An Analysis of the Pakistani Management Style: a Review of Waheed Sons
Management Practices
Business Philosophy
The business has no formal vision and mission statements. The owners of the business do not believe in taking a lot of risk or making capital investments in to the business. Waheed Sons demonstrates a typical Pakistani Seth organization culture within its ranks. Most of the decisions are taken by the owners of the business.
The owner’s objective is to maximize their return on investment. They do not believe in Human Resource development. Most of the labor is hired on contractual basis. Only the sales force and finance people are permanent employees of the business.
In the words of the General Manager their business Philosophy is
“Customers pay cash today, take delivery tomorrow”. Overall our business philosophy is to maximize profits by obtaining the cheapest rates of tiles in Chinese markets and selling them in Pakistan efficiently. Our business is based on trust and long term relationships with suppliers and customers. So a better way to explain our business policy is ‘doing business based on trust and long term relationships to optimize advantages for Waheed Sons along with its customers and suppliers
As far as our analysis they do not have any business Philosophy as such apart from the fact that they are in the business of ceramic tiles. We do believe that Waheed Sons can progress a lot if it develops its own vision and mission statements because its market is growing due to development in the construction sector.
General Management
Even though the flow of decision is top to bottom as is in most Pakistani organizations, Waheed Sons tries to incorporate the opinion of the other members of the organization but not all the time. Quarterly meetings are held between all levels of the management where the top management takes feedback of the sales staff and the regional managers and the general manager before making an outline of the purchasing (import) decision.
Other than these quarterly meetings, monthly meetings
Business Philosophy
The business has no formal vision and mission statements. The owners of the business do not believe in taking a lot of risk or making capital investments in to the business. Waheed Sons demonstrates a typical Pakistani Seth organization culture within its ranks. Most of the decisions are taken by the owners of the business.
The owner’s objective is to maximize their return on investment. They do not believe in Human Resource development. Most of the labor is hired on contractual basis. Only the sales force and finance people are permanent employees of the business.
In the words of the General Manager their business Philosophy is
“Customers pay cash today, take delivery tomorrow”. Overall our business philosophy is to maximize profits by obtaining the cheapest rates of tiles in Chinese markets and selling them in Pakistan efficiently. Our business is based on trust and long term relationships with suppliers and customers. So a better way to explain our business policy is ‘doing business based on trust and long term relationships to optimize advantages for Waheed Sons along with its customers and suppliers
As far as our analysis they do not have any business Philosophy as such apart from the fact that they are in the business of ceramic tiles. We do believe that Waheed Sons can progress a lot if it develops its own vision and mission statements because its market is growing due to development in the construction sector.
General Management
Even though the flow of decision is top to bottom as is in most Pakistani organizations, Waheed Sons tries to incorporate the opinion of the other members of the organization but not all the time. Quarterly meetings are held between all levels of the management where the top management takes feedback of the sales staff and the regional managers and the general manager before making an outline of the purchasing (import) decision.
Other than these quarterly meetings, monthly meetings