Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex"..... Course: Principal of Management Details: The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.

1. Principal Of Management
Report : Pharmaplex Company
Submitted to,
Miss Aaisha Siddiqui
Shahzeb Pirzada
Osama Gulraiz Khan
Mirza Adeel Baig
M. Junaid

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Description:
The organization is truly productbased organization, the task provided to us is to
know hierarchy of the organization the way they deal along with their products
the management levels of their organization, the shareholders, theprofit loss of
the organization, the distribution of their products in market, to know their policy
of leading their business to the peaks of the sky. The logo of the organization is
been shown in the abovementioned picture.
ORGANIZATION CULTURE:
Organization culture is the collective behavior of people that are part of an
organization, it is also formed by the organization values, visions, norms, working
language, systems, and symbols, itincludes beliefs and habits. Itis also the
pattern of such collective behaviors and assumptions that aretaught to new
organizationalmembers as a way of perceiving, and even thinking and
feeling.]
Organizationalculture affect the way people and groups interactwith
each other, with clients, and with stakeholders.
At the same time although a company may have "own unique culture", in larger
organizations, thereis a diverseand sometimes conflicting cultures that co-exist
due to different characteristics of the management team. The organizational
culture may also have negative and positive aspects.

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Understanding the Culture of PHARMAPLEX
Organization:
Quite often, a leader has a very good senseof the culture of their organization.
They justhaven’tmade that senseconscious to the extent that they can
effectively learn from, and lead within, the culture.
Different people in the same organization can havedifferent perceptions of the
culture of the organization. This is especially true regarding the different
perceptions between the top and bottom levels of the organization. For example,
the Chief Executive may view the organization as being highly focused, well
organized and even rather formal. On the other hand, the receptionist might view
the organization as being confused, disorganized and, sometimes, even rude.
Here are some basic guidelines to help a leader assess the culture of their
organization.
1. Understand someof the major types of cultures. There are a number of
research efforts that have produced lists of different types of culture. You
can startby reviewing the very shortlist in the previous subsection, Major
Types of Cultures.
2. Describethe culture of your organization. Consider whatyou see and hear,
not what you feel and think. Answer the following questions.
a. Who seems to be accepted and who doesn’t? What is it about those who
are accepted as compared to those who aren’t?
b. What kinds of behaviors get rewarded? For example, getting along?
Getting things done? Other behaviors?
c. What does management pay the most attention to? For example,
problems? Successes? Crises? Other behaviors?
d. How are decisions made? For example, by one person? Discussion and
consensus? Aredecisions madeat all?
Note that there may not be closealignment between what the organization says
it values (for example, creativity, innovation, team-building) as compared to what

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you’reactually seeing (for example, conformity, individualism). This disparity is
rather common in organizations. You might explain this disparity to other leaders
in the organization. An ideal time to address this disparity is when developing a
values statement during the strategic planning process.
DECISION MAKING:
Decision-making is one of the defining characteristics of leadership. It’s coreto
the job description. Making decisions is what managers and leaders are paid to
do. Yet, there isn’ta day that goes by that you don’t read something in the news
or the business press thatmakes you wonder, “Whatwere they thinking?” or
“Who actually made that decision?” That’s probably always been the case, but it
seems exponentially more so in the opening decade of the new millennium where
everything seems marked with, “too big, too fast, too much, and too soon.”
The reality seems to be that most organizations aren’toverrun by good decision
makers, yet alone great ones. When asked, people don’t easily point to what they
regard as great decisions. Stories of bad decisions and bad decision-making come
much morereadily to mind.
Some of that is due to our tendency to notice and recall exceptions vs. all the
times things go as planned. For example, you’vewalked along sidebuildings more
times than you could possibly count. Yet you remember vividly the one time you
got nailed by a pigeon overhead.
That’s how weare about bad decisions. We’realso that way becausethe really
bad ones tend to really hurt.
It’s notthat people don’t have the capacity to make high-quality decisions in
them. Decision-making is a distinctly human activity. It’s whatthat great, big
frontal lobe is for. We all make decisions all the time.
But the fact that we’rehard-wired to make decisions doesn’t by itself make us
good decision-makers. Thattakes discipline: discipline to do at least four things all
the time and well.
1. Realize when and why you need to make a decision.
2. Declare the decision: decide whatthe decision is, how you’llwork it, and who
should be involved.
3. Work the decision: generate a complete set of alternatives, gather the
information you need to understand the possibilities and probabilities, and
ultimately make a choice that best fits your values.

