MOBILINK

INTERNATIONAL ISLAMIC UNIVERSITY ISLAMABAD

March 31

2010
MOBILIN
K
JOB
HUMAN RESOURCE
DESCRIPTI
MANAGEMENT ON

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Introduction

Pakistan Mobile Communications Limited (Mobilink), a subsidiary of Orascom Telecom, started

its operations in 1994, and has become the market leader both in terms of growth as well as
having the largest customer subscriber base in Pakistan - a base of over 28 million and growing.
We pride ourselves on being the first cellular service provider to operate on a 100% digital GSM
technology in Pakistan that also provides state-of-the-art communication solutions to its
customers.

Mobilink offers exclusively designed tariff plans that cater to the communication needs of a
diverse group of people, from individuals to businessmen to corporate and multinationals. To
achieve this objective, we offer both postpaid (Indigo) and prepaid (JAZZ) solutions to our
customers. Compared to our competitors, both the postpaid (Indigo) and prepaid (JAZZ) brands
are the largest brands of their kind in the Pakistan cellular industry.
In addition to providing advanced voice communication services that makes the lives of millions
that much easy, we also offer a host of value-added-services to our prized customers. At the
same time, Mobilink places high importance to its coverage, which is why we cover you in
10,000+ cities and towns nationwide as well as over 130 countries on international roaming
service. In other words, we speak your language, everywhere.
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ABOUT ORASCOM TELECOM

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Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") was established in 1998 and
has grown to become a major player in the telecommunication market.
OTH is considered among the largest and most diversified network operators in the Middle East,
Africa, and South Asia, and has acquired in early 2008 a license to operate mobile services in North
Korea. Orascom Telecom is a leading mobile telecommunications company operating in six
emerging markets having a population under license of 430 million with an average penetration of
mobile telephony across all markets of approximately 40%. OTH operates GSM networks in
Algeria (Djezzy), Pakistan (Mobilink), Egypt (Mobinil), Tunisia (Tunisiana), Bangladesh
(Banglalink) and Zimbabwe (Telecel Zimbabwe). OTH had exceeded 74 million subscribers as of
March 2008.
In Pakistan, the Pakistan Mobile communications Ltd (“Mobilink”) started its operations in 1994
and, until early 2001, had a market share of 40%. In April 2001, OTH took over management
control of the company. As the market leader, Mobilink serves more than 28 million subscribers,
representing a market share of 38.5% (as of March 2008).
OTH has positioned itself as a leader in the region for its diverse GSM operations with various
GSM support and Internet operations. One of OTH's main strategies is to create its own non- GSM
subsidiaries to act as a backbone of support for its regional GSM operations. OTH has achieved this
by dedicating financial, technical and management resources for supporting its subsidiaries. This
includes network support and installation of GSM operations, equipment procurement, handset
procurement and distribution companies, Value Added Services, and Internet operations. OTH is
dedicated to providing the best quality services to its customers, value to shareholders and a
dynamic working environment for its more than 15,000 employees
OTH established a strong presence in the GSM Association (the world's leading wireless industry
representative body) only five years after its inception. OTH's Chairman and CEO, Mr.
NaguibSawiris, was selected to join the GSM Association's CEO Board in 2002. OTH's stocks are
traded on the Cairo and Alexandria Stock Exchange (CASE), (under the symbol ORTE.CA, ORAT
EY) and on the London Stock Exchange (where its GDR is traded under the symbol ORTEq.L,

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OTLD LI).
OTH is dedicated to provide the best quality services to its customers, value to shareholders, and a
dynamic working environment for its more than 15,000 employees.

Our Culture
Mobilinks corporate values serve as the foundation for its culture, behavioral norms, and decision
making. These values have always been at the heart of our business principles and success.

Each of our values guides the way we work as an organization and ensures that we not only meet
the needs of our employees and stakeholders today, but work towards sustaining and enhancing
human and financial capital for the future.

These values sum up the culture at Mobilink, and aim to ensure a workplace that necessitates open
and respectful communication and exceptional quality of service to internal and external
stakeholders.

Total customer Satisfaction:

Customers are at the heart of our success. They have placed their trust and confidence in us. In
return, we strive to anticipate their needs and deliver service, quality and value beyond their
expectations.

Respect for People:

Our relationships drive our business. We respect and esteem our employees and all stakeholders.
We believe in teamwork, empowerment and honor.

Trust and Integrity:

At Mobilink, we take pride in practicing the highest ethical standards in an open and honest
environment, and by honoring our commitments. We take personal responsibility for our actions,
and treat everyone fairly, and with trust and respect.

