Principal of Management Report : Pharmaplex Company

Principal Of ManagementReport : Pharmaplex Company

Submitted to,Miss Aaisha Siddiqui

Shahzeb PirzadaOsama Gulraiz KhanMirza Adeel BaigM. Junaid

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Shahzeb PirzadaOsama Gulraiz KhanMirza Adeel BaigM. Junaid

Description:The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky. The logo of the organization is been shown in the above mentioned picture.

ORGANIZATION CULTURE:Organization culture is the collective behavior of people that are part of an organization, it is also formed by the organization values, visions, norms, working language, systems, and symbols, it includes beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling.]Organizational culture affect the way people and groups interact with each other, with clients, and with stakeholders.

At the same time although a company may have "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team. The organizational culture may also have negative and positive aspects.

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Understanding the Culture of PHARMAPLEX Organization:Quite often, a leader has a very good sense of the culture of their organization. They just haven’t made that sense conscious to the extent that they can effectively learn from, and lead within, the culture.

Different people in the same organization can have different perceptions of the culture of the organization. This is especially true regarding the different perceptions between the top and bottom levels of the organization. For example, the Chief Executive may view the organization as being highly focused, well organized and even rather formal. On the other hand, the receptionist might view the organization as being confused, disorganized and, sometimes, even rude.

Here are some basic guidelines to help a leader assess the culture of their organization.

1. Understand some of the major types of cultures. There are a number of research efforts that have produced lists of different types of culture. You can start by reviewing the very short list in the previous subsection, Major Types of Cultures.

2. Describe the culture of your organization. Consider what you see and hear, not what you feel and think. Answer the following questions. a. Who seems to be accepted and who doesn’t? What is it about those who are accepted as compared to those who aren’t?b. What kinds of behaviors get rewarded? For example, getting along? Getting things done? Other behaviors?c. What does management pay the most attention to? For example, problems? Successes? Crises? Other behaviors?d. How are decisions made? For example, by one person? Discussion and consensus? Are decisions made at all?

Note that there may not be close alignment between what the organization says it values (for example, creativity, innovation, team-building) as compared to what you’re actually seeing (for example, conformity, individualism). This disparity is rather common in organizations. You might explain this disparity to other leaders in the organization. An ideal time to address this disparity is when developing a values statement during the strategic planning process.

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DECISION MAKING:Decision-making is one of the defining characteristics of leadership. It’s core to the job description. Making decisions is what managers and leaders are paid to do. Yet, there isn’t a day that goes by that you don’t read something in the news or the business press that makes you wonder, “What were they thinking?” or “Who actually made that decision?” That’s probably always been the case, but it seems exponentially more so in the opening decade of the new millennium where everything seems marked with, “too big, too fast, too much, and too soon.”The reality seems to be that most organizations aren’t overrun by good decision makers, yet alone great ones. When asked, people don’t easily point to what they regard as great decisions. Stories of bad decisions and bad decision-making come much more readily to mind.Some of that is due to our tendency to notice and recall exceptions vs. all the times things go as planned. For example, you’ve walked along side buildings more times than you could possibly count. Yet you remember vividly the one time you got nailed by a pigeon overhead.That’s how we are about bad decisions. We’re also that way because the really bad ones tend to really hurt.It’s not that people don’t have the capacity to make high-quality decisions in them. Decision-making is a distinctly human activity. It’s what that great, big frontal lobe is for. We all make decisions all the time.But the fact that we’re hard-wired to make decisions doesn’t by itself make us good decision-makers. That takes discipline: discipline to do at least four things all the time and well.

1. Realize when and why you need to make a decision.2. Declare the decision: decide what the decision is, how you’ll work it, and who

should be involved.3. Work the decision: generate a complete set of alternatives, gather the

information you need to understand the possibilities and probabilities, and ultimately make a choice that best fits your values.

4. Commit resources and act.

Not everyone does those four things consistently or consistently well. We’ve worked with a lot of leaders and managers in some of the most widely regarded

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companies in the world and our observation is that most people don’t. In fact, the distribution generally looks something like this:

There are some really wretched decision makers. For them, a good outcome is usually a matter of luck.

There are a lot of people who are reasonably competent decision makers. Their decision processes aren’t great, but they’re not bad, and the outcomes they experience track accordingly.

There is a small group of people who could be described as “good decision makers” These people are proactive and decision oriented. They’re able to focus attention on what’s important and critical. They know how to break a decision down into logical parts. They know how to work each of those parts in a high quality way. They know how to deal with possibilities and probabilities. They’re able to see opportunities where others see problems. They’re able to make quality choices in the face of uncertainty. They’re able to turn thought into action.

There is a sprinkling of people we’d describe as great decision makers. Like other good decision makers, these people consistently make high quality decisions.

