Wateen Telecom

A Report on Management

PRESENTED BY

1Talha Mahboob Roll# 2 (college Id 083301)

2Ali Shakil Roll# 4 (college Id 083309)
3Tayyab Malik Roll# 7 (college Id 083316)
4Shahzaib Gilani Roll# 11 (college Id 083331)
 CONTENTS
Section 1 Company’s Profile…………………………………………… 3

Section 2 Planning and Wateen..…………………………………….. 12

Section 3 Organization and Organizational Structure………….. 3

Section 4 Leadership at Wateen………………………………………. 3

Section 5 Command and Control at Wateen………………………. 3

Section 6 Conclusions and Recommendations…………………… 3

 Section: 1

Company’s Profile
 CONTENTS

Chapter 1 The Company………………………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1:
THE COMPANY
Wateen Telecom, Pakistan’s 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, cost-effective 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, always-on
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.

Chapter 2:
 VISION

It is the vision of Wateen Telecoms to launch Pakistan into the 21st

century’s 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.
Chapter 3:
MISSION
Wateen Telecom has always kept its customer’s 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.
Chapter 4:
CORPORATE VALUES
Wateen Telecom expects its employs to not only follow but also to
spread the following corporate values to the new employee’s.
1.Simplicity
2.Customer Satisfaction
3. Quality
4.Innovation
5.Honesty

Simplicity
Wateen Telecom realizes that a major portion of its customers do not
posses the abilities to operate its highly advanced and technical products
effectively. So the during the designing of its products, Wateen Telecom has
kept ease of use and practicality the most important consideration.

Customer Satisfaction
Wateen Telecom realizes that its customers have made it into one of
the most successful telecommunications corporations in Pakistan; hence, it is
imperative that the customers are always happy with the services that are
provided and their complaints are attended to with the minimum of delay.

Quality
Wateen Telecom is aware that the telecom market in Pakistan is very
competitive, to provide second to none services and products is the only way
to survive, their can be no compromise on the quality of the products and
services. The customer is our top priority and deserves the premium quality
services.

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 and provide the customer
with the latest 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 reject 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 who has anything to say.
Chapter 5:
PRODUCTS AND SERVICES
Wateen Telecom is providing the following products and services to its
clients
1.Wi-Max
2.Direct To Home (DTH) Television
3.Long Haul OFC
4.Metro Ring
5.HFC
6.Wateen VSAT
7.Carriers’ Carrier
There are two types of customers Wateen Telecom deals wit the first is
the home user; this is the user that acquires the services and goods for his
personal use. The second kind of customer is the Corporate User this user
acquires Wateen’s Products and services for commercial use. The services
provided to each customer are given below:

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
 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
Chapter 6:
MAJOR SHARE HOLDERS
Wateen Telecom is a part of Warid Telecom International LLC, an Abu
Dhabi Group company led by His Highness Sheikh Nahayan Mabarak Al
Nahayan. The group is one of the largest in the Middle East and has
diversified business interests comprising oil and gas exploration, hospitality
services, communications, banking, financial services, automobile industry
and property development. The group has large investments and a strong
presence in Pakistan.
Owing to the significant patronage from the Abu Dhabi Group, Wateen
Telecom, as part of the Warid Telecom International Group Company,
benefits from an eminent portfolio of distinguished shareholders of Warid
Telecom International L.L.C including:
1.His Highness Sheikh Nahayan Mabarak Al Nahayan, Member of the
Royal Family of Abu Dhabi, Minister for Higher Education and
Chancellor of the UAE Universities.
2.His Excellency Sheikh Suroor Bin Mohammed Al Nahayan, Chamberlain
of the Royal Amiri Courts and Member of the Royal Family of Abu
Dhabi.
3.His Highness Sheikh Hamdan Bin Zayed Al Nahayan, Member of the
Royal Family of Abu Dhabi, Deputy Prime Minister of UAE.
4.His Excellency Sheikh Mohammad Bin Butti Hamid Al Hamid, Ruler
Representative for the Western Region of the Emirate of Abu Dhabi
and Ex Chairman of Abu Dhabi Municipality and Town Planning.
5.His Excellency Sheikh Saif Bin Muhammad Bin Butti Hamid Al Hamid
6.His Excellency Dr. Mana Saeed Al Otaiba, Advisor to the President of
UAE and Ruler of Abu Dhabi (His Highness Sheikh Khalifa Bin Zayed Al
Nahayan) and Ex Oil Minister of UAE.
7.Mr. Omar Ziad Jaafar Al Askari, Director United Bank Limited, Pakistan;
President and CEO of United Technical Services, Abu Dhabi; President
 and CEO of United Eastern Investment 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.
Chapter 7:
The Abu Dhabi Group
THE ABU DHABI GROUP has several international investments including:

