hrm project on worldcall telecom ltd
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THE HIGHLANDERS
IMRAN KHAN
MUHAMMAD AZAM
ABDULLAH IJAZ KHAN
TELECOM (PVT)LTD.
04/08/23 4
ABOUT WORLDCALL
• In 1995, Worldcall first began life.• In 1996, Worldcall installed first payphone . • In 1998, Worldcall launched “HELLO” calling card • In 1999, Worldcall started first overseas operation • In 2000, Worldcall became first multi-service operator in country providing cable T.V and internet• In 2005, Worldcall launched wireless service in Lahore which is now available in more than 40 cities• At the end of 2007,there will be more than 60000 payphones and wireless service in more than 45 cities
04/08/23 5
DIFFERENT DIVISIONS OF WORLDCALL
Telecom Division
• Payphones & Calling Cards• Worldcall Telecom Ltd. • Karachi & Lahore HFC• LDI & WLL • Worldcall Telecom Lanka Ltd.Financial Division
• First Capital Securities Corp.Ltd.• First Capital Equities Ltd. • First Capital Investments Ltd. • First Capital Mutual Fund Ltd.• Shaheen Insurance Co Ltd.
• Lanka Securities Ltd.
Property Division
• Pace Pakistan Ltd.
• Gulberg Shopping Mall
• Model Town Shopping Mall
• M.M.Alam Road Shopping Mall
• Pace Towers
• Pace Super Mall Ltd.
• Pace Woodlands Ltd.
• Pace Barka Properties Ltd.
Media Division
• Total Media Ltd.
• Media Times Ltd.
• World Press Ltd.
PRODUCTS OFFERED BY WORLDCALL
Following products offered by WORLDCALL
ORGANIZATIONAL CHART
N om in a tion an d R em u n era tion C om m ittee A u d it C om m ittee
R is k M an ag em en t C om m itee
C h a irm an D ivis ion
B u s in ess P rod u c t & S ervice O p era tion S u p p ort an d A d m in is tra tion
P res id en t
E xecu tive C h arim an
B oard o f E xecu tive D irec to rs
B oard O f D irec to r
“Process consisting of acquisition, maintenance, motivation and development of human resources”
HR PLANNING
HUMAN RESOURCE
MANAGEMENT
JOB ANALYSIS
RECRUITMENT &
SE;ECTION
TRAINING&
DEVELOPMENT
PERFORMANCE APPRAISAL
COMPENSATION
NEGOTIATION
STRESS & CAREER
MANAGEMENT
One Question
Five Years
11 Companies
COMPANIES STUDIED
Abbott Circuit City Walt Disney Gillette Kimberly-Clark Kroger Wal-Mart Philip Morris Pitney Bowes Walgreen's Wells Fargo
-1
0
1
2
3
4
5
6
7
1 2 3 4 5 6 7 8Years from transition
Ratio
of s
tock
retu
rn
•Great•Good
CHARACTERISTICS OF LEVEL 5 LEADERS
A COMPELLING HUMILITY
LEVEL 5 LEADERS ARE EXTREMELY
MODEST
THEY DON’T TALK ABOUT THEMSELVES
THEY WOULD TALK ABOUT THE ORGANIZATION ,ABOUT THE CONTRIBUTION OF OTHERS AND INSTINCTIVELY DEFLECT DISCUSSION ABOUT THEIR OWN ROLE
AN UNWAVERING RESOLVE
BESIDES EXTREME HUMILITY, LEVEL 5
LEADERS ALSO DISPLAY TREMENDOUS
PROFESSIONAL WILL
THEY POSSESS INSPIRED STANDARDS,
CANNOT STAND MEDIOCRITY IN ANY
FORM, AND UTTERLY INTOLERANT OF
ANYONE WHO ACCEPTS THE IDEA THAT
GOOD IS GOOD ENOUGH
GEORGE CAIN
CEO OF ABBOTT LABORATORIES
INSPIRED STANDARDS
COMPANY PERFORMED 4.5 TIME THE GENERAL MARKET
SUCCESSION PLANNING
THEY WANT TO SEE THEIR ORGANIZATONS BECOME EVEN MORE SUCCESSFUL IN THE NEXT GENERATION
THEY ROUTINELY SELECT SUPERB SECCESSORS
WHAT BETTER WAY TO DEMONSTRATE YOUR PERSONAL GREATNESS THAN THAT THE PLACE FALLS APART AFTER YOU LEAVE
SUCCESSION PLANNING
Vs
Lee Iacocca Sam Walton
THE CONCEPTS OF LEVEL 5 LEADERSHIP
THE WINDOW AND THE MORROR
LEVEL 5 LEADERS LOOK OUTSIDE THE WINDOW TO APPORTION CREDIT OUTSIDE THEMSELVES WHEN THINGS GO WELL (and if they cannot find a specific person or event to give credit to, they credit good luck.)
AT THE SAME TIME THEY LOOK INTO THE MIRROR TO APPORTION THE RESPONSIBILITY, NEVER BLAMING BAD LUCK WHEN THINGS GO POORLY
•Non-Level 5 leaders do just the opposite. They’d look out the window for something or someone to blame. But stand in front of the mirror and credit themselves when things went well.
