Management Project

Pakistan Police And Ittehad Steel (Lmt).

Zeeshan Umar (08-0160), Aun Haider (08-0477), Ryan Hannan (08-0384), Farjad Khan(08-0347),Awais Sattar (08-0078) 1

Acknowledgment We are extremely thankful to Syed Sabir Hussain (DSP Aabpara Thana) Incharge Islamabad Police. who have guided us throughout the project on analyzing the Police department and helped us in all possible ways to successfully complete it and we are thankful to Shahid Islam (Manager Office) Ittehad Steel (Lmt.) who help us understand the country‘s leading steel industry‘s structure.

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Page Contents Pakistan Police ...........................................................................................................5 Executive Summary................................................................................................................................... 6 Introduction to Organization .................................................................................................................... 8 Federation of Pakistan .......................................................................................................................... 8 Federal Police Organizations................................................................................................................. 9 Provincial Police Organizations ........................................................................................................... 10 Capital Police ....................................................................................................................................... 11 Mission ................................................................................................................................................ 11 Objectives............................................................................................................................................ 11 Islamabad at Glance ............................................................................................................................ 11 INITIATIVES.......................................................................................................................................... 12 Organization Culture and Environment .................................................................................................. 12 Corporate culture:............................................................................................................................... 12 Organization Structure’s, Design and Human Resource Processes ........................................................ 15 Duties and Responsibilities of the Police ............................................................................................ 18 Women in the Police ........................................................................................................................... 19 Crime Prevention ................................................................................................................................ 20 PEST Analysis ....................................................................................................................................... 21 SWOT Analysis..................................................................................................................................... 21 Human Resource ..................................................................................................................................... 24 Recruitment ........................................................................................................................................ 24 Educational Requirements .................................................................................................................. 25 Age Requirements............................................................................................................................... 25 Training ............................................................................................................................................... 26 Motivational Techniques and Tools ........................................................................................................ 27 Best Employee of the Year .................................................................................................................. 27 Annual Increments .............................................................................................................................. 27 Occasional Bonus ................................................................................................................................ 27 Rest & Recreation Allowance .............................................................................................................. 28 Shaheed Allowance ............................................................................................................................. 28 3

Control Mechanisms ............................................................................................................................... 28 Conclusion ............................................................................................................................................... 30

Ittehad Steel Lmt. .....................................................................................................32 Executive Summary................................................................................................................................. 33 Introduction ............................................................................................................................................ 34 Organization Culture and Environment .................................................................................................. 36 Working in the steel industry .............................................................................................................. 37 Career Opportunities .......................................................................................................................... 37 Employee safety and health................................................................................................................ 38 Employee training and education ....................................................................................................... 38 Organization Planning, Goals and Objective Setting .............................................................................. 39 Organization Structure, Design and Human Resource Processes........................................................... 40 SWOT Analysis..................................................................................................................................... 43 Michael Porter’s Five Forces Model........................................................................................................ 44 Entry barriers: High ............................................................................................................................. 44 Competition: High ............................................................................................................................... 45 Bargaining power of suppliers: High ................................................................................................... 45 Threat of substitutes: Low .................................................................................................................. 46 Bargaining power of Consumers: Mixed ............................................................................................. 46 Motivation Techniques and Tools........................................................................................................... 46 Shared mission and vision................................................................................................................... 48 Ethics ................................................................................................................................................... 48 Work Design (Autonomy, Agenda Control, Variety, & Flow) .............................................................. 48 Team work .......................................................................................................................................... 48 Control Mechanisms ............................................................................................................................... 49 Conclusion ............................................................................................................................................... 51

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Pakistan Police

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Executive Summary After decades of misuse and neglect, Pakistan‘s police force is incapable of combating crime, upholding the law or protecting citizens and the state against militant violence. With an elected government taking over power after more than eight years of military rule, the importance of reforming this dysfunctional force has assumed new importance. Elected representatives will be held accountable if citizens continue to see the police, the public face of government, as brutal and corrupt. The democratic transition could also falter if deteriorating security gives the military a new opportunity to intervene, using, as it has in the past, the pretext of national security to justify derailing the democratic process on the grounds of good governance. Major reforms and reallocation of resources are required to create an effective and accountable police service. Amendments to the Police Order have watered down provisions that held some promise of reform, including mechanisms for civilian accountability and internal discipline, as well as guarantees for autonomy and safeguards against political interference in the posting, transfer and promotion of police officials. Six years after the Police Order was promulgated, very few public safety commissions, supposedly the cornerstone of the accountability process, were even established, and those that existed lacked enforcement mechanisms. The police remained a political pawn, with transfers and promotions used to reward those willing to follow orders, no matter how illegal, and to punish the few professional officers who dared to challenge their military masters. The new civilian government has inherited a police force with a well-deserved reputation for corruption, high-handedness and abuse of human rights, which served the military well for over eight years, suppressing Musharraf‘s civilian opposition and more than willing to accept any task from extrajudicial killings and torture to rigging elections. With public confidence in the police at an all-time low, reform will be difficult and require time, patience and resources, yet it is a task the new governments at the center and in the provinces will ignore at their peril, as militant violence reaches new heights. The police and civilian intelligence agencies are far more appropriate for counter-insurgency and counter-terrorism operations than a military trained to combat external enemies. The police and 6

the intelligence agencies under police control must be given the resources needed to tackle internal threats and crime. The international community, particularly the U.S. and the European Union (EU), should realize that helping the police and civilian intelligence agencies with training and technical assistance would pay counter-terrorism dividends. However, the Pakistan government should not just increase financial support and police numbers but also enact tangible organizational and political reforms. Political appointments must end; postings, transfers, recruitment and promotions must be made on merit alone; the recommendations of police managerial bodies must be given due weight, and emphasis placed on the police serving and protecting citizens. Above all, democratically elected rulers must resist the temptation to use the police for political, partisan ends. While they are under no compulsion to retain the Police Order, they must ensure that its replacement is not merely a change of name. They must realize that security of their constituents and their own governments will be best ensured by a police force that is professionally run, well trained, adequately paid and operationally autonomous. If it is still used for political ends, the police force may well be damaged beyond repair, at great cost to the peace in Pakistan.

