CONTENTS

INTRODUCTION………………………………………………………………………………..…..3

Mission………………………...………………………………………………………………………………………………………………………3

Vision……………………………….……………………………………………………………………………..…………………………………….4

Objectives…………………………………………………………………………………………………………..…………………………………4

Departments of Ufone…………………………………………………………….……………………….……………………………………4

ORGANIZATION STRUCTURE OF UFONE....................................................................................5

Division of Branches………………….……………………………………………………………………….…………………………………6

Departments Division …………………………………………………………………………………………….…………………………....6

Clear line of authority…………………………………………………………………………………………….………………………………7

FEATURES OF NEW MODEL OF UFONE........................................................................................7

Flexibility……………………………………………………………………………………………………..…….….………………………………7

Informal Network Position as Sources of Power………………………………………………………………..…….8

Networked in Ufone…………………………………………………………………………………………………………..…....9
Power in Organization………………………………………………………………..…………….…………………………….10
PROBLEMS WHICH ARE FACING UFONE…………………..…………………………11
Structural Holes……………………………………………………………………………………….……………………………11
Connectivity Problems...........................................................................................................…...12
Information upload and message problems…………………………………..………………………..………………12
STRONG VS WEAK CULTURE …………………………………………………………………...12

CONCLUSION……………………………………………………………………………………….13

APENDIX……………………………………………………………………………………………….14

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 INTRODUCTION

The company commenced its operations under the brand name of Ufone from Islamabad on
January 29 2001. Ufone expanded its coverage and has added new cities and highways to its
coverage network. After the privatization of PTCL, Ufone is now owned by Etisalat. During the
year, as a consequence of PTCL’s privatization, 26% of its shares were acquired by Emirates
Telecommunication Corporation (Etisalat).Being part of PTCL, the management of Ufone has
also been handed over to Etisalat. During the years, Ufone continued on the path to success. The
Company further expanded its coverage and has added new cities and highways. Ufone has
network coverage in more than 5885 locations and across all major high ways of the country.
During the year Ufone adopted the policy of simplified tariffs with no hidden charges, which
resulted in positive impacts on the usage trends of subscribers as well as total subscriber base,
which has increased to 19.4 million. Ufone currently caters for International Roaming to more
than 230 live operators in more than 130 countries and introduced International roaming
facility for Prepaid subscribers in Saudi Arabia, United Kingdom, United Arab Emirates ,
Singapore, Portugal, Thailand, Cyprus, Bangladesh, Uzbekistan, Tunisia, Sri Lanka,
Belgiumand Kuwait with lowest rates, featuring no security deposit and activationcharges. GPRS
Roaming facility is available with more than 115 Live Operators across 85 countries

Mission:
"Ufone, it's all about U! We are where you want to be…

…At Ufone we aim to provide you with wider coverage, superior connectivity, clear signals &
voice quality. Wherever you are, Ufone keeps you connected."

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Vision:
“To be the leading telecommunication service provider in Pakistan by offering innovate
communication solutions for our customers while exceeding shareholder value & employee
expectation.”

Objectives:
Ufone is a dynamic organization with a powerful culture that allows people to make the most of
their skills, personality and career. I developed such knowledge and skills which directed to my
career. Customer Service Ufone is proud to have an efficient and friendly customer service
through 21 company-owned Sales & Customer Service Centers and nearly 250
franchisees across the country. The outlets are able to service the customers with
innovative solutions, and are empowered with Web based franchise management systems.
Ufone is poised to face the ever increasing challenges of the market and is confident it will
attract new customers. It has the ability to retain its existing customer base with a high level of
customer satisfaction via optimum network service and a 24 hour call center facility.

Departments in Ufone
The Following departments are currently working:
 Human Resource Management
 Marketing Department
 Commercial Department
 Sales Department
 Finance Department
 Payroll Department
 Information Technology Department
 Engineering Department
 Administration
 Auditing Department
 Customer Care

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ORGANIZATION STRUCTURE OF UFONE

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When a company wants to compete in innovation, it needs to maximize flexibility. Flexibility is
maximized by aggregating work into larger, holistic pieces that are executed by teams of higher
wages, high skilled workers. Giving the units their own support systems and decision-making
authority to take advantage of local opportunities in regional or specialized product markets also
enhances flexibility. Keeping in view of all these factors the structure of Ufone is designed i.e.
the overall Structure of the Ufone is Divisional (More flexible and innovative). Mainly Ufone
has four regions and within those regions the structure is functional .The decision making
authority is centralized at the top but within the regions it is decentralized i.e. regional heads
have to inform top management before making any decision.

