Strategic Design Lens

Model: Assumptions are compiled into designs as a natural part of the

engineering process, losing information about the reasons particular design
decisions were made. This leads to systems that are fragile in the face of
failures, changing requirements over time, and changing contexts of use.
Engineered self-organization techniques can help mitigate this by making
more of the system design implicit, thereby transferring aspects of system
integration from human engineers to the system itself. Organizations are
designed (engineered) to achieve agreed-upon goals

Key Processes & Elements:

Strategic Linking: - PTV since 1998 have introduced planning as the
basic function of management prioritizing and chalking out future courses
of action and execution of predetermined goals. The concepts of deciding
in advance were installed at the PTV as early as in 1998-2000.
Brought together physical financial and HR developing productive
relationship amongst them, they now function as specialized work teams
ensuring:
1. Identification of activities.
2. Classification of grouping of activities.
3. Assignment of duties.
4. Delegation of authority and creation of responsibility.
5. Coordinating authority and responsibility relationships.
Strategic Alignment: - People were enrolled and brought to specialized
job with special focus kept on roles designed in their work place and the
emphasis on
1. Manpower Planning
2. Recruitment, selection & placement.
3. Training & development.
4. Remuneration.

5. Performance appraisals.
6. Promotions & transfers
Fit to Environment: - Implemented directing as part of the managerial
function actuating the organizational methods increasing work efficiency.
This tier of management became life-spark of the PTV as an enterprise
setting the high inert-personnel standards. Focused on
1. Supervision
2. Motivation
3. Leadership
4. Communication
Ensured that every work system occurred in conformities with the
standards. An efficient system of control helped predicting deviations and
marginalizing them effectively. Establishment of standard performance.
Introduced measurements of actual performance, comparison of actual
performance with the standards and contemplating deviations
employing corrective actions.
The IT department has grown from a seedling to a full blown-up structure,
vertically and horizontally, having personnel spanning 8 diverse
channels each with its own demands.

Leader:

Government, Ministry of Information Secretary, PEMRA,

Pakistan Sensor Board etc.

Drivers of change: As PTV is a very huge organization so there are

some problems, which are faced by the employees of PTV Islamabad
center.

1. Union plays a very vital role in the development of any organization. As

far as PTV is concerned union is banned from 1974, which is not a good
sign for the development of organization.
2. The promotion policy in PTV is too much slow which creates
discouragement among the employees.
3. Transfer and promotion of employees are made on political basis.
Qualification is not considered for promotion.
4. Only salary section is properly computerized, while the remaining
sections have no proper computer facility.
5. There is delay in payment to actors.
6. The authority is centralized in PTV.
7. No proper networking among the functional areas of business that yield
in high degree of confusions and ultimately effects on efficiency of
workers.
8. There is a need of more staff in PTV because in PTV the task of three
persons is performing by one person that results in to low degree of
satisfaction and commitment with the organization.

Political Lens
Model: As PTV is wholly government organization, so the role of
politics is much involved there. Internal power plays a vital role in PTV.

Key Processes & Elements:

When there is use of power it means

that there are conflicts;

The conflicts arises with the organizations labor unions but the
Management plays a role as a negotiator,
Normally a government authority bodies plays role of negotiator.
Internal Interest vs External Interest. (Keys posts of the same political
party, PEMRA regulatory body as external stake)

Leader: Appointed MDs & GMs plays a role as Leaders,

Directors plays a role in giving the direction of the specific channel or
products. E-g Director IT, Director Engineering, Director Marketing etc.

Drivers of change:

Its difficult to say but from my point of view

Changing from wholly government to partial government can play a vital
role in changing organization structure Because of shift of power and
Stakeholders.

Cultural Lens
Model:

As PTV is National channel, so there are people from all over

the Pakistan but due to lack in expertise and introduction of PTV world
they are also having some of the employee from the foreign countries
especially in the foreign affair department. So there is Diversification in
PTV Culture.

Key Processes & Elements:

Authoritative culture demonstrated by the Leaders, Employees have no
right to speak in front of the boss, Boss is always right type of strategy is
used in PTV.
Flow of information is normally from Top to Bottom.
Values, Norms, Symbols etc are not do much considered.

Leader:

As PTV is in Pakistan, so normally the codes and ethics are

according to Pakistani Laws under the local government act 2001.

Drivers of change:

Much need of environment, structure and

organizational change,
Must keep in account the basic need of employees,
Must use the New Model of Organization such as Flat, Flexible etc.
Change required according to the present Trends which should fit in the
Environment.