PTCL Report 7

PAKISTAN TELECOMMUNICATION COMPANY LIMITED
INTRODUCTION OF THE REPORT 1.1

Introduction
As parts of the academic requirement for completing BBA-IT. The students are required to under go for two (2) months of internship with an organization. The internship is to serve the purpose of acquainting the students with the practice of nowledge of the discipline of !an ing administration. This report is a!out "T#$ was
esta!lished in %&'& and since then( it has e)pended its networ ( !ecoming the largest commercial corporation of "a istan. It offers different products of services to its customers.
1.2
Purpose of the report
The main purpose of the report in hand is together relevant information to compile internship report on "T#$ .
To o!serve( anal*ze and interpret the relevant data competentl* and in a useful manner. To wor practicall* in an organization. To develop interpersonal communication.
1.3
Scope of the report
As an internee in "T#$ the main focus of m* report research was on general
operation procedures in one of the !ranches of "T#$. +imilarl* different aspects of overall of "T#$ are also covered in this report. 1. O!"ecti#es of the report ,iscuss thorough stud* of "T#$ To understand the various operations and to equip with practical nowledge of the "a istan Telecommunication #ompan* $imited.
1.$
%i&it'tion of the Report
+ome thing is !etter than nothing. -o matter how efficientl* a report is conducted( it cannot !e perfect in all respects. This stud* was conducted in accordance with the o!.ectives of the report. The report ma* not include !road e)planations of facts and figures due to the nature of the report. +econdl*( the limitation( which affects the report( is the restriction on mentioning ever* fact of the "T#$ due to the pro!lem of secrec* of the "T#$. In addition( the availa!ilit* of required data was a pro!lem as all
the documents and files are ept strictl* under loc and e* due to their strictl* confidential nature. Thirdl*( the pro!lem of short time period also ma es the anal*sis restricted as one cannot properl* understand and thus anal*ze all the operations of "T#$ .ust a ver* short time of eight wee s. 1.( )enefit of the Report
The report done will !enefit the finance students !ecause the financial anal*sis section of this report comprehensivel* encompasses all respects of financial anal*sis.
/urthermore( "T#$ Bannu !ranch ma* also !enefit from the recommendations made at the end of the report. 1.* Report +ethodo,o-. The report is !ased on m* two months internship program in "T#$. The methodolog* reported for collection of data is primar* as well as secondar* data.
The !iggest source of information is m* personal o!servation while wor ing with staff and having discussion with them. /ormall* arranged interviews and discussions also helped me in this regards. "rimar* data0 "rimar* data include( "ersonal o!servation and Interviews of The +taff 1em!ers
+econdar* data0 +econdar* data consist of 1anuals( 2ournals( magazines( Annual 3eports and Internet
CH/PTER#2 O0ERE0IE1 OF P/2IST/N TE%ECO++UNIC/TION CO+P/N3 %I+ITED 4PTC%5
2.1 Histor. of PTC% After the partition of Indo-"a su!continent in%&'4( the areas that !ecame part of
"a istan were mostl* neglected in respect of telecommunication services. The supporting organization and manufacturing telecommunication equipment were almost non-e)istent in "a istan 2.1.1 The P'6ist'n posts 'nd te,e-r'phs dep'rt&ent 417 * to 17(25 In %&'4( the "a istan "osts and Telegraphs ,epartment was attached with the
1inistr* of #ommunication. ,uring the first fifteen *ears( a sound foundation was laid !* creating supporting organizations li e telephone stores( wor shops( training centers( production and repair of equipments etc( necessar* for running of "T5T ,epartment. 6owever( telecommunication networ s*stems remained limited to ma.or cities of the countr*. The 7overnment of "a istan started five-*ear plans to !uild a proper !ase for s*stematic development of the telecom sector.
2.1.2 P'6ist'n te,e-r'phs 'nd te,ephone dep'rt&ent 417(2817795 8ith the e)pansion of the postal and telecommunication services( government decided to split the ""5T ,epartment into two departments i.e. "a istan Telegraph and Telephone ,epartment and "a istan "ost 9ffice ,epartment. The process of !ifurcation was completed !* 2ul* %&:2. +ignificant developments too place during the first fort* *ears in terms of infra-structure development and transfer of technolog*
from ;1, to digital switching s*stems and increase in telephone lines from %2(<<< in %&'4 to &22(<<< in %&&<( !esides esta!lishment of manufacturing facilities of various t*pes.
2.1.3 Est'!,ish&ent of P'6ist'n te,eco&&unic'tion corpor'tion 4PTC5 In %&&<( "T 5 T department was transformed into a corporation and titled as "a istan Telecommunication #orporation. The o!.ective of this initiative was to provide greater autonom* and fle)i!ilit* to the organization in achieving its long-term o!.ectives ,uring the ne)t five *ears( the telecommunications sector made tremendous progress in the provision of telecommunication services. It started manufacturing and
production of Telecommunication equipment=materials !* using the latest technologies. ,uring "T# period the num!er of lines increased to 2%( 2:(<>' in %&&>( an increase of over 2?< percent over %&&<. 2.1. P'6ist'n Te,eco&&unic'tion Co&p'n. ,i&ited 4PTC%5
In ,ecem!er %&&>( "T# was converted into a .oint stoc compan* under "a istan
Telecommunication (3eorganization) 9rdinance@ assets of the "T# were divided among "a istan Telecommunication #ompan* $imited ("T#$)( "a istan Telecommunication Authorit* ("TA)( -ational Telecommunication #orporation (-T#) and /requenc* Allocation Board (/AB). 8hile polic* was reserved for the government( the regulation of the sector was entrusted to the "a istan Telecommunication Authorit* ("TA). /requenc* Allocation Board (/AB) was created for the management of the radio frequenc* spectrum and -ational
Telecommunication
#orporation
(-T#)
was
created.
/or
governmentAs
telecommunication services "T#$ inherited a!out &'.BC of "T#$As assets@ including 2.B:2 million access line installed (A$I) and 2.22B million su!scri!ers (A$I+). $ater( in 9cto!er %&&:( the parliament of "a istan passed the "a istan Telecommunication (3e-organization) Act. "T#$ was esta!lished in pu!lic sector as a .oint stoc compan* in %&&: !* enactment of the parliament of "a istan. "a istan Telecommunication #ompan* $imited ("T#$) was issued a license !* "a istan
Telecommunication Authorit* ("TA) to provide telecommunication services in "a istan for a period of 2> *ears commencing from 2anuar* %( %&&:
2.1.$ S',e of 2(: sh'res to Etis','t for ; 2.( !i,,ion The ;mirates Telecommunication #orporation (;tisalat) offered the highest !id ofD
2.: !illion for 2:C shares of "a istan Telecommunication #ompan* limited ("T#$) on 2une %&( 2<<>. 9n %?th march 2<<: the government has signed an agreement with ;tisalat to handover the management of "T#$ to them. 2.2 E+IR/TES TE%ECO++UNIC/TION CO+P/N3 <ETIS%/T= ;tisalat founded on ?<th August %&4:( the ;mirates Telecommunication #orporation -;tisalat provides telecommunication services to the Enited Ara! ;mirates and is one