STRATEGIC MANAGEMENT:Strategic planning is a management tool, period. As with any management tool, it is used for one purpose only: to help an organization do a better job - to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future.).

A word by word dissection of this definition provides the key elements that underlie the meaning and success of a strategic planning process: The process is strategic because it involves preparing the best way to respond to the circumstances of the organization's environment, whether or not its circumstances are known in advance; nonprofits often must respond to dynamic and even hostile environments. Being strategic, then, means being clear bout the organization's objectives, being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic environment.

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Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.”

ORGANIZATION STRUCTURE AND DESIGN: There are several definitions that must be understood as a precursor to understanding Organizational structure and design. A. Organizing is the process of creating an organization's structure. B. Organization structure is an organization's framework as expressed by its degree Of complexity, formalization, and centralization. C. Complexity is defined as the amount of differentiation in an organization. D. Formalization is the degree to which an organization relies on rules and Procedures to direct the behavior of employees. E. Centralization is defined as the concentration of decision-making authority in Upper management. Decentralization is the handing down of decision-making Authority to lower levels in an organization. F. Organization design is the development or changing of an organization's Structure.

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Communication Tools An effective communications program will combine some or all of the following tools to communicate the intended message to the target audience:

Internet Publications and other print materials Public service broadcasts and Videos Media relations Spokespersons Events (special days, awards, exhibitions, seminars)

The tools used depend on the strategic goals, the objectives of the communication program, the profile of the target audience, the various advantages and disadvantage of each tool, and the communications budget.

Whichever tools are used, it is important to maintain consistency in the aesthetic appearance, linguistic style and tone, and message (including facts, figures, slogans, and quotes) used in all the communications products for a single campaign. Without this consistency, the message will not be as effective, even if the target audience is exposed to several of the communication products. Worse still, a lack of consistency may confuse or distract the target audience.

Defini t ion o f Leadersh ipThe meaning of a message is the change which it produces in the image. — Kenneth Boulding in the Image: Knowledge in Life and Society

Before we get started, let’s define leadership. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. This definition is similar to Northouse's (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait Leadership (Jago, 1982), in

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that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart below (Northouse, 2007, p5):

While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.

Skills, knowledge, and attributes make the Leader, which is one of the:

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Four Factors o f Leadersh ip

LeaderYou must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

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Fo l lowersDifferent people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.

Communicat ionYou lead through two-way communication. Much of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees.

Si tuat ionAll situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.

Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.

Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized.

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EthicsSome years ago, sociologist Raymond Baum hart asked business people, "What does ethics mean to you?" Among their replies were the following:"Ethics has to do with what my feelings tell me is right or wrong.""Ethics has to do with my religious beliefs.""Being ethical is doing what the law requires.""Ethics consists of the standards of behavior our society accepts.""I don't know what the word means."These replies might be typical of our own. The meaning of "ethics" is hard to pin down, and the views many people have about ethics are shaky.Like Baum hart’s first respondent, many people tend to equate ethics with their feelings. But being ethical is clearly not a matter of following one's feelings. A person following his or her feelings may recoil from doing what is right. In fact, feelings frequently deviate from what is ethical.Nor should one identify ethics with religion. Most religions, of course, advocate high ethical standards. Yet if ethics were confined to religion, then ethics would apply only to religious people. But ethics applies as much to the behavior of the atheist as to that of the saint. Religion can set high ethical standards and can provide intense motivations for ethical behavior. Ethics, however, cannot be confined to religion nor is it the same as religion.Being ethical is also not the same as following the law. The law often incorporates ethical standards to which most citizens subscribe. But laws, like feelings, can deviate from what is ethical. Our own pre-Civil War slavery laws and the old apartheid laws of present-day South Africa are grotesquely obvious examples of laws that deviate from what is ethical.Finally, being ethical is not the same as doing "whatever society accepts." In any society, most people accept standards that are, in fact, ethical. But standards of behavior in society can deviate from what is ethical. An entire society can become ethically corrupt. Nazi Germany is a good example of a morally corrupt society.Moreover, if being ethical were doing "whatever society accepts," then to find out what is ethical, one would have to find out what society accepts. To decide what I should think about abortion, for example, I would have to take a survey of American society and then conform my beliefs to whatever society accepts. But no one ever tries to decide an ethical issue by doing a survey. Further, the lack of social consensus on many issues makes it impossible to equate ethics with whatever society accepts. Some people accept abortion but many others do not.

