Beruflich Dokumente
Kultur Dokumente
A Report on Management
Prepared By: 1 2 3 4 Talha Mahboob Ali Shakil Tayyab Malik Shahzaib Gilani Roll# 2 Roll# 4 Roll# 7 Roll# 11 (college (college (college (college Id 083301) Id 083309) Id 083316) Id 083331) -1-
Foreword
This past semester has been a great experience; we have learned a lot form the past four months. Management though considered a theoretical subject by many is in fact not so. This we learned during our work on this project on Wateen. We have learned that many a concepts are applied with some modification as per the requirements of the situation. The Authors
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Acknowledgements
We would like to express our warmest thanks to all those without whose collaboration and help we could never have done this report. First we would like to thank our management instructor Mr. Shakoor Razvi, for without his guidance and advise we could not have made such a concentrated effort. Then we would like to thank the manager at Wateen MR.Farhan and Mrs. Ayesah Faisal and The Engineering Executive Mrs. Tahira Asim for their help and patience.
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CONTENTS
Section 1: Companys Profile.
The Company Vision Mission Corporate Values Products and Services Major Share Holders The Abu-Dhabi Group
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Level of Job Involvement And Commitment Workgroup Behavior Steps Taken To Motivate Leadership Styles
Section 6: Conclusions.
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Section: 1
Companys Profile
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Chapter 1:
THE COMPANY
Wateen Telecom, Pakistans 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, costeffective 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, alwayson 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.
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Chapter 2: VISION
It is the vision of Wateen Telecoms to launch Pakistan into the 21st centurys 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.
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Chapter 3: MISSION
Wateen Telecom has always kept its customers 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.
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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 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 rejecting 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 that has anything to say. and provide the customer with the latest
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Home Users
1. 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
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Business User
1. 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
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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.
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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
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Section: 2
Planning At Wateen
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Chapter 1:
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Chapter 2:
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Chapter 3:
Decision Making
In this chapter we have included the following four components of decision making: 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
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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.
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8. Representation. 9. Randomness. 10. Sunk Costs. 11. Self-Serving. 12. Hindsight. Overconfidence This error is defined as the decision makers 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 makers 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 makers 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 makers 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.
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Confirmation. This error is defined as the decision makers 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 makers 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 makers 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 makers 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 makers 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
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individuals managing a project and this error can be detected in time. Sunk Costs. This error is defined as the decision makers 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 makers 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 makers 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.
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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.
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gives its advice on the progress made by the departments on the achievement of their ser targets. The EO then reports to the CEO as per the progress of every departments progress.
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STRATEGIC MANAGEMENT
Present Strategies:
It has always been the goal of Wateen telecom to become the market leader in the communication industry. However, in the current economic situation the aggressive growth strategy Wateen had been following has slowed down. Because of the effect the economy has had on its customers Wateen appears to be focusing on Stability. Wateen is making an effort to avoid layoffs and maximize profits by reducing Operating Expenditures. At this time, no major investments are being made, however Wateen has kept open the option of acquiring sound small companies going out of business, only because they are not able to absorb the effects of current economic slow down. This step is only done purely for support, another force full argument in the favor of this step is, that when the economy finally recovers, Wateen would be in a better position to take advantages of the improved market. Further more this allows Wateen to acquire resources at a lower cost and enables it to acquire topnotch professionals that would be other wise lost to its competitors.
Future Strategies:
The present economic conditions cannot prevail for ever, when the economy improves Wateen intends to follow a very aggressive growth strategy to make up for the time lost because of the current economic slow down.
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This has always been done in the past. Over its existence Wateen has always Wateen focused intends on to growth grow through through related related diversification.
diversification, i.e. expansion through growing into and with different but related companies. Wateen has acquired National Engineering, provides services to cellular phone companies like Telenor. It has also expanded into telephony, entertainment, internet service provider and remote security systems.
Business Strategy
Wateen Diversification Wateen telecom has expanded the number of services provided to its valued customers. It provides the following products: Focus Strategies Wateen telecom is focusing on the telecom sector. Cost Leadership Wateen telecom is known as the market leader in low cost and high quality services. telecom is following all three business strategies that are mentioned in the text books.
Functional Strategies
The different departments at Wateen are focusing on keeping the operating costs to a minimum, producing the highest quality possible in services to its customers and earning the most profit possible.
