THE DAY IN THE LIFE

Name of Instructor: Babar Saad Khairi

Name of Authors: Syed Osama Ali1; Shahzeb Zulfiqar2; Syed Ammad Ali3; Qamber Abbas4;
ID Numbers: 120152-18120; 220152-18228; 320153-18272; 420152-18122;
Program: MBA (Regular-Evening)
Name of University: Institute of Business Management
Date: February 7th , 2016

MAJOR ISSUE
Nepotism
Lack of proper system to handle office politics that is leading to a hostile work
environment.
MINOR ISSUES:
Lack of system to ensure gender equality within the organization.
One man show
Lack of self confidence
Lack of accountability

MAJOR OBJECTIVE:
Hierarchy : Maliha was a Senior Manager Products was assigned task to Manage 3
different brands .Omar was assigned the position of Senior Asst Manager .Shaikh and
Najmi were Asst Managers .

Hr policies : The hr policies were next to none as the show was run by a single man
.So no policies existed .Nepotism was common. Humayun offered the openings to his
friends and close ones ,like minded pupil.

Job description: the respective Jds were assigned to the Managers and subordinates
alike and as a result the tasks were delt with accordingly .like any other organization

there were politics and disputes did break onto the scene . The task of the individuals
were clear and each had to do there part as they were paid handsomly.

MINOROBJECTIVE:
To communicate the different kinds of problems and politics faced by Pakistani organizations.
Self dout :Malo was suffering of self doubt .As her family and Noman both forced her
and doughted her skills.Noman was unemployed and had fun feeding him self on Malos
had earned money.
Bright and passionate :Malo was a bright and focused professional and knew what she
had in mind was a prosperous career ,
Cunning and mischievous : Humayun was a smart player .He took office and quickly
introduced like minded pupil to support him.
Shot caller: Humayun had higher authority and played with the lives of the
professionals ,malo fell pray to his gimmicks .
Fearless: Humayun had no fear of the higher authority (God ) and often manipulated his
position to suite his status and caliber.

PROS

CONS

The organization was a joint

venture with French oriented
company.

HR was not empowered.

It was providing good

remuneration package to its

Employees were facing

industrial politics preventing

PROS

CONS

employees.

them from performing their

responsibilities.

The company was having

good promotional strategy.

Working environment was

full of nepotism.

The girl was honest, sincere,

hard working and dedicated
to his professional life.

Gender discrimination &

harassment.

The organization was a joint

venture with French oriented
company.

HR was not empowered.

SUMMARY
A talented and hard working girl having lack of self confidence, works in an organization
which is currently under operation of a person who is arrogant, doing nepotism and
ruling on his terms and conditions. She is an honest girl and manages her jd sincerely
but he want to replaced her with one of his friend so he tricked her down with the
contemporary politics. After some time the girl achieved what she deserve but the pupits
who tricked her were facing their ultimate fate. As you sow so shall you reap.

RECOMMENDATION

 The owner and the upper management should be vigilant and keen on whom they are
handling the organization.
Strong and non flexible policies should be made in favor of the org.
Human Resource department should be on authoritative position as the people working
in organizational hierarchy may not be able to challenge/modify its policies.
Self confidence and inter personal skills always leads an employee to employer position.

CONCLUSION:
As you sow so shall you reap.
People will try to push you back and will give you a hard time but it depends upon you
either you sit and listen to them or you focus and direct yourself to achieve what you can
really want from life.
People will throw stones on you in this world but it is you who either make a wall or
bridge from it.

Study Questions:
1. Does MAFOM have a competitive compensation structure?
Yes, MAFOM Pharma had competitive compensation structure as we see that
Maliha was offered market compatible salary, car and with additional benefits
when she joined as assistant manager. As competitive compensation
structure of an organization solely comprises of pay scale structure, we see
the changing trends in MAFOM Pharma later on that that the pay scale was
changed under the management of Humayun.
2. Why is senior Management paid so much more than the lower cadre employees?
Senior Management is paid more as compare to low cadre employees due to following
reasons:

experience and expertise

involvement in strategy making

complex decision making

analytical work

Accountability

Whereas officer and lower cadre employees:

execution of plans and strategy

no accountability for results

much less stress

Less responsibility

Is the executive cadre paid too much?

