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CONTENTS
INTRODUCTION....3
Mission...

3
Vision.
..
.4
Objectives
..4
Departments of Ufone..
4
ORGANIZATION STRUCTURE OF UFONE....................................................................................5
Division of Branches.
.6
Departments Division
.
....6
Clear line of
authority.
7
FEATURES OF NEW MODEL OF UFONE........................................................................................7
Flexibility..
..7

Informal Network Position as Sources of

Power...8
Networked in
Ufone
......9
Power in Organization..
..10
PROBLEMS WHICH ARE FACING UFONE..11
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Structural
Holes.
11
Connectivity
Problems...........................................................................................................
...12
Information upload and message problems..
..12
STRONG VS WEAK CULTURE ...12
CONCLUSION.13
APENDIX.14

INTRODUCTION
The company commenced its operations under the brand name of Ufone from Islamabad on January
29 2001. Ufone expanded its coverage and has added new cities and highways to its coverage
network. After the privatization of PTCL, Ufone is now owned by Etisalat. During the year, as a
consequence of PTCLs privatization, 26% of its shares

were

acquired

by

Emirates

Telecommunication Corporation (Etisalat).Being part of PTCL, the management of Ufone has also
been handed over to Etisalat. During the years, Ufone continued on the path to success. The
Company further expanded its coverage and has added new cities and highways. Ufone has network
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coverage in more than 5885 locations and across all major high ways of the country. During the
year Ufone adopted the policy of simplified tariffs with no hidden charges, which resulted in
positive impacts on the usage trends of subscribers as well as total subscriber base, which has
increased to 19.4 million. Ufone currently caters for International Roaming to more than 230 live
operators in more than 130 countries and introduced International roaming facility for Prepaid
subscribers in Saudi Arabia, United Kingdom, United Arab
Thailand,

Cyprus,

Bangladesh,

Uzbekistan,

Emirates ,
Tunisia,

Singapore, Portugal,
Sri

Belgiumand Kuwait with lowest rates, featuring no security deposit and activationcharges.

Lanka,
GPRS

Roaming facility is available with more than 115 Live Operators across 85 countries

Mission:
"Ufone, it's all about U! We are where you want to be
At Ufone we aim to provide you with wider coverage, superior connectivity, clear signals &
voice quality. Wherever you are, Ufone keeps you connected."

Vision:
To be the leading telecommunication service provider in Pakistan by offering innovate
communication solutions for our customers while exceeding shareholder value & employee
expectation.
Objectives:
Ufone is a dynamic organization with a powerful culture that allows people to make the most of
their skills, personality and career. I developed such knowledge and skills which directed to my
career. Customer Service Ufone is proud to have an efficient and friendly customer service through
21 company-owned Sales & Customer Service Centers and nearly 250 franchisees across the
country. The outlets are able to service the customers with innovative solutions, and are empowered
with Web based franchise management systems.
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Ufone is poised to face the ever increasing challenges of the market and is confident it will attract
new customers. It has the ability to retain its existing customer base with a high level of customer
satisfaction via optimum network service and a 24 hour call center facility.
Departments in Ufone
The Following departments are currently working:

Human Resource Management

Marketing Department

Commercial Department

Sales Department

Finance Department

Payroll Department

Information Technology Department

Engineering Department

Administration

Auditing Department

Customer Care

ORGANIZATION STRUCTURE OF UFONE

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When a company wants to compete in innovation, it needs to maximize flexibility. Flexibility is

