1. Group Members:
Abdul Sami
Areeb Ahmed Khan
Asim Khan
Rohaid Ali Khan
Tabish Imran

2.  PSO was established in 1976
 Through 1980’s & into 1990’s retail fuel
market share reached to 85%
 PSO is largest oil marketing company
 Engaged in storage, distribution, marketing
of various petroleum oil and lubricant
products

3.  As PSO follows traditional objective
setting decision are made totally by the
top management.
 The authority is given to the managers to
give orders and employees are bound to
follow them.
 It is the responsibility of the employees to
perform those duties assigned to them.

4.  Top-level managers consists of board of
directors, presidents, vice-presidents,
CEOs, general managers and senior
managers, etc.
 They develop goals, strategic plans,
company policies, and make decisions
about the direction of the business.

6.  Sohail Wajahat H.
Siddiqui
Chairman of The
Management Board,
Chairman of Human
Resources Committee
and Member of
Compliance Committee
 Asad Saeed
Director
 Sabar Hussain
Member of The
Managemet Board and
Director
 Mr. Abid Suleri
Member
 Mr. Tariq Khamisani
Member
 Mr. Nazim Haji
Member
 Mr. Shabir Ahmed
Member

7.  Middle management is the intermediate
management of
a hierarchical organization, subordinate
to the senior management but above
the lowest levels of operational staff.
 They are accountable to the top
management for their department's
function. They provide guidance to
lower level managers and inspire them
towards better performance.

9. On PSO the unity of command hoes
in the following sequence:
 C h a i r ma n
 Managing Director
 7 General Managers
 Divisional managers
 1 sale Executive
 8-12 Sales officers

10.  Managing Director is answerable to the
Chairman.
 MD has 7 general managers working
under him.
 Every G.M has 8 DMs working under him.
 Every DM has a Sales executive and
under him there are 8-12 sales officers.

11. Strength
 Large numbers of
Depots/Installations
 Big market share
 Competitive
advantages in Plastic
cards, Pumps
availability and ATM
Weakness
 Magnitude of loss is
bigger
 Financial problems
 CNG unavailability at
most of the outlets

12. Opportunities
 To increase more retail
outlets.
 They can explore the
non-retail fuel market
to increase there
profitability.
 To expand the ATM
service at outlets
Threats
 Existing competitor
 New licensed
emerging competitors
 International canned
lubricants
 Rising oil prices

13.  Innovation and risk taking: According to our survey what
we have found is that employees are not much
encouraged to be innovative and take risks.
 Attention to detail : According to our survey employees
have given importance.
 Outcome Orientation: The manager’s focuses on both
results or outcomes and the techniques needed to
achieve those outcomes.
 People Orientation :Management decisions do not take
into consideration the effect of outcomes on people
within the organization. They have made their employees
a central part of their culture.
 Team Orientation: They emphasize on team orientation i.e.
work activities are organized around them.
 Stability: PSO is maintaining the status in contrast to growth