is a hope that

    numerical performance positive results in near future.

    1oreover since the tele-densit* of mo!ile phones has grown a lot so there are no

    further chance of huge increase in tele-densit* for mo!ile companies.

    RECO++END/TIONS

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    Meeping in view the aforementioned hurdle = pro!lems the following are some

    remedial measures which help to create a !etter s*stem.

    % This report shows that eisting s*stem is not up to the standard and must !e

    replacing with an efficient one.

    2 A comprehensive financial information s*stem is required to !e streamlined so

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    that availa!ilit* of accurate data records ma* !e insured.

    ? It is proposed that the s*stem of funds allotment ma* immediatel* !e discontinued

    and the 3egional 9ffices ma* !e allocated lump sum fund. This will surel* help

    to speed up the eecution of the wor.

    ' All the tool of enforcement of strict financial discipline ma* !e under taen in

    order to monitor the whole s*stem.

    > All the records should !e computerized and for this purpose special computer

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    program should !e used.

    : ;mplo*ees should !e equipped with up to date IT sills and for this purpose

    refresher 5 training courses should !e designed.

    4 There should !e a total computerized accounting s*stem to save the precious time.

    The officer ma* !e trained to adopt compan* culture soft-spoen good relations

    with customers and target oriented.

    & /inance and mareting offices and engineers ma* !e sending to international

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    seminars= worshops to get nowledge of new technique and procedures.

    %< There should !e effective human resource department in order to get right people

    on the right o!. "romotion should !e made the !asis of performance rather than

    seniorit*.

    %% 1oreover the element of corruption eists throughout the operation and finance

    department which must !e checed to get high performance.

    %2 +trategic planning and especiall* long term planning should !e done in a wa*

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    which doesnt onl* fulfill the requirement of toda* !ut also those of future.

    %? 1ost of the "T#$ personnel are non-professional@ I suggest that the competent

    authorit* of "T#$ should !e appointing professionals.

    %' Almost all emplo*ees of "T#$ are worried a!out their o!s the competent

    authorit* should immediatel* announce the polic* of "T#$ in this regard.

    %> There should !e effective human resource department in order to get right people

    on the right o!.

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    %: 9ver staffing and un!alanced distri!ution of emplo*ees in departments. $ie all

    the government and semi government institutions "T#$ has also ecessive staff

    %4 than required. In order to increase the efficienc* of worer o! is assigned to itscaliper to develop his interest in wor that increase the out put and decrease the

    overall cost of organization.

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    % In the compan* there is an unnecessar* emphasis on documentation. In transitions

    a length* procedure of paper wor is involved that decrease the efficienc* and

    results in wastage of time. It should !e the dut* of management to automate the

    documentation of record on line to all offices at same time.

    %& There are ver* few programs for career development of the emplo*ees. "eople

    woring in one section or department from *ears are still with the same

    nowledge and st*le of doing o!. There should !e proper career planning of

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    emplo*ee that not onl* sharpens the sills of the emplo*ee 5 improve its

    efficienc* !ut also results in !etter and improved output for the organization.

    2< +ome emplo*ees are woring in the same department or section since the* are

    appointed.

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    )I)%IO>R/PH

    % #.ames 8 Achowied. %&&&. Financial management %%th edition0 printice

    6all.

    2 6ienz 8eihrich and 6arold Moontz. Management, %