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4. Commit resources and act.
Not everyone does those four things consistently or consistently well. We’ve
worked with a lot of leaders and managers in someof the most widely regarded
companies in the world and our observation is that most people don’t. In fact, the
distribution generally looks something like this:
 There are some really wretched decision makers. For them, a good outcome is
usually a matter of luck.
 There are a lot of people who are reasonably competent decision makers. Their
decision processes aren’tgreat, but they’re not bad, and the outcomes they
experience track accordingly.
 There is a small group of people who could be described as “good decision
makers” These people are proactive and decision oriented. They’re able to focus
attention on what’s importantand critical. They know how to break a decision
down into logical parts. They know how to work each of those parts in a high
quality way. They know how to deal with possibilities and probabilities. They’re
able to see opportunities where others see problems. They’reable to make
quality choices in the face of uncertainty. They’reable to turn thought into action.
 There is a sprinkling of people we’d describe as great decision makers. Like other
good decision makers, these people consistently make high quality decisions.
STRATEGIC MANAGEMENT:
Strategic planning is a management tool, period. As with any management tool, it
is used for one purposeonly: to help an organization do a better job - to focus its
energy, to ensure that members of the organization are working toward thesame
goals, to assess and adjustthe organization's direction in responseto a changing
environment. In short, strategic planning is a disciplined effort to produce
fundamental decisions and actions that shapeand guide what an organization is,
what it does, and why it does it, with a focus on the future.).
A word by word dissection of this definition provides the key elements that
underlie the meaning and success of a strategic planning process: The process is
strategic becauseit involves preparing the bestway to respond to the
circumstances of the organization's environment, whether or not its
circumstances areknown in advance; nonprofits often must respond to dynamic

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and even hostile environments. Being strategic, then, means being clear bout the
organization's objectives, being aware of the organization's resources, and
incorporating both into being consciously responsiveto a dynamic environment.
Strategic management is an ongoing process that evaluates and controls the
business and the industries in which the company is involved; assesses its
competitors and sets goals and strategies to meet all existing and potential
competitors; and then reassesses each strategy annually or quarterly [i.e.
regularly] to determine how it has been implemented and whether it has
succeeded or needs replacement by a new strategy to meet changed
circumstances, new technology, new competitors, a new economic environment.,
or a new social, financial, or political environment.”
ORGANIZATION STRUCTURE AND DESIGN:
There are several definitions that must be understood as a precursor to
understanding
Organizationalstructureand design.
A. Organizing is the process of creating an organization's structure.
B. Organization structureis an organization's framework as expressed by its
degree
Of complexity, formalization, and centralization.
C. Complexity is defined as the amount of differentiation in an organization.
D. Formalization is the degree to which an organization relies on rules and
Procedures to direct the behavior of employees.
E. Centralization is defined as the concentration of decision-making authority
in

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Upper management. Decentralization is the handing down of decision-
making
Authority to lower levels in an organization.
F. Organization design is the development or changing of an organization's
Structure.
Communication Tools
An effective communications programwill combine some or all of the following
tools to communicate the intended messageto the target audience:
 Internet
 Publications and other print materials
 Public servicebroadcasts and Videos
 Media relations
 Spokespersons
 Events (special days, awards, exhibitions, seminars)
The tools used depend on the strategic goals, the objectives of the
communication program, the profile of the target audience, the various
advantages and disadvantageof each tool, and the communications budget.
Whichever tools are used, it is importantto maintain consistency in the aesthetic
appearance, linguistic style and tone, and message(including facts, figures,
slogans, and quotes) used in all the communications products for a single
campaign. Without this consistency, the messagewill not be as effective, even if
the target audience is exposed to severalof the communication products. Worse
still, a lack of consistency may confuseor distract the target audience.

