PLANNING

a) Environment Scanning: -
The first and foremost issue is to scan the environment.
The organization remains updated and for that purpose it screens large amount of
information to anticipate and realize the changes in environment e.g. the organization
keeps on eye on what is going on in political situation of Pakistan and abroad where the
coast of raw materials are how much increase or decrease in it, how much construction is
going in the country as every new building requires meters what competitions and their
actions will affect the organization e.t.c.
b) Forecasting: -
Another issue for organization is to forecast the demand for meters to
deal with this the organization uses two of forecasting categories.

Quantitative forecasting

Qualitative forecasting methods include.

1) Time series analysis
2) Regression model
3) Econometric models
4) Substitution effect

Qualitative forecasting

1) Jury of opinion
2) Sales force composition
3) Customer evaluation

c) Allocation of Resources: -

An important issue is the allocation of resources in an

effectives and efficient way to achieve the organizational goals. SBEEC uses different
planning tools to allocate resources these are as follows

1) Budget: -
SBEEC made its budget on quarterly basis. Before every budget it evaluate
all problems of departments and then allocate recourses accordingly.
2) Scheduling: -
To determine what activities have to be done, the order in which they are
to be them, and when they are to be completed the SBBEC uses the following scheduling
devices.

GANTT Charts
A scheduling chart that shows actual and planned output over a period of time
Load charts
A modified Gantt chart that schedules capacity by entire departments or specific
resources.

PERT networking Analysis

A flow chart diagram showing the sequence of activities needed to complete a project and
time or cost associated with each

3) Breakeven Analysis: -

SBEEC uses breakeven analysis for the point at which total

revenue is equal to total cost and then on the basis of this breakeven analysis it set prices
of meter with suitable profit margin.

4) Linear programming: -

SBEEC also uses linear programming to evaluate profit

maximization and allocation of resources on that basis.

d) Project Management: -

SBEEC also uses project management e.g. it has taken the

projects of Tariq Garden (a new housing society) and within the given frame of time
budget and according to specification.

e) Scenario planning: -

The future is unknown especially in Pakistan due to political

instability the future situations are highly unpredictable to run business in such an
environment SBEEC use the scenario planning. The organization identifies different
possible scenarios ahead of time and plan according to make major adjustments in
strategies and operations.
ORGANIZATION
SBEEC is an organization, which is organic in its design, and
it has the following characteristics.

1) Work Specialization
SBEEC trained its lower employees to increase the productivity level. A
single process of meter manufacturing is divided into many steps. Every single step
requires different way of operating. A selected cluster of employees is trained to do a
particular step and hence the load of performing entire activities of the process decreases.

2) Departmentalization
To deal with the complexity of internal design SBEEC has departmentalized the
structure. They are as follows

3) Decentralization: -
The organization is decentralized and the employees can
also take part in the decision-making. It is more flexible and responsive due to the
nature of business it does.

4) Formalization: -
There is much formalization in the organization. Each and
every procedure is standardized and the behavior of all of the employees is guided by
rules and procedures.

5) Span of Control: -
The span of control of manager in SBEEC is very large and
a manager manages a number of people here.

6) Team oriented tasks: -

In SBEEC a team of different people from different
departments is made for a project or task and they are supposed to complete it in the
given time frame with the given specifications.

Leading

The senior manager Mr Tariq Javed told us that in his organization the democratic style
of leadership has been adapted so that the leader will hear the team's ideas and study
them, but will make the final decision. Team players contribute to the final decision thus
increasing employee satisfaction and ownership, feeling their input was considered when
the final decision was taken. When changes arises, this type of leadership helps the team
assimilate the changes better and more rapidly than other styles, knowing they were
consulted and contributed to the decision making process, minimizing resistance and
intolerance. He furthermore told us that An individual who is appointed to a managerial
position has the right to command and enforce obedience by virtue of the authority of his
position. However, he must possess adequate personal attributes to match his authority,
because authority is only potentially available to him. In the absence of sufficient
personal competence, a manager may be confronted by an emergent leader who can
challenge his role in the organization and reduce it to that of a figurehead. However, only
authority of position has the backing of formal sanctions. It follows that whoever wields
personal influence and power can legitimize this only by gaining a formal position in the
hierarchy, with commensurate authority.Leadership can be defined as one's ability to get
others to willingly follow. Every organization needs leaders at every level.

Controlling
Mr Tariq Javed told us that controlling is a four-step process of establishing performance
standards based on the firm's objectives, measuring and reporting actual performance,
comparing the two, and taking corrective or preventive action as necessary. Performance
standards come from the planning function. No matter how difficult, standards should be
established for every important task. Although the temptation may be great, lowering
standards to what has been attained is not a solution to performance problems. On the
other hand, a manager does need to lower standards when they are found to be
unattainable due to resource limitations and factors external to the business. Corrective
action is necessary when performance is below standards. If performance is anticipated to
be below standards, preventive action must be taken to ensure that the problem does not
recur. If performance is greater than or equal to standards, it is useful to reinforce
behaviors that led to the acceptable performance.

