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LEADERSHIP

DOLLAR INDUSTRIES (PVT) LTD.

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SUBMITTED TO: Dr. Fazal Khalidi PREPARED BY: Muneeb Rashid I.D # 12981 Umair Yaqoob Izhar I.D # 10109 Omair Hanif Khimani I.D # 10905 Ajay Mandhan I.D # 13200 Abdul Salam Malik I.D # 10914 Kamran Ali Khowaja I.D # 13135

DATED: 11 December 2012

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MEMORANDUM OF TRANSMITTAL
TO FROM : Dr. Fazal Khalidi, Assistant Professor of Management at IoBM : Muneeb Rashid Umair Yaqoob Izhar Omair Hanif Khimani Ajay Mandhan Abdul Salam Malik Kamran Ali Khowaja : 11 December 2012

DATE

SUBJECT : A Detailed Report on Leadership at Dollar Industries (Pvt) Ltd. We are pleased to submit our report on Leadership at Dollar Industries (Pvt) Ltd. to you. During all the phases and stages of this report including analysis, writing and designing the report, we have gained very useful knowledge and experience with respect to the application of the concepts of Leadership in real life at organizations and specially at Dollar Industries (Pvt) Ltd. We have tried the best of our efforts to apply all the relevant concepts appropriately and properly to develop this report. We hope that the report will serve its purpose. We acknowledge your help and support for this report and we look forward to your feedback as it will be the most valuable feature for us in the entire process.

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LETTER OF ACKNOWLEDGEMENT
11 December 2012

Dear Readers, All praises and thanks to Almighty ALLAH, Who is the Lord and Creator of this universe and by Whose power and glory all good things are accomplished. He is the most merciful, Who bestowed upon us the potential, ability and an opportunity to work on this report. We are thankful to the Last and Final Messenger of Allah, Prophet Mohammad (P.B.U.H) for leaving an unbeatable example of leadership which we can feel proud to own, learn and follow. We are also thankful to our parents for bearing with our hectic schedules and always being a marvelous support. We would like to extend sincere gratitude to our respected mentor Dr. Fazal Khalidi for his constant support, encouragement and guidance, without which we could not have successfully achieved our task. Moreover he gave us the opportunity to search and write a report on the topic: Leadership at Dollar Industries (Pvt) Ltd. Being a vast topic it has offered much for our learning purposes. Cordially, Muneeb Rashid Umair Yaqoob Izhar Omair Hanif Khimani Ajay Mandhan Abdul Salam Malik Kamran Ali Khowaja
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TABLE OF CONTENTS
SR. NO.
1.

PARTICULARS
Memorandum of Transmittal

PAGE NO.
4

2.

Letter of Acknowledgement

3.

Executive Summary

4.

Introduction : Origin of Report Purpose and Scope Methodology Limitations 10 10 10 10

5.

Articles and Summaries Abdul Salam Malik- Article 1 and summary Ajay Mandhan- Article 2 and summary Muneeb Rashid- Article 3 and summary Umair Yaqoob Izhar- Article 4 and summary Omair Hanif Khimani- Article 5 and summary Kamran Khowaja- Article 6 and summary 12 14 27 30 34 39

6.

The Main Report Company Profile Brands 43 45

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 Business Lines World class manufacturing system Process and technology Quality

46 46 47 48

7.

Leadership and application of leadership concepts at Dollar Industries (Pvt) Ltd. Styles of leadership Practical adaptation of leadersip concepts at Dollar Organizational culture and its importance Work culture at Dollar industries pvt ltd Monetary motivators used by Dollars management Other ways to motivate employees 50 51 52 52 53 53

8.

Leadership-Worker relationship Leader-worker relationship at Dollar Industries (Pvt) Ltd. How to build effective relationships with employees 54 54

9.

Consistency at Dollar Industries (Pvt) Ltd. Consistency at Dollar Industries ltd Caring culture Caring culture at dollar industries (pvt) ltd. Communication Team building activities Team building activities at Dollar Industries pvt ltd 54 55 55 55 56 56

10.

The Mentoring Process The mentoring process 57

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 Mentoring at Dollar Industries pvt ltd Who should be mentored ? Is mentoring right for you ? Cost effective Employee retention Talent development Recruitment and On boarding Diversity enhancement Knowledge sharing

57 58 58 58 58 59 59 59 59

11.

Born leaders or made Leaders Dollar managements belief on Born leaders or made leaders 60

12.

Conclusion

61

13.

Recommendations

62

14.

Bibliography

63

15.

Appendix

64

16.

Glossary

65

17.

Index

66

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EXECUTIVE SUMMARY
In todays world of innovation, and highly technical competition, it has become very important for the organizations to have leaders who can lead them from the front, giving them the competitive advantage in this tough race. Most of the worlds well established organizations have highly relied on managements commitment towards their success, and has created some great leadership examples turning the faith of their respective companies A detailed meeting was arranged with Mr. Shahid Ghazanfer (Manager Personnel And Admin) of Dollar Industries (Pvt) Ltd. to learn about the Leadership practices at the company. This meeting was arranged by the reference of our group member Muneeb Rashid as he has earlier done an internship at Dollar Industries (Pvt) Ltd. under Mr. Faisal Ajmal (Assistant Manager HR). Dollar Industries has developed a family within their organization which has promised high commitment towards its employees, and well defined policies. The foremost priority to the organization after the customer satisfaction comes the employee satisfaction. Rather than going after greater profit margins, they believe in greater caring of their employees as the foundation of the company, which therefore when gets stronger once, reaching a height turn out to be no more a problem. And the best outcome of this is Dollars introduction of the monetary motivators, mentoring process, higher incentives, highly recommended team building extracurricular activities, and some non formal gatherings. Dollar is an organization that never compromises on its ethical values. As most of the people working are Muslims, an Islamic work place culture has been developed and interest has never been a part of the company. Beside that there are a few cons which are made unnoticed by the pros of the company. The mentors need to be highly trained and do some serious counseling as few of the employees might not be very strong at their will powers with the ongoing situation of the country and inflation. And they need to be more active in employee involvement, encouraging the decision making at lower level employees. Leadership is one of the most important ingredients that are required for the organizational success. Dollar is one of those companies that not only understand but also implement the concepts of true leadership as they treat their employees like human beings and not like their possession.

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ORIGIN OF REPORT
This report has been prepared to understand the working and implementation of LEADERSHIP POLICIES & SYSTEMS at DOLLAR INDUSTRIES (PVT) LTD. in the actual business environment.

PURPOSE AND SCOPE

The purpose of this report is to realize the importance and contribution of LEADERSHIP to the efficiency and performance of the business. The scope of this report is limited to the organization of DOLLAR INDUSTRIES (PVT) LTD., which is one of the most renowned stationery manufacturer. Furthermore this report only states or explains the information regarding the company as was discovered by us during our research.

