R ESULTS

5.1 FINDINGS & PROBLEMS

The findings are the facts that I have discovered from the analysis of the Mobilink and in the light of those findings I have given the suggestions, which are realistic and adoptable for the organization. After critically analyzing both the operations and financial data of Mobilink I have summarized the findings of the report. These analyses are mainly based on my practical working & experience at the Mobilink during internship.

5.1.1 Job Rotation and Advancement

The main problem that I have identified within the SALES department as a whole is the lack of job rotation within the department and not enacting on the job advancement rules.

According to my findings, no official job rotation takes place within the department, even though the employees informally try to learn about the working of other departments through their peers. They show keen interest in learning new things as all the operations within the department are interlinked.

Furthermore the only time, officially, when an employee is told about the working of another part of the department, is only when he is moved to that part, for example, when an employee initially working for sales operation department is transferred to off indirect sales because of shortage of employee. This learning should not be considered as a job rotation, because this shift is permanent for that given employee.

Furthermore, at Mobilink, the rules and procedures for job advancements are laid out however it has been seen that junior executives, especially those at associate level are not promoted to specialist levels, even though they have fulfilled the main requirement- years of experience with Mobilink. This creates dissatisfaction within the employees.

5.1.2 Unequal distribution of work

Work is not equally distributed. On one hand some employees have to work all day without relaxing while some others have very little to do. This not only creates confusion among employees but also hurting and disturbing the overall setup of the company. And above all it results in dissatisfaction among customers as well.

5.1.3 Lack of staff

Staff of the indirect sales is less and workload is too much on the existing staff especially in operations due to which they are unable to give proper time to their franchises.

5.1.4 Mismanagement of Internees

At Mobilink the selection of internees was based on nepotism basis. Some internees even did not hold a commerce or business qualification, but they were working due to some relationship with manager or some other employee of branch. Moreover there was no proper plan to train the internees.

5.1.5 Favoritism and Nepotism

The promotions are mostly powered by senior’s favoritism or depend upon their wills and decision. This adds to the negative factors, which denominate the employees thus resulting in affecting their performance negatively.

5.1.6 Limited authority

Employees have very limited authority; they have to take the approval from management authority for every thing that is out of routine which is very time consuming.

5.2 CONCLUSION

The mobile industry has seen phenomenal growth over the year, showing growth rate of more than 80% in 2007. This growth is not new to the industry, as previous years have shown substantial growth as well. This growth is a direct result of the increased competition in the mobile industry, resulting into better services at reduced rate.

Furthermore, this has favorably affected our economy as a whole, generating revenues for the government, through direct and indirect taxation and creating employment opportunities for the people. The mobile industry of Pakistan is considered by a majority of prospective employees as the best industry for a job.

Although the mobile industry has seen substantial growth over the years, many observers feel that the industry may become saturated and will show lower growth rates as a result of increased taxation and the general economic conditions of Pakistan. Although the concerns may be valid to some extent, but with PTA, introducing the 3G platform in the coming years and a major part of our population still without mobile connectivity, especially in distant villages, there is still optimism that the mobile industry will not become saturated and there is still place for competition in the industry.

Mobilink has been in operation since 1994, and since then has become the market leader by providing its customers with the state of the art products and services.

Mobilink has for years enjoyed a good market share of the total industry; its current market share is 36%.

Even though Mobilink has been a market leader, for so many years, providing the most technological advanced products and services, it has for a number of years been facing strong competition from Telenor and Ufone, which has resulted in a decrease of its market share. This has led Mobilink to a policy of diversification, by introducing products like Mobilink PCO and WIMAX services. Although Mobilink has diversified, it still is providing competitive products and services for its core products-Jazz and Indigo.

Finally, internships are an important part of the academic program, as they provide us with the practical experience during our academic career. I am very grateful that I received an internship at Mobilink as it was a great learning experience on how a multinational company works and further improved my skills of team working and critical decision making.

5.3 RECOMMENDATIONS AND SUGGESTIONS

As identified earlier, the problem that I identified was the lack of job rotation within department and not enacting on job advancement rules and procedures. Some of the recommendations to this problem are as follows:

Firstly I would recommend that the department officially start job rotation. The major benefit of which would include even more motivated employees, with enhanced skills.

One of the major arguments against job rotation is that without it, employees will perform only one task and will become specialized in that particular job. Furthermore, the argument also suggests, that with job rotation, only general information is imparted to employees, not essentially helpful in doing complex tasks. However, in today’s business environment, multitasking is becoming more and more essential and thus rotation becomes essential in making employees multitask.

Furthermore, the organization structure of the treasury department makes it easy for job rotation, as all sub departments major functions are interlinked to each other and mostly all departments currently have more than one associate employee, except cash management.

Secondly I would also suggest that specific job related training should also be imparted to the employees, this would have an additional benefit of further improving their current skills and knowledge, while attaining new through job rotation. Also professional counseling programs should also be started to provide employees with the information, regarding future prospects at Mobilink and in the mobile industry.

Lastly, I would suggest, that Mobilink adheres to its job advancement procedures because for an employee that has worked with Mobilink for more than 2-3 years, they should be awarded with the fruits of job advancement, as I believe that the criteria of job advancements currently used is a standard in most MNC’s and job advancements are a part of career growth. Furthermore, job advancement s will create future leaders for Mobilink.

Thirdly the policy makers of Mobilink should reconsider their call and SMS rates as they are no more a monopoly in the country now they are to face competition, which by no regard is easy.

Lastly I will say that human being are prone to experiment; same is the case here as more telecom companies are entering the competition people are moving more towards them so for the skew of retaining their customer Mobilink should become more dynamic by introducing new and more customer friendly packages.

REFERENCES

• Wikipedia (www.wikipedia.com)

• Mobilink (www.mobilinkgsm.com)

• Pakistan Telecommunication Authority (www.pta.gov.pk)

• Ufone (www.ufone.com)

• Telenor (www.telenor.com.pk)

• Warid (www.waridtel.com)

• Zong (www.zong.com.pk)

• Orascom Telecom (www.otelecom.com)

• The News (www.thenews.com.pk)

• Articles used:

o Mobilink o Ufone

o Telenor Pakistan

o Warid Telecom (Pakistan) o Paktel

o China Mobile (Pakistan)

• Reports

o Orascom Telecom Annual Report 2007 o Orascom Telecom Annual Report 2006

o Mobilink’s Balance Sheet and Income Statement