Division of branches geographically (Location):

This is what Ufone looks from the organizational hierarchy point of view. There are eight
different departments each headed by a Project Director. They report directly to the CEO. There
are four BU (Business Unit) each Project Director is responsible for these eight divisions. BUs
are divided geographically into three divisions
BU North (Peshawar to Jehlum) Islamabad (Head Office)
BU Central-1 (Gujranwala till Sialkot)
BU Central-2 (Multan till Rahim Yar Khan)
BUM South (Sindh and Balochistan)

Departmental Division:
In order to give a jump-start to the company, a comprehensive initiation plan has been made
along with aggressive customer acquisition, care and retention strategies. Ufone has the best
integration of eight departments each project director.
Engineering
Administration
Business Analysis
Marketing & Sales
Customer Care

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Human Resource
Finance
Information Technology
Provision of quality service to the customers is of utmost importance for the progress of any
service-based company. At Ufone the management is mindful of the same and has been
constantly endeavoring to enhance the existing facilities. Therefore operations at Ufone are all
planned and carried out in such a way so as to maximize operational efficiency, customer
satisfaction and employees motivation. Although it is the subsidiary of the Pakistan Telecom
Company Limited (PTCL), Ufone carries out its operations autonomously under the license of
Pakistan Telecom Mobiles Limited (PTML). The company head office is established in
Islamabad (F-7 Markaz), which serves as the center for all its strategic activities.

Clear line of authority:

Ufone has a clear chain of command. The power and authority is clearly wielded and delegated
from the top management to every level of organization. Mostly the instructions flow downwards
along the chain of command and the accountability flows upwards as the appraisals and
performance evaluation of employees is done by their reporting officers.

FEATURES OF NEW MODEL OF UFONE

Flexibility
Location Flexibility:
Currently VPN (virtual private Network) in OCN (operation Core Network) technical
department is associate degree example of location flexibility during which workers from totally
different region or in several countries will handle their network in no time.
Time Flexibility
Flexible timings square measure allowed for workers relying upon their availableness
and various structure needs. Team work and informal networks among workers, additionally
permit time changes. These practices square measure clearly evident in technical departments
wherever 24/7 services square measure needed.

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Customer care center
Ufone could be a service supplier company and client satisfaction is their prime priority, thus
the client care department, directly communicates with customers just in case of queries. This
department is kind of versatile where as following its obligations as client focused approach is
that the main focus.

Informal Network Position as Sources of Power

In Ufone, culture of Ufone supports interaction among employees across departments and within
departments and even HR department supports the informal network by arranging various mix
team training sessions, sports event, cultural and family events.

Size of network:
In Ufone we experienced different informal size of networks, for example Mr. Syed
Ali Raza is having an informal network of more than 50 or more employees in a
technical department

No. of powerful people in network:

Syed Ali Raza himself is the manager of his department and most of the people like
Sr. manager Mirza Khuram and manager Muhammad Nouman are the part of his
network

Task related network:

As Ufone is task oriented organization, efficiency and effectiveness are the key
objectives to be followed. For achieving individual and collective goals in general
day to day routine work formal hierarchical relationships are put aside and objectivity
is enhanced by establishing direct linkages this feature is evident in both technical
and non technical departments. This help in reducing the time and a clear
communication among teams.

Friendship network:
The places like cafeteria where employee from different department who are not
always related to each other come there for lunch are an important source of making
new friendship network because employee talk to each other share different things

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 with each other. More the smoking areas in Ufone are also an important for making
informal networks. Norms being followed at Ufone include referencing
Key factors in power of social network (personal take example of one manager)

Centrality:
Means how many people you communicate with directly and indirectly or how many
people have to communicate with you for formal and informal reason “know who” is
as important as “know how” Influence from social networks is at times more
significant than authority from formal hierarchical position How many contact steps
away you are from powerful individuals. The number of pairs or clusters for whom
you are the link

Networked in Ufone
Close Coordination with Vendors:
Ufone has installed technical equipment from different vendors, for maintenance and
up gradation of the equipment full coordination and vendor support is required. For
that the vendors have specifically allocated persons who look after the Ufone network
only. There are given sitting places in Ufone offices and they report to both their
managers as well as the department manager at Ufone.

Shared Leader Ship:

Shared leadership refers to a team property whereby leadership is distributed among
team members rather than focused on a single designated leader. We examined
antecedent conditions that lead to the development of shared leadership and the
influence of shared leadership on team performance in a Ufone consulting teams

Project Teams:
In Ufone when new projects are planned and before their initiations a project team is
formed which comprises of employees from different departments who have their
stakes involved in the project. There is a project manager who manages the team and

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 there is a project director who looks after the complete project. All team members
have to report to the project manager until the project is complete.

Power in Organization
Power:
The potential ability to influence behavior, to change the course of events and to overcome
resistance, and get people to do things that they would not do otherwise. There are following
powers which are using in Ufone.