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D e f i ni ti on o f L e a d er sh i p
The meaning of a message is the change which it produces inthe image. —
Kenneth Boulding in the Image: Knowledge inLife and Society
Before we get started, let’s define leadership. Leadership is a process by which a
person influences others to accomplish an objective and directs the organization
in a way that makes it more cohesiveand coherent. This definition is similar to
Northouse's (2007, p3) definition — Leadership is a process whereby an individual
influences a group of individuals to achieve a common goal.
Leaders carry out this process by applying their leadership knowledgeand skills.
This is called ProcessLeadership (Jago, 1982). However,weknow that wehave
traits that can influence our actions. This is called TraitLeadership (Jago, 1982), in
that it was once common to believe that leaders were born rather than made.
These two leadership types are shown in the chartbelow (Northouse, 2007, p5):

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While leadership is learned, the skills and knowledgeprocessed by the leader can
be influenced by his or hers attributes or traits, such as beliefs, values, ethics,
and character. Knowledgeand skills contribute directly to the processof
leadership, while the other attributes give the leader certain characteristics that
make him or her unique.
Skills, knowledge, and attributes make the Leader, which is one of the:
F o u r F a c tor s o f L e a de rs h i p

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L e a de r
You musthave an honest understanding of who you are, what you know, and
what you can do. Also, note that it is the followers, notthe leader or someone
else who determines if the leader is successful. If they do not trustor lack
confidence in their leader, then they will be uninspired. To be successfulyou have
to convince your followers, notyourself or your superiors, thatyou are worthy of
being followed.
F o l l ower s
Different people require different styles of leadership. For example, a new hire
requires more supervision than an experienced employee. A person who lacks
motivation requires a different approach than one with a high degree of
motivation. You mustknow your people! The fundamental starting point is having
a good understanding of human nature, such as needs, emotions, and motivation.
You mustcome to know your employees' be, know, and do attributes.
C o m mu n i ca ti on
You lead through two-way communication. Much of it is nonverbal. For instance,
when you “set the example,” that communicates to your people that you would
not ask them to performanything that you would not be willing to do. What and
how you communicate either builds or harms the relationship between you and
your employees.
S i t u at io n
All situations are different. Whatyou do in one situation will not always work in
another. You must use your judgmentto decide the best courseof action and the
leadership styleneeded for each situation. For example, you may need to
confrontan employee for inappropriatebehavior, but if the confrontation is too
late or too early, too harsh or too weak, then the results may proveineffective.
Also note that the situation normally has a greater effect on a leader's action than
his or her traits. This is because while traits may have an impressivestability over

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a period of time, they have little consistency across situations (Mischel, 1968).
This is why a number of leadership scholars think the ProcessTheory of
Leadership is a more accurate than the Trait Theory of Leadership.
Various forces will affect these four factors. Examples of forces are your
relationship with your seniors, theskill of your followers, the informalleaders
within your organization, and how your organization is organized.
Ethics
Some years ago, sociologistRaymond Baum hart asked business people, "What
does ethics mean to you?" Among their replies were the following:
"Ethics has to do with whatmy feelings tell me is rightor wrong."
"Ethics has to do with my religious beliefs."
"Being ethical is doing whatthe law requires."
"Ethics consists of the standards of behavior our society accepts."
"I don'tknow what the word means."
These replies might be typical of our own. The meaning of "ethics" is hard to pin
down, and the views many people have aboutethics are shaky.
Like Baum hart’s first respondent, many people tend to equate ethics with their
feelings. But being ethical is clearly not a matter of following one's feelings. A
person following his or her feelings may recoil fromdoing what is right. In fact,
feelings frequently deviate from what is ethical.
Nor should one identify ethics with religion. Most religions, of course, advocate
high ethical standards. Yetif ethics wereconfined to religion, then ethics would
apply only to religious people. But ethics applies as much to the behavior of the
atheist as to that of the saint. Religion can set high ethical standards and can
provideintense motivations for ethical behavior. Ethics, however, cannotbe
confined to religion nor is it the same as religion.
Being ethical is also not the sameas following the law. The law often incorporates
ethical standards to which mostcitizens subscribe. Butlaws, like feelings, can
deviate fromwhatis ethical. Our own pre-Civil War slavery laws and the old
apartheid laws of present-day South Africaare grotesquely obvious examples of
laws that deviate fromwhat is ethical.

