Hrm Project On Worldcall Telecom Ltd
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Hrm Project On Worldcall Telecom Ltd as PDF for free.
More details
- Words: 1,244
- Pages: 37
THE HIGHLANDERS IMRAN
KHAN
MUHAMMAD ABDULLAH
AZAM
IJAZ KHAN
TELECOM (PVT)LTD.
ABOUT WORLDCALL In 1995, Worldcall first began life. • In 1996, Worldcall installed first payphone . • In 1998, Worldcall launched “HELLO” calling card • In 1999, Worldcall started first overseas operation • In 2000, Worldcall became first multiservice operator in country providing cable T.V and internet • In 2005, Worldcall launched wireless 10/18/09 service in Lahore •
4
DIFFERENT DIVISIONS OF WORLDCALL Telecom Division • Payphones & Calling Cards • Worldcall Telecom Ltd. • Karachi & Lahore HFC • LDI & WLL • Worldcall Telecom Lanka Ltd. Financial Division • First Capital Securities Corp.Ltd. • First Capital Equities Ltd. • First Capital Investments Ltd. • First Capital Mutual Fund Ltd. • Shaheen Insurance Co Ltd. • Lanka Securities Ltd.
10/18/09
Property Division • Pace Pakistan Ltd. • Gulberg Shopping Mall • Model Town Shopping Mall • M.M.Alam Road Shopping Mall • Pace Towers • Pace Super Mall Ltd. • Pace Woodlands Ltd. • Pace Barka Properties Ltd. Media Division • Total Media Ltd. • Media Times Ltd. • World Press Ltd. 5
PRODUCTS OFFERED BY WORLDCALL Following products offered by WORLDCALL
ORGANIZATIONAL CHART B N
o
m R
i n i s
a
k
t i o
n
a
n
M
B
C
h
a
a
o
a
r d
n
d
R
a
g
e
o
a
r d
E
x e
i r m
a P
B
u
s i n
e
s
sP
r o
d
u
c
t
O e
m
e o
c
u
f
D
mA n
t E
D
r e
s i d
i r e
C
o
x e
i v i s e
c
t o
uu dn i e t r C a
t i v e
n
&
f
n
m c
C
h
i o
n
to i om n m C i t o t em e m
m
u
r
i t e
t i v e a
e D
r i m
i t
a
i r e
c
t o
r s
n
t
S O e p r v e i cr a e t i So
nu
p
p
o
r t
a
n
d
A
“Process consisting of acquisition, maintenance, motivation and development of human resources”
HR PLANNING
STRESS & CAREER
TRAINING & DEVELOPMENT
MANAGEMENT
JOB ANALYSIS
RECRUITMENT & SE;ECTION
HUMAN RESOURCE MANAGEMENT
PERFORMANCE APPRAISAL
COMPENSATION NEGOTIATION
One Question Five Years 11 Companies
COMPANIES STUDIED
Abbott Circuit City Walt Disney Gillette Kimberly-Clark Kroger Wal-Mart Philip Morris Pitney Bowes Walgreen's Wells Fargo
Ratio of stock return
7 6 5 4
•Great
3
•Good
2 1 0 -1
1
2
3
4
5
6
7
8
Y e a rs fro m t ra nsit io n
CHARACTERISTICS OF LEVEL 5 LEADERS
A COMPELLING HUMILITY LEVEL 5 LEADERS ARE EXTREMELY MODEST THEY DON’T TALK ABOUT THEMSELVES THEY WOULD TALK ABOUT THE
ORGANIZATION ,ABOUT THE CONTRIBUTION OF OTHERS AND INSTINCTIVELY DEFLECT DISCUSSION ABOUT THEIR OWN ROLE
AN UNWAVERING RESOLVE BESIDES EXTREME HUMILITY, LEVEL 5 LEADERS ALSO DISPLAY TREMENDOUS PROFESSIONAL WILL
THEY POSSESS INSPIRED STANDARDS, CANNOT STAND MEDIOCRITY IN ANY FORM, AND UTTERLY INTOLERANT OF ANYONE WHO ACCEPTS THE IDEA THAT GOOD IS GOOD ENOUGH
GEORGE CAIN CEO OF ABBOTT LABORATORIES
INSPIRED STANDARDS
COMPANY PERFORMED 4.5 TIME THE GENERAL MARKET
SUCCESSION PLANNING
THEY WANT TO SEE THEIR ORGANIZATONS BECOME EVEN MORE SUCCESSFUL IN THE NEXT GENERATION
THEY ROUTINELY SELECT SUPERB SECCESSORS
WHAT BETTER WAY TO DEMONSTRATE YOUR PERSONAL GREATNESS THAN THAT THE PLACE FALLS APART AFTER YOU LEAVE
SUCCESSION PLANNING
Vs
Lee Iacocca Walton
Sam
THE CONCEPTS OF LEVEL 5 LEADERSHIP
THE WINDOW AND THE MORROR
LEVEL 5 LEADERS LOOK OUTSIDE THE WINDOW TO APPORTION CREDIT OUTSIDE THEMSELVES WHEN THINGS GO WELL (and if they cannot find a specific person or event to give credit to, they credit good luck.)