maximized by aggregating work into larger, holistic pieces that are executed by teams of higher
wages, high skilled workers. Giving the units their own support systems and decision-making
authority to take advantage of local opportunities in regional or specialized product markets also
enhances flexibility. Keeping in view of all these factors the structure of Ufone is designed i.e. the
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overall Structure of the Ufone is Divisional (More flexible and innovative). Mainly Ufone has four
regions and within those regions the structure is functional .The decision making authority is
centralized at the top but within the regions it is decentralized i.e. regional heads have to inform top
management before making any decision.
Division of branches geographically (Location):
This is what Ufone looks from the organizational hierarchy point of view. There are eight different
departments each headed by a Project Director. They report directly to the CEO. There are four BU
(Business Unit) each Project Director is responsible for these eight divisions. BUs are divided
geographically into three divisions
BU North (Peshawar to Jehlum) Islamabad (Head Office)
BU Central-1 (Gujranwala till Sialkot)
BU Central-2 (Multan till Rahim Yar Khan)
BUM South (Sindh and Balochistan)
Departmental Division:
In order to give a jump-start to the company, a comprehensive initiation plan has been made along
with aggressive customer acquisition, care and retention strategies. Ufone has the best integration of
eight departments each project director.
Engineering
Administration
Business Analysis
Marketing & Sales
Customer Care
Human Resource
Finance
Information Technology
Provision of quality service to the customers is of utmost importance for the progress of any
service-based company. At Ufone the management is mindful of the same and has been constantly
endeavoring to enhance the existing facilities. Therefore operations at Ufone are all planned and
carried out in such a way so as to maximize operational efficiency, customer satisfaction and
employees motivation. Although it is the subsidiary of the Pakistan Telecom Company Limited
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(PTCL), Ufone carries out its operations autonomously under the license of Pakistan Telecom
Mobiles Limited (PTML). The company head office is established in Islamabad (F-7 Markaz),
which serves as the center for all its strategic activities.
Clear line of authority:
Ufone has a clear chain of command. The power and authority is clearly wielded and delegated
from the top management to every level of organization. Mostly the instructions flow downwards
along the chain of command and the accountability flows upwards as the appraisals and
performance evaluation of employees is done by their reporting officers.

FEATURES OF NEW MODEL OF UFONE

Flexibility
Location Flexibility:
Currently VPN (virtual private Network) in OCN (operation Core Network) technical department
is associate

degree example

of

location

flexibility during

which workers from totally

different region or in several countries will handle their network in no time.

Time Flexibility
Flexible

timings square

measure allowed for

workers relying upon

their availableness

and various structure needs. Team work and informal networks among workers, additionally permit
time changes. These practices square measure clearly evident in technical departments wherever
24/7 services square measure needed.
Customer care center
Ufone could be a service supplier company and client satisfaction is their prime priority, thus
the client care department, directly communicates with customers just in case of queries. This
department is kind of versatile where as following its obligations as client focused approach is that
the main focus.
Informal Network Position as Sources of Power

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In Ufone, culture of Ufone supports interaction among employees across departments and within
departments and even HR department supports the informal network by arranging various mix team
training sessions, sports event, cultural and family events.
Size of network:
In Ufone we experienced different informal size of networks, for example Mr. Syed Ali
Raza is having an informal network of more than 50 or more employees in a technical
department
No. of powerful people in network:
Syed Ali Raza himself is the manager of his department and most of the people like Sr.
manager Mirza Khuram and manager Muhammad Nouman are the part of his network
Task related network:
As Ufone is task oriented organization, efficiency and effectiveness are the key
objectives to be followed. For achieving individual and collective goals in general day to
day routine work formal hierarchical relationships are put aside and objectivity is
enhanced by establishing direct linkages this feature is evident in both technical and non
technical departments. This help in reducing the time and a clear communication among
teams.
Friendship network:
The places like cafeteria where employee from different department who are not always
related to each other come there for lunch are an important source of making new
friendship network because employee talk to each other share different things with each
other. More the smoking areas in Ufone are also an important for making informal
networks. Norms being followed at Ufone include referencing
Key factors in power of social network (personal take example of one manager)

Centrality:
Means how many people you communicate with directly and indirectly or how many
people have to communicate with you for formal and informal reason know who is as
important as know how Influence from social networks is at times more significant
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than authority from formal hierarchical position How many contact steps away you are
from powerful individuals. The number of pairs or clusters for whom you are the link

Networked in Ufone
Close Coordination with Vendors:
Ufone has installed technical equipment from different vendors, for maintenance and up
gradation of the equipment full coordination and vendor support is required. For that the
vendors have specifically allocated persons who look after the Ufone network only.
There are given sitting places in Ufone offices and they report to both their managers as
well as the department manager at Ufone.
Shared Leader Ship:
Shared leadership refers to a team property whereby leadership is distributed among
team members rather than focused on a single designated leader. We examined
antecedent conditions that lead to the development of shared leadership and the
influence of shared leadership on team performance in a Ufone consulting teams
Project Teams:
In Ufone when new projects are planned and before their initiations a project team is
formed which comprises of employees from different departments who have their stakes
involved in the project. There is a project manager who manages the team and there is a
project director who looks after the complete project. All team members have to report
to the project manager until the project is complete.