The control system of SBEEC has the following characteristics:

1. Control at all levels in the business

2. Acceptability to those who will enforce decisions

3. Flexibility

4. Accuracy

5. Timeliness

6. Cost effectiveness

7. Understandability
8. Balance between objectivity and subjectivity

9. Coordinated with planning, organizing and leading

Management

Mr Tariq Javed gave us the overview of the management of the company.He told that the
most important job in the management of an organization is of manager and a manager
should have the following qualities.

Conceptual Skills
♦Ability to use information to solve business problems
♦Identification of opportunities for innovation
♦Recognizing problem areas and implementing solution
♦ Selecting critical information from masses of data
♦ Understanding of business uses of technology
♦ Understanding of organization’s business model

Communication Skills
♦Ability to transform ideas into words and actions
♦Credibility among colleagues, peers, and subordinates
♦Listening asking questions
♦ Presentation skills; spoken format
♦ Presentation skills; written and/or graphic formats

Effectiveness Skills
♦Contributing to corporate mission/departmental objectives
♦Customers focus
♦Multitasking: working at multiple task in parallel
♦ Negotiating Skills
♦Projects management
♦Reviewing operations and implementing improvements
♦Setting maintaining performance standards internally and externally
♦Setting priorities for attention and activity
♦ Time management
Interpersonal Skills
♦Coaching and mentoring skills
♦Diversity skills: working with diverse people and cultures
♦ Networking with in the organization
♦Networking outside the organization
♦Working in teams; cooperation’s and commitment
He also told us that which type of quality is needed in which type of function.

Skill Function
Planning Organizing Leading Controlling
Acquiring power ♦ ♦
Active listening ♦ ♦
Budgeting ♦ ♦
Choosing an effective leadership style ♦
Coaching ♦
Creating effective terms ♦ ♦
Delegation (empowerment) ♦ ♦
Designing motivating jobs ♦ ♦
Developing trust ♦
Disciplining ♦ ♦
Interviewing ♦ ♦
Managing conflict ♦ ♦
Managing resistance to change ♦ ♦ ♦
Mentoring ♦
Negotiating ♦
Providing feedback ♦ ♦
Reading an organization’s culture ♦ ♦
Scanning the environment ♦ ♦
Setting goals ♦
Solving problems creatively ♦
ENVIRONMENT
Environment General

Economic Conditions: -
Now a day the economic condition of the country is much
better as compared to past and the GDP of the country has risen to 7. Living standards
people are rinsing and it has a great impact on new construction so there is positive effect
on SBEEC because the demand of its product has raised much.

LEGAL Political Condition: -

The company has joint venture from Hexing
Company of China. Now days the government has allowed concession in duties on things
imported from China. This has much favored SBEEC. Moreover peace prevails in
country although bit instability in political environment but future is hopefully better.

Social Culture Conditions: -

The Pakistani society is in transition phase in adopting
western trends people do not prefer the joint families and hence new houses are being
constructed so the demand of the meters is increasing day by day and hence a lot of
opportunities lies for SBEEC.

Technological conditions: -
SBEEC has the latest technology in the whole
industry. It has imported high quality machinery from China and European countries. As
the product is technologically extensive so SBEEC has superiority over its competitors.

Natural environment conditions: -

The climate of Pakistan is hot and in Lahore
the temperature exceeds 45 degree centigrade. The company’s manufacturing unit is
located in the out skirts of Lahore. The meter manufacturing process is heat sensitive so it
is a problem for SBEEC to deal with, but SBEEC has arranged air conditioners in the
manufacturing units.

Specific environment: -
Customer: -
The customer of SBEEC is the distribution company, which are as
follows.
1. LESCO
2. GAPCO
3. FESCO
4. IESCO
5. PESCO
6. QESCO
7. MEPCO
8. HESCO
9. TESCO
10.KESC

Supplier: -
The company purchases raw material from different suppliers as well as
abroad. It keeps a good relation with the suppliers and gave them gifts on different
occasions.
 Competitor: -
The competitors of SBEEC are as follows

1. Syed Bhais
2. PEL
3. Emco
4. Escorts

Diversity

SBEEC advocates a proactive approach to managing diversity at the workplace.

According to them work force diversity is not an issue. Its senior manager Mr Sanaullah
tells us some points, which are as follows

• Having a diverse workforce is a business asset and opportunity, rather than a

problem to be avoided or defended against.
• SBEEC identify and realize the potential of the diverse knowledge, skills and
background of the workforce.
• No discrimination is made on the basis of age, ethnicity etc however no females
are allowed to apply for any post because of the nature of the product (it is labour
intensive and hence the working environment does not suits the Pakistani women
because of the society and religion.
• SBEEC have made such type of policies that are acceptable to everyone.
• The conflicts that arise are dealt with care that it not hurt any of the person
involved.