•Non-Level
AT THE SAME TIME THEY LOOK INTO THE MIRROR TO APPORTION THE RESPONSIBILITY, NEVER BLAMING BAD LUCK WHEN THINGS GO POORLY
5 leaders do just the opposite. They’d look out the window for something or someone to blame. But stand in front of the mirror and credit themselves when things went well.
BORN OR BREAD ? TWO CATEGORIES OF PEOPLE:
THOSE WHO DON’T HAVE LEVEL 5 SEED
THOSE WHO DO HAVE LEVEL 5 SEED.
WHO DON’T HAVE LEVEL 5 SEED
WORK WILL ALWAYS BE FIRST AND FOREMOST ABOUT WHAT THEY GET THE FAME ,FORTUNE , POWER AND SO ON .
WE KEEP PUTTING PEOPLE IN POSITION OF POWER WHO LACK THE SEED TO BECOME LEVEL 5 LEADER, AND THAT IS ONE MAJOR REASON WHY THERE ARE SO FEW COMPANIES THAT MAKE A SUSTAINED AND VERIFIABLE SHIFT FROM GOOD TO GREAT.
THOSE WHO HAVE LEVEL 5 SEED
CONSIST OF PEOPLE WHO COULD EVOLVE TO LEVEL 5; THE CAPABILITIES RESIDE WITHIN THEM, PERHAPS BURRIED ,IGNORED OR SIMPLY NASCENT.
UNDER THE RIGHT CIRCUMSTANCES – WITH SELF REFLECTION , A MENTOR, LOVING PARENTS, A SIGNIFICANT LIFE EXPERIENCE OR OTHER FACTORS- THE SEED CAN BEGIN TO DEVELOP.
NOT BY LEVEL 5 ALONE
NOT BY LEVEL 5 ALONE
LEVEL 5 IMPORTANT BUT NOT ONLY FACTOR TO GET G2G STATUS
OTHER FACTORS WITH LEVEL 5
FIRMS GET G2G STATUS
COMBINED
RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS
A SYMBOIOTIC RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS LEVEL 5 ENABLES IMPLEMENTATION OF OTHER FACTORS PARCTICING OTHER FACTORS MAY HELP A MANAGER TO POLISH LEVEL 5 QUALITIES
COMBINATION OF LEVEL 5 AND OTHER FACTORS
THE OTHER FACTORS HR PLANNING
STRESS & CAREER
TRAINING & DEVELOPMENT
MANAGEMENT
JON ANALYSIS
RECRUITMENT & SE;ECTION
HUMAN RESOURCE MANAGEMENT
PERFORMANCE APPRAISAL
COMPENSATION NEGOTIATION
FIRST WHO
LEVEL 5 LEADERS START FIRST WITH VISION AND STRATEGY GET THE RIGHT PEOPLE ON THE BUS MOVE THE WRONG PEOPLE OFF THE BUS GUIDE THE RIGHT PEOPLE TO THE RIGHT SEATS DRIVE THE BUS ACCORDING TO THE VISION AND STRATEGY
Stockdale Paradox
COMPANIES SHOULD ADOPT PARADOXICAL APPROACH
BRUTAL FACTS SHOULD BE FACED WITH THE FAITH THAT THEY WILL SURVIVE
REMAIN OPTIMISTIC WHILE FACING THE BRUTAL FACTS
HELD BOTH DISCIPLINE-FAITH AND FACTS-AT THE SAME TIME ALL THE TIME
BUILD UP-BREAKTHROUGH FLYWHEEL
ACHIEVING BREAKTHROUGH IS A LONG TERM PROCESS
PROCESS RESEMBLES PUSHING A GIANT HEAVY FLYWHEEL IN ONE DIRECTION
PUSH THE WHEEL TILL IT HITS THE BREAKTHROUGH POINT.