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Introduction to Organization Federation of Pakistan Pakistan has an estimated population of 170 million and is spread over an area of 796,096 km2. The Constitution of Pakistan, adopted in 1973, envisions an Islamic Republic based on a federal system of governance consisting of four provinces, the Federal Capital, Federally Administered Tribal Areas (FATA) and such other "states and territories as are or may be included in Pakistan, whether by accession or otherwise". 1. The status of Gilgit-Baltistan (formerly the so-called Northern Areas) is not mentioned in the Constitution, though it is effectively and practically a federally administered area. 2. The Pakistan administered part of the former princely State of Jammu and Kashmir (named Azad Jammu and Kashmir or AJK) is not part of Pakistan but its interim Constitution (while assigning its defense and external affairs to Pakistan) allows special legislative powers to the Azad Jammu and Kashmir Council, a constitutional body dominated by the representatives of Pakistani state. 3. Pakistan is a federation with a strong federal government. Chapter 1 under Part V of the Constitution deals with the distribution of legislative powers between the federal government and provinces. Article 142, as amended under the Constitution (Eighteenth Amendment) Act, 2010 (hereinafter "Eighteenth Amendment"). 4. Prescribes that Parliament shall not have powers to make laws with respect to any matter not enumerated in the Federal Legislative List. This List does not have the subject of policing. Before the Eighteenth Amendment was passed, the Fourth Schedule to the Constitution had the Concurrent Legislative List that also did not have the subject of policing. 5. However, criminal law and criminal procedure have remained subjects that are within the legislative competence of both Parliament and the provincial legislatures. 6. The Police Act, 1861 (the "Act") remained applicable in Pakistan as a central law 7. After the issuance of the Pakistan (Adaptation of Existing Pakistan Laws) Order dated 14 August 1947 which allowed the then existing laws of British India to remain applicable in Pakistan with necessary modifications.

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8. The Act was replaced with the centrally promulgated Police Order, 2002 (the "Order") which came into effect on 14 August 2002.

However, it should be noted that

notwithstanding the introduction of the Order, no new rules for the police were ever implemented. The Order, like its predecessor, places the superintendence of provincial police establishments in the hands of provincial governments. 9. Since law and order issues are better dealt with at the local level, policing is therefore a provincial responsibility. There is a general understanding and consensus that police legislation is a provincial subject and it is at the provincial level that legislation on police needs to be passed. This explains why the entire budget of provincial police establishments is borne by the provinces.

Federal Police Organizations Modern police may be described as an organized body of personnel assigned to preserve good order and prevent and detect crime. The quasi-federal character of the Pakistani state envisages a coordinating and counseling role 1. For the federal government in policing matters and even authorizes it to set up certain police organizations. 2. At present, there are several institutions performing these tasks at the federal level: a. Federal Investigation Agency (FIA) b. Anti-Narcotics Force (ANF) c. Frontier Constabulary d. Frontier Corps e. Pakistan Coast Guards f. Pakistan Rangers g. National Highways and Motorways Police (NHMP) h. Pakistan Railways Police i. Islamabad Police, Islamabad Capital Territory 3. The agencies established at the federal level have cross-provincial jurisdiction throughout Pakistan over matters and offences concerning the federal government as listed in the Federal Legislative List, read with Article 142 of the Constitution. These agencies are of relatively recent origins compared to the provincial police establishments. For instance, 9

the ANF was established under the Anti-Narcotics Force Act, 1997 and controls trafficking of narcotic substances. The NHMP was established in 1997 and regulates traffic on the roads designated as national highways and motorways. Similarly, offences against the interests of the federal government, such as the ones punishable under the High Treason (Punishment) Act of 1973, will be investigated by the FIA which was established in 1975. The Civil Armed Forces, including the Pakistan Rangers, the Frontier Corps, the Frontier Constabulary, the Northern Areas Scouts (also known as the Gilgit-Baltistan Scouts) and the Pakistan Coast Guards, are field organizations of the federal Ministry of Interior. These agencies are broadly tasked with: a) securing and checking illegal border crossings; b) preventing smuggling; c) enforcing drug control; and d) assisting provincial governments in maintaining law and order when requested. The leadership cadres of these agencies come from the Armed Forces.

Provincial Police Organizations For reasons elucidated at the beginning of this chapter, traditional policing is the responsibility of the provinces. 1. The following are the police entities that can be found at the sub-national level: a. Punjab Police, Punjab province b. Sindh Police, Sindh province c. Khyber Pakhtunkhwa Police, Khyber Pakhtunkhwa province d. Balochistan Police, Balochistan province 2. The provincial police organizations across the country have characteristics and structures similar to each other for a few reasons. First, they are all tasked with maintaining order and preventing/detecting crime. Second, major substantive and procedural criminal laws (i.e. the Pakistan Penal Code, the Code of Criminal Procedure, and the Qanun-e-Shahadat Order) are uniformly applicable to most parts of the country. 3. Third, the Police Service of Pakistan (PSP), which provides the bulk of senior officers to the provincial police departments, is recruited, trained and managed by the federal government. This ensures that police leadership throughout Pakistan emerges from the same training and recruitment background.

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Capital Police Capital Police came into existence W.E.F 1st Jan 1981 by virtue of presidential order no. 17 & 18 of 1980 to fulfill the need for separate Police organization for the federal capital, Islamabad

Mission To uphold the rule of law with due regards to human rights and human dignity. To serve the people with honesty and efficiency with courtesy, respect, commitment and dedication in striving to achieve the highest professional standards.

Objectives 1.

Provide safe, secure and public friendly ecology to the citizens of Islamabad.

2.

Effective maintenance of law and order.

3.

Prevention and detection of crime.

4.

Efficient and smooth flow of traffic on the pattern of advanced traffic systems of the world.

5.

Protection of VIPs and dignitaries visiting the federal capital, foreign diplomats residing in Islamabad and vital installations.

6.

Intelligence gathering to fulfill the objectives of police, traffic and security.

7.

Encourage public participation in the fight against crime – CPLC, public conciliatory committees, human rights watch group.

8.

Help the citizens in times of distress – rescue-15.

Islamabad at Glance Capital Police was established in 1981 with police strength of 3484, including 2539 constables. 1998 (census)

8, 05,235*

2006 (estimated)

12, 70,000*

Average growth rate 5.19%* Urban population

65.7%*

Rural population

34.3%*

Circle/sub-division

6

Police stations

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Including one women police station Area

906 sq. kilometers

Density

889 persons/sq. km

Male literacy rate

80.6% (1998 census)*

Female literacy rate

62.4% (1998 census)*

Housing units

1, 28,753 (1998 census)* *Source: population census organization Islamabad

INITIATIVES 1. E-Enablement of Islamabad Police. a) Computerization of record and office procedures. 2. Control of torture and abuse of human rights in police station by appointing human rights officer. a) Case of human rights abuse reported this year. b) No habeas corpus petition filed in any court. 3. Proactive policing based on analysis of current crime trends. 4. Crime prevention involving local community. 5. Alternate dispute resolution – concept already in vogue in Islamabad – public conciliatory committees (pccs). 6. Capacity building of police investigators. 7. Revamping of anti car lifting cell. 8. Public awareness on safe home scheme and car safety plan. 9. Installation of security gadgets and electronic vigilance cameras through CDA and community participation. 10. Recommendation to regulate businesses like renting property and vehicles.

Organization Culture and Environment Corporate culture: Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their 12

behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality. Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies, strategies, image, products, services, appearance, etc. The concept of culture is particularly important when attempting to manage organization-wide change. Practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well.