1.Abu Dhabi Vegetable Oil Company - Manufacturer of edible oils

2.Al-Ain Palace Hotel - A 4-star hotel in Abu Dhabi
3.Dhabi Contracting - A special category construction company
4.Dhabi Drilling - Offshore rig operations in collaboration with Sedco Forex
5.Dhabi Enterprises Leasing - A company leasing several of the group's real estate properties
across Abu Dhabi
6.Iranian Sanden Industries PJS Co. - A joint venture with Sanden Singapore for the
manufacture of car air conditioners in Iran
7.J.C. MacLean and Co. - Manufacturer of high quality furniture
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
 Section: 2

Planning At Wateen
 CONTENTS

Chapter 1 The Environment..……..…………………………………. Pg 14

Chapter 2 Procedure for Planning……………….....………………. Pg 14

Chapter 3 Duration of Plans and Goal Setting ….…………....... Pg 6

Chapter 4 Decision Making......................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1:
The Procedure for Planning
At Wateen Telecom, planning is done under a set of rule and guide
lines, the major strategic and operational decisions are taken as described
below.
1.The strategic and operational plans are discussed in a meeting of
appropriate level.
2.The plans are converted into a project. Feasibility report is
prepared and ROI is evaluated.
3. Strategy for the projects is formulated.
4.The Project Proposal is sent to the Chief Executive Officer or the
Board Executive Committee for approval.
5.After approval the Budget for Expenses and Human resources is
prepared.
6.The budget is sent for approval to the Chief Financial Officer.
7.The Human Resources are either hired or transferred form within
the organization and the project head is appointed.
Chapter 2:
Duration of Plans and Goal Setting
Sine the telecommunication industry is a very dynamic environment
i.e. things change quite often and for the most part without warning,
planning for a very long time is not possible.
Although the Wateen Telecom has a strategic goal to become the
market leader in the industry, due to the extremely dynamic nature of the, it
is not possible for the managers at Wateen Telecom to formulate plans for a
very long period of time.
The Strategic plans at Wateen Telecom are made so as to be
extremely flexible, strategic plans or long term plans; as they are known at
Wateen, are formulated for a duration of ninety days and are called ninety
day plans. These plans, are analyzed after every three months and is if
required, changes are made.
The Operational plans at Wateen are also very flexible. Operational
Plans or Short term plans; as called at Wateen, are made for the duration of
thirty days. After this period they are analyzed and are amended if
necessary.
To achieve their long and short term goals the managers at Wateen,
set weekly targets. This might seem like a short time period, however
considering the speed at which things change in the telecommunication
industry, this is very necessary as other wise managers would be unable to
review and direct the performance of the employees effectively.
Chapter 3:
Decision Making
In this chapter we will look upon the following
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 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.
8.Representation.
9.Randomness.
10.Sunk Costs.
11.Self-Serving.
12.Hindsight.
These twelve biases can be arranged to form a concentric chart.
Overconfidence
This error is defined as the decision maker’s 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 maker’s 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 maker’s 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 maker’s 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.
Confirmation.
This error is defined as the decision maker’s 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 maker’s 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 maker’s 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 maker’s 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 maker’s 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 individuals managing a project and
this error can be detected in time.
Sunk Costs.
This error is defined as the decision maker’s 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 maker’s 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 maker’s 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.
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.
Chapter 5:
Achievement of Goals
Follow up:
Wateen has a separate department to follow up on the progress made
by different departments on their assigned goals. This is called the
enterprise office which is a part of the CEO office. This departments has the
minutes of the meeting in which, the new targets and goals are determined.
This department follows up on the progress and presents the report to the
CEO. This department also has the authority to direct the departments to
improve their performance.

Plan:
After the decision to carry out a project has been made and all other
steps in planning are carried out, teams are formed. These teams might be
cross functional or these might be from within the same department. They
are given their targets. The front line managers report to the line managers
who in turn report to the department manager.
Chapter 6:
Development of Plans
As the industry is quite dynamic the short term plans are drawn for
only drawn for only thirty days and long term plans are developed for ninety
days. These plans are cautiously revised and adapted for the changing
environment.