METHODOLOGY
We have collected the main matter for our report by having a face-to-face discussion with Mr. Shahid Ghazanfer, who is the Manager Personnel and Admin at Dollar Industries (Pvt) Ltd. We have also researched about the leadership from various books and websites and then correlated the same study with relevant aspects that were found at Dollar Industries (Pvt) Ltd.

LIMITATIONS
One limitation that we face during making of this report was the limited accessibility of few tangible records of the company over the internet.

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ARTICLES AND THEIR SUMMARIES

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ARTICLE 1 BY ABDUL SALAM MALIK (10914)

STARBUCKS
In an article for Evolved Employer Melissa Anderson says there are three reasons why holistic leadership means becoming a better employer. She uses the recently published book by Starbucks Chairman and CEO Howard Schultz, Onward: How Starbucks Fought for Its Life without Losing Its Soul as a best practice case. Schultz is credited with growing the company from a small Seattle-based chain to the huge multinational company it is today. After stepping down from the companys leadership in 2000, Schultz returned as CEO in 2008 to prompt a turnaround. While the company had been faltering as a result of carcinogenic growth, Schultz said the company is now enjoying record-breaking profits. Schultz has explained the reason behind the companys turnaround was a strong investment in the customer experience. At a very basic level, he explained, Starbucks has focused on its people, rather than strictly on its profit margins. Here are three ways the company leveraged relationships to fuel its success. 1. Reorienting Stores around Relationships Schultz said one of the best things hes done to bring the focus back to the employee/customer relationship was to quit reporting on monthly store profits. In an interview with the McKinsey Quarterly, he said, An albatross around the neck of most retailers and restaurant companies is this metric that Wall Street created many, many years ago: the calculation of the growth of stores open for more than one year. He continued:So I announced, one day when I came back, that we were going to stop reporting monthly comps. what I was trying to do was make sure that our people were managing the business for the most appropriate constituent, which is the customer. 2. Rebuilding the Connection to the Community Refocusing on the community has meant a stronger commitment to community service for the company. This has meant initiating not only projects at the corporate level, but also encouraging employees to volunteer within their communities. As Schultz told KUSA, I think that from the very beginning weve tried to balance a need to make a profit with a deep sense of social conscious and giving back to the community. So its not just about whats going on in our stores, its really demonstrating the humanity of our company. 3. Refocusing on the Employee Experience Finally, Schultz has worked to rebuild the employee experience at Starbucks ensuring its not just a coffee shop or a fast food restaurant, but a place were people are energized to work. As Carmine Gallo reported in Forbes.com, Schultz said the Starbucks experience really starts with its people, so its critical that they are engaged with the companys mission.

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In fact, Schulz said that one of his biggest business challenges is getting the right people on board. He told McKinsey: [Our biggest growth constraint is] human capital. We want to attract world-class people who have values that are well aligned with the culture of the company. And we want to make sure that the growth of Starbucks in the future doesnt in any way cover up the mistakes weve made in the past.

SUMMARY OF ARTICLE 1 BY ABDUL SALAM MALIK (10914)

This article tells us about the three reasons why holistic leadership means becoming a better employer. This summary is from the article specified above written in reference to the recently published book of Starbucks Chairman and CEO, Howard Schultz. Howard Schultz, who stepped down from the companys leadership in 2000, returned as CEO in 2008. He took care of the company which was losing its grip in the market. Schult is therefore credited with growing the company from small Seattle based chain to a multinational chain that it is currently. While the company had been faltering, Schultz said that the company was enjoying record breaking profits. He explained the reason behind the success was the huge investment in the customer experience and services. Precisely, that the Starbucks is now a company that focuses more on its customer rather than huge profit margins. The three ways that helped company to climb on the success ladder are Reorienting Stores around Relationships, Rebuilding the Connection to the Community, and Refocusing on the Employee Experience. Schultz expressed that the best thing he did ring the focus back to employee/customer relationship was to quit reporting the profits on stores on monthly basis. So that the franchise doesnt have to worry about the profits and loss, instead, they could focus on the customers, and customers only. Then the CEO pledged for a stronger community service for the company. This means that the projects were suggested to initiate at corporate level along the employees to volunteer serving within their communities. The balanced was hence achieved between the profits and the social consciousness that demonstrates the humanity of the company. Schultz felt that the employee experience in his company played a huge role, ensuring that it was not just a coffee shop, but a place where people can get engaged to their respective works. He believed that the biggest challenge in any organization is to get right people on board to get the desired results. Schultz said the Starbucks experience really starts with its people, so its critical that they are engaged with the companys mission.

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SUMMARY OF ARTICLE 2 BY AJAY MANDHAN (13200)

The following case study is taken from the book building leaders published by Jossey -bass. In this case study the author emphasizes that until recent time the research that has been done on leadership was more of effective management more of effective manage ment .Therefore todays leadership requires to view thaw world, ways of business and firms in different manner. The case study explains that how leadership is developed or implemented in work place and also developing individual leaders. Some objectives that are mentioned are creating common vision, imparting relevant knowledge and opportunities for self development. In the case study it has also been provided that individuals can polish their leadership skills as many best organizations use this kind of leadership for individuals An Australian bank's example has been discussed which explains how leaders are developed through programmes which focus on three key dimensions of leadership contact, clarity and impact. It further emphasizes that bringing out the values and vision in front of the whole organization will socialize and also help in formalizing the way leadership is practiced in organization , it is done is various steps and stages . For leaders the attributes that are important are as follows: Charisma: It separates ordinary manager from the true leader; it is the quality that creates impression on subordinates in our own department and in the whole organization Individual consideration: Leaders need to find out the differences among the employees in their respective departments so that they find their weaknesses and strengths to keep them motivated and focused on the tasks and goals Intellectual stimulation: Leaders intellectual capabilities are by far not less important being creative, innovative and imaginative makes leaders into comprehensive and complete leader Courage: A true leader acts impersonally that is he acts for right cause and purpose no matter it looks negative or difficult to make others understand his or her point of view, the real challenge for a leader when it comes to courage is make others understand and accept his idea even though it seems strange in the beginning to subordinates and supervisor Dependability: Leaders keep commitments and maintain trust in relationships; their subordinates respect them because of dependability and trust.

The other attributes of leader are flexibility, integrity, judgement and respect for others all these are important in the making of complete leader In todays time leadership has may roles to play out of which one important role is competitive strategic leadership, initiatives like building depth of leadership talent in the organization and expediting large scale change .Leadership programmes that seek to facilitate strategic change have a number of common design elements such as strategic framework, sophisticated assessment processes, content customized to promote strategic objectives etc.