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Organization Structure’s, Design and Human Resource Processes

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Duties and Responsibilities of the Police The duties of the police as enumerated in the Police Act of 1861 were fairly straightforward and basic: 1.

Obey and execute all orders and warrants lawfully issued by any competent authority.

2.

Collect and communicate intelligence affecting the public peace.

3.

Prevent commission of offences and public nuisances.

4.

Detect and bring offenders to justice.

5.

Apprehend all persons whom the police are legally authorized to apprehend and for whose apprehension sufficient ground exists. The Police Order, 2002 is far more detailed about the duties and responsibilities police officers are expected to fulfill.

6.

Protect life, property and liberty of citizens and Preserve and promote public peace.

7.

Ensure that the rights and privileges, under the law, of a person taken in custody, are protected.

8.

Prevent the commission of offences and public nuisance.

9.

Collect and communicate intelligence affecting public peace and crime in general.

10.

Keep order and prevent obstruction on public roads and in the public streets and thoroughfares at fairs and all other places of public resort and in the neighborhood of and at places of public worship.

11.

Regulate and control traffic on public roads and streets.

12.

Take charge of all unclaimed property and prepare its inventory.

13.

Detect and bring offenders to justice.

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14.

Apprehend all persons whom the police are legally authorized to apprehend and for whose apprehension, sufficient grounds exist.

15.

Ensure that the information about the arrest of a person is promptly communicated to a person of his choice.

16.

Enter and inspect without a warrant on reliable information any public place, shop or gaming-house where alcoholic drinks or narcotics are sold or weapons are illegally stored, and other public places of resort of loose and disorderly characters.

17.

Obey and promptly execute all lawful orders.

18.

Perform other duties and exercise powers as are conferred by this Order, the Code or any other law for the time being in force.

19.

Aid and cooperate with other agencies for the prevention of destruction of public property by violence, fire, or natural calamities.

20.

Assist in preventing members of the public from exploitation by any person or organized groups.

21.

Take charge of lunatics at large to prevent them from causing harm to themselves or other members of the public and their property.

22.

Prevent harassment of women and children in public places.

23.

Lay information before a competent court and apply for a summons, warrant, search warrant or such other legal process as may, by law, be issued against any person suspected of committing an offence The police are also expected to make every effort to afford relief to people in distress situations, particularly in respect of women and children.

24.

Provide assistance to victims of road accidents.

25.

Assist accident victims or their heirs or dependents, where applicable, with such information and documents as would facilitate their compensation claims.

26.

Cause awareness among the victims of road accidents of their rights and privileges.

Women in the Police Historically, women in Pakistan police have had limited influence. Dating back to the British Raj, recruitment of women into policing was exceedingly rare. For instance, seven temporary female Constables and a Head Constable were inducted for a short period in 1939 to help

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contend with female agitators that were part of a farmers‘ movement in Punjab. The number of women police did not rise significantly until 1952 when 25 Constables, two Head Constables and an ASI were recruited. Little changed until 1994 when former Prime Minister Benazir Bhutto established the first ever women-only police station in Rawalpindi. The Rawalpindi Range‘s then DIG Dr Muhammad Shoaib Suddle has stated that the establishment of the exclusive police station was a response to the increasing incidents and complaints of police excesses against women arrested or investigated by male members of the department. Therefore, all cases involving women were to be dealt with by the Women‘s Police Station. The female staff of the first ever Women‘s Police Station in Rawalpindi included an Inspector, two Sub-Inspectors, one ASI, two Head Constables and thirteen Constables. The Bhutto administration proceeded to create women-only police stations in Abbottabad, Peshawar, Lahore, Multan, Karachi and Larkana. However, the intention to do32 so in every city of Pakistan was never realized because the government was dismissed in November 1996. In terms of performance, the Women‘s Police Station in Peshawar had not registered a single case until 2004, whereas the one in Abbottabad had registered 400 cases by that time. However, the Abbottabad police station, along with the other all-women police stations, was stopped from registering cases in 2002. A study revealed that women police officers were not allowed to register FIRs by senior ranking male officials of the department. Although womenonly police stations have comprised the main element of gender parity in Pakistan policing, the situation appears to be slowly changing. Women will shortly be inducted into specialized training programs for anti- terror squads.

Crime Prevention ICTP attracts all types of people and the majority of them are law-abiding. However, you have no way of knowing who is and who is not. For this reason, you must be prepared to protect yourself. The most important thing to remember is criminals often plan their crimes. They look for the right opportunity and the easiest victim. Therefore, your best defense is a personal security plan aimed at reducing the opportunity for criminals to victimize you. The ICTP encourages you to practice the following crime prevention measures to increase your personal safety and security.

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PEST Analysis Political, economical, social and technological analysis gave us the following data. Political Our politicians neither working there do not work fairly nor they are allowing police to do there job well. Politicians is using police as there servants. Corruption is common in police because politicians are corrupt and for there assistance they use police. Economical Pakistan‘s economy is very weak, pays are very small. It‘s hard for a police officer to live with family in a city he is designated. That‘s also one of the reasons of corruption and bribery. Social Police had a very bad image on public but recently it is very much improved because of some new setups. Technology Pakistan is a developing country and its police is equipped with all the new technological armor, ammos and vehicles. Even helicopters are handed over to police department for air patrolling in severe conditions.

SWOT Analysis Strategic planners use the term SWOT analysis to refer to a survey of any strengths, weaknesses, opportunities, or threats they may face. This tactic provides an examination of the internal (strengths and weaknesses) and external environment (opportunities and threats). Characteristics of each category will vary depending on the supervisor's personal vision or goals. Strengths This includes any resources available in the police agency and personal capabilities or assets of the individual supervisor that will help achieve goals. Examples: 1.

Training programs for personal growth and job knowledge.

2.

Mentors with whom thoughts, ideas, and plans can be shared. 21

3.

Education, knowledge, network of contacts.

Weaknesses This includes any obstacles or vulnerabilities in the agency or person. These can also include a lack of any strength previously identified. Examples: 1.

Negative coworkers or confrontational employees.

2.

Change in the administration o Weakness of personal abilities such as communication skills, people skills, leadership skills.

Opportunities This includes any advantages, resources, or help from such external sources as other police agencies, town and state government, local community, and the private sector. Examples: 1.

Changes in technology.

2.

Recent court decisions.

3.

Changes in public policy which affect police work.

Threats This includes any obstacles that are external to the agency and the supervisor. Examples: 1.

Budget cuts.

2.

Negative publicity in media.

3.

Local events.

Obviously, depending on the goals and specific circumstances, what is seen as a benefit to some may hinder others? For example, a court decision could help or hurt the strategic plan, depending on the outcome and the impact on the vision. The environmental analysis helps to identify areas where focus is needed and is critical to the success of any strategic planning program. It allows for a roundup of all resources available for success. 22

Once all factors-strengths, weaknesses, opportunities, and threats-have been identified, considered and listed, a SWOT matrix will help formulate strategies for superior attainment of the vision.