Strategic Management:
In the current economic conditions the company is focusing on Stability
and is trying to minimize layoffs and maximize profits by reducing Operating
Expenditures. No major investments are being made, but the company is
keeping open the option of acquiring a small company that is going out of
business, but is sound in every aspect other than financial trouble brought on
by the current fiscal crisis. This is done purely for support.
Corporate Strategies:
1.Stability
Business Strategy:
2.Diversification
3.Focus Strategies
4.Cost Leadership
Functional Strategies:
Formation of employees according to their KSOA’s into departments
and into teams.
 Section: 4

Leadership At
Wateen
 CONTENTS

Chapter 1 The Company………………………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1:
Employee Turnover
The level of employee’s Job Involvement and Commitment to The
Organization can be determined by employee turnover. Employee Turnover
depends on the nature of the job. For example with such high stress jobs as
Customer Services and Sales representatives. These jobs are very high
stress, they have direct contact with the cooperate and home customers,
these customers are usually calling regarding problems faced by them in the
services provided to them, so they are highly stressed and they vent their
anger and frustration at the customer service official. On the other hand the
sales representatives are faced with a high rejection rate and at the same
time they have high targets to achieve so they are under constant stress.
The level of job involvement, commitment required and endurance of
stress in these front line jobs is very high, since these capabilities are not
common among individuals the turn over is quite high. However at Wateen it
is below the industry standard of 35-40% in the first six months. Other jobs
at Wateen have relatively less stress involved. So the turn over is quite low.
What little turnover there is, it is because of conflict with the boss.
From the two paragraphs above level of job level of job involvement
and commitment to the organization is quite high.
Chapter 2:
Work Group Behavior
ORGANIZATIONAL CULTURE:
The work group behavior within the organization depends on the
organization’s 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 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 rather than
cooperative. 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.
WORK GROUP BEHAVIOR:
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 the appropriate individuals from different
departments and putting them together with appropriate resources.
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 # Dimensions Low  High

1 Attention to detail High

2 Outcome Orientation Higher Middle

3 People Orientation High

4 Team Orientation High

5 Aggressiveness Low

6 Stability Lower Medium

7 Innovation and Risk Taking High

Chapter 3:
Employee Motivation
For the continued progress of an organization the loyalty and
satisfaction of employees is necessary. For this purpose the company
provides a very competent pay package, medical facilities for the employee
and his/her dependants, further more timely increments are given. Training
and continuous opportunities for skill improvement are also provided. The
employees are given days off after working on some especially tough
project. At the office the atmosphere is very good wide open spaces, good
lighting and comfortable temperature is maintained. The company also has a
very good cafeteria where food is supplied at subsidized prices. For high
stress jobs the company also provides recreation events; these events have
the purpose of team building. The company also holds family get together for
the employees on religious and national holidays.
Chapter 4:
Leadership Styles and Models
Conceding the various given modules it was concluded that that the
managers at Wateen are following the leadership model given by Victor
Vroom and Phillip Yetton, this model is classified as the Contingency Model. It
is also known as the normative one because it gives a sequential set of rules
that leaders follow when determining the amount and form of participation in
decision making, as determined by different situations.

VROOM LEADER PARTICIPATION MODEL

This model has four basic components:
1.Decide
2.Consult Individually.
3.Facilities.
4.Delegate.

Decide:
Leader makes the decision alone and either announces or sells it to
group. At Wateen the managers make all the major decisions on their
own, on the other hand all minor decisions are made with consultation
with the group.

Consult individually:
Leaders present the problem to group members individually, get their
suggestions, and then make the decision. This is only done when a
decision is to be made and a number of subject matter experts are
available in the groups and everyone’s opinion is needed.
Facilitate:
Leader presents the problem to the group in a meeting and 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.
 Section: 4

Control At Wateen
 CONTENTS

Chapter 1 The Company………………………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10

Chapter 1:
 Control Process
DEFINITION:
Control is defined as the process of monitoring activities to ensure that
they are being accomplished as planned and of correcting any significant
deviations.
PURPOSE:
The purpose of control process is to ensure that activities are
completed in ways that lead to accomplishment of organizational goals.
MODELS OF CONTROL:
There are three types of control in process
1. Market Control.
2. Bureaucratic Control.
3. Clan Control.
Market Control.
This model of control uses the market forces to establish standards in
the measuring of performance.
Bureaucratic Control.
This model of control uses administrative and hierarchical mechanisms
to control the organization’s performance.
Clan Control.
This model of control uses employee behavior to regulate

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.

Recruitment And Training 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 employee’s strengths and the
areas in need of improvement via training. The request is sent to training
Dept which proceeds as appropriate.
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.
1Technical
2Leadership
3Soft

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.
Effect of Technology:
Technology has a very large impact on every one’s job.
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 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.

Employees;
The company posses a very large number of highly gifted and highly
gifted employees, they are very motivated and are a real resource for the
company.
Issues:
The following issues are being faced by the company
1.team building needed
2.leadership needed
 Section: 4

Organization
At
Wateen
 CONTENTS

Chapter 1 The Organization ……….…………..……………………. Pg 5

Chapter 2 Vision……………………………...………..………………. Pg 5

Chapter 3 Mission…………….………………..…………………....... Pg 6

Chapter 4 Corporate Values.....................………………………. Pg 6

Chapter 5 Products and Services …..…………..…………………. Pg 8

Chapter 6 Share Holders……...………………………………………. Pg 10