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Finally, being ethical is not the same as doing "whatever society accepts." In any
society, most people accept standards thatare, in fact, ethical. But standards of
behavior in society can deviate from whatis ethical. An entire society can become
ethically corrupt. NaziGermany is a good example of a morally corruptsociety.
Moreover, if being ethical were doing "whatever society accepts," then to find out
what is ethical, one would haveto find out whatsociety accepts. To decide whatI
should think about abortion, for example, I would have to take a survey of
American society and then conformmy beliefs to whatever society accepts. But
no one ever tries to decide an ethical issueby doing a survey. Further, thelack of
social consensus on many issues makes it impossibleto equate ethics with
whatever society accepts. Some people accept abortion but many others do not.
If being ethical were doing whatever society accepts, one would haveto find an
agreement on issues which does not, in fact, exist.
What, then, is ethics? Ethics is two things. First, ethics refers to well-founded
standards of right and wrong that prescribewhat humans oughtto do, usually in
terms of rights, obligations, benefits to society, fairness, or specific virtues. Ethics,
for example, refers to those standards thatimpose the reasonable obligations to
refrain fromrape, stealing, murder, assault, slander, and fraud. Ethical standards
also include those that enjoin virtues of honesty, compassion, and loyalty. And,
ethical standards includestandards relating to rights, such as the right to life, the
right to freedom frominjury, and the rightto privacy. Such standards are
adequate standards of ethics because they are supported by consistentand well-
founded reasons.
Secondly, ethics refers to the study and development of one's ethical standards.
As mentioned above, feelings, laws, and social norms can deviate fromwhat is
ethical. So it is necessary to constantly examine one's standards to ensurethat
they are reasonableand well-founded. Ethics also means, then, the continuous
effort of studying our own moralbeliefs and our moral conduct, and striving to
ensurethat we, and the institutions we help to shape, live up to standards that
are reasonableand solidly-based.
CODE OF CONDUCT

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A code of conductis a set of rules outlining the responsibilities of or proper
practices for an individual, party or organization. Related concepts include ethical
codes and honor codes.
In its 2007 InternationalGood PracticeGuidance, "Defining and Developing an
Effective Code of Conduct for Organizations", theInternationalFederation of
Accountants [1] provided the following working definition:
"Principles, values, standards, or rules of behavior that guide the decisions,
procedures and systems of an organization in a way that (a) contributes to the
welfare of its key stakeholders, and (b) respects the rights of all constituents
affected by its operations."
HUMAN RESOURCE MANAGEMENT:
Human resourcemanagement (HRM or simply HR) is the management of an
organization's workforce, or human resources. Itis responsiblefor the attraction,
selection, training, assessment, and rewarding of employees, while also
overseeing organizationalleadership and culture, and ensuring compliance with
employment and labor laws. In circumstances whereemployees desireand are
legally authorized to hold a collective bargaining agreement, HR will typically also
serveas the company's primary liaison with the employees'representatives
(usually a labor union).
HR is a productof the human relations movement of the early 20th century, when
researchers began documenting ways of creating business valuethrough the
strategic management of the workforce. Thefunction was initially dominated by
transactionalwork such as payroll and benefits administration, but due to
globalization, company consolidation, technological advancement, and further
research, HRnow focuses on strategic initiatives like mergers and acquisitions,
talent management, succession planning, industrialand labor relations, and
diversity and inclusion.