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SUMMARY OF ARTICLE 3 BY MUNEEB RASHID (12981) Why Companies Fail And How Their Founders Can Bounce Back (By Carmen Nobel)
As it is said: A person never loses until he thinks so - This article shows the bright side of business failures and differentiates enterprise failures from personal failures. The author mentions the advantages of a business failure that how a failed plan would compel people in an organization to be more diligent and look out for new ways, such an event opens new opportunities and provides a good chance for an organization to learn from their mistakes and improve. While differentiating between the enterprise failure and the personal failure concept, the author states: Enterprise failure can be an asset, but personal failure is ruinous, why an enterprise failure an asset can be understood easily from the previous paragraph but why personal failure is ruinous adds a color of leadership qualities into the article where entrepreneurs are warned to abide by the proper leadership traits and not to resort to any unethical activity in order to save a business plan because failure in business is a norm and if someone is too stubborn and does not accept his failures will not be able to grow but rather come across a bigger disaster if he resorts to unethical activities. The author goes on a little further to create acceptance of failure as a mechanism for prosperity when he uses examples of the perception of failure in the mind of an entrepreneur, for instance if an entrepreneur perceives failure as failing to see the projected returns on investment, then the failure rate is 70% 80% and if failure is defined as declaring a projection and then falling short of meeting it, then the failure rate is whopping 90% - 95% and another point that the difference between growing economies and stagnant economies is the acceptance of failure. People usually invest-in a lot in their dreams and thus forget to keep their values strengthened. The article tells the importance of means rather than the ends and presents failure as a normal thing and something to be always ready for and something which is supposed to be taken lightly, and as an opportunity to learn, improve, grow and prosper.

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ARTICLE 4 BY UMAIR YAQOOB IZHAR (10109) Four Myths About Mentoring (By Amy Gallo)
When people think of mentoring, they often think of an older executive counseling a young upstart. The senior leader advises the junior employee on his career, how to navigate the world of work, and what he needs to do to get ahead. But mentoring has changed a lot in the last few decades. Just as the notion of a 50-year linear career with a single company or in one industry is outdated, so is the idea that career advice must come from a wise old sage. The traditional mentor-mentee relationship is not necessarily a thing of the past, but it's no longer the standard. Now, there are many ways to get the information and guidance you need.

What the Experts Say

While the concept of mentoring has changed, the need for career counseling has not. In fact, because most careers take numerous twists and turns in today's world, it's required more than ever. "When I first started studying mentoring in the 1970s it was a much more stable world. There is a lot of chaos in the world of work," says Kathy E. Kram, the Shipley Professor in Management at the Boston University School of Management and author of Mentoring at Work. While mentoring has morphed, our collective thinking on it has not and many held-over myths still prevail. "There are many ways to define mentoring," says Jeanne Meister, a Founding Partner of Future Workplace and co-author of The 2020 Workplace: How Innovative Companies Attract, Develop & Keep Tomorrow's Employees Today. If you are working with the old definition, you may be confused about how to get the advice you need. Below are four myths: knowing the truth about them can help you figure out who to turn to and how. Myth #1: You have to find one perfect mentor It's actually quite rare these days that people get through their career with only one mentor. In fact, many people have several advisors they turn to. "In all likelihood, you'd benefit from having more than one developer," says Kram, who prefers the term "developmental network" to mentor. "It's that handful of people who you can go to for advice and who you trust to have your best interests in mind," she explains. This network can be as large or small as you want, and it may even include your spouse or partner. Sometimes it can be helpful to get a variety of perspectives on an issue you are facing. Meister and her co-author Karie Willyerd agree with Kram. "It's not uncommon for people to have many, many mentors," says Willyerd, former CLO of Sun Microsystems and co-founder of Future Workplace.

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Myth #2: Mentoring is a formal long-term relationship Because the world moves fast and people change jobs and careers more often, a long-term advising relationship may be unrealistic and unnecessary. "Mentoring can be a one-hour mentoring session. We don't have to escalate it to a six-month or year-long event," says Willyerd. Instead of focusing on the long term, think of mentoring as something you access when you need it. "It may not be big agenda items that you're grappling with. You don't need to wait until you have some big thing in your career," says Meister. In today's world, she says, mentoring is "more like Twitter and less like having a psychotherapy session." Of course, the advice and guidance may be richer and more relevant if it comes from someone who knows you well and understands your goals. You still need to build relationships so that when you require advice, you have the connections in place. However, there may be times when you look to people who don't know you as well or at all to get one-off counsel from an outsider's perspective. And in these cases, Willyerd suggests you may want to avoid using the word "mentor" altogether. "You can simply say, 'I'd really like to get your advice on something'," she says. Myth #3: Mentoring is for junior people Many people assume that they only need a mentor when they are first starting out in their careers. "We used to think it was people at early stages of their career who needed mentoring, those just out of MBA programs. Now we understand that people at every stage benefit from this kind of assistance," says Kram. In their book, The 2020 Workplace, Meister and Willyerd talk about reverse mentoring in which a more junior person advises a senior person on things like new technology. The reality is "There are lots of points in a corporate career when you need a mentor," says Meister. Though you shouldn't wait for them to come up, transitions are a particularly good time to seek out a mentor. Whether you are making a career change, taking on a new role, or contemplating leaving a job, advice from someone who has done it before can be helpful. "You may need a mentor when the environment around you is changing rapidly and you haven't had a chance to keep up with the changes," says Meister. "Or as you try to navigate the complexities of your organization," adds Willyerd. Myth #4: Mentoring is something more experienced people do out of the goodness of their hearts "It can be an honor to ask someone to be a mentor," says Willyerd. But the respect isn't the only reason people agree to help. Mentoring should be useful to both parties involved. Before seeking out a mentor, think about what you have to offer him. Can you provide a unique perspective on the organization or his role? Do you bring valuable outside information that might help him be successful in his job? Whatever it is, be sure that you are clear with your prospective advisor

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about what's in it for him. This does not have to be a direct barter. Even the promise of future help, if and when it's needed, can be enough to convince a mentor to give up his time and energy. So, do you need mentoring? Now that you have a better understanding of what mentoring can be, do you need it? "The place to start is with self-assessment and find out what are the challenges in front of you right now and why. Then ask yourself, do you have the relational resources to handle those challenges?" says Kram. If the answer is no, it may be time to seek out a mentor or several. Remember that mentoring can take many shapes and formsthe key is to find the right kind of advice from the right person at the right time. Case Study #1: Using multiple mentors In January 2000, Soki Choi left Accenture Sweden to start her own company developing applications for mobile phones. A mere four years later, the company was acquired and Soki was left with a large decision about what to do next. Should she take a job with another Swedish telecom company? Should she start another business? "Suddenly I didn't have a natural "next step" in my career," she explains. Since she was a child, she had dreamed of doing medical research, but felt it was too late in life to pursue that path, especially without an MD. However, the desire nagged her. One day that spring, she read a story about Sweden's prestigious research hospital, the Karolinska Institute, merging with the university hospital in Huddinge and decided she had to explore the possibility of a medical PhD. She wanted multiple perspectives on this potential career change, so she sought the advice of three different people. Her first thought was of Ewa Stlldal, the CEO of a major medical research foundation that she had met several years previously on a delegation trip to the US with the Swedish Ministry of Industry. "She listened and took my thoughts seriously. She then connected me to her research and medical network, and in particular to an entrepreneurial professor in medical management," she says. Soki also contacted Bjorn Svedberg, the former CEO of Ericsson. She first met Bjorn in her role as a board member of PTS, the National Post & Telecom Agency which advises the Swedish government on telecom and infrastructure planning. Soki respected him and wanted to know what he thought of this potential career shift. "I specifically asked him if he thought it was a good idea to take on PhD studies in the midst of a critical time of my professional career," she says. Bjorn, who was in his 80s, revealed to Soki that he wished he had done what she was considering and he strongly urged her to pursue her dream. Soki's third advisor was Martin Lorentzon. Martin is only 5 years older than Soki and had a similar career trajectory in that he also left a steady job to start his own company. He had served as a "go-to" person for Soki while she was building her business. "Martin was much more of a direct, operational, and continuous mentor," she said. He also encouraged her to do what she thought would make her most happy.
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Soki is about to complete her PhD at the Karolinska Institute. Without the advice and help of her mentors, Soki thinks she would've taken one of the many job offers she had in 2004 and would still be in the telecom field, rather than pursuing her dream.