MOST COMPANIIES DO NOT FOLLOW THIS PROCESS.
THE HEDGEHOG CONCEPT
ANCIENT GREEK PARABLE: – THE FOX KNOWS MANY THINGS – THE HEDGEHOG KNOWS ONE BIG THING
FOXES SEE THE WORLD IN ALL OF ITS COMPLEXITY
HEDGEHOGS SIMPLIFY THE WORLD INTO A BASIC PRINCIPLE, SEE WHAT’S ESSENTIAL, AND IGNORE THE REST
COMPANIES ADOPT HEDGEHOG APPROACH
TECHNOLOGY ACCELERATOR
G2G COMPANIES HAVE PARADOXICAL RELATIONSHIP WITH TECHNOLOGY.
THEY AVOID INVESTING MONEY ON TECHNOLOGY
BUT,THEY INVEST HEAVILY IN TECHNOLOGY THAT DIRECTLY LINKS TO THEIR HEDGEHOG CONCEPT
A CULTURE OF DISCIPLINE G2G
COMPANIES OFTEN PRACTICE THREE FORM OF DISCIPLINE:
DISCIPLINED PEOPLE
DISCIPLINED THOUGHT
DISCIPLINED ACTION
CONCLUSION LEVEL 5 LEADERSHIP IS :
A SATRISFYING IDEA
A TRUTHFUL IDEA
A POWERFUL IDEA
AND TO MAKE THE MOVE FROM GOOD TO GREAT.
I Have a Question
I Have a Question
KHAN
MUHAMMAD ABDULLAH
AZAM
IJAZ KHAN
TELECOM (PVT)LTD.
ABOUT WORLDCALL In 1995, Worldcall first began life. • In 1996, Worldcall installed first payphone . • In 1998, Worldcall launched “HELLO” calling card • In 1999, Worldcall started first overseas operation • In 2000, Worldcall became first multiservice operator in country providing cable T.V and internet • In 2005, Worldcall launched wireless 10/18/09 service in Lahore •
4
DIFFERENT DIVISIONS OF WORLDCALL Telecom Division • Payphones & Calling Cards • Worldcall Telecom Ltd. • Karachi & Lahore HFC • LDI & WLL • Worldcall Telecom Lanka Ltd. Financial Division • First Capital Securities Corp.Ltd. • First Capital Equities Ltd. • First Capital Investments Ltd. • First Capital Mutual Fund Ltd. • Shaheen Insurance Co Ltd. • Lanka Securities Ltd.