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Section: 3
Organization At Wateen
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10. Business Development. 11. Engineering Department. The Enterprise Office This office is an extension of the Chief Executive Office the prime responsibilities of The Enterprise Office are to coordination and command. Marketing Department This office of Wateen Telecom is responsible the planning and execution of all marketing campaigns. This department uses print and electronic media to build a good image and a superb rapport with people. Human Resource Department This office of Wateen telecom performs the following duties: 1. Employee Selection. 2. Employee Training. 3. Employee Retention.
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4. Employee Evaluation. 5. Compensation and Perks Determination. Legal Department This office Wateen telecom deals with all maters pertaining legal nature. This office has the following duties: 1. Advise the management on the legalities of its actions. 2. Represent the corporation in a court of law. Strategy and Planning Department This office Wateen telecom is responsible for the following duties. 1. Development of long term and short term strategies. 2. Development of plans. Finance Department This office Wateen telecom is responsible for the following duties: 1. Maintaining the record of all financial transaction. 2. Budget approval. 3. Management of financial assets. 4. Analysis of fiscal feasibility reports. 5. Maintaining the payrolls. Customer Operations This office Wateen
telecom
is
responsible
for
the
performance of the following duties. 1. Attend to the customers complaints and solve them in time. Solutions This office
Wateen
telecom
is
responsible
for
the
performance of the following duties. 1. Create the solutions for existing problems. 2. Create new products for the consumers. 3. Innovate existing technologies. 4. Deal with the home users.
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telecom
is
responsible
for
the
performance of the following duties. 1. Create new technological applications for the corporate user. 2. Deal with the corporate customers. 3. Trouble shoot the problems for the clients. Business Development This office Wateen telecom is responsible for attracting new business to the company. The employees in this department are in direct contact with potential customers, and on the bases of this they predict the amount of business the corporation would attract. Engineering Department This office Wateen telecom is responsible for the following duties: 1. Technical implementation of projects. 2. Provide technical support to the customers. 3. Repair and maintenance of the companys technical assets 4. Technical implementation of projects.
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Board
Recruitment
Appraisal
Training
RECRUITMENT 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 employees strengths and the areas in need of improvement via training. The request is sent to training Dept which proceeds as appropriate.
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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. 1 Technical 2 Leadership 3 Soft 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. 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
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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. APPRAISAL After the successful three month probation is over, the line manager files a probation report with the HR manager. This report outlines the strengths and weakness. This report also outlines the need for any required training. The employees working with the Wateen are given an appraisal twice a year. On the bases of this appraisal, the employees annual increments, bonuses and other perks are determined
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Section: 4
Leadership At Wateen
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Chapter 2:
ORGANIZATIONAL CULTURE
The work group behavior within the organization depends on the organizations 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
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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 are cooperative rather than competitive. 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.
These seven dimensions of organizational culture can be better explained in the form of a diagram as done so in a diagram.
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Chapter 3:
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. # 1 2 3 4 5 6 7
Dimensions Attention to detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability Innovation and Risk Taking
Low High High Higher Middle High High Low Lower Medium High
The cultural matrix made for Wateen allows us to conclude that the organizational culture at Wateen is appropriate for the highly dynamic environment that Wateen operates in. Further more it is this very culture that makes it one of the most prestigious companies to work at.
Chapter 4:
WORK GROUP BEHAVIOR
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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 and the appropriate them individuals together from different departments resources. putting with appropriate
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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.
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Section: 5
Control At Wateen
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the
departments
dealing
with
sales
and
fiscal
management the Market control model is used. That is the market forces of demand and supply etc are used to set targets, make forecasts and other managerial decisions.
2. In departmental whose activities can be easily controlled in
the
dynamic
environment
of
the
telecom
sector
the
Bureaucratic model of control is used. 3. This model of control is used in all the departments of the company. This model is more focused on the desirable behavior of the employees in the work place.
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Chapter 3:
Organizational Performance Control
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. This is more clearly explained with the help of the following diagram
STEP 1
STEP 2
STEP 3
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Chapter 4:
Operational Management
Operational management is defined as the design, operation and control of the transformational process that converts resources into finished goods or services. Since Wateen is a service oriented industry, the transformation of inputs is not clearly evident, productivity management takes place of operational management. The following diagram gives the operational management at Wateen.
Inputs
Production
Outputs
Inputs:
The following are the inputs Wateen is using: 1. The Best People 2. The Beat Technology 3. The Best Services 4. The Best Materials 5. The Best Information analysts. The Production Process Since Wateen is not a goods producer, instead we consider the effort and work done by its employees as the production process.