SUMMARY OF ARTICLE 4 BY UMAIR YAQOOB IZHAR (10109)

The article explains that mentoring has changed a lot in the last few decades. Now, there are many ways to get the information and guidance you need. According to the point of view of the experts; "When I first started studying mentoring in the 1970s it was a much more stable world. There is a lot of chaos in the world of work," says Kathy E. Kram, the Shipley Professor in Management at the Boston University School of Management and author of Mentoring at Work. There are 4 myths given which could help in who should you turn to for the mentoring process. Find one perfect mentor : This network can be as large or small as you want, and it may even include your spouse or partner. Sometimes it can be helpful to get a variety of perspectives on an issue you are facing Mentoring is a formal long term relationship : You still need to build relationships so that when you require advice, you have the connections in place. Mentoring is for junior people : Many people assume that they only need a mentor when they are first starting out in their careers. There are lots of points in a corporate career when you need a mentor," says Meister. Though you shouldn't wait for them to come up, transitions are a particularly good time to seek out a mentor Mentoring is something only good people do out of the goodness of their hearts : respect isn't the only reason people agree to help. Even the promise of future help, if and when it's needed, can be enough to convince a mentor to give up his time and energy

In the case study given at the end of the article, it is described that how mentoring process can change and alter your choices. The case of a girl named Soki is given who left her job in a Swedish company, then started her own business and that too was bought by someone. As her childhood dream, she always wanted to study medical research so she went up to three different people who acted as mentors for her. All of them gave her the positive responses and finally she decided to continue with her choice of medical research. Soki is about to complete her PhD at the Karolinska Institute. Without the advice and help of her mentors, Soki thinks she would've taken one of the many job offers she had in 2004 and would still be in the telecom field, rather than pursuing her dream.

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ARTICLE 5 BY OMAIR HANIF KHIMANI (10905)

Why Aren't You Delegating? (By Amy Gallo)

You have way too much to do, you're buried in work, and it seems there's no way out from under it all. But there is: delegation. Yes, yes, you know it's important to do and you know it will save you time and help others develop new skills. So why aren't you doing it? What the Experts Say: Delegation is a critical skill. "Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn't go to hell if you take a day off," says Jeffrey Pfeffer, the Thomas D. Dee II Professor of Organizational Behavior at Stanford University's Graduate School of Business and author of What Were They Thinking?: Unconventional Wisdom About Management. Delegation benefits managers, direct reports, and organizations. Yet it remains one of the most underutilized and underdeveloped management capabilities. A 2007 study on time management found that close to half of the 332 companies surveyed were concerned about their employees' delegation skills. At the same time, only 28% of those companies offered any training on the topic. "Most people will tell you they are too busy to delegate that it's more efficient for them to just do it themselves," says Carol Walker, the president of Prepared to Lead, a consulting firm that focuses on developing young leaders. But both Walker and Pfeffer agree that it's time to drop the excuses. Here's how. Watch for warning signs You may not realize that you're unnecessarily hoarding work. There are warning signs, however. "A classic sign of insufficient delegation is that you are working long hours and feel totally indispensable, while your staff isn't terribly energized and keeps strangely regular hours," says Walker. You may also feel that your team doesn't take ownership over projects and that you're the only one that cares. If they use phrases like, "I'm happy to help you with this," it may be an indication that you're doling out tasks, not handing over responsibility. Understand why you're not delegating There are plenty of reasons why managers don't delegate. Some are perfectionists who feel it's easier to do everything themselves, or that their work is better than others'. Pfeffer calls this "self-enhancement bias." Some believe that passing on work will detract from their own importance, while others lack self-confidence and don't want to be upstaged by their subordinates. No matter how self-aware you are, don't assume that you're immune to these biases, Pfeffer advises. Instead, you need to proactively ask yourself what you're going to do to counterbalance them. Walker notes that letting go of these misconceptions can be extremely
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difficult and often organizational culture doesn't help. "Giving up being 'the go-to expert' takes tremendous confidence and perspective even in the healthiest environments," she says. "It's even more challenging in the average company, where being a good manager is seen as a 'nice to have,' but where producing the core deliverable is what is truly esteemed." But accepting that you can't do everything yourself is a critical first step to delegating. Measure how you're doing Once you've recognized what's standing in your way, the next logical step is to adjust your behavior. In reality, however, very few people know what to change or how to change it. "If you asked most managers how they spent their day, they are not going to be able to recall it accurately," says Pfeffer. He advises keeping a daily diary of how you spend your time. After a week, you'll start to see patterns. "You're likely to find that a lot of time is spent on low-leverage activities that can be delegated," says Pfeffer. Choose the right people Some managers fear delegation because they've been burned in the past. It's important that you pass on work to people who have the necessary skills and are motivated to get the job done right. Ideally, you should be able to delegate some form of work to everyone on your team. If you push work as far down the hierarchy as possible, you will free up time and help all your staff members grow. Integrate delegation into what you already do Delegation shouldn't be yet another task. Make it part of your process for creating staff development plans. Discuss which types of projects and tasks you will pass on to them so that they can build the skills they need. "Make sure it's written down as part of their performance goals and discuss how you will be mutually accountable for making it happen," says Walker. Then create a cheat sheet that lists each person's development plan and put it somewhere visible. "This should help to spur your thinking about opportunities to delegate as they arise normally in your work. And the assignment will be welcomed because the employee understands clearly how it fits into the development plan," says Walker. Ask others to hold you accountable Give your direct reports permission to call you out when you haven't delegated something you should. Remember that it's never easy to give your boss feedback, so be crystal clear that you are open to and expect this kind of input. Also, let them know that they're responsible for their own growth and if they see a project they want to take on, they should ask for it.