of the leading service providers in the 1iddle ;ast. ;tisalat is em!racing new technolog*( new philosophies and new wa*s of doing !usiness. Their new corporate logo and identit* is a catal*st to this change. The identit* has green !ac ground( which signifies solidit*( inspires confidence and denotes ;tisalat the mother !rand. The red dot represents technolog* and the world of communication. The ? curve featured in the design not onl* represent the letter F;A which stands for ;tisalat and
the emirates !ut also signifies an entit* that is growing outside its !oundaries and e)panding into strategic !usiness locall* and internationall*. The red dot and the curve together represent the image of a st*lized of a st*lized GhumanH entit* reaching out for e)cellence in service levels( receptive to new ideas and philosophies in a world of d*namic change. ;tisalat deals in voice communication( wireless communication and data communication. ;tisalat was one of the first to introduce mo!ile telephones in the
1iddle ;ast in %&B2 and launched the 7+1 service in +eptem!er %&&'. ;tisalat cele!rated its 2>th anniversar* in +eptem!er 2<<%. The telecommunication services the* have !een providing match the highest standard in the industr*. ;tisalat was the highest !idder for the acquisition of 2:C sta e in "T#$. This latest win reflects the determination of ;tisalat to strengthen its position as the leading telecommunication in the region. 9n %< th ,ecem!er 2<<4 the government has signed an agreement with ;tisalat to handover the management of "T#$ to them. This latest
acquisition further positions ;tisalat amongst the leading international telecom pla*ers worldwide. ;tisalat offers world-class standards in customer service and state-
of-the-art technolog* wherever it operates( a ver* attractive proposition for strategic partnership and alliances
2.3 +ISSION ST/TE+ENT OF PTC% A compan*As mission statement is t*picall* focused on its present !usiness scope-Gwho the* are and what the* doH mission statement !roadl* descri!es an organizationAs present capa!ilities( customer focus( activities and !usiness ma eup. "a istan Telecommunication compan* limited statement is stated as % An organizational environment that fosters professionalism( motivation and qualit*.
2 ? ' >
An environment that is cost effective and conscious. +ervices that are !ased on the most optimum technolog*. GIualit*H and GTimeH conscious customer service. +ustained growth in earnings and profita!ilit*.
2. STR/TE>IC 0ISION OF PTC%
+trategic vision is a roadmap of a compan*As future- providing specifics a!out technolog* and customer focus( the geographic and product mar ets to !e pursued( the capa!ilities it plans to develop( and the ind of compan* that management is tr*ing to create'. +trategic vision of "a istan Telecommunication #ompan* is Gto !e the leading I#T service provider in the region !* achieving customerAs satisfaction and ma)imizing shareholders value.
2.$ CORE 0/%UES OF PTC% Jalues are general statements( procedures or understandings that guide or channel thin ing in decision ma ing. It provides direction for action and regularizes the decision ma ing in certain circumstances. "a istan Telecommunication #ompan* limited defines its values as % "rofessional Integrit*
2 ? '
#ustomer +atisfaction Teamwor #ompan* lo*alt*
2.( O)?ECTI0ES OF PTC%
9!.ectives are the ends towards which activit* is aimed. These are the results to !e achieved. "a istan Telecommunication #ompan* limited states its o!.ectives as under %. To provide qualit* services to its customers in "a istan. 2. To provide ma)imum satisfaction to its customers !* using the latest technolog*. ?. To increase the worth of owners.
'. To lead the telecommunication industr* in "a istan.
<%( 2<<> to April %2( 2<<:( the compan* suffered a loss of 3s.%%' million on
revenues of 3s.%( %'2 million. "T#$ management on its part has completed all formalities pertaining to disinvestment of TI" and transfer of shares to 1inistr* of IT and T( 7ovt of "a istan. 2.*. C'rrier Te,ephone Industries 4CTI5 #arrier Telephone Industries (#TI) was incorporated as a private limited compan* in the pu!lic sector in %&:& in colla!oration with "a istan telecommunication #ompan*
$imited and +iemens A7( 7erman*. #TI was esta!lished to acquire( develop and produce latest state-of-the-art equipment in the field of transmission technologies( electronics and other telecommunication areas. It provides a sophisticated technolog* !ase for the countr*. Toda* #TI is manufacturing +,6 transmission equipment( 1ultiple)ing products( 9ptical /i!er and ,igital 3adio +*stems. In addition it has also ventured in the manufacturing of 1icrowave 7id "ara!olic Antennae( "ABK and "ai 7ain +*stem. It has recentl* started assem!l* of personal #omputers( !esides
selling other ;lectro-mechanical accessories( measuring instruments and other products. The compan* emplo*s latest manufacturing techniques i.e. +urface 1ounting Technolog* (+1T) for mounting components and its ro!otics arms=machines provides e)cellent support for after sales services. It is equipped to train and full* support its customers. #TI was privatized in -ovem!er 2<<> as part of the "T#$ privatization commitment. "T#$As equit* investment of 3s.B million was sold for 3s.><< million to +iemens
A7.the privatization commission has not *et released the proceeds of this sale to "T#$. The compan* had earned a current *ear profit of 3s.2 million !efore privatization in -ovem!er 2<<>.
CH/PTER@3 OR>/NIA/TION/% STRUCTURE OF PTC%
9rganization is the end result of organizing. +o organizing is the part of management that involves esta!lishing intentional structure of roles for the people to fill an enterprise. It is process of !rea ing down the overall tas s of an enterprise into individual assignments=activities and then getting them put together in units( departments or in groups along with the delegation of authorit* to the manger. 9rganizational structure implies a formalized intestinal structure of roles=positions.
A well-developed and properl* coordinated structure is an important requirement for the successful operation of an* organization. It provides the !asic framewor with in which functions and procedures are performed. In "T#$ the functions of planning and polic* formulation are carried out !* the Board of ,irectors whereas the management of the organization is carried out !* the e)ecutive management.
Or-'niB'tion', Ch'rt
3.1 +'n'-e&ent 1',idIrsh'id "resident 5 #hief ;)ecutive 9fficer /,i /h&ed 3'rouf /, N'C!i
,eput* #;9 "T#$ +uh'&&'d Neh&'tu,,'h Toor +.;.J." (/inance) = #hief /inancial 9fficer (#./.9) 3'sir /ns'ri
#hief Information 9fficer (#.I.9) +oh'&&'d N'sru,,'h #hief Technical 9fficer (#.T.9)
S.ed +'Bh'r Huss'in +.;.J." (63 = Admin 5 "rocurement) Si6'nd'r N'Ci +.;.J." (#orporate ,evelopment)
N'#eed +.;.J."
S'eed
(#ommercial) +r T'riC
S',&'n +.;.J." (Business
Lone -orth) +r +outh F'r'h D'&'r #ompan* +ecretar* /!du,,'h 3ousef
+.;.J." Business Lone
%e-', /ff'irs ,r.+*ed 1ohammad A nwar +hah 3.2 )o'rd of Director It is the highest !od* of "T#$( which has !een vested with the function of polic* formulation. The first ,irector was elected !* the su!scri!ers in their first meeting.