A number of theories: principal-agent theory, governance theory reflects the profitability

of the company.

High pay, low performance

High performance, high pay

Low pay, low performance

High performance, low pay

Performance to be analyzed against KPIs, low pay low performance and high pay low
performance should be replaced, high performance low pay should be given pay according to
performance otherwise executive might leave.
1

What is the organizational structure of MAFOM?

The basic organizational structure of MAFOM Pharma is as follow:

Managing Director
(CEO) (MD)
Marketing Division

Finance Division

Administration Division

Pharma Production Division

IT, R&D, Strategy Division

Deputy Managing Director (DMD) (CCO)

The hierarchy of MAFOM was rather rigid and no employee had the flexibility to surpass any
level in the hierarchy to discuss any sort of problem. Which means the concept of walk-in was
alienated in the organization and even in the difficult most situations, employees were not
allowed to walk-in in the top tiers room to meet him personally.

What kind of organizational structure would be better for MAFOM? Explain.

Considering the core organizational structure of the company, it wouldve been beneficial for
MAFOM if the hierarchy was structured in a rather centralized form. The current structure
explained in the case study shows that the company was working on s structure where, at every
level individuals had the authority of making their decisions while no proper direction and vision
was shared with the organization by the top tier. In such circumstances the company started to
struggle because of no direction and even because of the mixture of different opinion at every
level of the organization.

Another problem which is rather the root cause is the family influenced hierarchy. This means
that the top tier of the company was not appointed on the basis of potential and experience but
rather was chosen because of the strong family influence. It has thus acted as a ripple effect in
the hierarchy which means wrong hiring in the top levels resulted in wrong hiring in the lower
levels as well. So, MAFOM needed a organization structure which would help the company be
stable and become highly efficient.

Is this a good organizational culture? If not, what issues need to be addressed in

this culture?

Looking at the organizational culture of the company, it cannot be labeled as a healthy culture
environment because of some factors. The major issue with the culture is yet again the obvious
wrong hiring, which means the top tier of the organization was hired on the basis of family
influence which heavily effects on the hiring in the low levels along with very low or no
encouragement given to the good employees. The problem was obvious as Mr. Humayun did
not appreciate the truthfulness of Maliha and discouraged her honest way or working which later
resulted in her forceful resignation. The culture of the organization was thus not a growing and
honest environment but discouraged hardworking employees.

Is Humayun Shareef a good Managing Director (MD)? Why and why not?
Humayun Shareef has made his way to the MD position due to the influence and wealth
of his wife, had he been a competitive person he would not have needed the support of
his wife's network and background in order to reach to be the MD MAFOM. He lacked
integrity and did not value Talent, as he got rid of both the HR and the ethics committee
as soon as he got the power to do so. He did not realize the fact that hiring people on
the basis of friendship and network will lead his organization towards a disaster and
inequity of this kind will make other employees demotivated and eventually the
competent people in the organization will leave leading to an overall loss in the
productivity of the organization.

1. Why is there so many politics in this organization?

People are not competitive they are hired on the basis of their network and influence;
therefore, they find different ways to climb up the ladder. Furthermore, due to their
incompetency they are jealous of the competent people leading to problems in managing
the issues that arise. The weak organizational structure adds to the problem of politics.

2. Why is there so many emphasis on Talent and Key employees at MAFOM?

With the globalization and mobility in the job market, it is becoming difficult to retain
talented employees. The reason that there is so much emphasis on talented and key
employees is that if a productive and competent employee leaves he takes a good
portion of his network, contacts and customers and all of his capabilities away and often
directly to the competition leading to an immediate effect on the performance of at least
one function of the company causing disturbance and interruption in multiple domains of
the operations of a firm. Therefore, there is much emphasis on talented and key
employees at MAFOM.

Should Maliha accept her termination? What should Maliha do when faced with
termination?

Maliha must accept the termination since the culture is not suitable for a talented lady
like her. She must look for better options. Her talent is not being utilized which may not
be harmful for the company but is a barrier in her growth.

What other information do you need to better understand and use this study?
Information and the story of other employees.
Stance of the owner on the situation.
Stance of the company operating from France.