10/18/09
Property Division • Pace Pakistan Ltd. • Gulberg Shopping Mall • Model Town Shopping Mall • M.M.Alam Road Shopping Mall • Pace Towers • Pace Super Mall Ltd. • Pace Woodlands Ltd. • Pace Barka Properties Ltd. Media Division • Total Media Ltd. • Media Times Ltd. • World Press Ltd. 5
PRODUCTS OFFERED BY WORLDCALL Following products offered by WORLDCALL
ORGANIZATIONAL CHART B N
o
m R
i n i s
a
k
t i o
n
a
n
M
B
C
h
a
a
o
a
r d
n
d
R
a
g
e
o
a
r d
E
x e
i r m
a P
B
u
s i n
e
s
sP
r o
d
u
c
t
O e
m
e o
c
u
f
D
mA n
t E
D
r e
s i d
i r e
C
o
x e
i v i s e
c
t o
uu dn i e t r C a
t i v e
n
&
f
n
m c
C
h
i o
n
to i om n m C i t o t em e m
m
u
r
i t e
t i v e a
e D
r i m
i t
a
i r e
c
t o
r s
n
t
S O e p r v e i cr a e t i So
nu
p
p
o
r t
a
n
d
A
“Process consisting of acquisition, maintenance, motivation and development of human resources”
HR PLANNING
STRESS & CAREER
TRAINING & DEVELOPMENT
MANAGEMENT
JOB ANALYSIS
RECRUITMENT & SE;ECTION
HUMAN RESOURCE MANAGEMENT
PERFORMANCE APPRAISAL
COMPENSATION NEGOTIATION
One Question Five Years 11 Companies
COMPANIES STUDIED
Abbott Circuit City Walt Disney Gillette Kimberly-Clark Kroger Wal-Mart Philip Morris Pitney Bowes Walgreen's Wells Fargo
Ratio of stock return
7 6 5 4
•Great
3
•Good
2 1 0 -1
1
2
3
4
5
6
7
8
Y e a rs fro m t ra nsit io n
CHARACTERISTICS OF LEVEL 5 LEADERS
A COMPELLING HUMILITY LEVEL 5 LEADERS ARE EXTREMELY MODEST THEY DON’T TALK ABOUT THEMSELVES THEY WOULD TALK ABOUT THE
ORGANIZATION ,ABOUT THE CONTRIBUTION OF OTHERS AND INSTINCTIVELY DEFLECT DISCUSSION ABOUT THEIR OWN ROLE
AN UNWAVERING RESOLVE BESIDES EXTREME HUMILITY, LEVEL 5 LEADERS ALSO DISPLAY TREMENDOUS PROFESSIONAL WILL
THEY POSSESS INSPIRED STANDARDS, CANNOT STAND MEDIOCRITY IN ANY FORM, AND UTTERLY INTOLERANT OF ANYONE WHO ACCEPTS THE IDEA THAT GOOD IS GOOD ENOUGH
GEORGE CAIN CEO OF ABBOTT LABORATORIES
INSPIRED STANDARDS
COMPANY PERFORMED 4.5 TIME THE GENERAL MARKET
SUCCESSION PLANNING
THEY WANT TO SEE THEIR ORGANIZATONS BECOME EVEN MORE SUCCESSFUL IN THE NEXT GENERATION
THEY ROUTINELY SELECT SUPERB SECCESSORS
WHAT BETTER WAY TO DEMONSTRATE YOUR PERSONAL GREATNESS THAN THAT THE PLACE FALLS APART AFTER YOU LEAVE
SUCCESSION PLANNING
Vs
Lee Iacocca Walton
Sam
THE CONCEPTS OF LEVEL 5 LEADERSHIP
THE WINDOW AND THE MORROR
LEVEL 5 LEADERS LOOK OUTSIDE THE WINDOW TO APPORTION CREDIT OUTSIDE THEMSELVES WHEN THINGS GO WELL (and if they cannot find a specific person or event to give credit to, they credit good luck.)
•Non-Level
AT THE SAME TIME THEY LOOK INTO THE MIRROR TO APPORTION THE RESPONSIBILITY, NEVER BLAMING BAD LUCK WHEN THINGS GO POORLY
5 leaders do just the opposite. They’d look out the window for something or someone to blame. But stand in front of the mirror and credit themselves when things went well.
BORN OR BREAD ? TWO CATEGORIES OF PEOPLE:
THOSE WHO DON’T HAVE LEVEL 5 SEED
THOSE WHO DO HAVE LEVEL 5 SEED.
WHO DON’T HAVE LEVEL 5 SEED
WORK WILL ALWAYS BE FIRST AND FOREMOST ABOUT WHAT THEY GET THE FAME ,FORTUNE , POWER AND SO ON .
WE KEEP PUTTING PEOPLE IN POSITION OF POWER WHO LACK THE SEED TO BECOME LEVEL 5 LEADER, AND THAT IS ONE MAJOR REASON WHY THERE ARE SO FEW COMPANIES THAT MAKE A SUSTAINED AND VERIFIABLE SHIFT FROM GOOD TO GREAT.
THOSE WHO HAVE LEVEL 5 SEED
CONSIST OF PEOPLE WHO COULD EVOLVE TO LEVEL 5; THE CAPABILITIES RESIDE WITHIN THEM, PERHAPS BURRIED ,IGNORED OR SIMPLY NASCENT.