Ender the rules( the directors appointed are not !eing less than sever in num!ers. There is general !od* meeting once a *ear of all the shareholders to elect the mem!ers of !oard of directors. A director once elected( holds office for a period of three *ears unless he resigns( !ecomes disqualified from !eing a director or otherwise ceases to hold office. A retiring director is eligi!le for re-election. "resentl* the !oard of directors has Ten mem!ers( As follow
+r. /!du,r'hi& /!du,,' /!du,r'hi& /, Noor.'ni #hairman 5 #hief ;)ecutive 9fficer( ;tisalat International "a istan $.$.# ;)ecutive Jice "resident #ontracts 5 Administration
;tisalat( EA;.
+r. S',&'n SiddiCue +ecretar* (/inance)( 1inistr* of /inanance 7overnment Islama!ad +r. /!du,'BiB /h&ed S',eh /h&ed /, S'E',eh of "a istan(
#hief 6uman 3esources 9fficer ;tisalat( EA; +r. +usht'C /h&'d )h'tti 1em!er Telecom 7overnment of "a istan( Islama!ad +r. F'dhi, +oh'&ed Erh'&' /, /ns'ri
;)ecutive Jice "resident ;ngineering ;tisalat( EA; +r. 2hursheed /h&ed ?une"o Am!assador( ;m!ass* of "a istan A!u ,ha!i( EA;
+r. /!du,'BiB H'&'d O&r'n T'r.'& 7eneral 1anager( -orthern ;mirates ;tisalat( EA; Dr. /h&ed /, ?'rE' 7eneral 1anager 3eal ;state
;tisalat( EA;
+s. F'r'h D'&'r Co&p'n. Secret'r. PTC% "T#$ 6eadquarters( Islama!ad
3.3 PRODUCTS /ND SER0ICES After the deregulation of the telecommunication sector "T#$ has !rought a lot of variet* in its products and services to face the challenging tas in the new environment in order to sustain profit margin at the current level. "T#$ is tr*ing to improve its products and services and ma e it more cost effective for the customers. The product and services that "T#$ is providing to its customers are as follows.
3.3.1 Prep'id c',,in- c'rds "T#$ prepaid calling cards gives nation wide access with international facilit*. It comes in easil* afforda!le denominations of 3s.%<<( 2><( ><<( %<<< 5 2<<<. These cards are easil* availa!le throughout the countr* and it is eas* to use it from an* "T#$ digital phone. #ustomer has to pa* neither line rent nor !ill. In -ovem!er 2<<? "T#$ launched %<< denomination prepaid calling card with advanced features>. 3.3.2 /'s'n prep'id te,ephon.
Aasan phone is a landline prepaid telephon* service( launched in 1a* 2<<'. This service wor s .ust li e the other prepaid services where accounts are recharged with a prepaid phone card. The prime o!.ective of this service is to facilitate the customer in getting a new connection with minimal documentation. Aasan cards are availa!le in 3s.><<( %<<< and 3s.2<<< denominations. 3.3.3 To,, Free Ser#ice 49F995 This service is availa!le to corporate customers for their customerAs convenience. It
provides corporate customers with effective and d*namic telemar eting tool. Telemar eting is !ecoming the most popular wa* of mar eting around the world as selling products and services on the phone is the most economical i.e. *ou reach more customers in minimum time. Toll free num!ers start with <B<<. #ustomers can call the compan* on toll free num!er with out an* cost.
3.3. Uni#ers', /ccess Nu&!er 4U/N5 EA- allows the customers to call different offices of a compan* in the different cities !* the same num!er. EA- consists of si) digits preceded !* three digit code of %%%( common to all EA-s e.g. %%%2<2<2<. EA- operates on e)isting telephone connection without distur!ing normal phone num!er. EA- service is ideal for organizations engaged in mar eting of products or services. EA- ena!les quic and
eas* access to ma e queries and complaints( increases customer satisfaction. It is time saving( convenient and cost saving for customers. "T#$ has the polic* of G/irst come( first servedH i.e. customers can choose EA- of their own choice which is simple and memora!le. EA- service is availa!le in >< ma.or cities of "a istan. /or installation of EA- one has to fill a form and su!mit it to that ver* office. Its installation fee for one office is 3s.2<( <<<( '<(<<< for two offices and :<(<<< for three offices while further %>(<<< for additional office. #ustomer has to pa* its
recurring charges in advance on quarter !asis i.e. 3s.?<<< per quarter per office. -T3-% has shown !illing of 3s.2>>( <<< for the last quarter of 2<<: from ?: customers. 3.3.$ Uni#ers', Internet Nu&!er 4UIN5 ,ue to the !oom in telecom sector I+"s continue to mushroom at around the countr*. EI- is a num!er starting with %?% used for accessing internet e.g. %?%&&%&&. EInum!er is assigned to each I+" !* "TA. The call dialed is charged as one local call
irrespective of its duration. Internet service in "a istan has constantl* improved due to the technological advancements. Installation charges for EI- is 3s.2<( <<< while recurring charges are received in advance on quarter !asis at 3s.?<<< plus %>C 7+T per quarter per num!er. -T3-% has shown !illing of 3s.2>>( <<< while received 3s.&:( <<<. 3.3.( Pre&iu& r'te ser#ice 497995 <&<< num!ers are used throughout the world to provide information via telephone at
a premium rate higher the regular call charges. In case of these calls :<C of the total revenue goes to the compan* called while '<C is transferred to "T#$. 3.3.* 0irtu', Pri#'te Nu&!er 40PN5 J"- is another service that provides convenience to corporations and !usiness with multiple-location offices or !ranches. Esers of J"-s can esta!lish private net wor s
on "T#$ lines without having to install their own dedicated networ lines were provided to :> customers. 3.3.F ISDN 4)RIGPRI5
resources.
"T#$As installed capacit* for J"-s !* the end of 2un 2<<> was %<<< lines while &4B
Broad!and services to household and small medium sized organizations are also provided through Integrated +ervice ,igital -etwor (I+,-). It transfers the data in digital form. This service has now !een availa!le for some time and its users are
!enefiting from the Advantageous features li e faster data communication( high-speed Internet and clearer voice through International 7atewa* +witches installed at Islama!ad and Marachi. Basic 3ate Interface (B3I) has three channels( two for the data transfer and one for securit*. "T#$ charges onl* for %.> channels at the rate of 3s.%4' per channel. "rimar* 3ate Interface ("3I) has ?< channels for data transfer and "T#$ charges I+"s
onl* for 2< channels at the rate of 3s.%4' per channel. The rest %< channels are their sole profit. There are two t*pes of charges in case of "3I % 2 6unting charges0- At the rate of 3s.2> per channel i.e. 2>N2<O3s.><< per "3I 3ent charges0- At the rate of 3s.%4' per channel i.e. %4'N2<O3s.?'B<
%> C general sales ta) is charged on the a!ove two charges. And if an I+" doesnAt pa* their dues !efore due date( is charged for > C surcharges on the current dues.
3.3.7 Di-it', Su!scri!er %ine 4DS%5 ,+$ stands for digital su!scri!er line. 8ith the help of ,+$ a customer can en.o* /a) and Internet facilit* without eeping their normal telephone num!er !us*. #ustomer can en.o* voice chat from telephone with high speed. It is of different !and width :' !ps( %2B( 2>: and of%<2' !ps. "T#$ does not sells this directl* to the ultimate customers !ut sell it to the I+"s li e "a net( #omsat( 1icronet( #*!ernet( ,ancom etc. "T#$ charges I+"s on the !asis of their customers. "T#$ charges either 3s.2%4