Corporate Social Responsibility

MR Tariq Javed told us that SBEEC believes in playing an active role in supporting the
community and social development of Pakistan. Each year, SBEEC and its staff contribute
significantly to charities and community projects to help bring about a better quality of life to
the less privileged in the community and enrich the lives of Pakistanis through support in
education and food nutrition.

SBEEC has been actively making regular donations to Shaukat Khanam Memorial Cancer
Research Hospital, Roshni Homes and Zindagi Trust. It also encourages its large customer
base also donate generously for various causes. SBEEC also supports other organizations such
as the Khidmat Foundation, Umeed-e-Noor, and PIMS Children Hospital, in making lives of
millions in Pakistan more comfortable.
SBEEC has made various donations to educational institutes. This includes chairs to the pilot
government secondary school, donating Rs. 100,000 to Edhi welfare trust school and many
more.

SBEEC believes in supporting the community not only through donating money but also
through employee involvement. In addition to sponsorships, SBEEC encourages its employees
to be engaged in community welfare work and to support relevant causes.

During the devastating earthquake of 2005 that struck the Northern Areas of Pakistan, SBEEC
was amongst the first to respond to the crisis. Relief Camps were set up in all major hospitals
to provide free calling facilities to patients and relatives arriving from far flung areas. Goods
such as blankets, shawls, and jackets were also collected for those affected by the earthquake
and SBEEC Relief Teams were constituted to provide aid to the Northern Areas.

Company Policies
1) Maintenance of Records

A system of records will be maintained on each employee with the agency, including
dates of service, positions held, duties performed, evaluation of work, and awards
received. Employee and appropriate staff shall be responsible for submitting all
appropriate records and information to the Employee Management Department in a
timely and accurate fashion.Employee personnel records shall be accorded the same
confidentiality as staff personnel records.

2) Conflict of Interest

Any person who has a conflict of interest with any activity or program of the agency,
whether personal, philosophical, or financial shall contact the Human Resource
Department.

3) Representation of the Organization

Prior to any action or statement, which might significantly affect or obligate the
organization, employees should seek prior consultation and approval from appropriate
staff. These actions may include, but are not limited to, public statements to the press,
coalition or lobbying efforts with other organizations, or any agreements involving
contractual or other financial obligations. Employees are authorized to act as
representatives of the agency as specifically indicated within their job descriptions and
only to the extent of such written specifications.

4) Confidentiality

Employees are responsible for maintaining the confidentiality of all proprietary or

privileged information to which they are exposed while serving as an employee, whether
this information involves a single staff, employee, client, or other person or involves
overall organization business. Failure to maintain confidentiality may result in
termination of the employee’s job from the organization or other corrective action.
5) Worksite

An appropriate worksite shall be established prior to the enrollment of any employee.

This worksite shall contain necessary facilities, equipment, and space to enable to
volunteer to effectively and comfortably perform their duties.

6) Dress code

As representatives of the organization, employees are responsible for presenting a good

image to clients and to the community. Employees shall dress appropriately for the
conditions and performance of their duties.

7) Timesheets

Individual employees are responsible for the accurate completion and timely submission
of timesheets.

CONCLUSION

SBEEC is a very organized and planned organization. The managers of the company said
that we make sure one thing that every one know what to do when to do. Job description
in written in every department of organization codes of conducts is in written form.
 Major Issues
PLANNING
• Environment Scanning
• Forecasting
• Allocation of Resources
• Project Management
• Scenario planning

ORGANIZATION
• Work Specialization
• Departmentalization
• Decentralization
• Formalization
• Span of Control
• Team oriented tasks

Leading
• Decision making process
• Personal attributes
• Sufficient personal competence

Controlling

• Control at all levels in the business

• Acceptability to those who will enforce decisions
• Flexibility
• Accuracy
• Timeliness
• Cost effectiveness
 • Understandability
• Balance between objectivity and subjectivity

Management
• Conceptual Skills
• Communication Skills
• Effectiveness Skills
• Interpersonal Skills

ENVIRONMENT
• Economic Conditions
• Legal Political Condition
• Social Culture Conditions
• Technological conditions
• Natural environment conditions
• Customer
• Supplier
• Competitor

Diversity
• Business asset
• Potential of the diverse knowledge
• Policies that are acceptable to everyone
• Conflicts

Corporate Social Responsibility

• Active role in supporting the community
• Regular donations
• Relief Camps
Company Policies
• Maintenance of Records
• Conflict of Interest
• Representation of the Organization
• Confidentiality
• Worksite
• Dress code
• Timesheets