Figure 2 illustrates the SWOT matrix. 23

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S-O strategies: Identify ways that strengths and opportunities can be paired for maximum effectiveness.



W-O strategies: Identify weaknesses that can be overcome to ensure full access to opportunities.



S-T strategies: Identify ways that strengths can be used to reduce vulnerability to external threats.



W-T strategies: Establish a defensive plan to prevent the susceptibility of weaknesses to external threats.

Human Resource Recruitment to the police in Pakistan is done at three levels – Constable, Assistant Sub-Inspector and Assistant Superintendent of Police. Recruitment to the position of Constable and Assistant Sub-Inspector is done at district and provincial levels, respectively, whereas the Federal Public Service Commission (FPSC) on behalf of the Police Service of Pakistan (PSP) carries out recruitment to the Assistant Superintendent of Police level.

Recruitment Junior cadres (i.e. below the rank of Assistant Superintendent of Police and Deputy Superintendent of Police) form the overwhelming majority of the total numeric strength of the 24

police. For instance, out of the sanctioned numeric strength of 170,031 police officers for the province of Punjab, 381 belong to the rank of ASP or higher. The remaining 169,650 staff members belong to the ranks of Deputy Superintendent of Police (DSP) and below, with only belonging to the DSP cadre. Recruitment to junior ranks is done according to criteria set by the provincial governments. The Constable, Head Constable, ASI, SI, and Inspector of Police (IP) are grouped together as junior ranks. Since Constable is the lowest rank in the police force, a district board of police officers presided over by the DPO normally conducts recruitment. The selection process involves physical measurement, an efficiency test, a written examination, an interview, a medical examination and police verification. The Police Order prescribes that selection for direct recruitment in the rank of ASI shall be through the appropriate Public Service Commission and shall not exceed 25 per cent of the total posts in that rank. The procedure involves passing a physical efficiency test and a written examination followed by a mental ability test and an interview. The Commission prepares a list of candidates, in order of scores garnered, and sends it to the government. In addition, 25 per cent of the quota for departmental promotions to ASI is to be filled by graduate Constables or Head Constables of clean record as selected by the concerned provincial Public Service Commission. The remaining posts are to be recruited by the provincial police establishment.

Educational Requirements Although educational qualifications may vary from province to province, generally the requirement for Constables is matriculation (ten years of school education). No specific subject knowledge is required for this qualification. For recruitment to the rank of ASI, a bachelor‘s degree (fourteen years of education) with a minimum Second Division in any combination of subjects is required.

Age Requirements A candidate for Constable and ASI usually must be between 18 and 26 years.

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Training All provinces have police training colleges or schools that impart training to directly recruited Constables and Assistant Sub-Inspectors. In addition, most federal police organizations have established their own training institutions, which organize not only basic training for their officers but also specialized courses for them and for others. Across Pakistan, there are five police training schools in Punjab, five in Sindh, three in Khyber Pakhtunkhwa, and one in Baluchistan. These training centers often lack adequate facilities. For instance, except for the Police Training College in Sihala, Punjab, none of the other training schools have a forensic lab. Four types of training courses are organized by the police training institutions. These include: 1. Basic induction level courses for fresh recruits. 2. Pre-promotion in-service courses for those about to be promoted. 3. Refresher courses. 4. Specialized courses. The Basic Training Course for Constables is six months long and includes the following subjects: 1. Character Development a. Islamic Ethics & Awareness b. Crime Preventive Preparation and Community c. Policing 2. Law a. Pakistan Penal Code b. Shariah Law c. Criminal Procedure Code 3. Police Procedure a. Qanun-e-Shahadat 26

b. Police Rules c. Local & Special Laws 4. General Police Duties 5. Criminal Law and Investigation 6. Practical Police Work a. Police Procedure b. Physical Training

Motivational Techniques and Tools The power and ability to succeed is in all of us - all it takes is the motivation to get something happening. Because unless you take action, your dreams of success will remain just that dreams. Every year POLICE defines its Target and Goals for that particular year and expects the employees to achieve these Target & Goals. To keep the employees motivated POLICE uses different techniques and programs:-

Best Employee of the Year To motivate the employees of the organization and make a competitive environment among the employees, POLICE arranges a best employee of the year competition every year. The officer with the best performance during the year, based on the ―Quarterly Performance Review‖ and the ―Performance Appraisal Reports‖ is awarded the award for the best employee of the year.

Annual Increments All the employees regardless of their performance during the year are awarded an annual increment, equal to 12% of their salary.

Occasional Bonus Every year, on occasion of Eid-ul-Fitar and Eid-ul-Azha, all employees regardless of their rank and seniority, are awarded Eid allowances. This gives a sense of family and provides a homely environment to the employees and motivates them to work as a family/team.

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Rest & Recreation Allowance Every organization must show their employees that it cares about them, if organization takes care of the employee, the employees will take care of the organization. In this regard, POLICE employees are awarded ―Rest and Recreation Allowance‖ twice a year, so that employees can spend the money for a holiday and restore their energies and come back to work with high spirits.

Shaheed Allowance Compensation to the families of shaheed officers/officials from Rs 500,000/- to Rs2, 000,000. That will be granted from shaheed welfare trust.

Control Mechanisms Control mechanisms are important to every organization. Without them, it would be difficult to determine whether or not the planning, organizing and leading functions of management are effective and productive for the Organization. Although some mechanisms are used widely throughout many organizations some mechanisms are tailored to fit a specific organization. Management must determine the most appropriate control mechanisms for their Organization. In POLICE, controls are implemented through internal controls, technology, social structure and culture. Internal controls are broadly defined as the standards and procedures that a Organization establishes to protect its assets. As a Organization grows, it would tend to hire more people to help conduct the department. However, without these policies and procedures in which companies implement, it would be impossible for the Organization to protect its assets and conflicts may arise between the people in the organization. Standards and procedures must be implemented in the Organization. In the case of POLICE, four types of control mechanisms have been identified. These are personal control, social structure, culture and dialectic of control. Personal control is defined as the dyadic relationship between the direct supervisor and subordinate. While social structure is embedded controls with policies, procedures, rules, welldefined job descriptions, career ladders and incentive schemes. On the other hand, culture is the

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workers' shared norms and values that shape behavior, order perception, and influence attitudes. A shared ideology obviates the need for extensive and explicit procedures and rules, providing a philosophy of interests and norms from which members can deduce an almost limitless number of specific rules to suit varying conditions. Workers internalize organizational norms and socialization reinforces those goals In the case of POLICE, knowledge workers are their key assets. The Organization‘s Code of Conduct adheres the highest levels of ethical organization practices in which guidelines for ethical conduct of directors, officers and employees are provided. It is the code in which the Organization put into practice. It is an expansive statement of principles of the Organization that should conform to their actions as part of the Organization. In addition, the Interior Ministry has also a set of Corporate Governance Guidelines to provide a framework so that the management and the Ministry can operate effectively together to achieve the Organization‘s objectives. Its corporate structure has established appropriate financial controls and internal process management. POLICE emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor. There's little in the way of corporate hierarchy and everyone wears several hats. Because everyone realizes they are an equally important part of POLICE‘s success, no one hesitates to skate over a corporate officer during roller hockey. In order for POLICE to implement control to their organization, it is essential to hire the right people. POLICE‘s hiring policy is aggressively non-discriminatory and favors ability over experience. Control mechanism also can by specialization of labor or responsibilities. Division of responsibilities would be also a much easier to control since it would be easy to determine which work is effective and efficient and whose work are not. Performance management would be easy to accomplish. Having also specialization gives an individual more responsibilities and the sense of making works more efficient and effective.