per connection per month from I+"s when the* give connection or > C of the total !ill for which I+"s charge their customer depending upon the contract signed !etween "T#$ and I+". In the second case the I+" is required to send a cop* of all the customersA !ills to the "T#$ revenue department.
3.3.19 Di-it', Cross Connect 4DHH5 ,KK service is used for data connectivit*. "T#$ charges their customers in advance on the quarter !asis. "T#$ charges their customers for three t*pes of charges. % 2 ;quipment charges0 - "T#$ charges for 3s.?:?: for ,KK of :' !ps and 3s.4242 for %2B !ps or %&2 !ps. $ine charges0 - "T#$ charges 3s.%'2 per annum per m for :' !ps( 3s.244 per annum per m for %2B !ps and 3s.?>< per annum per m for %&2 !ps.
Installation charges for ,KK are 3s.><( <<< for :' !ps( 3s.%<<( <<< for %2B !ps and for %&2 !ps. 3.3.11 %oc', ,e'd $ocal lead is used for data transfer. "T#$ charges *earl* !illing of $ocal $ead. "T#$ charges 3s.%''< per annum per m i.e. 3s.%2< per month per m. Its !illing format is Total duesOno of "3IsN%2<N no of monthsNdistance in msP%>C 7+T
3.3.12 2+) "T#$ charges 3s.2>?: per annum per ilometer. A customer is charged !* the formula Total duesO 2>?:=%2 Nno of months Ndistance in mP%>C 7+T Its !illing is also received quarter wise. 21B !ill contains details li e name 5 address( name of circuit( installation ,ate( #ircuit speed( ,istance in m and period of !illing.
3. DI>IT/% F/CI%ITIES 3. .1 C',, E'itinThrough this facilit* a customer during conversation can hear a !eep indicating that another call is coming. A new incoming call can !e attended !* tapping which will put present call on hold( and ne)t incoming call can !e attended. This service can !e availed free of cost through dialing customer access point !* EA- %%%':>':>. 3. .2Code !'rrin-
#ustomers can prevent misuse of their telephone with the help of code !arring facilit*. This can !e changed !* the customer if need arises. #ustomers can activate and deactivate this facilit* from their telephone sets.
3. .3 C',, tr'nsfer ?.'.?.% Immediate Transfer
A customer with this facilit* ma* transfer his calls to another predefined desired num!er. A change in dial tone will !e o!served. ?.'.?.2 #all Transfer on Bus* In case the customer num!er is !us*( an incoming call will !e transfer automaticall* to another predefined specified num!er. ?.'.?.? #all Transfer on -o 3epl* In case there is no repl*( call will !e transferred automaticall* to another predefined
desired num!er. In such cases #ustomer is required to feed desired telephone num!er on which call transfer is required. The facilit* can !e activated through a written application to the concerned ,; "hones along with cop* of -I#. The customers can activate or deactivate the facilit* from their own telephone sets. It is offered free of cost !* "T#$.
3. . /!!re#i'ted di',in,ial a short num!er (single digit) to get desired num!er. A ma)imum of %< such num!ers can !e registered. The facilit* can !e activated through a written application to the concerned ,; "hones along with cop* of -I#. The customers can activate or deactivate the facilit* from their own telephone sets. "T#$ charges 3s.2> per month for this facilit*. 3. .$ /!sent Custo&er
A customer with this facilit* ma* inform the calling person a!out his non availa!ilit* at the home or office. This calling person will get an announcement or a special tone. The facilit* can !e availed at the cost of 3s.2> per month through a written application to the concerned ,; "hones along with cop* of -I#. The customers can activate or deactivate the facilit* from their own telephone sets. 3. .( C',,er %ine Identific'tion 4C%I5 #$I allows *ou to identif* the caller !efore pic ing up the phone. The customer can
chec o!no)ious calls and can eep the complete record of all incoming = outgoing calls with time and date to ta e an* action. This facilit* can !e o!tained !* dialing EA- %%% ':> ':> and where this num!er is not availa!le( !* contacting the concerned ,; "hones. "T#$ charges 3s.?< per month for this facilit*. 3. .* DonIt distur! Activating of this facilit* will stop all incoming calls for a pre determined time slot.
This will allow customers to !e in peace if he does not want to !e distur!ed during such time. The caller will get a pre-recorded message. The facilit* can !e availed through a written application to the concerned ,; "hones along with cop* of -I#. "T#$ charges 3s.2> per month for this facilit*. The customers can activate or deactivate the facilit* from their own telephone sets. 3. .F Hot ,ine This service ena!les customer to !e in contact .ust !* lifting the handset and without
dialing the num!er. +*stem automaticall* dial a preprogrammed num!er (after > seconds dela*)( most appropriate for frequentl* dialed num!ers. The facilit* can !e activating through a written application to the concerned ,; "hones along with cop* of -I#. The customers can activate or deactivate the facilit* from their own telephone sets. It costs 3s.2> per month to the customers. 3. .7 1'6e up 3inging of a #ustomers telephone is initiated automaticall* at the fi)ed time. In case
#ustomer does not answer the ring at the first offering( su!sequent rings will follow after five minutes. Qou can o!tain this !* dialing %'.each time *ou dials it( One Local call is charged at the rate of Rs.2.01. 3.$ +/R2ETIN> STR/TE>IES 3.$.1 +'r6etin- position "T#$ is a mar et leader in the telecommunication industr*. It holds the largest
mar et shares. Till 2anuar* 2<<? "T#$ had monopol* in the telecommunication industr*( !ut in 2anuar* 2<<? the deregulation polic* of 7overnment@ gave an end to the "T#$ monopol*.
#alling $ine Identification (#$I) allows *ou to identif* the caller !efore pic ing up the phone. /or a customer to en.o* this service needs a telephone set with displa* capa!ilit*. #$I eeps complete record of outgoing and incoming calls with time and date. 3.$.3.$ Internet /ccessi!i,it. Efone is the su!sidiar* of "T#$. In mo!ile phones Efone was the first to provide
internet accessi!ilit* through 7"3+. 9ne can send and receive a message through Efone !* e-mail address.
CH/PTER@ O0ERE0ENUE OFFICE )/NNU OF PTC% .1 Introduction -8/" has !een divided in two regions i.e. -T3-I and -T3-II while -T3 stand for northern telecom region. 3egional office Bannu comes under -T3-II. 9ther areas in -T3-II are ,.I. han( revenue office( thall revenue 9ffice( and revenue office ohat.
Before %&&2( all the e)changes of Bannu region wor ed under regional office ,.I. Mhan -T3-II (northern telecom region-II). In %&&2( a camp has !een esta!lished in Bannu which provide telecom services to the people of Bannu. In %&&?( formal revenue office has !een esta!lished in Bannu. There are four su!-divisions of revenue office Bannu which are la i su!-division( ara su!-division( -orth 8aziristan su!-division( and Bannu su!-division. There are nine e)changes which wor under Bannu su!-division which are discussed
in the -T3-II organizational chart in detail.
.2 Re-ion', hier'rch.
,irector 3evenue 5 /inance (6ead)
3.9 ,.I Mhan
3.9 Bannu
3.9 Thall
3.9 Mohat
Bannu +u!,ivision
$a i +u!,ivision
-orth 8aziristan Agenc*
Mara +u!,ivision
B-E-I (?&4)
B-E-II -orthern (??>) Telecom 3egion-II