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If being ethical were doing whatever society accepts, one would have to find an agreement on issues which does not, in fact, exist.What, then, is ethics? Ethics is two things. First, ethics refers to well-founded standards of right and wrong that prescribe what humans ought to do, usually in terms of rights, obligations, benefits to society, fairness, or specific virtues. Ethics, for example, refers to those standards that impose the reasonable obligations to refrain from rape, stealing, murder, assault, slander, and fraud. Ethical standards also include those that enjoin virtues of honesty, compassion, and loyalty. And, ethical standards include standards relating to rights, such as the right to life, the right to freedom from injury, and the right to privacy. Such standards are adequate standards of ethics because they are supported by consistent and well-founded reasons.Secondly, ethics refers to the study and development of one's ethical standards. As mentioned above, feelings, laws, and social norms can deviate from what is ethical. So it is necessary to constantly examine one's standards to ensure that they are reasonable and well-founded. Ethics also means, then, the continuous effort of studying our own moral beliefs and our moral conduct, and striving to ensure that we, and the institutions we help to shape, live up to standards that are reasonable and solidly-based.

CODE OF CONDUCT

A code of conduct is a set of rules outlining the responsibilities of or proper practices for an individual, party or organization. Related concepts include ethical codes and honor codes.

In its 2007 International Good Practice Guidance, "Defining and Developing an Effective Code of Conduct for Organizations", the International Federation of Accountants [1] provided the following working definition:

"Principles, values, standards, or rules of behavior that guide the decisions, procedures and systems of an organization in a way that (a) contributes to the welfare of its key stakeholders, and (b) respects the rights of all constituents affected by its operations."

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HUMAN RESOURCE MANAGEMENT:Human resource management (HRM or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union).

HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.

In startup companies, HR's duties may be performed by a handful of trained professionals or even by non-HR personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications.

HR is progressing very fast. More and more companies are now looking for HR Managers to manage their human assets and their issues. More people are coming in the field. Institutes have also emerged from no where teaching different HR courses. All is good, for me at least. I chose the field five years back

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and here I am with a Masters degree, specialization in HR and four years experience. During this period I worked in two places and gained experience. At both of the places HR was a new born department. I faced resistance from old employees and from top management too. Resistance from top management as they do not understand the true nature of HR. Everyone has his own concept of Human Resource Management. At one place the top management used to forward every problem to HR whether it had a link with HR or not. Production is not up to the mark, problem comes to HR. Security cameras not working, and problem comes to HR. It was difficult to convince the people at the top that these problems were out of the scope

of HR. At one place employees used to disregard HR and at first looked liked it would be impossible to create the HR department over there. In the absence of HR department, its responsibilities are shared by other departments. When HR is created people feel that HR is trying to reduce their authorities and as a result conflicts start rising. What they don’t know is that HR will actually benefit them. They would get an organized organizational structure with proper grading, proper pay structures, promotion plans and employee compensation and benefits plans etc. There is a need to increase awareness among employees in other departments, top people, owners and directors regarding HR.

OPERATIONAL FLOW CHART:The following is a basic overview, with descriptions and meanings, of the most common flowchart symbols - also commonly called flow chart shapes, process flow diagram symbols or business process map symbols, depending upon what type of flow diagram you're creating. The table below lists the flowchart symbol drawing, the name of the flowchart symbol in Microsoft Office, and a short description of where and how the flowchart symbol is used.

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We ask these QuestionsBusiness ethics decision:

1) How will you handle the situation where you have to make decision against business ethics?

Labor Unrest:

2) How would you respond if you know a fraction of employee are unhappy over pay / scale / package at lower grade staff ?

Learn from the best:

3) What are the most important moments in you carrier that you either learned from and / or that got you where you are?

Stability:

4) How stable your organization, will it pull through the recession which has got a negative impact on the business and operating environment?

Future Growth:

5) When will the significant growth occur in the company in the next few years? How can we become involve in that area?

Starting the day:

6) How do you start your ordinary day? How does it end? Do you still have enough time to rest?

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ADDITIONAL: DISCILPINE TWO PARTS MARKETING & DISTRIBUTION 13 BRANCHES ALL OVER PAKISTAN KARACHI , LAHORE , LARKANA , SUKHAR , HYDERABAD , PESHAWAR ,

SAWAT , RAHIMYAR KHAN , MULTAN , NAWABSHAH , RAWALPANDI , FAISALABAD . .

SALES MAN NOT WELL QUALIFIED ACCOUNTANT SHOULD BE BCOM BRANCH MANAGER BBA,BSCS ETC STABALITY OF ORGANAIZATION NOT MEETING EXPENSES 20 % 7000 , BOOKER DELIVERY 200 DAILY ALLOUNCE. 60-RS/ DAY MANAGER SALERY 40,000 (MEHRAN CAR) MINISTERY OF HEALTH ISLAMABAD OPAL,MECTORS & NEXES ALL ARE IN KARACHI MARKETING LEVEL VERY LOW NOW A DAYS, STAFF LEAVE.

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PICTURES OF MEETING WITH PHARMAPLEX PRESIDENT

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