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Conclusion Police-executive relations are indicative of level of political development in a country. In a mature democracy the police would be under far less executive control and influence than in an evolving democracy or in a country under dictatorial rule. The police-executive relations cannot be changed merely through legislation or executive orders. In countries where reforms are implemented to bring a fundamental qualitative change in police-executive relationship, it takes time to resolve conflicts and address problems of change over from the old to the new order. In Pakistan the approach adopted was sort of a revolutionary nature. A system which was more than a century old was sought to be changed overnight. To bring about transformation of this magnitude, a large number of new institutions had to be put in place, quickly and properly. The net result is that the envisaged forums of oversight and redress of public grievances against police are yet to become fully functional, credible, and widely available.

A fundamental prerequisite for success of a reform strategy is publicly demonstrated political will and continuing commitment of all stakeholders to support and sustain the expected outcomes of that strategy. When the reform further involves a challenge to foster democratic governance, rule of law and human security, a broad agreement across the political landscape on the future role and responsibilities of the police is essential.

Police reform cannot but be about creating a police force that works better. It is about closing the trust deficit: proving to the people that new police will be there principally to serve. For this, governments need to listen to senior police administrators who know the police best—who know what works, what does not, and how things ought to be changed. They also need to hear from experts as well as the stakeholders—the police, the judiciary, and the people—and seek their ideas, inputs and inspiration. They need to hold discussions with business leaders who have successfully introduced innovative management practices to turn their organizations around. They need to consult public administration experts who know how best to apply the principles of reinventing public sector organizations to improving police services. Governments need to have meaningful dialogue with the best minds from the private sector and civil society. On the basis 30

of these consultations, a blueprint can be drawn. This blueprint should identify the focus areas and map out the corresponding strategies to carry out the reform agenda at various levels.

Finally, police-executive cannot be reformed without reference to the criminal justice system and to the larger political and social order of society. Any police reform strategy will have to take into account a number of variables such as the structure of government, balance between federal and provincial governments, or between provincial and local governments, the role of the judiciary, military, and political parties in administrative affairs of the country, the role of public prosecutors and defence lawyers, professional leadership in the police, police mandate, the basis of legitimacy of the police (from an adversarial to a consensus or a community model). Equally important, if not more important, is to consider less tangible features of a society, like its social structure and cultural expectations.

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Ittehad Steel Lmt.

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Head Office Address: #417, Industrial Area, I-9, Islamabad Landmarks: I-9 Markaz, Industrial Area City: Islamabad Phone +92-51-4435500 UAN +92-51-111500300

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Factory Address: ITTEHAD FOUNDRY: Plot# 51, Street #12, Industrial Area I-9, Islamabad Landmarks: I-9 Sector, Industrial Area City: Islamabad Phone +92-51-4435100, 4435200, 4435300

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Executive Summary Ittehad Steel (Pvt.) Limited is one of the leading steel rolling mills in Pakistan. The company has excelled in steel industry with expertise in manufacturing steel bars for reinforcement of concrete and sectional steel products of different grades and sizes. ISL (PVT) is best known for its stateof-art technology, high standards in quality and commitment to the development of Pakistan. Success of the company can be gauged by the portfolio of mega-projects in which it has participated over the last few decades. ISL (PVT) Group of companies is a premier industrial establishment of Pakistan; involved in diverse business activities like steel casting, foundries, re-rolling, rice processing and textiles. The group‘s history in steel business goes back to 1913 when the foundations were laid down by opening of a trading house for steel products. This humble beginning soon turned into a strong countrywide distribution network selling products of world renowned Tata Steel and Nippon Steel. ISL (PVT) focuses on serving stake holders by offering quality products through an innovative and cost effective manner in accordance to environmentally friendly conditions .Its commitment to quality is not limited to plant activities alone rather its goal is the implementation of quality management systems across the whole organization. ISL (PVT) has also acquired accreditation for process laboratories, which are charged with the analysis of the quality of all raw materials and product streams. The level of work achieved by ISL (PVT) laboratories has attained such a reputation that now they have expanded to take on analysis work from companies outside our organization. The company has designed its Quality Management System in order to ensure:1. Greater response to customer's present & future needs. 2. Focus on productivity and Quality. 3. Developing Human resource and motivating employees through empowerment and hard consequences. 4. Safe Working and Environment friendly conditions. 5. Good Governance. 6. Fulfilling Social Obligations. 7. Improving Corporate Image. 33

Introduction Ittehad Steel (Pvt.) Limited is one of the leading steel rolling mills in Pakistan. The company has excelled in steel industry with expertise in manufacturing steel bars for reinforcement of concrete and sectional steel products of different grades and sizes. ISL (PVT) is best known for its stateof-art technology, high standards in quality and commitment to the development of Pakistan. Success of the company can be gauged by the portfolio of mega-projects in which it has participated over the last few decades. ISL (PVT) Group of companies is a premier in industrial establishment of Pakistan; involved in diverse business activities like steel casting, foundries, re-rolling, rice processing and textiles. The group‘s history in steel business goes back to 1913 when the foundations were laid down by opening of a trading house for steel products. This humble beginning soon turned into a strong countrywide distribution network selling products of world renowned Tata Steel and Nippon Steel.

Steel is an alloy of iron and carbon (containing carbon content between 0.2% and 2.1% depending on the grade). Apart from carbon, various other alloying elements are used, such as manganese, chromium, vanadium, and tungsten. Carbon and other elements act as a hardening agent, preventing dislocations in the iron atom crystal lattice from sliding past one another. Varying the amount of alloying elements and form of their presence in the steel (solute elements,

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precipitated phase) controls qualities such as the hardness, ductility, and tensile strength of the resulting steel. Steel is produced in a two-stage process: 1. First, iron ore is reduced or smelted with coke and limestone in a blast furnace, producing molten iron which is either cast into pig iron or carried to the next stage as molten iron. 2. In the second stage, known as steelmaking, impurities such as sulfur, phosphorus, and excess carbon are removed and alloying elements such as manganese, nickel, chromium and vanadium are added to produce the exact steel required. Steel mills turn molten steel into blooms, ingots, slabs and sheet through casting, hot rolling and cold rolling. With the invention of the Bessemer process in the mid-19th century, steel became an inexpensive mass-produced material. Further refinements in the process, such as basic oxygen steelmaking, further lowered the cost of production while increasing the quality of the metal.

