Organizational behavior of PEL

Presenting By: Muhammad Waqas Muhammad Sami Saddam Javed Usman Karim

PEL INTRODUCTION
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Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan. It was established in 1956 in technical collaboration with M/s AEG of Germany. In October 1978, the company was taken over by Saigol Group of Companies. Since its inception, the company has always been contributing towards the advancement and development of the engineering sector in Pakistan by introducing a range of quality electrical equipments and home appliances and by producing hundreds of engineers, skilled workers and technicians through its apprenticeship schemes and training programs

PELS Organizational Structure

PELS Organizational Structure (Contd)

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CEO is the main controller of the whole organization. Heads of all departments directly reports to CEO. These people are mainly involved in policy creation of the company. All the major operations of the company go under the review of these departmental heads

IMPORTANCE OF ORGANIZATIONAL BEHAVIOR

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Organizational Behavior is important because it scientifically enhanced the productivity of the employees It studies the behavior of the employee and tries to change their behavior for the benefit of the organization

ORGANIZATIONAL BEHAVIOR AT PEL

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Employees at PEL (PVT) Ltd belongs to different areas, different values and backgrounds Most of the labor belongs to Sheikhu Pura (UnSkilled Labours) Higher level managers belong to Lahore, Islamabad, Faisalabad and even from America

ORGANIZATIONAL BEHAVIOR AT PEL (Contd)

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Therefore it is often difficult to communicate with each other at plant or at higher level meetings. But employees at PEL have overcome these communication barriers and they work as the one unit in organization

Behavior of Employees at Work

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Every employee at PEL (PVT) Ltd feels that he is the responsible for all the organizational functions and therefore he contributes effectively and efficiently PEL (PVT) Ltd focuses on the continuous improvement in quality and they think that their products are still lacking the perfect quality, this thing always motivate PEL (PVT) Ltd to improve their quality continuously.

Graph Shows Improvement at PEL

COMMUNICATION PROCESS at PEL (PVT) LTD

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Organizational communication means communication common in organizational settings. In PEL (PVT) Ltd following type of communication takes place. Which Includes:

HORIZONTAL COMMUNICATION 2) VERTICAL COMMUNICATION 3) DIAGONAL COMMUNICATION

1)

HORIZONTAL COMMUNICATION
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This type of communication is used in PEL (PVT) Ltd. In this horizontal form of communication, message flows from one department to another department like Mechanical Department communicates with the Electrical Department for the purpose of sharing of information.

VERTICAL COMMUNICATION

DIAGONAL COMMUNICATION
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In this communication the member of one department can also convey his message to another department officer But it is not commonly used.

BARRIERS TO EFFECTIVE COMMUNICATION

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There are some barriers to effective communication, which are given below along with the ways to overcome those barriers.

Filtering y Emotions y Information Overload y Language

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Filtering
Filtering The manipulation of information to make it appear more favorable to the receiver. How To Overcome?
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E-mail to communicate organizations reduces filtering. Organizational culture encourages or discourages filtering by the type of behavior.

Emotions
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How a receiver fells when a message is received influences how he or she interprets it. Extreme emotions are most likely to hinder effective communication

Emotions
How to Overcome?
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Its best to avoid reacting to a message when youre upset because youre not likely to be thinking clearly.

Information Overload
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The information we have to work with exceeds our processing capacity. Some managers at PEL (PVT) Ltd faces huge stress of work load and this thing create problem for the employees and as a result they can not communicate properly

Information Overload
How To Overcome
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We have to minimize the overload information. The message should be compact and complete.

Language
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Employees at PEL (PVT) Ltd are belonging to diverse cultures. Their language, age, education and core values are different from one an other. This thing some tomes create language barriers between employees at PEL (PVT) Ltd.

Language
How To Overcome ? y Use simple language
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Message should be uniform Effective communication is achieved when the message is both received and understood.

Motivation at PEL
MASLOWS NEEDS THEORY AND PEL
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At PEL, concept of MASLOW about human needs is applied with different ways. The top management of PEL classify the human rather employees needs into three main categories.
Basic needs. Social needs. Motivational needs.