-LB (>B')
Town (B:&)
Ma i (>&<) -urar (>&%)
7horiwala (>B&) 6awed (4%?)

?eh'n-ir %',oB'i 4*135
.3 )'nnu Re#enue Office Or-'niB'tion', Ch'rt
Re#enue Officer
Senior /GC C,er6 Senior /GC C,er6 Office /ssist'nt ?unior /GC C,er6 Te,ephone Oper'tor N'i! D'sid
. Re#enue Office +e&!ers 3evenue 9fficer OR Iazi Ishfaq-ur-3ehman +enior Account #ler OR 1oh0 Anwar Mhan
+enior Account #ler ORAminullah Mhan 9ffice Assistant OR $atifullah Mhan 2unior Account #ler OR Mhalid 2aveed Telephone 9peratorOR 1ohammad Esman -ai! IasidOR 6a!i!ullah Mhan
.$ Products 'nd Ser#ices of Re#enue Office )'nnu The product and services that revenue office Bannu is providing to its customers are as follows. Prep'id c',,in- c'rds
"T#$ prepaid calling cards gives nation wide access with international facilit*. It comes in easil* afforda!le denominations of 3s.%<<( 2><( ><<( %<<< 5 2<<<. These
cards are easil* availa!le throughout the countr* and it is eas* to use it from an* "T#$ digital phone. #ustomer has to pa* neither line rent nor !ill. In -ovem!er 2<<? "T#$ launched %<< denomination prepaid calling card with advanced features. /'s'n prep'id te,ephon.
Aasan phone is a landline prepaid telephon* service( launched in 1a* 2<<'. This service wor s .ust li e the other prepaid services where accounts are recharged with a prepaid phone card. The prime o!.ective of this service is to facilitate the customer in
getting a new connection with minimal documentation. Aasan cards are availa!le in 3s.><<( %<<< and 3s.2<<< denominations. To,, Free Ser#ice 49F995
This service is availa!le to corporate customers for their customerAs convenience. It provides corporate customers with effective and d*namic telemar eting tool. Telemar eting is !ecoming the most popular wa* of mar eting around the world as
selling products and services on the phone is the most economical i.e. *ou reach more customers in minimum time. Toll free num!ers start with <B<<. #ustomers can call the compan* on toll free num!er with out an* cost. Uni#ers', Internet Nu&!er 4UIN5
,ue to the !oom in telecom sector I+"s continue to mushroom at around the countr*. EI- is a num!er starting with %?% used for accessing internet e.g. %?%&&%&&. EI-
num!er is assigned to each I+" !* "TA. The call dialed is charged as one local call irrespective of its duration. Internet service in "a istan has constantl* improved due to the technological advancements. Installation charges for EI- is 3s.2<( <<< while recurring charges are received in advance on quarter !asis at 3s.?<<< plus %>C 7+T per quarter per num!er. -T3-% has shown !illing of 3s.2>>( <<< while received 3s.&:( <<<. Pre&iu& r'te ser#ice 497995
<&<< num!ers are used throughout the world to provide information via telephone at a premium rate higher the regular call charges. In case of these calls :<C of the total revenue goes to the compan* called while '<C is transferred to "T#$. Di-it', Su!scri!er %ine 4DS%5
,+$ stands for digital su!scri!er line. 8ith the help of ,+$ a customer can en.o* /a) and Internet facilit* without eeping their normal telephone num!er !us*. #ustomer can en.o* voice chat from telephone with high speed. It is of different !and width
:' !ps( %2B( 2>: and of%<2' !ps. "T#$ does not sells this directl* to the ultimate customers !ut sell it to the I+"s li e "a net( #omsat( 1icronet( #*!ernet( ,ancom etc. "T#$ charges I+"s on the !asis of their customers. "T#$ charges either 3s.2%4 per connection per month from I+"s when the* give connection or > C of the total !ill for which I+"s charge their customer depending upon the contract signed !etween "T#$ and I+". In the second case the I+" is required to send a cop* of all the customersA !ills to the "T#$ revenue department. In Bannu area there are %<<<<
connection .( )i,,in- S.ste& of Re#enue Office )'nnu 3evenue office Bannu issue three t*pes of !ills i.e original !ill( duplicate !ill and defaulter !ill. These are !riefl* discussed here@ 1. Ori-in', )i,,
9ringle !ill is that !ill which issue first time. The total !illing of !annu division are one core( !ut received onl* 4Blac the remaining !ecome defaulter and some of them not su!mit there !ill in time. 2. Dup,ic'te )i,, If the original !ill is not received !* the customer due to some reason then the customer is requires to su!mit a complaint in revenue office Bannu. The customer service manager fills a duplicate !ill manuall* for the customer. The customer then
ma es pa*ments on the !ill in the concerned !an !ranch. An e)ample of the duplicate !ill is given here@
CH/PTER@ $
DEP/RT+ENTS OF PTC% ;ver* organization is divided into definite departments. ;ach department performs different ind of .o!s and requires staff with specialized s ills to handle particular .o!. This increases the efficienc* of wor ers and ma es S There are several aspects on which departmentalization in an organization can !e !ased. The division can !e done on the !asis of function( product( customers or
geographical locations. The "T#$ 6ead Iuarters is comprised of several departments. The division is made on the !asis of function the* perform. 6ence it can !e concluded that "T#$ has adopted the polic* of functional departmentalization. The main departments of "T#$ are mentioned !elow. %. 6uman 3esource 1anagement ,ept. 2. /inance ,ept.
?. #ommercial ,ept. '. 9perational ,ept. >. Technical ,ept. :. IT ,ept. 4. #orporate Affairs ,ept. B. +pecial "ro.ects ,ept. $.1 Hu&'n resource &'n'-e&ent
% 2 ? '
It is a huge organization and !eing considered as one of the !iggest compan* in "a istan. It has more than >:(<<< emplo*ees and a huge networ management has !een spread throughout the countr*. "T#$ is engaging a su!stantial num!er of e)perts and specialists of standing cali!er in different spheres of profession. 2o! anal*sis and revision of .o!s description was underta en for improving the of organizational
performance standards. > To meet the future challenging situations in the face of privatization and post
monopol* challenges( a corporate culture and competitive environment has to !e developed( for which all the availa!le resources have !een taped. : +pecial training courses and wor shops have !een conducted for the top and
middle management through reputed organizations li e E+T Bannu. 4 ;fforts are !eing made to improve productivit* and efficienc* of the #ompan* while emphasis is also !eing placed on effective management emplo*ees relationship and !etter line of communications to achieve corporate goals $.2 Fin'nce dep'rt&ent This department is divided into following three su!-sections0 /inance