Business Excellence:
We strive for excellence in all that we do. We aspire to the highest standards and raise the bar for
ourselves everyday. This commitment to delivering world-class quality translates into unmatched

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service and value for our customers and all stakeholders.

Corporate Social Responsibility

As the market leader, we recognize and fulfill our responsibility towards our country and the
environment we operate in. We contribute to worthy causes and are dedicated to the development
and progress of the society.

It gives me immense pleasure to welcome you to Mobilink's Career Portal!

At Mobilink we hire people for their positive attitude, customer orientation, effective
communication, creativity and drive to excel. Here we believe in providing our employees the
space, the comfort and the tools to unleash their potential and a candid voice to speak about their
concerns. Our customers can be the best judge of how our culture and values enable our people
to deliver on the promise of business excellence
.However, some of the best minds in the industry don't just spend their professional lives only
working ; they find in Mobilink a platform where they can also pursue their passions be it sports,
outdoors, hobbies, volunteer work.....,the list goes on and still retain their identity as
Mobilinkers! We respect each team member's individuality, their uniqueness and diverse
backgrounds which is why they gel in together to make a formidable team that delivers.

This portal is the gateway to make an important choice: to join the proud team of individuals and
make a difference in millions of lives across Pakistan. I trust you will make that choice wisely!

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I thank you for taking time to learn more about Mobilink and wish you all the very best!

Warm regards,
Sadia Ahmad(Head of Human Resources & Administration)

Analysis of the organizational culture

Organizational culture creates a number of various concepts, strategies, and situations which
affect every level of planning when it comes to any type of hierarchical institution. The

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implications of organizational structure and culture apply to companies, corporations, charitable

organizations, governments, and even sports teams/organizations.

Organizational culture, and the organizational structure that both partially defines, and is
partially defined by, that very culture. Understanding how the internal structure and culture
operates, and machinery behind the scenes that runs it, will allow those within the organizational
culture to organize and strengthen the good, cut away the bad, and actually manufacture an
environment that breeds and encourages success among its members.

The model and study of how organizational structure and organizational culture works makes the
practical study of implications of organizational structure and culture important. From
corporations to government to sports teams, the study of how structure and culture impacts the
overall picture can show a better way to make an entity work.

Methodology of analysis
To undergo a critical cultural analysis a survey was conducted using questionnaire technique. We
used a self formulated questionnaire. 20 questionnaires were floated itoeemployees segregated
between different hierarchical levels. The questionnaire and the resulting observations are as
under:

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QUESTIONNAIRE

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DISCLAIMER
This questionnaire is prepared by the students of IIUI (FMS). We hereby confirm that it is solely
for informational purposes to study “EFFECTIVENESS OF ORGANIZATIONAL
CULTURE” and not intended as a substitute for legal counsel. All the information provided and
cited by the respondents will be kept confidential and will not be copied or distributed. The
survey results will be provided to the company if requested.

THANKS FOR YOUR ANTICIPATION

QUESTIONNAIRE
(It is hoped and requested that respondent will be unbiased in answering all the questions).

Name _________________
Age _________________
Gender _________________
Department _________________
Designation ________________

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Q.1) State the number of hours you work per day or per week?

 8per day
 More than 8 per day
 48 per week
 Flexitimes
 Telecommunicating

Q.2) Describe the office space you get for your work timings.
 Cubicle
 Window office.
 Hall arrangement
 Others

Q.3) What is the dressing criterion in the organization?

 Uniform
 Specific dress code
 Personal styles of attire accepted
 Different dress code for different days

Q.4) Which of the following onsite perks are made available to you?
 Break rooms
 Gyms
 Play room
 Prayer hall
 Day-care facility

Q.5) State the frequency of your encounter with immediate boss during office timings.
 2 to 3 times daily
 weekly
 Only during meetings
 frequently

Q.6) State the amount of time outside the office you are expected to spend with co-workers.
 2 to 3 hours daily

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 4 to 5 hours a week
 On weekends
 Frequently

Q.7) Describe your work environment (considering employee interaction, degree of

competition).

 Fun

 Hostile

 Something in between

Q.8) How effectively the senior management communicate with employees?

 Good

 Average

 Fair

 Poor

Q.9) Does the organization emphasize working in teams?

 Yes

 No

 Sometimes

Q.10) Are there established career paths for employees in this position?

 Yes

 No

Q.11) Do you feel as though you know what is expected of you?

 Yes

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 No

Q.12) Which of the following practices are prevalent in the organization for “Informal
Communication”?

 Balance of technology and face to face communication

 Using disagreement constructively

 “open-door” policy

Q.13) Which of the following measures does the company take to ensure effective “Change
management”?

