Pel management presensations p1

Pak Elektron Limited.


PAK ELEKTRON LIMIETDMANAGEMENT

STRUCTURE


Rana Hassan Javad Imran Khan Hairs Kamran Dr.Sagheer Ahmad Dr. Faheem Anwar Ali Abbas

22 MMKT 02 MMKT 24 MMKT 18 MHA 19 MHA 01 MMKT

Presented By:

Rana Shezad Sb

Presented to:


PEL Introduction

Pak Elektron Ltd. is one of the oldest and amongst the leading Home Appliances Manufacturer and Distributor in Pakistan.

The company has an annual turn over of Rs 13.9 billion.

PEL is the pioneer manufacturer of electrical goods in Pakistan.

It was established in 1956 in technical collaboration with M/s AEG of Germany.

In October 1978, the company was taken over by Saigol Group ofCompanies.

Since its inception, the company has always been contributing towards the advancement and development of the engineering sector in Pakistan.


VISION

“To excel in providing engineering goods and services through continuous improvement.”

MISSION STATEMENT

To provide quality products & services to the complete satisfaction of our customers and maximize returns for all stakeholders through optimal use of

resources.

To focus on personal development of our Human Resource to meet future challenges.

To promote good governance, corporate values and a safe working environment with a strong sense of social

MISSION VISION


Company’s operations are divided into two divisions:

1) Power Division 2) Appliances Division

COMPANY OPERATIONS


PEL was 16th Company in Pakistan, which got ISO 9002 Certification in 1997, since then PEL Management is applying this International Standard Practices for Effectively Managing Quality of Products and Services that Company Offers.

ISO CERTIFICATION


Chairman BOD

Managers

200

Executive

670

Line Staff

800

Workers

4274

Management Level sat PEL


Management Function Performed at PEL

PlanningDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

OrganizingTeam formation of each dept with the help of team leaderArranging and structuring work to accomplish organizational goals

Leading Proper vision and direction of team leaderWorking with and through people to accomplish goals.

ControllingMonitoring, comparing, and correcting work


Managerial Roles at PEL

Interpersonal RolesInternational & local experienced employees

Informational RolesVast Experience of relevant fields

Decisional RolesPositive and timely decision


Technical skills Every manager have a Knowledge and proficiency in a

specific field

Human skills Every manager have a ability to work well with other people

Conceptual skills Evert manager have a ability to think creatively, analyzing

complex situations, understanding issues and solving problems concerning the organization

Managerial Skills at PEL


Uncertain Economical Situation

Unstable Political Environment

Energy Crisis

Devaluation of Currency

Chinese Products

Highly Competitive Market

ManagementChallenges at PEL


PEL Management believes in Omnipotent view of Management

Managers are directly responsible for PEL’s success or failure.

Omnipotent View of Management


Strong culture

Values & beliefs are shared Low employee turnoverCulture is properly descriptive

The PEL Culture


Outcome Orientation Dimension

PEL Management believes in Result Orientation by which they just want goals to be attained

Dimension of PEL Culture


Linear thinking style

Manages at PEL use external facts, data and do process the information through rational, logical thinking in their capacity

Decision-Making Style


Provides direction

Reduces uncertainty

Minimizes waste and redundancy

Sets the standards for controlling

Purposes of Planning at PEL


Financial GoalsTarget of reducing financial cost from 13%

Strategic GoalsIncrease profitability and sales turnoverIncreasing the product line

Defined Goals at PEL


Strategic PlansCapture 10% more market share within next 2 years.To become the leading manufacturer of electrical goods in

Pakistan.

Operational Plans Introduce a wide range of all home appliances.To achieve the desired targets with cost cutting

techniques.Efficient utilization of resources to maximize output.

Plan at PEL


Criticisms of Planning Main flaw in today's planning lies with the energy crisis

prevailing in the country. Due to its dynamic nature the changes in plans are very

frequent.

Effective Planning in Dynamic Environments Different plans including sales and production plans need to

be changed very often and is an ongoing process. Need to cater to market trends while planning and therefore

being static or fixed is of no use.

Contemporary Issues in Planning at PEL


Chain of Command A proper chain of command exist in this organization. Starting from top

management to middle level managers and ultimately ending up at lower staff. A clear reporting criteria is developed at all levels.

Span of Control The span of control is usually limited to a team of 4-5 individuals. Both Supervisor’s as well as subordinate’s capabilities affect the final

output.

Centralization The decision making process solely lies with the top

management and the final decisions are pushed down to middle level managers and subordinates.

Organizational Structure& Design at PEL


Organizational hierarchy

Chain of Command at PEL

Chairman of BOD

Managing Director

Appliances Division Power Division Common Services

Director Operations

Manufacturing Marketing

General Manager Refrigerator LG

General Manager Refrigerator PEL

General Manager R & D

Sr. Manager Manufacturing

AC,DF & MWO

Manager Foreign Procurement

Manager Quality Control

National Sales Manager

Marketing Manager

Manager Corporate Sales

Manager Customer Services

Finance

Human Resources

IR & A

Audit

Manufacturing

Marketing

Projects

Transformer

Energy Meter

Switch Gear

WAPDA

Private

EPC

Information Technology


PEL falls in the category of both Mechanistic & Organic Organization due to existence of mixed trends.

Like Cross functional teams Cross hierarchical teams Free flow of information Centralization & Decentralization High & Low formalization

Mechanistic V/S Organic Organization


Transactional Leadership

According to us PEL Leader ship style is Transactional Leadership because according to this style description leadership promotes compliance of his followers through both rewards and punishments

Contemporary Views of Leadership at PEL


Formal CommunicationA proper systematic flow of information is carried out

at all levels.

Upward & Downward FlowIn PEL, the flow of information is strictly downward.The decisions at upper levels are implemented

throughout the company.

Type & flow of Communication at PEL


Wheel Network

All the necessary information is passed through the group or team leader to the respective group members.

Types of Communication Network at PEL


Concurrent ControlIn PEL every problem whether it happens at

managerial or operational level is solved as soon as it is configured.

Feed Back ControlIncase any problem is not solved on the spot then its

solution has to be found as soon as possible

Types of Control at PEL


YOU ARE WELCOMED TO ASK QUESTIONS

Pel management presensations p1

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