 Authority Power
 Coercion Power
 Influential Power
 Power Base
 Power Distribution

Authority power:
Refers to the power that is legitimate, the formal hierarchical structure represents a
chain of command which is mentioned in the flow chart in which a manager in Ufone
has follow the order given by director and similarly a specialist to a manager and so
on. Recently the president (CEO) passed an order to lay off 1000 employees for cost
reduction, despite the fact that employees were needed to in their respective
departments.

Coercion Power:
Managers in Ufone have the coercive power because they are the one who have to
evaluate each of the team member individually in the form of appraisals at the end of
every year they have the authority to grade them depending upon their performance.

Influential power:
In Ufone, Most of the Team leads (TL) are at horizontal level , So TL doesn’t have
the authority to impose any decision on the coworkers, so normally the influential

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 tactics are used by the TL’s to interact and to communicate and to achieve the desired
goals.

Power base:
Ufone (A subsidiary of Vimpel Telecom) is a privately owned organization. Power is
based on all the outcome oriented characteristics, these characteristics vary across
departments, hierarchical positions and is also dependent upon personal relations.
Within department power base varies from person to person. Following are the
objects/characteristics along with evident examples.

Power distribution:
As discussed, Ufone GSM is one of the leading company in telecom sector in
Pakistan with an employee of 3500 so it to maintain its position in external and
internal environment. The management at every tier requires certain level of power.
Different types of powers which can be formal or informal are used by the
management to influence the employee to get to do things that they would not do
otherwise and achieve the organizational goals.

PROBLEMS WHICH ARE FACING UFONE

There are following problems which Ufone is facing

 Structure Holes
 Connectivity Issue
 Information overload and messages
Structure Holes:

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 Structural Holes in an organizational network occur where no direct link exists between
individuals or subunits that could benefit from being linked
• Individuals who bridge structural holes have the opportunity to become
entrepreneurs within an organization, developing new opportunities and
adding value for the organization
• Individuals also increase their own power and rewards

Connectivity issue:
The temporary connectivity issue faced by Ufone users was caused by a software
problem that occurred because of up gradation of systems in Lahore. Ufone service was
also affected after an exchange in Islamabad caught fire resulting in downtime of services
for almost a day. These problems caused serious effects on their customers.

Information overload and message:

Ufone ISLAMABAD is the land office in Pakistan which deals to the whole Pakistan.
There are millions of messages which come from customer and they have not enough
time to read and reply, thus barrier in communication.

STRONG VS WEAK CULTURE

Ufone has a strong culture as everyone knows all the values about Ufone they have no hidden
agendas. People working at the Ufone knows all about the past and the present of Ufone which
makes it a strong cultures

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 CONCLUSION

Telecom industry is most growing industry of Pakistan still huge investment required for
coverage. The market also has strong competition after the entrance of China Mobile Company
as player. Competitors are hiring professionals to entertain the consumer which is resulting
technological implementation and value added services. Ufone is a place where one can live his
dreams and pursue a career that reflects his skills and passions. People in Ufone give flexibility
for change, the opportunity to learn, and providing career options with endless possibilities The
managers at Ufone believes that all employees have a right to offer input and be involved in
helping their organization grow.
All departments are working together and they wants to create a work environment in which
employees can improve their minds, continuously learn, gain professional growth and feel
inspired by similarly motivated individuals. The Ufone takes pride in providing the best possible
working environment. They take a constant interest in ones progress by conducting evaluations
and offering the support and resources one needs. We reveal some complications in “Findings”.
It has been analyzed that people are concerned about call rates they do not prefer any particular
company. Consumer searches good service with lowest call rates, although companies are
minimizing call rates this will result more growth in the market and to meet the customer needs
by satisfying them.

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 APPENDIX
Questionnaire

1. How much experience you have related to Ufone

2. What is your role in Ufone
3. Did experience effected your performance
4. Have you seen any changes in Ufone structure
5. Is current structure effective for Ufone
6. What are the Advantages & Disadvantages of current structure of Ufone
7. Which challenges Ufone is facing
8. What is the structure of Ufone
9. Is team orientation in Ufone high or low
10. Is people orientation in Ufone is high or low
11. Innovation & Risk in Ufone high or low
12. Have you seen unity of command in Ufone
13. Have you seen unity of direction in Ufone
14. Informal network exist in Ufone
15. How much effective informal network for Ufone
16. How do you hang out with people other than formal chain of network
17. Which type of informal network used in Ufone
18. Which type of power used in team by leader
19. Is leader team oriented or task oriented
20. What are the main structure holes in Ufone
21. How Ufone employees work in group and cross function teams
22. Who allocate the resources in Ufone

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