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Really let go After you delegate, your job as a manager is to observe and support your direct reports, not dictate what they do. "It's not about making the decisions for them. Develop their critical thinking skills so they become better at intervening in their own situations," Pfeffer says. Give your employees space. "If you want people to learn, you have to permit them to make mistakes and figure out how to correct them," says Pfeffer. Micromanaging defeats the whole purpose. Be careful though. It's possible to be too hands off. "While you don't want to tell people how to do the job, you must be in a position to evaluate their performance and development," says Walker. Don't walk away from a task you've delegated. Stay involved but let your employee lead the way. Learn from experience Once you've started delegating more, pay attention to the results, and learn from your mistakes. Ask yourself how you can tweak your approach. Can you delegate more involved tasks? Should you give your direct reports more freedom? Do you need to monitor progress more closely? Be patient with yourself while you practice. "You're going from an 'I'm going to do everything because I know better than everyone' mindset to 'I'm going to let people learn' mindset," says Pfeffer. It may take time, but the payoff is great. Principles to Remember: Do: Take note if you're overwhelmed and your team members don't seem to have enough to do, it's a warning sign Keep a visual reminder of your team's development goals so you can easily identify opportunities to delegate Ask your direct superiors to call you out when you haven't delegated enough Don't: Assume that you aren't biased about other people's performance Give someone else responsibility for something and then micromanage the task to death Be impatient practice and learn from your mistakes

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Case Study #1: Hire people you can delegate to

Chloe Drew wasn't always good at delegation. Having worked on political campaigns where resources were hard to come by, her instinct was always to do everything herself. But now, as the executive director of a growing non-profit organization, she's come to appreciate how much she must rely on others to get work done. "I can't be integral to everything we do. I need to be replaceable," she says. When hiring, Chloe specifically looks for people who are ready to take ownership from their first day on the job. "I'm trying to create a team of mini-entrepreneurs," she says. Chloe recently asked a new hire, who has deep experience with learning and development programs in financial services, to run her organization's leadership institute. "She's responsible for building it as if it were a separate business," Chloe explains. "I still want to be in the loop because I have to answer to the board on the project, but I trust her to run with it." Although delegation didn't come to Chloe naturally, she has learned to let go. "It's better for the health of the organization if I don't swoop in and try to prevent mistakes," she says. That's the only way she can get what she needs from her team members, including her newest employee. "I hired her for her skills and expertise. And that increases my chances of delegating with ease," she explains.

Case Study #2: Make it a win-win-win

Russell Sy, a managing director at a company that develops and manages business parks in the United Arab Emirates, learned how to delegate effectively from watching others. "I am fortunate to have a top-notch direct supervisor," he says. "Constantly observing her delegate, motivate, and manage for results, has taught me a lot." But, like most managers, Russell has had both positive and negative experiences with delegation. In a previous role, he was assigned to lead a newly formed division. The CEO had combined five separate functions and asked Russell to ensure the integration went smoothly and saved the company money. Right off, he met with the five department heads to brainstorm how they would meet the CEO's mandate. He delegated several projects to each leader. Within a few weeks, he saw that one of the departments was falling behind and quickly assessed that the department head was the obstacle. The leader was unhappy with the integration and thought it diminished his power so he refused to cooperate. Eventually, Russell had to replace him. " I learned from this failure that it is important to delegate to someone who is genuinely on board," he says. Now Russell looks for delegation opportunities that will benefit him, the direct report, and the organization. For example, when his company's parent group recently asked for a review of the business, he asked a new hire to prepare the information packet because he felt it was a great
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way to orient the employee. Also, "having a fresh pair of eyes look at our business uncovered a few blind spots," he says. Russell realizes trusting a newcomer with such an important task was perhaps a gamble. But he felt the risk could be mitigated by "instructions, open lines of communication for questions and comments, and regular checkpoints.

SUMMARY OF ARTICLE 5 BY OMAIR HANIF KHIMANI (10905)

After working on this specific part of the report, I have totally come to understand why organizations and managers give so much importance to delegation of tasks and responsibilities. Delegation basically involves the assignment of activities to your subordinate. I also understand that as an organization grows and expands, it becomes extremely impossible for a few members to complete all tasks necessary for business, and thus delegation is inevitable for business success. I believe that delegation is beneficial in a large number of ways. Firstly, it allows the manager to solely focus on the vital few work areas, while the useful many are delegated to subordinates. This allows the manager to put more time in completing tasks which are more important. It is also the initial stage of succession planning. As a senior member of an organization remains no longer available, the company should have someone who knows how to work in the certain area, understands what needs to be done and should readily take control to prevent any obstacles from rising. This can only happen if the person gained experience on the job by working with superiors e.g. was delegated. Other than that, it improves the morale of workers as they believe the manager is assigning them with a special task because he has faith in their abilities. This reduces boredom and also improves morale, leading to higher job-satisfaction, therefore increasing performance. This also helps in career planning, after working on a few different tasks, the employees can figure out in which area they can work most comfortably. There are many ways in which delegation may also have a negative impact on the organizations performance. This may be either because the subordinate is new and inexperienced, thus nervous. Some workers seem to avoid responsibility and want to remain in the shadow of their seniors, they are low on confidence and the burden of responsibility on their shoulders will only make it worse. Poor relations with the senior may also hamper performance. For example, the manager gave the toughest job to his most arrogant junior, if the junior is unable to do it or does not do it on purpose, the manager will be held accountable. With increased responsibility, the workers may ask for further incentives too. Such issues make the manager fearful of delegating tasks, thus managers need to be very careful as to when and how to delegate. In order to make the best use of delegation, managers need to consider a few factors. First of all, they should pick the right person to complete a task. A person should be given a task which he is interested and experienced in. Delegation should be done in a way that workers feel more open and are willing to face new and tough challenges. Giving them simple tasks such as simply typing etc, will not be beneficial. The manager should also offer freedom to the workers to complete the task in a different way, this may Page 38 of 66

lead to better ideas and processes. Finally, the managers should know when the worker needs to be rewarded or appraised. The employee involvement model was also a helpful tool in my understanding, thus I have mentioned it here. The Employee Involvement Model provides a continuum for leadership and involvement that includes an increasing role for employees and a decreasing role for supervisors in the decision process. Tell: the supervisor makes the decision and announces it to staff. The supervisor provides complete direction. Sell: the supervisor makes the decision and then attempts to gain commitment from staff by selling the positive aspects of the decision. Sell is useful when employee commitment is needed, but the decision is not open to employee influence. Consult: the supervisor discusses key issues with his staff and asks them for their input. This allows the staff members to come forward with their ideas and mention how they feel they can perform better. Join: the supervisor invites employees to make the decision with the supervisor. The supervisor considers his voice equal in the decision process. The key to a successful join is when the supervisor truly builds consensus around a decision and is willing to keep his influence equal to that of the others providing input.

