P AKISTAN T OBACCO C OMPANY Group Members FARAZ SHAHID IBRAHIM HAFEEZ ALI AWAN MALIK HASSAM MALIK AHEMAD SUBHAN ASHRAF
PAKISTAN TOBACCO COMPANY
Group MembersFARAZ SHAHID
IBRAHIM HAFEEZ
ALI AWAN
MALIK HASSAM
MALIK AHEMAD
SUBHAN ASHRAF
INTRODUCTION
Introduction
• Incorporated in 1947
• Operating under the license of British American Tobacco (BAT)
• ‘Seed to Smoke’ path
MANAGEMENT OVERVIEW
Management Overview
• Interview• Mr. Naseer Ali, the strategic planning manager
• ‘Work is never ending’, he said
• Grading System of the company defines the Vertical Hierarchical present in Organization
ORGANIZATION STRUCTURE
Organization Structure
Chairman, Executive Officers, Directors and CEO
HR General Manager
HR Development
Manager
Training and Conference
Center
Health Unit
IT General Manager
Finance General Manager
Supply Chain Finacne Manager
Marketing Finance Manager
Corporate Finance Manager
Supply Chain General Manager
Procurement of Materials Manager
Leaf Manager
Wrapping Material Manager
Packaging Manager
Marketing General Manager
Legal Department Manager
Quality Control Manager EHS Manager
Organization Structure
• There is coordination among the hierarchical levels through formalization
• Centralization exists
ENVIRONMENT
Environmental effects
• Manage Environmental Elements • Adaption
• Favorability Influence
• External Factors impacting the organization• Legal-political Element
• International Element
• Socio-cultural element
• Characteristics of the Organization's Culture are Administrative
MANAGERIAL DECISIONS
Managerial Decision Making at PTC
• Crisis issues are given priority over non-crisis issues
• Programmed decisions are made by the middle-level management
• Non- Programmed decisions are made by the top-level management
• Barriers to effective decision making are eliminated at all levels
STRATEGY DEVELOPMENT TO ACHIEVE ESTABLISHED GOALS AND
PLANS
PTC’s Vision
• “ First choice for everyone”
• Vision encompasses the headship in tobacco industry that is to be on the apex
PTC’s Vision
The three strategies include:
• Growth Includes organic growth and mergers
• Productivity includes increasing efficiency with minimum resources
• Responsibility includes socially responsible and following business principles.
Mission Statement
• “Our strategy reflects our vision, being the champion of growth, productivity, responsibility and the winning organization”
• Importance is given to the customers
• Use of the latest technology in the production area to give a competitive edge to the company
Strategic Management Process
• Vision formulation which leads to the statement of the Mission.• The mission is then converted into performance Objectives• To achieve objectives you develop Strategies• Strategy Implementation• Evaluation of performance
Levels of Strategies• Corporate Level
• Business Level
• Functional Level
Environmental assessment
• Rivalry; Lakson Tobacco
• Bargaining power of customers; low
• Bargaining power of suppliers; high
• threats of new entrants ; not much
• threat of substitute
SWOT
• Strenght : Market leader, best H.R
• Weakness : Highly regulated market
• Opportunity : Own leaf operations (leaf growing areas)
• Threat : Competition, restrictions by importing countrries
STRATEGIC ORGANISATION DESIGN
PTC Structure
• PTC follows a functional structure
• Functional structure is departmentalization according to the functional or specialization area.
• PTC has HR Manager, IT Manager, Finance Manager, Finance Manager, Supply Chain manager, Marketing Manager, Legal Department Manager
Uses of Functional Structure for PTC
Advantages Possible Economies of scale
for PTC
Functional Structure suitable for stable environment
Coordination within functions
Development of expertise gives competitive advantage
Disadvantages Managers are trained for a
narrow field of work
Restricted view of organisation among employees
Difficult to measure performance
HUMAN RESOURCE (HR)
Human Resource
• HR development• Recruitment
• Employee database
• Public relations
• Training programming• Company orientation
• Share experiences
• Basic guidance of job description
LEADERSHIP
Leadership
Sources of leadership power
• legitimate power• reward power• coercive power• expert power• information power • Referent power
MOTIVATION
Motivation
• Belongingness needs- employees has good relation with coworkers and higher management
• Esteem needs- as we move upper hierarchy level they get good important projects, and good offices.
• Than they develop their capabilities and such environment is created in PTC.
Motivation
• Factors such as growth, recognition, pays, working conditions etc.
• Effort performance expectance- employees put their full effort.
• Performance outcome- resources efficiently, which leads to required outcomes.
RECOMMENDATIONS
Recommendations
• Should use divisional structure
• Should remain attentive to the changing situation and should look for new opportunities
• Should favour the approach of decentralization over centralisation
• Should formulate more ways of enhancing the training and development
• Some authority should be delegated to the lower level
Thank You!