Products 1. Deformed Bar 2. Cold Twisted Rebar 3. Angle Iron 4. Garder 5. Flats 6. T Iron

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Organization Culture and Environment Ittehad Steel has a vision to become the leading manufacturer of section steel in the region. The company has striven to build its reputation in a short span as one of the most successful steel venture. The company encourages team work, innovation and leadership within a culture that places great emphasis on personal development. A stimulating work culture driven by entrepreneurial spirit and empowerment to achieve company goals & deliver customer satisfaction has been the hallmark of success. Open to learning opportunities the team has been successful in delivering performance which is considered benchmark in the industry. Group Management has always been very forthright in setting long-range goals and its vision about the future. Employees and the workers of the company remain actively involved in devising plans and their execution. It is therefore possible for ISL (PVT) to converge all resources of the company to achieve specific results.

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Working in the steel industry The Ittehad steel industry offers career opportunities in many different fields .Ittehad Steel companies are committed to fostering the well-being of their employees and provide them with a safe and healthy work environment. The company around the country also works closely with universities in the development of learning and research initiatives to develop future talent and promote innovation.

Career Opportunities Ittehad steel industry employs people with many different skills and diverse knowledge, who have the ability to work in multi-disciplinary teams. These include metallurgy, materials science, physics, chemistry, engineering as well as mathematics, IT, languages, business, accountancy and many other subjects. Moreover, they offer challenging and rewarding careers, often in an international context with opportunities to travel and experience many cultures. Employees can quickly gain experience, responsibility and leadership.

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Training and recruitment opportunities are available in here in various functions, including: 1.

Manufacturing and production

2.

Engineering and process development

3.

Technology

4.

Research and development

5.

Market and product development

6.

Commercial

7.

Purchasing

8.

Finance

9.

Logistics

10.

Strategy

11.

Human Resource Development

Employee safety and health A safe working environment for all employees is the number one priority for Ittehad steel. Safety requires a permanent 100% commitment from everyone in a steel plant. Most importantly, safety requires commitment from senior management, which sets the culture in which everyone knows that safety must not be compromised for any other objective. Accidents still occur at the steel plant. However, they are consistently decreasing in proportion to hours worked. A common indicator used to measure safety is lost-time-injury frequency rate. To prevent work-related accidents, the company implements safety policies to improve employee training and awareness. Furthermore, Company adopts Occupational Safety and Health (OSH) Management Systems to report, record and notify work-related injuries, fatalities, and incidents.

Employee training and education Ittehad steel industry is committed to offering employees the opportunities to further their education and develop their skills. Not only is this a way of enhancing quality of work and productivity but it also boosts employee satisfaction. An effective employee training program limits job turnover and can bring increased innovation in strategies and products, resulting in improved operations.

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Organization Planning, Goals and Objective Setting The main aim at ISL (PVT) is customer satisfaction. The company drives all its employees on the basis of this very strategy to make sure any and every activity at ISL (PVT) has its roots in ‗customer orientation‘. All planning at ISL (PVT) is such that the customer is aware of what services he is receiving, what the company does to deliver these products and under what conditions and quality testing standards is their product created. The planning procedure at ISL (PVT) is to first understand the problem to ensure all issues and effected departments are properly identified. Then the company‘s higher authorities turn to decision making process where nothing is left to ambiguities. The decision and plans are made to ensure what is best for the company as a whole, its employees and its customers. All planning is aimed at employee stress reduction and customer satisfaction. The second aim is to set realistic goals that are achievable and that ensure employee devotion without overworking them and causing stress for the employee. The aim at ISL (PVT) of the goals too is to ensure customer satisfaction. The company objective is not one different from the Planning and goals. The focus of energies of the management, staff and the workers, managing director of ISL (PVT) has put forward specific targets to be achieved. These are: Complete satisfaction of the customer by supplying product conforming to all stated requirements. 1. Mills test certificate 2. Dispatch documentation 3. Computerized invoices and weighing certificates 4. Maintaining friendly environment The whole system at ISL (PVT) revolves around these four basic principles, as a result the customer remains the main benefactor. Sales department of ISL (PVT) plays an active role in ensuring total satisfaction of the customer. The department is involved with the customers from taking orders to the delivery of the final product. Before confirming any sales, each customer is explained the complete product features 39

through marketing material and in person presentations. Customers are also invited to witness quality control arrangements. The idea is that the customer must know what he is going to get for his money. After the order is confirmed from a customer, sales department gets in touch with the product planning department to ensure deliveries as per the customers given schedule. The department once again comes in picture when final inspection of each consignment is performed to ensure that the products so delivered are as per the contract signed. These procedures have been designed and are followed to ensure total customer satisfaction.

Organization Structure, Design and Human Resource Processes The organizational structure of Ittehad Steel Group is a very diverse one. While key aspects of decision making and goal setting lies in the center for a better control and a centralized decision making, a strong organizational structure still exists.

Owner / Director Office

Reg. Manager

Manager

Advisors

Mill

Manager

Asst. Manager

Asst. Manager

Team Coordinator Clerks / Receptionist

Labors

Ittehad Steel Mill Rank Hierarchy

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The aspect of work specialization is in place to ensure work speed and work quality where employees work on their own individual specialized department of specialization and functional departmentalization ensures a very apt and adequate management. The chain of command at ISL (PVT) is to ensure all department managers report back to the director and the employees report to one manager. This helps in ensuring work distribution and target achievement clarity. The span of control of every manager is maintained in a scope that would be easily manageable. The main aim at ISL (PVT) is to ensure their employees are not put under too much strain. Not only does it harm the employee but also work quality as the employee is under constant pressure to achieve far more than he is doing. As a result he is never content with his work if the span of control is kept too wide. Formalization is in place at ISL (PVT) very strictly in some areas while in others there is a bit of leniency towards it. For jobs at the very basic level, standards are laid forth to ensure product quality and standard operating procedures ensure both safety and quality. The design of the organization is therefore a very strictly mechanistic one at the lower staff level because in the business they are in, quality is of the essence and a mechanistic approach ensures that very well. The approach at the top managerial levels however is more of an organic one. No strict guidelines need to be followed for the top managerial posts however programmed decisions are kept in store for reference in the future. ISL (PVT) aims at developing its employee‘s skills and capabilities to ensure a constant growth for the company in today‘s testing times. Employee induction is done through a rigorous interviewing and a critical selection process to ensure that a selected employee is a devoted one and one that will be faithful to the organization after all the investment they make on him. Employee training is done through an array of traditional methods including mentoring, on the job training and workshops etc. The ISL (PVT) management believes in employee compensation and benefits. The aim is always that when an employee shows true determination and persistence, he should be rewarded for it. This is helpful in both keeping employee morale up and also in encouraging other employees in 41