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In startup companies, HR's duties may be performed by a handfulof trained
professionals or even by non-HRpersonnel. In larger companies, an entire
functional group is typically dedicated to the discipline, with staff specializing in
various HRtasks and functional leadership engaging in strategic decision making
across the business. To train practitioners for the profession, institutions of higher
education, professionalassociations, and companies themselves havecreated
programs of study dedicated explicitly to the duties of the function. Academic and
practitioner organizations likewiseseek to engage and further the field of HR, as
evidenced by severalfield-specific publications.
HR is progressing very fast. Moreand more companies are now looking for HR
Managers to manage their human assets and their issues. Morepeople are
coming in the field. Institutes havealso emerged fromno where teaching
different HR courses. Allis good, for me at least. I chosethe field five years back
and here I am with a Masters degree, specialization in HR and four years
experience. During this period I worked in two places and gained experience. At
both of the places HR was a new born department. I faced resistancefromold
employees and fromtop management too. Resistance fromtop management as
they do not understand the true nature of HR. Everyonehas his own concept of
Human Resource Management. At one place the top management used to
forward every problemto HR whether it had a link with HR or not. Production is
not up to the mark, problemcomes to HR. Security cameras not working, and
problem comes to HR. Itwas difficult to convincethe people at the top that these
problems were out of the scope
of HR. At one place employees used to disregard HRand at firstlooked liked it
would be impossibleto create the HR department over there. In the absence of
HR department, its responsibilities are shared by other departments. When HR is
created people feel that HR is trying to reducetheir authorities and as a result
conflicts startrising. What they don’tknow is that HR will actually benefit them.
They would get an organized organizationalstructurewith proper grading, proper
pay structures, promotion plans and employee compensation and benefits plans
etc. There is a need to increase awareness among employees in other
departments, top people, owners and directors regarding HR.

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OPERATIONAL FLOW CHART:
The following is a basic overview, with descriptions and meanings, of the most
common flowchartsymbols - also commonly called flow chart shapes, process
flow diagram symbols or business process map symbols, depending upon what
type of flow diagram you'recreating. The table below lists the flowchartsymbol
drawing, the name of the flowchartsymbolin MicrosoftOffice, and a short
description of where and how the flowchartsymbolis used.
We ask these Questions
Business ethics decision:
1) How will you handle the situation whereyou have to make decision against
business ethics?
Labor Unrest:
2) How would you respond if you know a fraction of employee are unhappy
over pay / scale / packageat lower gradestaff ?
Learn from the best:
3) What are the most important moments in you carrier that you either
learned fromand / or that got you where you are?
Stability:
4) How stable your organization, will it pull through the recession which has
got a negative impact on the business and operating environment?

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Future Growth:
5) When will the significantgrowth occur in the company in the next few
years? How can we become involve in that area?
Starting the day:
6) How do you start your ordinary day? How does it end? Do you still have
enough time to rest?
ADDITIONAL:
 DISCILPINE
 TWO PARTS MARKETING & DISTRIBUTION
 13 BRANCHES ALL OVERPAKISTAN
 KARACHI , LAHORE, LARKANA , SUKHAR, HYDERABAD , PESHAWAR,
SAWAT, RAHIMYARKHAN, MULTAN , NAWABSHAH , RAWALPANDI ,
FAISALABAD . .
 SALES MAN NOT WELL QUALIFIED
 ACCOUNTANTSHOULD BE BCOM
 BRANCH MANAGER BBA,BSCS ETC
 STABALITYOF ORGANAIZATION
 NOT MEETING EXPENSES 20 %
 7000 , BOOKERDELIVERY
 200 DAILYALLOUNCE.
 60-RS/DAY
 MANAGER SALERY 40,000 (MEHRANCAR)

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 MINISTERYOF HEALTH ISLAMABAD
 OPAL,MECTORS & NEXES ALL ARE INKARACHI
 MARKETING LEVEL VERY LOW NOW A DAYS, STAFF LEAVE.
PICTURES OF MEETING WITH PHARMAPLEX PRESIDENT

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