 Ensures that all employees understand the reason for change

 Ensures that all employees fully grasp the method used to implement the change

 Employees are trained to welcome the change

 Change is introduced without employee involvement

Q.14) How would you explain the Reward system in the company?

 Rewards are fair and equitable

 Team performance rewards worth greater than individual performance

 Rewards focus on the skills as well as behaviour of employee

 Rewards are subjected to work place politics and discrimination

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Q.15) Which of the following are Recruitment procedures?

 Consider only high calibre candidates

 Candidate compatibility is evaluated with company culture

 Boss and peer inputs are obtained

 Referrals are key method in recruiting

Q.16) which of the following best describe management model in your department?

 Management “walks-the-talk”

 Manager is viewed as role model

 “Do as Directed”

 “Do as you want”

Q.17) How would you explain company’s ability of being adaptable to change?

 Company can roll with good and bad market

 Can deal quickly with the unexpected

 Can fore see and evaluate a coming change and plan (proactive)

 Plan out what to do, after being subjected to scenario (reactive)

Q.18) How would you explain your supervisors attitude toward subordinate performance?

 Process is more important than purpose

 Authority is more important than service

 Service not only to customers but to the company as well

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Q.19) How much independent thought and action is allowed to employees?

 No independence

 To a moderate degree

 Independence of actions rests only within top management.

Q.20) What 10 words would you use to describe your Company?

________________________________________________

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ANALYSIS AND DISSCUSSION

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There are many different ways to measure a company's organizational culture. There are
exceptional corporate cultures, as well as disasterously bad ones, and obviously most companies
are going to fall somewhere in the middle of these two extremes,as do MOBILINK. There are
many characteristics that make up Mobilink a healthy corporation, and some of the most
common factors that will be found in virtually all healthy organizational cultures:

1.Organizational pride. Employees are embarrassed to mention that they work for Mobilink.
Which is surely a good sign of that company is doing something right with their culture.

2.Ambition towards being better. The difference between ambition for the sake of power or
respect and ambition to keep improving for the sake of improving is the difference between night
and day. Mobilink,sculture focuses on improving and getting better at every level.

3.Obvious teamwork and communication.Mobilink,s management believe on the fact that the
more open discussion there is, the more open exchange of ideas, the more competitive and
cutting edge that company is capable of becoming.

4. Quality leadership. This practice isnot just prevalent at the very top because they are aware
of the fact that a brilliant CEO can have his greatest plans destroyed by a few low level managers
who alienate employees and can't lead by example. So managers working here are really
interested in the problems that others are having, and are happy to offer help when asked.

5. Constant review of profits and costs.Being Practical and analytical is

Mobilink,sManagement,s core strategy. Here othing is assumed as Gospel truth from year to
year. All financial records are studied, and especially expensesare critically analyzed inorder to
judge are they really effective in making the company stronger and more profitable? If not, they
look for alternatives.

6. Employee relationships. A cut throat environment does not bring out the best in a company.
The corporations with employees who work together is far more likely to succeed than a
company where it's every man for themselves. Are employees willing to sacrifice their co-
workers and advance themselves over other people's blunders, or do they aim for promotion
through improvement? Huge difference. The team players will help a company out far more in
the long run. So Mobilink,s management tries to encounter and get a solution to all these
scenarios

7. Client and consumer relations.For Mobilink the customer is always right. As annoying as

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this can be at times (and anyone who started at the very bottom of the service sector is gritting
their teeth right now) the companytakes customer service as their true motto and keeps that focus
will succeed and create great organizational culture.

8. Honesty and safety. No one is ever asked to do anything unsafe or blatantly dangerous.
Likewise, there are no five finger discounts from employees: they don't even think about stealing
from an employer who is treating them so well.

9. Education and developmental programs. The company is heavily investing in training its
employees and providing whatever education is necessary for them to succeed.

10. Cutting edge thinking.Companiesculture is innovative and can think outside of common
trends to move ahead of the pack. New ideas are always considered, and employee participation
in brain storming is encouraged.

Is Organizational culture and Structure Matched?

The relationship between organizational culture and organizational structure is an important
theme that is often overlooked. The two can be difficult to clearly distinguish from one another
and even more so to clearly define within an institution. Organizational structure works within an
organizational culture, but it is not completely separate. The two are very much intertwined.

Organizational culture is more of a larger picture, a more general term that refers to a large
umbrella of smaller topics and issues within an organization. The structure refers to the
infrastructure, and the various methods and practices within that infrastructure, that helps an
organizational culture run with the efficiency and consistency that should be the hallmark of any
healthy organizational structure, whether it is in a corporation, sports team, or any other set up
that is large enough to create its own organizational culture.