doing the same. As a result, the whole organizations work standard is raised by a simple act of compensation and benefits. Pension and health care are 2 benefits offered by ISL (PVT) to its employees. Also ISL (PVT) ensures its employees are listened to and their individual needs addressed. In a case where an employee has a family related issue, ISL (PVT) offers leaves without causing any problems for the employee. All these actions have acted together to bring ISL (PVT) to where it is today. Established in 1913, Ittehad Steel (Pvt.) Limited is one of the leading steel rolling mills in Pakistan. The company has excelled in steel industry with expertise in manufacturing steel bars for reinforcement of concrete and sectional steel products of different grades and sizes. ISL (PVT) is best known for its state-of-art technology, high standards in quality and commitment to the development of Pakistan. Success of the company can be gauged by the portfolio of mega-projects in which it has participated over the last few decades. ISL (PVT) Group of companies is a premier industrial establishment of Pakistan; involved in diverse business activities like steel casting, foundries, re-rolling, rice processing and textiles. The group‘s history in steel business goes back to 1913 when the foundations were laid down by opening of a trading house for steel products. This humble beginning soon turned into a strong countrywide distribution network selling products of world renowned Tata Steel and Nippon Steel. The group first entered into manufacturing line in 1976 and since then has strengthened its position as a trend-setter and a technology leader in the area. Today the group has as many as five manufacturing units with the capacity of hundred thousand metric tons 100000 m/tons in its folds – with two new units under installation. All these go to show that indeed ISL (PVT)‘s structure, design and most importantly human resource processes are very successful ones indeed which have given the company the success it has today.

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SWOT Analysis Strength Pakistan has rich mineral resources. It has abundance of iron ore, coal and many other raw materials required for iron and steel making. It has the fourth largest iron ore reserves (10.3 billion tons) after Russia, Brazil, and Australia. Therefore, many raw materials are available at comparatively lower costs. Weakness These are inherent in the quality and availability of some of the essential raw materials available in Pakistan, e.g., high ash content of indigenous coking coal adversely affecting the productive efficiency of iron-making and are generally imported. Advantages of high Fe content of indigenous ore are often neutralized by high basicity index. Besides, certain key ingredients of steel making, e.g., nickel, Ferro- molybdenum is also unavailable indigenously. However, most of the weaknesses of the Pakistan steel industry can be classified as systemic deficiencies. Some of these are described here. Steel is a capital intensive industry; steel companies in Pakistan are charged an interest rate of around 14% on capital as compared to 2.4% in Japan and 6.4% in USA. Opportunity Excellent potential exists for enhancing steel consumption in other sectors such as automobiles, packaging, engineering industries, irrigation and water supply in Pakistan. New steel products developed to improve performance simplify manufacturing/installation and reliability is needed to enhance steel consumption in these sectors. Main objective here have to be improvement of quality for value addition in use, requirement of less material by reducing the weight and thickness and finally reduction in overall cost for the end user. Threats The demand for steel is a derived demand and the purchase quantity depends on the end-user requirements. The traders tend to exhibit price sensitivity and buy when there are discounts. This volatility of demand often affects the integrated steel manufacturers because of their inability to tune their production in line with the market demand fluctuations. 43

Some other threats are: 

Ever decreasing import duty on steel.

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Dumping of steel by developed countries.

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High quality products from developed countries available for import at very competitive prices.

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Non-availability of capital from financial institutions for iron and steel sector.

Michael Porter’s Five Forces Model Backed by robust volumes as well as realizations, steel Industry has registered a phenomenal growth across the world over the past few years. The situation in the domestic industry was no exception. In fact, it enjoyed a double digit growth rate backed by a robust growing economy. However, the current liquidity crisis seems to have created medium term hiccups. In this article, we have analyzed the domestic steel sector through Michael Porter‘s five force model so as to understand the competitiveness of the sector.

Entry barriers: High Capital Requirement: Steel industry is a capital intensive business. It is estimated that to set up 1 mtpa capacity of integrated steel plant, it requires between Rs 25 bn to Rs 30 bn depending upon the location of the plant and technology used.

Economies of scale: As far as the sector forces go, scale of operation does matter. Benefits of economies of scale are derived in the form of lower costs, R& D expenses and better bargaining power while sourcing raw materials. It may be noted that those steel companies, which are integrated, have their own mines for key raw materials such as iron ore and coal and this protects them for the potential threat for new entrants to a significant extent. Government Policy: The government has a favorable policy for steel manufacturers. However, there are certain discrepancies involved in allocation of iron ore mines and land acquisitions. Furthermore, the regulatory clearances and other issues are some of the major problems for the new entrants.

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Product differentiation: Steel has very low barriers in terms of product differentiation as it doesn‘t fall into the luxury or specialty goods and thus does not have any substantial price difference. However, certain companies like Tata Steel still enjoy a premium for their products because of its quality and its brand value created more than 100 years back. Bargaining power of buyers: Unlike the FMCG or retail sectors, the buyers have a low bargaining power. However, the government may curb or put a ceiling on prices if it feels the need to do so. The steel companies either sell the steel directly to the user industries or through their own distribution networks. Some companies also do exports.

Competition: High 

The steel industry is truly global in terms of competition with large producing countries like China significantly influencing global prices through aggressive exports.

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Steel, being a commodity it is, branding is not common and there is little differentiation between competing products.



It is medium in the domestic steel industry as demand still exceeds the supply. Pakistan is a net importer of steel. However, a threat from dumping of cheaper products does exist.

Bargaining power of suppliers: High 

The bargaining power of suppliers is low for the fully integrated steel plants as they have their own mines of key raw material like iron ore coal for example Tata Steel. However, 45

those who are non-integrated or semi integrated has to depend on suppliers. An example could be SAIL, which imports coking coal. 

Globally, the Top three mining giants BHP Billiton, CVRD and Rio Tinto supply nearly two-thirds of the processed iron ore to steel mills and command very high bargaining power. In Pakistan too, NMDC is a major supplier to standalone and non–integrated steel mills

Threat of substitutes: Low 

Plastics and composites pose a threat to Pakistani steel in one of its biggest markets automotive manufacture. For the automobile industry, the other material at present with the potential to upstage steel is aluminium. However, at present the high cost of electricity for extraction and purification of aluminium in Pakistan weighs against viable use of aluminium for the automobile industry. Steel has already been replaced in some large volume applications: railway sleepers (RCC sleepers), large diameter water pipes (RCC pipes), small diameter pipes (PVC pipes), and domestic water tanks (PVC tanks). The substitution is more prevalent in the manufacture of automobiles and consumer durables.

Bargaining power of Consumers: Mixed Some of the major steel consumption sectors like automobiles, oil & gas, shipping, consumer durables and power generation enjoy high bargaining power and get favorable deals. However, small and retail consumers who are scattered and consume a significant part do not enjoy these benefits.