ARTICLE 6 BY KAMRAN ALI KHOWAJA (13135)

By Richard Nicholls Leadership is the single biggest factor influencing personal decisions. A good leader is the most powerful asset any business can dream of. A true leader is able to inspire people to do their work. The workers will look up to the leader and admire the leader making the most of their guidance. Leadership is not an attribute anyone is born with. It is developed throughout life. If you want to become a leader, but think that no-one will ever be interested in following you, you need to change your mindset! You CAN develop yourself into a leader. Do NOT say "One day when I am a leader"! Whether or not you lead one person, or ten thousand people you need to say "Today, I am a leader", and act on it. Leadership is a constant active effort in order to improve skills and ability to help others. One of the greatest quotes I love about leadership is simply 'Serve to Lead'. Leaders are not there for self glorification. They are visionaries always looking ahead at how they can help others and move them ahead. In regards to business they are constantly moving their business forward creating new opportunities for employees. Page 39 of 66

Leaders are decision makers. They do not procrastinate. They know what needs to be done and they make sure that it gets done. Leaders know how to delegate effectively. Do not be fearful of messing up. When leaders mess up they take responsibility, learn from the mistake, and next time take their game up a notch. Followers tend to blame others. Take a step in confidence, hold yourself up high. Pin your shoulders back, walk with a confident posture! Posture is important. Talk with confidence and learn how to speak in others. If that is not for you, then take a public speaking course, just get out there and do it. Step outside your comfort zone and take your leadership to the next level. Do not get management and leadership mixed up. Leaders decide direction and management heads towards that direction. Lead people, manage things. A practical way to develop leadership in your world today is getting involved/more involved in home business opportunities. Positioning yourself to inspire people will really catapult you ahead. It will also take you out of your comfort zones, which is a fantastic place to be in order to develop your weaknesses into strengths. "Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall." - Stephen R. Covey

SUMMARY OF ARTICLE 5 BY KAMRAN ALI KHOWAJA (13135)

So, what is Leadership you ask? Leadership is a process (not a position) whereby an individual works through a series of effective stages by; Stage 1 creating a vision, establishing an objective and set of goals, setting direction,

Stage 2: and following through by intentionally seeking to influence followers (both established and potential), to perform the various tasks needed to realize the vision, to their full potential, for as long as possible,

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Stage 3: until the vision and goals are realized. One can look at this definition as a check-list to Leadership; Do I have a vision; a picture of a desired end state that is compelling to others? Are people performing to their full potential? Who do I need to help me realize this vision? Am I intentionally seeking to influence people to perform their best? What else needs to be done, and who should do it? Now, I realize individuals may find themselves at various points in a given stage, before they choose to engage in the process of leadership. For instance, one may be working in a division, or an organization, that already has a clearly established vision, set goals, etc. In such a case, assuming that the individual agrees with the vision, the leadership process begins at Stage 2. We all must realize that part of the difficulty of leadership is that some people are great visionaries, but lack the competence and EQ to influence others to rally around their vision. Others, may not be great visionaries, but are very influential and inspirational to those around them. What I have observed in studying leadership, is that very few leaders have all the gifts and talents themselves; what many of the great ones do have, is a self awareness of what talents they do have, and the self confidence and security to surround themselves with others who can compliment them, and compensate for their own lack of skills. In closing, let me make one point clear; it is my intent to encourage as many people as possible to exercise leadership as often as they possibly can, for as long as they can! When people are lost because they lack a vision, and you happen to see an end goal that they can not see, then at least exercise Stage 1 of leadership. By doing so, it doesnt necessarily mean you will emerge as their leader, but you will have engaged in leadership. If one of your colleagues is not performing to their full potential, intervene and intentionally try to influence them to raise their performance. Remember, human performance is nothing more than the function of ones skill and will to perform a task; therefore, if one is not performing to their potential, it is either because they lack the skill, or the will, to do their job. Figure out what is impeding their performance and try to either coach them to build their skills, or inspire, challenge, and motivate them to raise their will to perform. Lets be clear; Everyone can not become a leader, but every one can engage in a lot more leadership!leadership nowLeadership is the one and only path to becoming a leader.

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THE MAIN REPORT LEADERSHIP

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COMPANY PROFILE
Dollar is the leading writing instruments and stationery manufacturer in Asia, with exports to more than 50 countries in all five continents. Created more than half-a-century ago, the Dollar of stationery has attained the status of a heritage brand and a household name in Pakistan. Persistent innovation coupled with an ever expanding range, have earned DOLLAR an enviable brand loyalty among all walks of life and in all age groups. Excellent product performance, exceptional reliability & continuous improvements have developed a blind consumer faith in Dollar products. History The DOLLAR of Stationery was created more than half-a-century ago in 1954 when Mohammad Siddiq started formulating and producing inks in a small place situated in the old town of Karachi. At that time fountain pen was the primary instrument used for writing. Back then, prevailing brands in pens and inks were mostly imported from Europe and the US. Vision To be amongst the top 10 Stationary Companies, on a sustainable basis. Mission To be able to provide practical yet exciting written communication solution, allowing users to express their ideas, effortlessy. Leadingwith Values ! Dollar a responsible corporate citizen- fully recognizes its Responsibility towards: The countries and societies it deals with The environment it operates in The people it works with

This philosophy translates into action in the shape of three, guiding C principles : Conviction for doing good Commitment to nature Courage to nurture

People are one of the most important assets We recognize that one of our most important assets is our people, who work in our business, and, also, to a large extent the people who work for our business. We strive to constantly improve their standards__as far as possible__through our own Human Resource Management and Training systems. To us our people are also one of the most important stakeholders in our business. With this approach we try to provide a sustainable standard of living for them and offer them good working condition.

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Let us be responsible to the next generations Dollar fully realizes and appreciates the importance of a sustainable and environment-friendly Operations. To fulfill what it calls its "Green Objective", DOLLAR has put in extraordinary efforts to bring its Manufacturing units in line with ISO-14001 stipulations. Some of the initiatives include: Planned elimination of all types of wastes. Prompt recycling of all material waste that inevitably churns out from different production processes

Total air pollution control by imposing a progressive ban on the use of hazardous chemicals, solvents, rogue dyes, and, powdered colorants and pigments that are used in processing plastics. "Solid waste management", a concept that DOLLAR pioneered in some of the areas where it operates. Apart from enforcing a strict regime on itself, DOLLAR has persuaded the importance of environment-friendliness to its neighbor industries. Quality is in everything that we do To continuously live up to the image of a quality company we always focus on international standards and cross country developments in the area of Quality Management Systems. We sustain this state Through creating synergies amongst the functional areas of our business.

Technology is the route to excellence We recognize the important role of technology in developing business. We continuously strive to use the appropriate utilization of cutting edge technology --- both in our processes as well as operations.

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BRANDS
Besides producing its own-branded items, DOLLAR also manufactures and exports private labeled / OEM stationery products for some of the leading international brands.