Power in Organization
Power:
The potential ability to influence behavior, to change the course of events and to overcome
resistance, and get people to do things that they would not do otherwise. There are following
powers which are using in Ufone.
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Authority Power
Coercion Power
Influential Power
Power Base
Power Distribution

Authority power:
Refers to the power that is legitimate, the formal hierarchical structure represents a chain
of command which is mentioned in the flow chart in which a manager in Ufone has
follow the order given by director and similarly a specialist to a manager and so on.
Recently the president (CEO) passed an order to lay off 1000 employees for cost
reduction, despite the fact that employees were needed to in their respective
departments.
Coercion Power:
Managers in Ufone have the coercive power because they are the one who have to
evaluate each of the team member individually in the form of appraisals at the end of
every year they have the authority to grade them depending upon their performance.
Influential power:
In Ufone, Most of the Team leads (TL) are at horizontal level , So TL doesnt have the
authority to impose any decision on the coworkers, so normally the influential tactics are
used by the TLs to interact and to communicate and to achieve the desired goals.

Power base:
Ufone (A subsidiary of Vimpel Telecom) is a privately owned organization. Power is
based on all the outcome oriented characteristics, these characteristics vary across
departments, hierarchical positions and is also dependent upon personal relations. Within
department power base varies from person to person. Following are the
objects/characteristics along with evident examples.

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Power distribution:
As discussed, Ufone GSM is one of the leading company in telecom sector in Pakistan
with an employee of 3500 so it to maintain its position in external and internal
environment. The management at every tier requires certain level of power. Different
types of powers which can be formal or informal are used by the management to
influence the employee to get to do things that they would not do otherwise and achieve
the organizational goals.

PROBLEMS WHICH ARE FACING UFONE

There are following problems which Ufone is facing

Structure Holes
Connectivity Issue
Information overload and messages

Structure Holes:
Structural Holes in an organizational network occur where no direct link exists between
individuals or subunits that could benefit from being linked

Individuals who bridge structural holes have the opportunity to become

entrepreneurs within an organization, developing new opportunities and adding

value for the organization

Individuals also increase their own power and rewards

Connectivity issue:
The temporary connectivity issue faced by Ufone users was caused by a software problem
that occurred because of up gradation of systems in Lahore. Ufone service was also affected
after an exchange in Islamabad caught fire resulting in downtime of services for almost a
day. These problems caused serious effects on their customers.
Information overload and message:

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Ufone ISLAMABAD is the land office in Pakistan which deals to the whole Pakistan. There
are millions of messages which come from customer and they have not enough time to read
and reply, thus barrier in communication.

STRONG VS WEAK CULTURE

Ufone has a strong culture as everyone knows all the values about Ufone they have no hidden
agendas. People working at the Ufone knows all about the past and the present of Ufone which
makes it a strong cultures

CONCLUSION
Telecom industry is most growing industry of Pakistan still huge investment required for coverage.
The market also has strong competition after the entrance of China Mobile Company as player.
Competitors are hiring professionals to entertain the consumer which is resulting technological
implementation and value added services. Ufone is a place where one can live his dreams and
pursue a career that reflects his skills and passions. People in Ufone give flexibility for change, the
opportunity to learn, and providing career options with endless possibilities The managers at Ufone
believes that all employees have a right to offer input and be involved in helping their organization
grow.
All departments are working together and they wants to create a work environment in which
employees can improve their minds, continuously learn, gain professional growth and feel inspired
by similarly motivated individuals. The Ufone takes pride in providing the best possible working
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environment. They take a constant interest in ones progress by conducting evaluations and offering
the support and resources one needs. We reveal some complications in Findings. It has been
analyzed that people are concerned about call rates they do not prefer any particular company.
Consumer searches good service with lowest call rates, although companies are minimizing call
rates this will result more growth in the market and to meet the customer needs by satisfying them.

APPENDIX
Questionnaire
1. How much experience you have related to Ufone
2. What is your role in Ufone
3. Did experience effected your performance
4. Have you seen any changes in Ufone structure
5. Is current structure effective for Ufone
6. What are the Advantages & Disadvantages of current structure of Ufone
7. Which challenges Ufone is facing
8. What is the structure of Ufone
9. Is team orientation in Ufone high or low
10. Is people orientation in Ufone is high or low
11. Innovation & Risk in Ufone high or low
12. Have you seen unity of command in Ufone
13. Have you seen unity of direction in Ufone
14. Informal network exist in Ufone
15. How much effective informal network for Ufone
16. How do you hang out with people other than formal chain of network
17. Which type of informal network used in Ufone
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18. Which type of power used in team by leader

19. Is leader team oriented or task oriented
20. What are the main structure holes in Ufone
21. How Ufone employees work in group and cross function teams
22. Who allocate the resources in Ufone

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