Mobilinks HR planning and Strategic goal formulation makes structure an integral part of any
organizational culture, but also narrows out a very specific segment of the culture as its own
responsibility. Organizational structure here deal primarily with the set up of the culture. How
management works, which specific responsibilities supervisors have, how a complaint is passed
through the ranks-these are all issues within the organizational culture that are directly tied to
how an organizational structure works. The structure is not limited to those three examples, but it
would certainly include all of them.Hereinterrelated groups within organization are set up to
allow them to function smoothly from a larger standpoint. This is to ensure effective

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communication between various parts of the company, as well as to increase coordination

between different departments.

Matching people with organizational culture

Matching individuals to organizations is a crucial part of success for any company. The match
between people and the companies for which they work is determined by the kind of
organizational culture that exists. The degree to which an organization’s values match the values
of an individual who works for the company determines whether a person is a good match for a
particular organization.

The collective rules by which an organization operates define its culture. These rules are formed
by shared behaviors, values and beliefs. Culture forms the basis for how individuals operate
within the context of the organization. The way a group or individual behaves, defines what is
“normal” and sanctions what is not normal is determined by his or her culture. Culture can be
defined either by a set of observable behaviors or by the underlying values that drive behavior. In
large organizations, vision statements, mission statements and statements of values are often
formalized to describe the company’s culture.

On the most basic level, culture is observable as a set of behaviors. Examples of culture at this
level include the degree of formality with which employees conduct themselves, the
organization’s dress code, and the type of technology used. Beneath the level of observable
behaviors are the values that underlie behavior. Though these values determine behavior, they
cannot be directly observed. At an even deeper level are the assumptions and beliefs that
determine values. While an organization or individual’s values may remain within awareness and
can be stated, assumptions and beliefs often exist beneath the surface and out of conscious
awareness.

Being aware of an organization’s culture at all levels is important because the culture defines
appropriate and inappropriate behavior. In some cultures, for example, creativity is stressed. In
others, the status quo is valued. Some cultures are more socially oriented, while others are task-
oriented, “business only” environments. In some company’s teamwork is key. In
other’s,individual achievement is encouraged and valued. An organization’s culture also
determines the way in which employees are rewarded. Management tends to focus on a dominant
source of motivation, such as pay, status, or opportunity for personal growth and achievement.
The accessibility of management and the ways in which decisions are made are reflections of an
organization’s culture as well.

It is important for individual values to match organizational culture because a culture of “shared

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meaning or purpose” results in actions that help the organization achieve a common or collective
goal. An organization will operate more productively as a whole when key values are shared
among the majority of its members. To that end, employees need to be comfortable with the
behaviors encouraged by the organization so that individual motivation and group productivity
remain high. High functioning organizations are comprised of individuals whose overt behaviors
are consistent with their covert values.

All of this is of crucial importance to managers. Senior executives usually set the tone by
exerting core values that form the overall dominant culture shared by the majority of an
organization’s members. So, if management does not take the time to understand the culture that
motivates an organization, problems are inevitable. New procedures and activities will be very
difficult to implement if they do not mesh with the organization’s culture.

Steps to ensure that individual are responsive to the goals and operating procedure of the
organization start with the hiring process. Managers can foster the development of a positive
culture by employing people who share the same values and vision that the organization
represents. To do this, employers can spend time with prospects before they enter the
organization as new employees. Once new hires are indoctrinated with the organization’s values,
they will form an objective perception of the environment that will solidify the organization’s
personality or culture.

In addition to hiring people who fit the organization, managers need to have a solid
understanding of the dynamics of culture and how to transform it so that they can direct activities
in a manner that gets results. Some ways to continually transmit the culture of an organization in
a productive way include telling stories, having corporate “rituals,” and using symbolic language
when referring to the organization’s mission. Firm-sponsored social events and mentorship
programs may be effective as well.

Having a positive and aligned culture benefits the organization in many ways. One important
benefit is a high level of productivity. The destructive influence of hiring someone who does not
share the same set of values, goals and commitment espoused by the organization will weaken a
strong chain of links and bonds. An employee’s performance depends on what is and what is not
proper among his or her peers, which in turn affects that individual’s behavior and motivation to
participate and contribute within the organizational framework.

An effective means of keeping employees aligned with the values and goals of an organization is
by developing a culture that encourages employees to focus on a higher purpose for their work.
Values that support this kind of cohesive operation include the idea that people

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Leaders that unify an organization believe that everyone has something to contribute to the
organization and decision-making should involve people at all levels within the organization.