BORN OR BREAD ?
TWO CATEGORIES OF PEOPLE:
THOSE WHO DON’T HAVE LEVEL 5 SEED
THOSE WHO DO HAVE LEVEL 5 SEED.
WHO DON’T HAVE LEVEL 5 SEED
WORK WILL ALWAYS BE FIRST AND FOREMOST ABOUT WHAT THEY GET THE FAME ,FORTUNE , POWER AND SO ON .
WE KEEP PUTTING PEOPLE IN POSITION OF POWER WHO LACK THE SEED TO BECOME LEVEL 5 LEADER, AND THAT IS ONE MAJOR REASON WHY THERE ARE SO FEW COMPANIES THAT MAKE A SUSTAINED AND VERIFIABLE SHIFT FROM GOOD TO GREAT.
THOSE WHO HAVE LEVEL 5 SEED
CONSIST OF PEOPLE WHO COULD EVOLVE TO LEVEL 5; THE CAPABILITIES RESIDE WITHIN THEM, PERHAPS BURRIED ,IGNORED OR SIMPLY NASCENT.
UNDER THE RIGHT CIRCUMSTANCES – WITH SELF REFLECTION , A MENTOR, LOVING PARENTS, A SIGNIFICANT LIFE EXPERIENCE OR OTHER FACTORS- THE SEED CAN BEGIN TO DEVELOP.
NOT BY LEVEL 5 ALONE
NOT BY LEVEL 5 ALONE
LEVEL 5 IMPORTANT BUT NOT ONLY FACTOR TO GET G2G STATUS
OTHER FACTORS COMBINED WITH LEVEL 5
FIRMS GET G2G STATUS
RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS
A SYMBOIOTIC RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS
LEVEL 5 ENABLES IMPLEMENTATION OF OTHER FACTORS
PARCTICING OTHER FACTORS MAY HELP A MANAGER TO POLISH LEVEL 5 QUALITIES
COMBINATION OF LEVEL 5 AND OTHER FACTORS
HR PLANNING
HUMAN RESOURCE
MANAGEMENT
JON ANALYSIS
RECRUITMENT &
SE;ECTION
TRAINING&
DEVELOPMENT
PERFORMANCE APPRAISAL
COMPENSATION
THE OTHER FACTORS
NEGOTIATION
STRESS & CAREER
MANAGEMENT
FIRST WHO
LEVEL 5 LEADERS START FIRST WITH VISION AND STRATEGY
GET THE RIGHT PEOPLE ON THE BUS MOVE THE WRONG PEOPLE OFF THE BUS GUIDE THE RIGHT PEOPLE TO THE RIGHT SEATS DRIVE THE BUS ACCORDING TO THE VISION AND
STRATEGY
Stockdale Paradox
COMPANIES SHOULD ADOPT PARADOXICAL APPROACH
BRUTAL FACTS SHOULD BE FACED WITH THE FAITH THAT THEY WILL SURVIVE
REMAIN OPTIMISTIC WHILE FACING THE BRUTAL FACTS
HELD BOTH DISCIPLINE-FAITH AND FACTS-AT THE SAME TIME ALL THE TIME
BUILD UP-BREAKTHROUGH FLYWHEEL
ACHIEVING BREAKTHROUGH IS A LONG TERM PROCESS
PROCESS RESEMBLES PUSHING A GIANT HEAVY FLYWHEEL IN ONE DIRECTION
PUSH THE WHEEL TILL IT HITS THE BREAKTHROUGH POINT.
MOST COMPANIIES DO NOT FOLLOW THIS PROCESS.
THE HEDGEHOG CONCEPT
ANCIENT GREEK PARABLE:– THE FOX KNOWS MANY THINGS– THE HEDGEHOG KNOWS ONE BIG THING
FOXES SEE THE WORLD IN ALL OF ITS COMPLEXITY
HEDGEHOGS SIMPLIFY THE WORLD INTO A BASIC PRINCIPLE, SEE WHAT’S ESSENTIAL, AND IGNORE THE REST
COMPANIES ADOPT HEDGEHOG APPROACH
TECHNOLOGY ACCELERATOR
G2G COMPANIES HAVE PARADOXICAL RELATIONSHIP WITH TECHNOLOGY.
THEY AVOID INVESTING MONEY ON TECHNOLOGY
BUT,THEY INVEST HEAVILY IN TECHNOLOGY THAT DIRECTLY LINKS TO THEIR HEDGEHOG CONCEPT
A CULTURE OF DISCIPLINE
G2G COMPANIES OFTEN PRACTICE THREE FORM OF DISCIPLINE:
DISCIPLINED PEOPLE
DISCIPLINED THOUGHT
DISCIPLINED ACTION
CONCLUSION
LEVEL 5 LEADERSHIP IS :
A SATRISFYING IDEA
A TRUTHFUL IDEA
A POWERFUL IDEA
AND TO MAKE THE MOVE FROM GOOD TO GREAT.
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