Accounts 3evenue
The /inance 8ing deals with the revenue matters of the compan* 5 the Accounts 8ing is responsi!le for proper !oo - eeping of the financial transactions( commercial audit 5 preparation of periodic accounts of the compan*. The Accounts 9ffice of "T#$ is in $ahore. /inance is the !ac !one of ever* organization !ecause without finance an*
organization canAt run its !usiness. It pla*s an important role in determining the long-term o!.ectives and evaluating the feasi!ilit* of the !usiness. The financial activities of "T#$ have !een split up into three ma.or !ranches0 /inance( Accounts 5 3evenue. The details regarding this section will !e covered in finance section with reference to m* pro.ect $.3 Co&&erci', Dep'rt&ent % #ommercial section with qualified=e)perienced staff is !eing esta!lished.
2 ?
#ompan* section is ta ing !oth short-term and long-term view of emerging trends of highl* competitive mar ets as its monopol* is coming to an end. It anal*zes all the possi!le #ompan* options( i.e. introducing new services( adopting new technologies to maintain the leading role in the sector and preserve its dominant position in the industr*.
'
The #ompan* li es to reiterate that it will continue to pla* a prominent role in Telecom sector of "a istan.
>
It considers that one of the most important aspects of the forthcoming competitive environment is pricing of products and services. The new paradigm would require cost-!ased services with thin-profit margins !ut higher volumes. Inherentl*( "T#$ services were not cost-!ased. There were in!uilt su!sidies and long distance calls( !oth domestic and international( were
highl* priced. The #ompan*( therefore( evolved strategies of gradual price rationalization $. Oper'tion', Dep'rt&ent 1anages operations of "T#$ 6I( with regional offices( !ranches( and( su!sidiaries as well as with other corporations. $.$ Technic', Dep'rt&ent
This department is engaged in the management and control of technical aspects of the compan*( e.g. technical manpower( technical training( technical equipment( etc. $.( IT Dep'rt&ent This department is esta!lished to introduce new and advance technolog* in "T#$. ,ue to IT department wor ing s*stem is to converted in a computerized s*stem. $.* Corpor'te De#e,op&ent Dep'rt&ent This department deal corporate level issues such as "TA( International Telecom
Enion( $egal and 3egulator* affairs etc. $.F Speci', Pro"ects Dep'rt&ent This department is doing their activities on !ehalf of president. $.7 STRUCTURE OF THE FIN/NCE DEP/RT+ENT Initiall*( /inance ,epartment was supervised !* 71 !ut after the recent change in management structure( /inance ,epartment of "T#$ is headed !* +enior
;)ecutive Jice "resident (/inance)( who is responsi!le for accounting and finance functions of the organization. The +enior ;)ecutive Jice "resident is the head of Accounts ,epartment and the Jice ;)ecutive "resident /inance is the head of /inance ,epartment.
Di'-r'& $.1
H ie r a r c h a l S t r u c t u r e o f F in a n c e D e p a r t m e n t
S E N ! R V " E E # E " $ % V E PR E S D E N % E V P (A c c o u n ts ) G M (S to re s ) G M (A c c o u n s ) E V P (F in a n c e ) G M (F in a n c e ) E V P (R e v e n u e ) G M (R e v e n u e )
% 2 ? ' > : 4
+enior Jice ;)ecutive "resident (/inance) ;)ecutive Jice "resident (Accounts) ;)ecutive Jice "resident (/inance) ;)ecutive Jice "resident (3evenue) 7eneral 1anager (+tore) 7eneral 1anager (Accounts) 7eneral 1anager (/inance)
7eneral 1anager (3evenue)
$.7.1 Nu&!er of e&p,o.ees Eor6in- in the fin'nce dep'rt&ent Total num!er of emplo*ees wor ing in "T#$ /inance ,epartment and its attached offices is a!out 4><<. ;ach regional office has the following /inance 5 Accounts wings0 ,eput* 7eneral 1anager (/inance) ,irector (Accounts) 3evenue % 2
,irector (3ecover*) Assistant 7eneral 1anager (/inance) +enior 3evenue 9fficers 3evenue 9fficers Assistant Accounts 9fficer
% % & %B ?
$.19 FUNCTIONS OF FIN/NCE DEP/RT+ENT % 2 ? /inance s*stem of the organization Accounting s*stem of the organization 1o!ilization of funds
' >
7eneration of funds Allocation of funds
$.11 Fin'nce S.ste& of the Or-'niB'tion /inance is the !ac !one of ever* organization !ecause without finance an* organization canAt run its !usiness. It pla*s an important role in determining the longterm o!.ectives and evaluating the feasi!ilit* of the !usiness. The financial activities of "T#$ have !een split up into three ma.or !ranches@ /inance( Accounts 5 3evenue.
$.11.1 Fin'nce 1in7.1 /inance heads this department. The responsi!ilities of the 7eneral 1anager (/inance)usuall* fall in the area of financial management( preparation of annual !udgets( determining the revenue targets for the *ear( investor( and !an er relations and controlling the ,irectors revenue in all the regions. $.11.2)ud-et 1inBudgeting is the most effective instrument to e)ercise qualit* control over the
financial resources of an organization and their !etter utilization. A !udget is a comprehensive financial plan setting forth the e)pected route for achieving the financial 5 operational goals of an organization. The companies engaged in largescale !usiness essentiall* have a !udget department to carr* out !udgeting for the coming financial *ear. Jarious functions performed !* Budget ,ept. of "T#$ are0 Allocation of funds to different head of accounts. ,is!ursement of funds or ph*sical transfer of funds to different heads
of accounts. 3eceive and anal*ze !udget reports. 3ecommended actions designed to improve efficienc* where necessar*.
$.13 S/%ES OF SH/RES
Issuance of shares is the second !asic source for mo!ilization of funds. "T#$ has issued capital in form of following two t*pes of shares0 Authorized +hare #apital 9rdinar* FAA #lass +hares of 3s.%<=- each. %%%(<<<(<<<(<<< 9rdinar* FBA #lass +hares of 3s.%<=-each. Total ?&(<<<(<<<(<<< %><(<<<(<<<(<<<
% 2
GAH ordinar* shares carr* one vote GBH ordinar* shares carr* four votes
$.1 >ENER/TION OF FUNDS An organization can !e called self sufficient if it is producing its ma)imum cash flow from operating activities. The ta!le and given !elow chart for last five *ears data indicate that "T#$ is producing ma)imum of its cash flows from operating activities.
3e'r 2<<2 2<<? 2<<' 2<<> 2<<: 2<<4 2<<B
Total 3evenue (in thousands) :2(<'<(4<B ::('2:(:2' :4(2<2('&? 4'(%2'(<<< 4>(&42(<<< :&(<B>('?: :>(244(<2>
The main sources of funds in "T#$ are its collection of !ills. /unds generated
through operations for the last five *ears are 3s.?%>(::<(&>' (in thousands).
$.1$ EHTERN/% )ORRO1IN>