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BUSINESS LINES

WORLD CLASS MANUFACTURING SYSTEM:

Dollar products are designed, developed and produced in a world class manufacturing base. Dollar happens to be amongst those few writing instrument manufacturers around the world who have such extensive, technologically advanced, and vertically integrated production facilities, all in-house. Design & development facilities that include product design, package design and graphic design. Nibs and Points manufacturing which employs advanced, watch-degree, precision metal and fibre working machines, operating with tolerances close to a hundredth of a millimeter! This ensures high quality and consistent write out of the pens and markers. Research, development, formulation and control of links that are used in various writing instruments.

Management & Quality Systems Acquiring and sustaining a credible reputation of a Quality Company is impossible without putting in place sound Management & Quality Systems. Besides passing through a rigorous BPR program around the turn of the century, DOLLAR has taken further strides towards excelling in all business areas. DOLLAR has chained itself towards proven management techniques including TQM, TQC, Kaizen and Quality Circles. DOLLAR's Goal is perennial customer confidence-cum-conviction that they are dealing with a company whose sole priority is guaranteeing the highest possible quality and reliability. Automatic all-inline Assembling & decoration lines Advanced computer aided design (CAD) and computer aided-manufacturing (CAM)

PROCESS & TECHNOLOGY

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A Rare Facility Dollar products are designed, developed and produced in a world class manufacturing base. Dollar happens to be amongst those rare writing instrument manufacturers around the world, who have such extensive, technologically advanced, and vertically integrated production facilities, all in-house:-

Design & Development facilities that include product design, package design and graphic design. Nib and Point manufacturing which employs advanced, watch-degree precision metal and fibre working machines, operating with tolerances close to a hundredth of a millimeter! This ensures high quality and consistent write out of the pens and markers. Research, development, formulation and control of inks that are used in various writing instruments. Advanced machining facilities for producing moulds, tools, dies, jigs etc. that are required for the production of writing instruments. Precision plastic-processing machines, producing pen parts to the accuracy of one tenth of a millimeter. Fully automatic, all-in-line integrated assembling machines that ensure continuous zerodefect production. Sophisticated, in-line, multi-colour decoration equipment including silk screen, hot foiling and tampon printing processes for printing vivid graphics on pens that capture the consumers imagination.

Technology in our business We recognize the important role of technology in our business. We continuously strive in appropriately utilizing cutting edge technology --in both operations and processes.
Operational excellence Dollar considers efficiency of operations as the single most important factor, critical to the success of its business. In order to effectively meet the globalization challenges, Dollar has worked through a "technologyenabled business process re-engineering programme" (BPR) in association with Deloitte --- the world's leading consulting firm. The forward looking Dollar radically transformed its Information Technology Strategy with the bold introduction of the state-of-the-art Enterprise Resource Planning (ERP) Oracle E-business suite, Business Intelligence, Performance Management and Customer Relationship Management Tools thereby placing itself on the cutting edge of technology. This bold move has enabled Dollar to gauge organizational effectiveness in terms of costs, cycle times, service and quality standards that serve customer needs and ensure customer satisfaction. This strategic initiative has not only aligned different spheres of its operations but has also brought Dollar in-line with business practices of the world's leading corporations who deploy strategic information tools as a measure of attaining and maintaining global competitiveness.

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QUALITY
Acquiring and sustaining a credible reputation of a Quality Company is impossible without putting in place sound Management & Quality Systems. Since the turn of the century, DOLLAR has taken several strides towards excelling in all business areas. Attainment of ISO 9001, through Lloyds of England, was just a part of the cosmic quality vision that DOLLAR pursues. DOLLAR has further chained itself towards proven management techniques including TQM, TQC, Kaizen and Quality Circles. DOLLAR's Goal is Perennial Customer confidence-cum-conviction that they are dealing with a company whose sole priority is guaranteeing the highest possible quality and reliability. Quality Policy 1. Strive to deliver Quality at an affordable price 2. Are committed to innovating and continually improving products, services, processes and systems 3. Attach a higher priority to Quality over costs and delivery

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LEADERSHIP
AND

THE APPLICATION OF LEADERSHIP CONCEPTS

AT

DOLLAR INDUSTRIES (PVT) LTD.

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WHY DO WE NEED KNOW THE LEADERSHIP THEORIES?

Leadership theories are broad and different in their approach to leading people. On the whole there are principles which transcend all of these theories and leadership focuses primarily more on leadership characteristics. These leadership characteristics flow through all of leadership but we must be aware of different leadership theories.

STYLES OF LEADERSHIP
Participative/Democratic Leadership

This leadership style is self-explanatory as it focuses on more equality and participation of team members. Although you still have the final decision the team members believe that their voice actually makes a difference in the overall results. Pros: High Job satisfaction, more productive, skills development and better quality of work. Cons: Slow decision making, loss of efficiency and time wasting. Task Driven Leadership

This theory focuses almost completely on the task which needs to be achieved. These leaders monitor the processes and systems while almost entirely putting value on accomplishment of the task. Pros: Deadlines are met, development of time wasting team members and shows capability of leader. Cons: Motivational problems, less value on team members and severe boundaries which limit innovation. Autocratic Leadership

Throughout these theories Autocratic Leadership is probably the most infamous and often rejected. There are definitely situations where this is needed, although few and far between. Autocratic leadership is basically you as the leader having complete power over your team/people. Often abused in history, which I guess is why it is infamous! Pros: incredible efficiency, work gets done and decisions are made quickly. Cons: Resentment of team members, high staff turnover and absenteeism. Bureaucratic Leadership

This leadership style is often misinterpreted and disgusted by leaders. Bureaucratic Leaders follow the rules to the max and make sure everyone else follows every little procedure that the book has in it. This is often used in environments where breaking a rule or making a mistake can cause a lot of damage and/or serious injury. Page 50 of 66

Pros: Great for routine tasks, stopping workplace injuries and in workplaces that deal with large amounts of money. Cons: Ineffective in most teams, refuses innovation and creativity, and makes flexibility a sin. Charismatic Leadership

This is one of the most effective and most used leadership traits in modern teams. Often used in transformational leadership it is often positive and people building. These leaders use charisma and energy to lead others. Pros: Transform organizations, energetic and motivating and encourages creativity and innovation. Cons: The focus can be on themselves, large risks, often teams fall apart when leader leaves and false self belief. These are five of the most prominent theories. We'll definitely develop these in the future and show more detail in how they respond to situations. These leadership theories are essential for team leadership as you must know how to lead in different circumstances. In your leadership-lifetime you'll need to assimilate a few of these.

PRACTICAL ADAPTATION OF LEADERSHIP THEORIES AT DOLLAR INDUSTRIES (PVT) LTD.