Fulfillment of needs at PEL

They give specific percentage of basic salary as house rent which fulfills the need for shelter. y They also provide pollution free environment to their employees, which is basic requirement. y They give medical allowance for the employees and provide the medical facility to the family of employee and they have a doctor 24 hours a day for each shift employees. y Similarly they accommodate the social needs
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Fulfillment of needs at PEL (Contd)

They give a person his due respect. y They work in a cordially atmosphere. y They behave with their employees in a supporting and coordinated manner. y They provide group insurance, old age benefit and social security facilities to satisfy the need of security and safety.
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For capacitating motivational needs they do

Performance appraisal. y Money incentives i.e. bonus, pay increment. y Honesty awards. y Better working environment. y Certificate of appreciation.
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DATA COLLECTED, QUANTIFICATION AND INFERENCE OF ORGANIZATIONAL CULTURE

Work Groups

Does your work group plan together and coordinate its efforts? Cumulative Percent 10.0 90.0 100.0

Frequency indifferent Agree strongly agree Total 1 8 1 10

Percent 10.0 80.0 10.0 100.0

Valid Percent 10.0 80.0 10.0 100.0

Does your work group make good decisions and solve problems well? Cumulative Percent 10.0 70.0 100.0

Frequency Indifferent Agree strongly agree Total 1 6 3 10

Percent 10.0 60.0 30.0 100.0

Valid Percent 10.0 60.0 30.0 100.0

Is information about important events and situations shared within your workgroup? Cumulative Percent 10.0 30.0 60.0 100.0

Frequency Valid disagree indifferent Agree strongly agree Total 1 2 3 4 10

Percent 10.0 20.0 30.0 40.0 100.0

Valid Percent 10.0 20.0 30.0 40.0 100.0

Does your workgroup feel responsible for meeting its objectives successfully? Cumulative Frequency Valid indifferent disagree strongly disagree Total 2 6 2 10 Percent 20.0 60.0 20.0 100.0 Valid Percent 20.0 60.0 20.0 100.0 Percent 20.0 80.0 100.0

Is your workgroup able to respond to unsual work demands placed upon it? Cumulative Percent 60.0 100.0

Frequency
Valid

Percent 60.0 40.0 100.0

Valid Percent 60.0 40.0 100.0

indifferent Agree Total

6 4 10

Do you have confidence and trust in the persons in your workgroup? Cumulative Percent 20.0 50.0 70.0 100.0

Frequency Disagree Indifferent Agree strongly agree Total 2 3 2 3 10

Percent 20.0 30.0 20.0 30.0 100.0

Valid Percent 20.0 30.0 20.0 30.0 100.0

Performance Evaluation of Work Group

y y

y y y y

There is planning and coordination among the various workgroups in an organization Majority of the employees feel that their workgroup makes good decisions and solves problems well Information is shared in the organization up to some extent Workgroup does not feel responsible about achieving its objectives successfully Unusual demands are placed upon the workgroup There is distrust among individuals in the workgroups

TEAMS

The goals of this team are well defined Cumulative Percent 20.0 70.0 100.0

Frequency Valid indifferent Agree strongly agree Total 2 5 3 10

Percent 20.0 50.0 30.0 100.0

Valid Percent 20.0 50.0 30.0 100.0

The team has enough freedom to decide its sway of working Frequency Valid strongly disagree disagree indifferent Agree Total 1 1 5 3 10 Percent 10.0 10.0 50.0 30.0 100.0 Valid Percent 10.0 10.0 50.0 30.0 100.0 Cumulative Percent 10.0 20.0 70.0 100.0

Members generally avoid discussing the problems facing the team. Frequency Valid strongly disagree Disagree Indifferent Agree Total 2 5 1 2 10 Percent 20.0 50.0 10.0 20.0 100.0 Valid Percent 20.0 50.0 10.0 20.0 100.0 Cumulative Percent 20.0 70.0 80.0 100.0

There is confusion amongst the team members about its main tasks. Frequency Valid strongly disagree disagree indifferent Agree Total 4 1 3 2 10 Percent 40.0 10.0 30.0 20.0 100.0 Valid Percent 40.0 10.0 30.0 20.0 100.0 Cumulative Percent 40.0 50.0 80.0 100.0

The sense of responsibility and accountability is pretty high amongst the team members. Cumulative Percent 10.0 30.0 80.0 100.0

