Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.
Group Members:
Abdul Sami
Areeb Ahmed Khan
Asim Khan
Rohaid Ali Khan
Tabish Imran
 PSO was established in 1976
 Through 1980’s & into 1990’s retail fuel
market share reached to 85%
 PSO is largest oil ...
 As PSO follows traditional objective
setting decision are made totally by the
top management.
 The authority is given t...
 Top-level managers consists of board of
directors, presidents, vice-presidents,
CEOs, general managers and senior
manage...
 Sohail Wajahat H.
Siddiqui
Chairman of The
Management Board,
Chairman of Human
Resources Committee
and Member of
Complia...
 Middle management is the intermediate
management of
a hierarchical organization, subordinate
to the senior management bu...
On PSO the unity of command hoes
in the following sequence:
 C h a i r ma n
 Managing Director
 7 General Managers
 Di...
 Managing Director is answerable to the
Chairman.
 MD has 7 general managers working
under him.
 Every G.M has 8 DMs wo...
Strength
 Large numbers of
Depots/Installations
 Big market share
 Competitive
advantages in Plastic
cards, Pumps
avail...
Opportunities
 To increase more retail
outlets.
 They can explore the
non-retail fuel market
to increase there
profitabi...
 Innovation and risk taking: According to our survey what
we have found is that employees are not much
encouraged to be i...
PSO Management Report
PSO Management Report
Nächste SlideShare
Wird geladen in …5
×

PSO Management Report

  • Loggen Sie sich ein, um Kommentare anzuzeigen.

  • Gehören Sie zu den Ersten, denen das gefällt!

PSO Management Report

  1. 1. Group Members: Abdul Sami Areeb Ahmed Khan Asim Khan Rohaid Ali Khan Tabish Imran
  2. 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. 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. 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.
  5. 5.  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
  6. 6.  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.
  7. 7. 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
  8. 8.  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.
  9. 9. 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
  10. 10. 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
  11. 11.  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

×