Another source of funds to meet the needs for short-term financing in
"T#$ is e)ternal !orrowing from commercial !an s'. "T#$ ta es loans from the following commercial !an s0 1 A ,eutsche Ban . 2 B- A139 Ban 3 1uslim #ommercial Ban 7 #iti!an -.A. 8 /aisal Ban 9 -ational 10Enion Ban of Ban .
$imited. $imited. "a istan 11. "I#I#
4 +tandard #hartered 7rind la*s Ban $imited. 5 6B$ 6 EB$
$.1( /%%OC/TION OF FUNDS The funds generated are mainl* utilized to finance the operation( to pa* !ac shortterm loans for capital e)penditure( pa* dividends and to create reserve (unappropriated profits).
CH/PTER @ (
S1OT /N/%3SIS
"T#$ is a !ig organization regarding all the departments including /inance( 9perations( 6uman resource etc. there are several 5 wea ness of these departments( which will !e discussed as follow0 (.1 STREN>THS THE )I>>EST FOREI>N EHCH/N>E E/RNER
"T#$ is the !iggest source of foreign e)change for "a istan. It earns a lot foreign e)change form its international traffic. /DEDU/TE FIN/NCI/% RESOURCES
"T#$ earns !illions of 3upees as a ma.or source of capital. These adequate financial resources not onl* ena!le the compan* to cop* with an* une)pected event !ut to deplo* its resources to increase product line and services without feeling an* financial
difficult. FREE FRO+ CO+PETITI0E PRESSURE
"T#$ has no competitor in the mar et and other companies are legall* not allowed enter in competition with "T#$ !efore 2<<?.+o "T#$ is performing its activities freel* without an* pressure.
%E/DERSHIP IN THE +/R2ET
"T#$ is leading #ompan* to provide telecom facilities in the "a istan. "T#$ aims at using the latest technolog* in the field of engineering and IT for its services. It is also getting constanc* from international #ompanies in order to remain leader in telecom sector. DEDU/TE FIN/NCI/% RESOURCES
"T# learns !illion of rupees as profit per *ear and has enough mone* in its general reserve. It also has de!it as a ma.or source of capital. These adequate financial resources not onl* ena!le the #ompan* to cope with an* une)pected event !ut no
RECRUIT+ENT
"T#$ can also improve the human resources !* the selection of competent person for different departments and this can onl* possi!le !* discouraging the corruption and favoritism. /DDITION TO THE PRODUCT %INE
Top management of 9rganization can ma e additions to its e)isting product line !* providing more services. In this wa* it can increase its revenue and customer satisfaction. This requires mar et research.
"T#$ has alread* captured the industr* so all ind of the opportunities are for "T#$ till the end of monopol*. (. THRE/TSJ EHCH/N>E R/TE RIS2
;)change 3ate 3is will cause "T#$ net e)change loss on foreign loans. ,evaluation
of rupees will increase the cost of production( machiner*( and almost all the equipment( imported from foreign countries. +o e)change rate ris will affect the "rofita!ilit* of "T#$ and also increase the ris of getting foreign loans in future. >O0ERN+ENT %E>IS%/TION
7overnment policies can affect the performance of "T#$. 6ence government policies
will !e a real threat for "T#$ if the* are not in favor of "T#$ !usiness activities. This can affect the recruiting policies of "T#$. TURNO0ER
At the end of the monopol*( competitors will enter the industr* and the completion will increase as a result of which the* will offer high pa*s and facilities to s ill-person of the industr*. This can increase the turnover of "T#$( which can create a serious
threat for the organization.
+trength (s) %. -ewl* launched products 2. 1onopolistic position PAKISTAN TELECOMMUNICATION COMPANY LIMITED ?. + illful 6uman resources '. Adequate financial resources >. powerful 3 5, :. $eader of the mar et 4. 7overnmental support B. $arge earnings &. Best policies %<. Best emplo*ees compensation %%. $atest technolog* %2. 8ide coverage %?. Iualit* of services
8ea nesses (w) %. Insufficient 6uman 3esource 2. 9nl* seniorit* !ased promotion ?. $a e of training program '. $ac of customer focus >. 9ld age emplo*ees :. $ac of aggressive mar eting 4. Ineffective mar eting dept B. #ustomer dissatisfaction &. ,ela*ed responses %<. $ac of customer services (8-9) %. increase personnel (8%(9%) intensive 2. start aggressive mar eting (8:(92( ?) intensive
9pportunities (9)
%. 2.
7rowing demand 1ar et development 1ar et penetration $aunch of new products 7rowth in telecom industr* #ustomer awareness of technolog* Jalue Added +ervices
(+-9) %. launch new products glancing the high demand (+%(2- 9%) I-T;-+IJ; 2. develop mar et share on the !asis of s illful 63 (+?(92(9?) I-T;-+IJ; ?. could launch new products formula through proper research (+>(9') intensive
?. '.
>.
:.
4.
CH/PTER@ * PRO)%E+S /ND RECO++END/TIONS