Motivation Techniques and Tools ISL (PVT) uses variety of motivational techniques and tools in order to achieve excellence amongst the fellow employees to empower the organization growth. One of the methods suggest to motivate employees by increasing their sense of liberty in work force based upon empowerment and self-esteem which includes affiliation and recognition, as well as self-respect and competence among the organization pillars.

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1. The psychological needs, when satisfied, cease to become motivators of behavior. On the other hand, when basic physiological needs are not satisfied, they become important to the exclusion of everything else. 2. When the physiological needs are satisfied, needs at the next higher level begin to motivate behavior? These are the safety needs, for protection against danger, threat, and deprivation. As long as employees feel that they are being treated fairly, safety needs will be satisfied. If they become uncertain and confused about management actions which they do not understand, they will feel insecure and safety needs will begin to dominate behavior. 3. Once physiological and safety needs are satisfied, social needs become important motivators of behavior. These include the need to belong, to associate with, and to be accepted by one‘s fellows. While tightly knit, cohesive work groups may be far more effective than an equal number of separate individuals in achieving organizational goals, management actions often tend to divide employees by encouraging competitive behavior, rewarding individual performance, and discouraging discussion with fellow workers. As a consequence, people become resistant with an idea of working together which causes the egoistic needs such as self esteem and status. ISL (PVT) management force tries to cope with an idea to tackle the basic needs of employees efficiently in order to motivate him/her towards the excellence by using following points: 1. Enjoyment of the work itself for its own sake. 2. Desire to have a "piece of the action," such as sharing visions, missions, leadership, authority, and responsibility. 3. Pride in performing excellently. 4. Need to prove some secret point to one self. 5. Achievement of a deep-seated value. 6. Having a deep and abiding belief in the importance of the work one is doing. 7. The excitement and pleasure of a challenge. 8. Desire to exceed one‘s previous level of job performance. ISL (PVT) believes in having following intervention in an organization to excel towards brilliance and superiority. 47

Shared mission and vision A vision should be clear and sufficient to inspire employees to action. To capture the hearts of employees, it is essential that they should know what company stands for and where is it going. Organization vision must be compelling, understandable, and focused. For employees to work together towards a common goal, they need to share a mutual mission. This means that they have an understanding of the organization as a whole, how the parts fit together, and where they fit in the structure. Training will probably be needed for an employee to acquire this organization-wide understanding. Armed with this perspective, the employee can proceed in joining his co-workers to identify problems and their solutions.

Ethics Once employees have a clear understanding of the organization and their role in it, they need to be empowered to act on this understanding .This means removing corporate hierarchies and topdown power structures. It is not sufficient to simply delegate or push down authority and responsibilities if the ultimate power is maintained at the top. It means rethinking the need for executive prerogatives and perks and addressing the issue of fairness of executive compensation. It means establishing a clear code of corporate ethics.

Work Design (Autonomy, Agenda Control, Variety, & Flow) One intervention which can be utilized to make jobs more motivating and attractive is job redesign, which involves examining each job‘s structure for possible improvements which would make the job itself more rewarding. ISL (PVT) identifies following 5 characteristic for work design: 1. Skill variety. 2. Task identity - visible outcome. 3. Task significance - impact on others. 4. Autonomy - freedom in determining schedule and procedures. 5. Job feedback - results indicate how well done.

Team work A team-based organizational structure makes it possible to assign responsibility for a meaningful process segment, even an entire work area, to a team. These broader and more important 48

responsibilities create a different and more satisfactory experience for all team members. Crosstraining and flexibility within the team make the work more diverse and enjoyable.

Control Mechanisms Control mechanisms are important to every organization. Without them, it would be difficult to determine whether or not the planning, organizing and leading functions of management are effective and productive for the company. Although some mechanisms are used widely throughout many organizations and companies, some mechanisms are tailored to fit a specific organization. Management must determine the most appropriate control mechanisms for their company. In Ittehad Steel Mills, controls are implemented through internal controls, technology, social structure and culture. Internal controls are broadly defined as the standards and procedures that a company establishes to protect its assets. As a company grows, it would tend to hire more people to help conduct the business. However, without these policies and procedures in which companies implement, it would be impossible for the company to protect its assets and conflicts may arise between the people in the organization. Standards and procedures must be implemented in the company. In the case of ISL (PVT), four types of control mechanisms have been identified. These are personal control, social structure, culture and dialectic of control. 49

Personal control is defined as the dyadic relationship between the direct supervisor and subordinate. While social structure is embedded controls with policies, procedures, rules, welldefined job descriptions, career ladders and incentive schemes. On the other hand, culture is the workers' shared norms and values that shape behavior, order perception, and influence attitudes. A shared ideology obviates the need for extensive and explicit procedures and rules, providing a philosophy of interests and norms from which members can deduce an almost limitless number of specific rules to suit varying conditions. Workers internalize organizational norms and socialization reinforces those goals In the case of ISL (PVT), knowledge workers are their key assets. The company‘s Code of Conduct adheres the highest levels of ethical business practices in which guidelines for ethical conduct of directors, officers and employees are provided. It is the code in which the company put into practice. It is an expansive statement of principles of the company that should conform to their actions as part of the company. In addition, the board of directors has also a set of Corporate Governance Guidelines to provide a framework so that the management and the board can operate effectively together to achieve the company‘s objectives. Its corporate structure has established appropriate financial controls and internal process management. ISL (PVT) emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor. There's little in the way of corporate hierarchy and everyone wears several hats. Because everyone realizes they are an equally important part of ISL (PVT)‘s success, no one hesitates to skate over a corporate officer during roller hockey. In order for ISL (PVT) Steels to implement control to their organization, it is essential to hire the right people. ISL (PVT)‘s hiring policy is aggressively non-discriminatory and favors ability over experience. Control mechanism also can by specialization of labor or responsibilities. Division of responsibilities would be also a much easier to control since it would be easy to determine which work is effective and efficient and whose work are not. Performance management would be easy to accomplish. Having also specialization gives an individual more responsibilities and the sense of making works more efficient and effective. 50

Conclusion The main objective at ISL (PVT) is to satisfy the customer needs. Customer is given the high priority. They ensure customer satisfaction by delivering the products on right time satisfying all the requirements of the customer. There is a procedure that is followed properly for this purpose. Quality assurance is another element, which is high in priority. They do not compromise on quality. They work under extreme conditions to achieve quality. In their opinion, ―if you strive to achieve quality, quantity will chase itself‖. They have been certified by ISO-9001 for maintaining quality standards. They follow the trend of centralized decision making. All the major and minor decisions are taken by the board of directors at the top level. The rules are not so strict and there is no as such formalization. There is a friendly environment which allows a healthy relationship between the management and the employees.

References www.islamabadpolice.gov.pk www.google.com www.scribd.com www.images.google.com

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