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The Out Puts The services produced are the output Wateen produces these are: 1. Wi-Max 2. Direct To Home (DTH) Television 3. Long Haul OFC 4. Metro Ring 5. HFC 6. Wateen VSAT 7. Carriers Carrier 8. Managed Solutions
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Chapter 5:
Productivity Management
Wateen uses the best production and productivity model in the industry. There most important fourteen principles outlined in the model for effective productivity management are: 1. Long Term Plans. 2. High Quality Products.
3. Effective Control over Production.
4. Effective Problem Solving. 5. Continuous Training 6. Best Suppliers 7. Best Managers 8. Inter-Departmental Synergy
9. Adaptable Goal
Long Term Plans Plan for the long term future, for this purpose Wateen has a planning department this makes strategic plans for the dynamic environment that Wateen operates in. The planning and strategy department at Wateen formulates long term plans for ninety days. This may appear as a short time but it is not since a lot can change in the highly dynamic and unpredictable environment of the telecommunication industry. High Quality Products Wateen never compromises on the quality of it services for this reason alone it is a market leader. Since Wateen is a service company, it continuously trains its employees so that they give the bets performance. Effective Control over Production: Wateen realizes that effective statistical control production processes is required for running a successful company. Since Wateen is a service provider
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so its output s not visible, so what they have taken the hours worked by their employees as the raw material and kept a very stringent control over it.
Effective Problem Solving The managers at Wateen are trained to evaluate and find out whether youre the issued face are confined to particular parts individual or the entire department. Then and only then they take the appropriate action. Continuous Training The manager at Wateen realizes that the employees can only perform at the jobs that they have the ability to perform. For this reason, the training regime is very rigorous and continuous. Best Suppliers Wateen realizes that its the quality of the hardware that the vendors supply them determines the quality of their service, for this reason Wateen has contracted Motorola to supply its hardware. Best Mangers Wateen as always known that the its first line manager are the individuals who determine the quality of work produced by its employees, so they are continuously trained to improve their working capacity Inter-Departmental Synergy Wateen encourages departments to work closely together rather that to only focus on their departmental goals. In this way the organizational goals are achieved more quickly.
Adaptable Goals
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The managers at Wateen realize that the environment that they are working under is dynamic so the goals set have to be adaptable, so goals are only set for a week.
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Chapter 6:
Value Chain Management
It is defined as he entire series of organizational work activities that add value at each step, from raw materials to finished product. Managing an organization is not easy, Wateen realizes that the approaches to keep customer satisfied might have worked, however this is not the case today Three are six aspects of vale chain management. 1. Coordination and Collaboration. 2. Technology Investment.
3. Organizational Processes.
4. Leadership. 5. Employees. 6. Organizational Culture and Attitudes. Coordination and Collaboration. The different departments at Wateen are working together to server the needs and expectations of the clients, in this way the customer feels that he has maximum value at Wateen so they prefer to come at Wateen. Technology Investment. Wateen has realized that with a massive investment in technology, a lot of activities can be done more quickly and since Wateen is a service provider, the investment in information technology is very helpful. Organizational Processes. At Wateen the organizational process are designed to focus
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on
maximum
efficiency.
Many
functions
are
performed
collaboratively. In this way Wateen is able to perform more efficiently in Leadership. The managers at Wateen are very committed to the organization and they have the betterment of the organization. Employees. The employees at Wateen are grouped into teams and most of the employees have a flexible job description. number of employees and produce the highest output. Organizational Culture and Attitudes. The organizational culture at Wateen is very supportive of it employees; it teaches them trust, openness and coordinal interpersonal relationships. This gives Wateen a considerable advantage; they can work with a smaller
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Section: 6
Conclusions
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In this last part of the report, we give our conclusions. We have worked very hard to make this report. The management structure at Wateen is quite suitable for the environment that it works under. They have a management structure that focuses on flexibility and adaptability in a dynamic environment. This is an environment in which the market situation can and dose change without any warning. In such a condition the top class manager The of Wateen at mostly qualified focus from on the most the prestigious institutes from around the world. managers Wateen keeping employees satisfied. For this purpose the corporation follows a very superb employee motivational, compensation and perks program. The strategies followed by Wateen are very suitable for the environment for which in which it operate in. The strategies followed are flexible and at the same time they hold the ability to confirm the strategic goals. The leadership and command and control procedure at Wateen is again in accordance with the current situation and time and is suitable for the employees, workplace and environment. However Wateen is also facing some problems, these are a lack of leadership and teambuilding, however these are being countered by continuous training.
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