PRO)%E+S The over all performance of "T#$ has !een declining after privatization. The main signals of performance trend are summarized !elow0 % There is an increasing trend in the revenue until 2<<: after which it has
declined significantl*. 2 ? ' > There is no further increase in the general reserve after the *ear 2<<>. 9perating profit margin shows increase in trend for *ears 2<<'( 2<<>( 2<<: !ut it decrease for 2<<4 and further decrease for *ear 2<<:. 9perating cost for *ear 2<<: was higher !* 2?C while for the *ear 2<<4 was >.2>C higher then last *ear( 3eturn on equit* started decreasing after privatization( while amount of
dividend( after decreasing in *ear 2<<:( raised in 2<<4 and again decreased in 2<<B : 4 The propert*( plant and equipment of the compan* is in increasing trend ,e!t to equit* ration is increasing from 2<<: to 2<<B. several steps to
Aside from the numerical performance indicators( "T#$ too
commence the .ourne* to !ring a culture charge in the organization. This entails
putting greater focus on customer service and emphasizing merit( integrit* and openness in the #ompan*As !usiness practices and process. +o there is a hope that numerical performance positive results in near future. 1oreover since the tele-densit* of mo!ile phones has grown a lot( so there are no further chance of huge increase in tele-densit* for mo!ile companies.
RECO++END/TIONS
Meeping in view the aforementioned hurdle = pro!lems the following are some remedial measures( which help to create a !etter s*stem. % This report shows that e)isting s*stem is not up to the standard and must !e replacing with an efficient one. 2 A comprehensive financial information s*stem is required to !e streamlined( so
that availa!ilit* of accurate data records ma* !e insured. ? It is proposed that the s*stem of funds allotment ma* immediatel* !e discontinued and the 3egional 9ffices ma* !e allocated lump sum fund. This will surel* help to speed up the e)ecution of the wor . ' > All the tool of enforcement of strict financial discipline ma* !e under ta en in order to monitor the whole s*stem. All the records should !e computerized and for this purpose special computer
program should !e used. : 4 B & ;mplo*ees should !e equipped with up to date IT s ills and for this purpose refresher 5 training courses should !e designed. There should !e a total computerized accounting s*stem to save the precious time. The officer ma* !e trained to adopt compan* culture soft-spo en( good relations with customers and target oriented. /inance and mar eting offices and engineers ma* !e sending to international
seminars= wor shops to get nowledge of new technique and procedures. %< There should !e effective human resource department in order to get right people on the right .o!. "romotion should !e made the !asis of performance rather than seniorit*. %% 1oreover( the element of corruption e)ists throughout the operation and finance department( which must !e chec ed to get high performance. %2 +trategic planning and especiall* long term planning should !e done in a wa*(
which doesnAt onl* fulfill the requirement of toda*( !ut also those of future. %? 1ost of the "T#$ personnel are non-professional@ I suggest that the competent authorit* of "T#$ should !e appointing professionals. %' Almost all emplo*ees of "T#$ are worried a!out their .o!s the competent authorit* should immediatel* announce the polic* of "T#$ in this regard. %> There should !e effective human resource department in order to get right people on the right .o!.
%: 9ver staffing and un!alanced distri!ution of emplo*ees in departments. $i e all
the government and semi government institutions "T#$ has also e)cessive staff %4 than required. In order to increase the efficienc* of wor er .o! is assigned to its caliper to develop his interest in wor that increase the out put and decrease the overall cost of organization.
%B In the compan* there is an unnecessar* emphasis on documentation. In transitions a length* procedure of paper wor is involved that decrease the efficienc* and results in wastage of time. It should !e the dut* of management to automate the documentation of record on line to all offices at same time. %& There are ver* few programs for career development of the emplo*ees. "eople wor ing in one section or department from *ears are still with the same nowledge and st*le of doing .o!. There should !e proper career planning of
emplo*ee that not onl* sharpens the s ills of the emplo*ee 5 improve its efficienc* !ut also results in !etter and improved output for the organization. 2< +ome emplo*ees are wor ing in the same department or section since the* are appointed.
)I)%IO>R/PH3 % 2 ? #.2ames( 8 Achowied. %&&&. Financial management %%th edition0 printice 6all. 6ienz 8eihrich and 6arold Moontz. Management, %<th edition( -ew Qor 0 1c 7raw-6ill Inc.%&&'. Annual Internship 3eport
' > : 4 B &
"T#$ Annual 3eport 2<<:. "T#$ Annual 3eport 2<<4. "T#$ Annual 3eport 2<<B. "T#$ /inance ,epartment +e ran( E.2<<< Research Methods of Business E+A. 2ohn 8ille* 5 +ons( Inc Thompson +.$. strategic Management concept& cases, -ew ,elhi Tata 1egra-6ill pu!lishing #ompan* $td
%< http0==realit*-vids.com=categories=sleeping=?<= %% http0==dictionar*.reference.com=!rowse=civilization %2 http0==www.histor*guide.org=ancient=ancient.htmlTta!le

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PAKISTAN TELECOMMUNICATION COMPANY LIMITED

INTRODUCTION OF THE REPORT 1.1

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

Purpose of the report

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

Scope of the report

As an internee in "T#$ the main focus of m* report research was on general

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

%i&it'tion of the Report

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

CH/PTER#2 O0ERE0IE1 OF P/2IST/N TE%ECO++UNIC/TION CO+P/N3 %I+ITED 4PTC%5

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

2. STR/TE>IC 0ISION OF PTC%

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

#ustomer +atisfaction Teamwor #ompan* lo*alt*

2.( O)?ECTI0ES OF PTC%

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

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PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

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PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

PAKISTAN TELECOMMUNICATION COMPANY LIMITED

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PAKISTAN TELECOMMUNICATION COMPANY LIMITED

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