Creating an environment where people enjoy and value their work is key. To do this effectively,
leaders must be sure to communicate clear expectations for every member of the organization.
These expectations should be supported by the words and actions of managers who regularly let
people know how their work is important to the organization. Individuals should be given
assignments that are consistent with their strengths and interests, and opportunities for continued
learning and growth should be provided as well.

The importance of understanding organizational culture cannot be overlooked. The bottom line
for managers who want to create a culture of success is to start with creating a positive
environment. Bring in people whose values are in line with the organization’s culture, and
continue to acknowledge success and involve the whole organization in maintaining an
environment that allows people to enjoy working hard to meet the company’s goals.

RECOMMENDATIONS

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There are several concrete points company can use in taking a leadership role within an
organizational culture. While this is not a perfect outline, it will give some guideline while facing
a hard time, dealing with culture a solid start to taking the early steps needed in order to begin
any adjustment or change needed.

• Decide what culture you want.

There are several different ways to go. According to circumstances ultra professional and
efficient set up with a strict manager to manager hierarchy that is clearly defined may be
suitable. It is better set up, for a non-conformist who works well in spurts.

• What organizational culture do you have, and what needs to be addressed and/or adjusted
to make the change?

Natural leadership will do good if you donot have a place to lead everyone to. Identifying where
you are and where you are going, is critical. Not only does that allow you to make a more
efficient, streamlined plan involving your company’s organizational culture, but it also will give
you the ability to more confidently, and accurately, describe each step and each process of
change any time someone has a question, or straight out challenges you.

• What specific things need to change? How can you do it?

Implementing change can be difficult, especially if you are replacing a system that has been in

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place a long time. Not only might you face resistance, or employeesuncertainty at the new set up,
but also you can count on all the little things going wrong. Do not consider these obstacles, but
learning experiences. Be fluid and adapt and you will be in great shape.

• Have a method in place to record/analyze change

Leadership is a difficult role, especially when you are in the middle of a change within the
company. One will want to figure out an effective way of measuring change and of being able to
see whether his program is working or not. This might be one of the most challenging aspects of
the jobespecially when things like increased productivity might not show up for weeks or even
months. Employee surveys can be a good way to figure out if basic attitudes are changing, and
also consider the long term measurements. Managers donot get hired for one quarter, it is long
term. So is leadership.

Hierarchy

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Post vacant: MANAGER SALES

Industry Telecommunication
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Category Sales
Total position5
Job TypePermanent
Job LocationIslamabad, Rawalpindi
Gender doesn’t matter
Minimum EducationMaster’s Degree
Degree TitleMBA
Career LevelExperienced
Maximum Experience3 years (corporate sales experience)
Apply ByAPRIL 14, 2010
Posted:March 4, 2010

TASKS REQUIRED TO BE PERFORMED

• Identify and develop business.
• Cold calls to potential customers and arranging meetings with them to pitch LDN product
portfolio.
• Handle pre sales for finalizing solutions for customers in accordance with budget.
• Ensure revenue and retention of the corporate customers as per the assigned target.
• Keep strong follow up with corporate helpdesk regarding service closing issues.
• Liaise with technical team(s) for timely and efficient link activation.
• Maintain regular follow-ups with customers regarding invoice clearance coordinate with
billing and receivables department to resolve billing related issues.
• New Business Development.
• Sales monitoring and follow up.
• Daily customer visits.
• Target monitoring.
• Developing new areas.

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• Evaluation & Presentation of sales data

• Responsible to develop and maintain sales.
• Dedicated Sales Performance against Assigned targets.
• Development of new customers
• Retention of Existing Customers / Clients
• Maintain existing customers business & its growth.
• Secure new customers to ensure penetration in the market.
• Maintain business volume & increases reasonable business growth according to assigned
targets.
• Ensure customer follow-up in coordination with customer services department.
• Maintain Daily Visit Plan
• Ensure timely recovery of credit sales.
• Compliance of Company’s Polices and code of conduct

Skills Required
• Sound communication and negotiation skills
• Proficient in MS Office suite
• Problem solving skills.
• Excellent computer operating
• Energetic, dynamic, and result oriented.
• Time management skills
• Own Conveyance
• Fluent in English

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• Customer oriented
• Self Motivated.
• Target Achiever.
• Keen to Learn.
• Punctual.
• Team Player
• Presentation skills.
• Confident

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SUBMITTED BY:

• ASMA CHAND
• ASMA NAZ
• FAIZA RASOOL

REMARKS

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TEACHER’S SIGNATURE:

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