1. Siemens Pakistan
Engineering Company
Group Members
Tooba Zaheer Shaikh
Rozina Bhutto
Sarwat Iqbal Chawla

2. Management
PLANNING
CONTROLLING
ORGANIZING
LEADING

3. What is Siemens?
Major activities:
Some products
•
•
•
•
Industry
Energy
Health care
Sensor systems
• Hearing solutions
• Home appliances
• Power transmission and
distribution units
• IT solutions
• etc

4. Historical Background
1922:
Siemens established their first office in Lahore
1 9 5 3 : S i e m e n s Pa k i s t a n w a s
registered as a private company
1963: it was registered as a
p u b l i c l i m i t e d c o m p a n y.
NOW: Boasting of approximately 3000 employees
S i e m e n s P a k i s t a n ‟s h e a d q u a r t e r
is located in Karachi

5. Vision
To remain market leader and technology
pace setter in the engineering and
electronics industry by utilizing the high
tech engineering expertise of the
Siemens group worldwide to maintain
our prominent local presence.

6. Mission
.
• To enhance creativity and job satisfaction of our
employees
• Providing quality to our customers at competitive
prices
• A secure future for the company
• Protect and increase our shareholders' investment
• Contribute to the national economy

7. Structure Of
The
Organization
Coordination
Between People
HR
Management
Organizing
Managing
Change And
Diversity
Coordination
Between
Departments
Interdependence
Of Departments

8. ORGANIZATIONAL CHART

9. Organizational Structure
Less hierarchical levels
Broader span of control
Many managers (e.g. Chief Financial
officer, HR Head) fall under the control of
one CEO
Employees highly trained and need
little direction in performing tasks
Hence: flat structure

10. Reporting Relationships
• Country Divisional Heads
• Country Sector Heads and
• Country Cross Sector
CEO
• Heads of
HR, Communication, Environmental
Protection, Health and Management and
Safety report to CEO and the respective
heads of MEA.

11. Reporting Relationships
• Chief Financial Officer (CFO) assigned to MEA
RC-PK reports to CFO MEA
• Siemens Real Estate (SRE) head reports to
CFO MEA RC-PK by delegation and Head of
MEA SRE
• General Counsel assigned to MEA RC-PK
reports to GC MEA

12. DEPARTMENTALIZATION
• Divisional departmentalization
Departments are grouped together based on
organizational outputs
• Centralized policy
CEO oversees the activities of divisions (e.g.
Mobility and logistics) as well as functions
(e.g. Finance and Human Resource).

13. HORIZONTAL COORDINATION
Project
management
department
THROUGH
HR department
talks to other
departments
Corporate departments of Siemens Pakistan
operate independently
Technical departments are dependent

14. Human Resource Management
Siemens is an equal opportunity employer
Hiring criteria
Progress criteria
1. Qualification
1. Ability
2. Merit and
2. Dedication and
3. Fitness (proven through a
medical examination
from a company
appointed doctor)
3.Loyalty towards the
organization.

15. CODE OF CONDUCT FOR EMPLOYEES
Obey the laws and regulations of the legal
systems within which they are acting
Concerned with the good
reputation of Siemens
Sexual harassment is forbidden.
To act honestly, fairly and with integrity towards other
employees, the company and business partners.
DO NOT discriminate
Do not give third parties any
unauthorized benefits
Improper use of insider knowledge is
prohibited
Protect the tangible and intangible
assets of the company

16. Violation of conduct
• Disobedience by an employee
•
Slowing down or disputing the work or activities of the
Company
• Involved in theft or fraud
• Possessing or selling drugs
• Gambling in the Company's premises.

17. Disciplinary procedure
• Verbal warning
• Written warning
• Suspension or

18. Grievance handling
Company
has
a
proper
grievance
handling
procedure, where an employee has a right to record his
grievance and find a solution through the HR department.

19. Quality of human resource
major downsizing
major downsizing
Quality of human resource
HR Issues
Job hopping
Quality of human resource
major downsizing
Quality of human resource
Job hopping
major downsizing
major downsizing
Job hopping
Job hopping
Quality of human resource
Quality of human resource
Job hopping
Major downsizing
Quality of human resource
Job hopping
major downsizing

20. Job Hopping
Lots of resources
(time, skills, capital, etc) are wasted in
their training

21. Quality of human resource
Trained personnel leave!!

22. Major Downsizing
Less than
expected
“Business”
Lack of
motivation

23. Managing Diversity

24. “At Siemens, we view diversity as the
inclusion and creative collaboration of
different modes of thinking, cultural
backgrounds, experiences, types of expertise
and individual qualities, across all
organizational levels.”

25. GLOW: Global Leadership Organization of Women
Siemens Diversity strategy has
three dimensions:
STRATEGY
FOCUS
• Composition
• Connection
• Broadening experience and
expertise
• Communication
• Development of Women
• Local talent development

26. Employee’s Role
Be open for assignments outside your comfort zone
Interact broadly, expand networking
Be an ambassador and generate high performance

27. Managing Change

28. Siemens communicates change
via memos, intranet platform
Communicate clearly
Individuals undergo
training
Grapevine quite efficient
at spreading news
Expected result: Vision and mission of
change should be clear and employees
can identify with it.

29. CONCLUSION

30. MISSION STATEMENT SUCCESFUL?
Business less than expected
Contribution to national economy
Low job satisfaction results in job hopping
Downsizing means future is insecure

31. Major part of decision making lies at top levels
Less decision making power to employees
Working on plans which are not suitable to meet consumer needs
Less than expected „business‟ = Downsizing

32. Recommendations
Make changes to org
structure, delegate power to lower
levels
Innovate more
Challenging environment and better increments