Frequency disagree Valid indifferent Agree strongly agree Total 1 2 5 2 10

Percent 10.0 20.0 50.0 20.0 100.0

Valid Percent 10.0 20.0 50.0 20.0 100.0

The team only carries out tasks given to it; it cannot decide its own priorities. Cumulative Percent 30.0 70.0 90.0 100.0

Frequency Valid disagree indifferent Agree strongly agree Total 3 4 2 1 10

Percent 30.0 40.0 20.0 10.0 100.0

Valid Percent 30.0 40.0 20.0 10.0 100.0

The team generates alternative solutions for a problem. Frequency Valid disagree indifferent Agree strongly agree Total 1 2 3 4 10 Percent 10.0 20.0 30.0 40.0 100.0 Valid Percent 10.0 20.0 30.0 40.0 100.0 Cumulative Percent 10.0 30.0 60.0 100.0

Performance evaluation of TEAMS

y y y y y y y

Organization is successful in communicating the goals to its employees Not enough freedom of teams in the organization Whenever faced with a problem, the team discusses them and tries to find a solution to them There is good communication in the organization and there is minimal confusion There is a high sense of responsibility among the team members and that the team members are responsible about their tasks The team carries out the tasks assigned to it, but along with it, they can decide on priorities for themselves only to a certain extent The team is creative and self sufficient and it feels that it can generate alternative solutions for the problems it faces

VALUES

No consideration is given to the values in this organization Cumulative Percent 30.0 100.0

Frequency not so true least true Total 3 7 10

Percent 30.0 70.0 100.0

Valid Percent 30.0 70.0 100.0

Values are not shared in the organization Frequency good description not so true least true Total 1 6 3 10 Percent 10.0 60.0 30.0 100.0 Valid Percent 10.0 60.0 30.0 100.0 Cumulative Percent 10.0 70.0 100.0

Values are shared only at the top level Frequency accurate good description not so true Total 2 7 1 10 Percent 20.0 70.0 10.0 100.0 Valid Percent 20.0 70.0 10.0 100.0 Cumulative Percent 20.0 90.0 100.0

Organizational values are widely shared in the organization Cumulative Frequency Percent Valid Percent Percent accurate 7 70.0 70.0 70.0 good 2 20.0 20.0 90.0 description not so true 1 10.0 10.0 100.0 Total 10 100.0 100.0

Performance evaluation of Values

Employees strongly believe that consideration is given to the values y Employees believe that values are shared in the organization y Employees believe that values are shared only at the top level which is a major Weakness of the company y From the survey it is clearly observed that in this organization the values are widely shared
y

LEADERSHIP

The leaders here expect to be implicitly obeyed. accurate good description not so true least true Total Frequency 1 1 5 3 10 Cumulative Percent Valid Percent Percent 10.0 10.0 10.0 10.0 50.0 30.0 100.0 10.0 50.0 30.0 100.0 20.0 70.0 100.0

The leaders here are role models for their people Frequency good description not so true least true Total 2 5 3 10 Percent 20.0 50.0 30.0 100.0 Valid Percent 20.0 50.0 30.0 100.0 Cumulative Percent 20.0 70.0 100.0

People are expected to follow the proper channels that have been laid down. Frequency accurate good description least true Total 5 2 3 10 Percent 50.0 20.0 30.0 100.0 Cumulative Percent Valid Percent 50.0 20.0 30.0 100.0 50.0 70.0 100.0

The leaders set the standards of performance. Frequency accurate good description least true Total 4 5 1 10 Percent 40.0 50.0 10.0 100.0 Valid Percent 40.0 50.0 10.0 100.0 Cumulative Percent 40.0 90.0 100.0

Performance Evaluation of Leaders

There is a friendly and informal environment the leaders here dont expect to be implicitly obeyed y Employees believe that the leaders are not role model for their people y People are required to follow the channels that have been laid down for smooth and effective functioning of the organization y The team leaders set the standards of performance and subordinates follow them it can be observed that only 10% of the people dont agree to this fact
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CONCLUSION
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In PEL, culture plays a significant role. The firm already has a good organization culture. Organization culture is the unifying and shared patterns of thoughts, freely value and action that serve to bind together organizational members and distinguish them from non-members. Thus we see that in PEL, the organization takes care of most of the employees

Thank You!