UNDER THE RIGHT CIRCUMSTANCES – WITH SELF REFLECTION , A MENTOR, LOVING PARENTS, A SIGNIFICANT LIFE EXPERIENCE OR OTHER FACTORS- THE SEED CAN BEGIN TO DEVELOP.
NOT BY LEVEL 5 ALONE
NOT BY LEVEL 5 ALONE
LEVEL 5 IMPORTANT BUT NOT ONLY FACTOR TO GET G2G STATUS
OTHER FACTORS WITH LEVEL 5
FIRMS GET G2G STATUS
COMBINED
RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS
A SYMBOIOTIC RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS LEVEL 5 ENABLES IMPLEMENTATION OF OTHER FACTORS PARCTICING OTHER FACTORS MAY HELP A MANAGER TO POLISH LEVEL 5 QUALITIES
COMBINATION OF LEVEL 5 AND OTHER FACTORS
THE OTHER FACTORS HR PLANNING
STRESS & CAREER
TRAINING & DEVELOPMENT
MANAGEMENT
JON ANALYSIS
RECRUITMENT & SE;ECTION
HUMAN RESOURCE MANAGEMENT
PERFORMANCE APPRAISAL
COMPENSATION NEGOTIATION
FIRST WHO
LEVEL 5 LEADERS START FIRST WITH VISION AND STRATEGY GET THE RIGHT PEOPLE ON THE BUS MOVE THE WRONG PEOPLE OFF THE BUS GUIDE THE RIGHT PEOPLE TO THE RIGHT SEATS DRIVE THE BUS ACCORDING TO THE VISION AND STRATEGY
Stockdale Paradox
COMPANIES SHOULD ADOPT PARADOXICAL APPROACH
BRUTAL FACTS SHOULD BE FACED WITH THE FAITH THAT THEY WILL SURVIVE
REMAIN OPTIMISTIC WHILE FACING THE BRUTAL FACTS
HELD BOTH DISCIPLINE-FAITH AND FACTS-AT THE SAME TIME ALL THE TIME
BUILD UP-BREAKTHROUGH FLYWHEEL
ACHIEVING BREAKTHROUGH IS A LONG TERM PROCESS
PROCESS RESEMBLES PUSHING A GIANT HEAVY FLYWHEEL IN ONE DIRECTION
PUSH THE WHEEL TILL IT HITS THE BREAKTHROUGH POINT.
MOST COMPANIIES DO NOT FOLLOW THIS PROCESS.
THE HEDGEHOG CONCEPT
ANCIENT GREEK PARABLE: – THE FOX KNOWS MANY THINGS – THE HEDGEHOG KNOWS ONE BIG THING
FOXES SEE THE WORLD IN ALL OF ITS COMPLEXITY
HEDGEHOGS SIMPLIFY THE WORLD INTO A BASIC PRINCIPLE, SEE WHAT’S ESSENTIAL, AND IGNORE THE REST
COMPANIES ADOPT HEDGEHOG APPROACH
TECHNOLOGY ACCELERATOR
G2G COMPANIES HAVE PARADOXICAL RELATIONSHIP WITH TECHNOLOGY.
THEY AVOID INVESTING MONEY ON TECHNOLOGY
BUT,THEY INVEST HEAVILY IN TECHNOLOGY THAT DIRECTLY LINKS TO THEIR HEDGEHOG CONCEPT
A CULTURE OF DISCIPLINE G2G
COMPANIES OFTEN PRACTICE THREE FORM OF DISCIPLINE:
DISCIPLINED PEOPLE
DISCIPLINED THOUGHT
DISCIPLINED ACTION
CONCLUSION LEVEL 5 LEADERSHIP IS :
A SATRISFYING IDEA
A TRUTHFUL IDEA
A POWERFUL IDEA
AND TO MAKE THE MOVE FROM GOOD TO GREAT.
I Have a Question
I Have a Question
Related Documents
Hrm Project On Worldcall Telecom Ltd
June 2020 0
Hrm Project On Pof's
June 2020 6
Telecom Project
December 2019 16
Project Study On France Telecom
May 2020 6
Hrm Project On Employee Satisfaction
May 2020 11
Project Report On Bpc Ltd.
May 2020 1More Documents from "PeushPrabhakar"
Hrm Project On Worldcall Telecom Ltd
June 2020 0