Amad 23110291 "Invicta Consortium": Geographical Reach: Initially

Amad
23110291
“Invicta Consortium”
Task 1
Mission: Our mission is to support people and nonprofit NGO organizations with unrivaled
budgetary arrangements causing them to accomplish security, build wealth and realize their
dreams.
Vision Statement: To be perceived as one of the leading regional specialists in key counseling
for the advancement and execution of development systems across the region.
Type of NGO’s to Cater: The nonprofit NGOs I hope to cater are the ones that aim to provide
education and basic health services to the underprivileged children. For example, Maksad
Foundation and Pehchaan Welfare Society is helping underprivileged children with education
and health issues, etc. since we will be working for a noble cause, I expect my workers will be
really motivated as well because after all, Pakistanis are united under the umbrella of Islam.
Geographical Reach: Considering the small amount of capital (PKR 2,000,000) and the firm as
a new entrant to the market (facing competition), we would initially focus more on delivering
our services in the region of Punjab, and hope to spread over various regions of Pakistan in the
coming future (In Sha Allah), since we have been provided our office location in Faisalabad.
This will lead to a reduction in cost, and more efficient command on work as we will be in direct
contact with the NGO’s and will reply to them in real-time about their performance, hence
claiming our piece of the market pie with ease.
Task 2
a) Authority Structure: As the organization is relatively new in the field with small size
and many competitors, it would be in the best interest of the firm if decision making is
centralized. Since in a decentralized organization you lose control over the day-to-day
activities of your company, as you are ceding authority to your managers, which means
that you trust their instincts, skills, and talents. However, that can backfire, if your
managers aren’t up to the task, which can cause conflict between managers and staff, and
between you and your managers.
b) Formulation of BOD’s:
The main advantage of all of these BOD’s is that they are outside directors, so they can
provide us with different perspective and information which we can use to prevent big
mistakes.
1. Dr. Muhammad Shehryar Shahid ❤ 👑❤ (Chairperson).

2. Dr. Parvez Hassan: In addition to being the Senior Partner of Hassan & Hassan
(Advocates), he is also the Senior Advocate of the Supreme Court of Pakistan.
Keeping him as one of the board of the director is advantageous for our firm as he can
help us bypassing all the legal work and laws that comes in our way.
3. Syed Talat Mahmood: Being the CEO of Zarai Taraqiati Bank Ltd, additional funding
to our firm can be easily provided.
4. Mr. Jorge Montero: Managing Director, Tetra Pak Pakistan Limited.
5. Mr. Atif R. Bokhari: President & Chief Executive Officer of NIB Bank Limited
c) CEO of the organization:

Sayed Babar Ali: He is also the founder of Lahore University of Management Sciences.
Being experienced in the field of education, good consultancy and service can be given to the
NGO’s, as our main target area is related to NGO’s providing education to the
underprivileged children.
d) FUNCTIONAL STRUCTURE:
We have chosen a functional structure for our organization as we are just new entrants and
cannot afford a lot of managers and staff. Since our firm is initially working in the region of
Punjab thus we do not require a large workforce, hence divisional and matrix structure would not
be suitable unless the organization expands to a national level in the future (In Sha Allah).
Chairperson of the Board
Dr. Muhammad Shehryar Shahid
(Hawks Engineering Works)
Board Of Directors
CEO
Syed Babar Ali
(Chairman - BOG,
Packages Limited)
Finance and operations

Consultancy Office Head
Mr. Asad S. Jafar
Mrs. Shazia Syed
(Chairman & CEO, Philips
(Chairperson, Unilever
Electrical Industries of
Pakistan Limited)
Pakistan Limited)
Marketing Section
Health Consultant Education Consultant Human Resources Fianance IT Department
Span of Control: The span of control is wide with fewer reporting levels as each of the three
subordinates report to their head, which are the consultancy office head, finance and operations
head and they report to the CEO. This span of control is not narrow because each department is
being led by a qualified individual and since the organization is a new entrant to the market, such
structure (wide) would magnify efficiency as communication across the organization would be
largely optimized.
Integration: As having a functional structure for our organization, the main problem we would
face is achieving integration due to the departmentalization around specialized activities. To
come over these problems we will design and implement several of the following activities
presented below:
1) Instead of having workers utilize numerous usernames, passwords, and sign in sites; we
will make a "front-entryway" to the enterprise accessed through our collaboration
platform.
2) We as an organization will make a level of an employee's reward attached to how well
they team up with their other departments.
3) As it has always been said, it all starts from the top (your leader), so we have chosen a
woman as a consultancy office head and a man as a finance and operations head to
promote integration, as women’s social skill tend to be a little stronger than men’s.
Including women is one way of prioritizing social skills, which have a direct impact on
team performance. Studies have shown that companies with female head members have
better team work with its neighboring department than those who are men-only.
Delegation: Managers in the organization would delegate employees to carry out tasks although
initially employees would be given minimal task so upon their completion not only would the
organization benefit but it would also boost the employee's morale. Such activities, therefore,
lead to a more confident workforce which would pay off well in the short as well as long run.
Responsiveness: The geographic location, firm structure, qualified managers leading a confident

workforce all ensure that the organization would highly be responsive and would deal with
matters in real-time. Since it is a small firm communication inside would be fast and therefore
they would respond to their clients at the earliest.
Authority Structure: As the organization is relatively new in the field with small size and many
competitors, it would be in the best interest of the firm if decision making is centralized. Since in
a decentralized organization you lose control over the day-to-day activities of your company, as
you are ceding authority to your managers, which means that you trust their instincts, skills, and
talents. However, that can backfire, if your managers aren’t up to the task, which can cause
conflict between managers and staff, and between you and your managers.

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Amad

1. Dr. Muhammad Shehryar Shahid ❤ 👑❤ (Chairperson).

c) CEO of the organization:

Finance and operations

Responsiveness: The geographic location, firm structure, qualified managers leading a confident

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