Well, there are different situations for us leaders and we must have many techniques and styles in our arsenal. Flexibility is important for leadership and to be able to achieve more in our lives we should study these leadership templates. This must be noted that leadership theories and their implementation are situational. They can be adopted as per the given circumstances at a particular point in time. At dollar industries, these theories are thus not fully implemented but yes, they are always adopted if the circumstances demand their adoption. As a matter of fact, several actions and measures are given significant importance at Dollar Industries like: Human life is considered more important than the structure of the organization A culture dominated by Islamic policies which are worker friendly are emphasized upon Interest money is discouraged

A focus on individual development for the long term is encouraged at Dollar Page 51 of 66

ORGANIZATIONAL CULTURE AND ITS IMPORTANCE

Work culture plays an important role in extracting the best out of employees and making them stick to the organization for a longer duration. The organization must offer a positive ambience to the employees for them to concentrate on their work rather than interfering in each others work.An organization is formed to achieve certain goals and objectives by bringing individuals together on a common platform and motivating them to deliver their level best. It is essential for the employees to enjoy at the workplace for them to develop a sense of loyalty towards it.

WHAT IS WORK CULTURE?

Work culture is a concept which deals in the study of:

Beliefs, thought processes, attitudes of the employees. Ideologies and principles of the organization.

Characteristics of a Healthy work Culture

A healthy work culture leads to satisfied employees and an increased productivity. Employees must be cordial with each other. Each employee should be treated as one. Appreciating the top performers is important. Encourage discussions at the workplace. Organization must have employee friendly policies and practical guidelines. The Hitler approach does not fit in the current scenario. Promote team building activities to bind the employees together.

WORK CULTURE AT DOLLAR INDUSTRIES (PVT) LTD.

It is the work culture which decides the way employees interact with each other and how an organization functions.In laymans language work culture refers to the mentality of the employees which further decides the ambience of the organization. An organization is said to have a strong work culture when the employees follow the organizations rules and regulations and adhere to the existing guidelines. However there are certain organizations where employees are reluctant to follow the instructions and are made to work only by strict procedures. Such organizations have a weak culture. At dollar industries, the work culture is ethical, friendly and enabling. It has several characteristics like: A caring culture for all employees

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Family support and support relating to health and other needs is provided by the company Culture characterized by ethical values all the gifts given to company personnel in an individual capacity are considered as gifts for the company and are handed over to the management. Image of the company is the priority of the employees

MONETARY MOTIVATORS USED BY THE MANAGEMENT OF DOLLAR INDUSTRIES (PVT) LTD.

As a tool to motivate and encourage the less privileged personnel at Dollar, the leadership of Dollar industries has adopted the profit sharing plan under which the less privileged people in the company are offered profit sharing incentives. This acts as a main source of generating income for those workers and is strictly in compliance with the hierarchy of needs theory by Abraham Maslow.

OTHER WAYS TO MOTIVATE EMPLOYEES

There are other ways in which a business can offer money (or financial rewards) as part of pay package, including:

the

Salaries: fixed amounts per month or year for performing a role; these are common for most managerial positions (e.g. Accountant, Payroll Manager) Benefits in kind (fringe benefits) very common in businesses of all kinds; these include staff discounts, contributions to travel costs, staff uniforms etc Time-rate pay: pay based on time worked; very common in small businesses where employees are paid per hour. Piece-rate pay: pay per item produced becoming less common Commission: payment based on the value of sales achieved. Other performance-related pay: e.g. bonuses for achieving targets Shares and options: less common in small businesses, but popular in businesses whose shares are traded on stock markets Pensions becoming less common and generous. Small businesses tend not to offer pension benefits.

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LEADER-WORKER RELATIONSHIP AT DOLLAR INDUSTRIES (PVT) LTD.

The relationship between the leadership and the workers is probably the most critical factor that contributes towards the success or failure of any organization. These relations have to managed in an optimum way otherwise they can lead to serious issues like strikes, conflicts, disagreements, fights and the bad image portrayal of the company. The management of Dollar Industries has responded well to the challenges posed by these threats. They have adopted a relationship of trust and confidence with their employees and has certain qualities like : An open door policy open to opinions, suggestions, ideas and creativity Enabling culture to work in A non autocratic leadership style where workers are given equal opportunities to participate in discussions Focus on building long term relationships with current and old employees People who leave the company are also invited to company gatherings and are given due respect and importance A relationship based on companys goodwill

HOW TO BUILD EFFECTIVE RELATIONSHIPS WITH EMPLOYEES?

Employees must be comfortable with each other and work in unison towards a common goal. It is important that the team leader understands his team members well. A team leader should be a role model to his team members. He should treat each and every individual as one and avoid partialities at work The superior must not act pricy and should always be accessible to his employees. The manager must ensure that all important communication takes place on an open forum for everyone to get a common picture. As a team leader it is ones prime responsibility to encourage healthy competition at work. Make sure all your team members take their lunch together and you are also a part of it

CONSISTENCY AT DOLLAR INDUSTRIES (PVT) LTD.

Encourage your employees to be consistent in their work tasks. This could translate to meeting deadlines on time, showing up to work as scheduled and following through on projects, even if it means staying late or working overtime. Consistency can breed trust among employees since they will likely feel they can rely on each other in a professional sense. Make it clear to your staff that breaking promises will break trust; therefore, employees should only promise what they know they are capable of. Page 54 of 66

Dollar company tries to build and enhance the level of motivation with its employees giving them task which are clear creative and which can be done by putting some efforts and try to increase the level of employee motivation.

CARING CULTURE
Fostering a caring atmosphere at work can lead to better trust among co-workers. Show your employees that they matter to you by expressing your appreciation for their hard work and professional work ethic, and illustrate their importance to your small business by pointing out the role they play within it. At meetings, verbally highlight why each individual employee is integral to your small business's goals and objectives. Involving employees and publicly bringing attention to every person's importance in your business can increase how much employees will trust and rely on each other.

CARING CULTURE AT DOLLAR INDUSTRIES (PVT) LTD.

Dollar Industries (Pvt) Ltd. tries to create a healthy environment by keeping in mind all the rules of safety and security and does not try to pressurize their employees but keep them motivated by giving them paid leaves at the time the employees are in need, may it be a leave due to illness or religious events.

COMMUNICATION
Communicate openly with your employees to build a sense of trust in your workplace. This may include holding informal staff meetings to discuss your business's mission, values or goals, and listening to each of your employees' questions, concerns or advice. Encourage your employees to ask one another for professional advice related to projects or tasks at hand, and persuade them to hold smaller staff meetings to complete goals. Harboring an atmosphere where communication is positive, consistent and informal can motivate employees to trust one another. Company usually tries to stay in touch with employees and remove all un usually jargons so that it enhance the employee commitment that yes he is listened and arrange some events annually so that employee can communicate.

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TEAM-BUILDING ACTIVITIES
Make coworkers feel like they are on the same team by holding team-building activities. These activities can include afterwork happy hours once a month, catered staff meetings where employees are asked to voice their thoughts on company progress and strategy, or celebrations to commemorate when important deadlines or other milestones are met in your business. These types of team-building activities can create a sense of unity among your employees, which can lead to a higher level of trust among them. Many workplaces celebrate annual holidays and events. Over time, as you celebrate annual holidays and events in your workplace, you form traditions and give your employees fodder for stories about their workplace. These stories and the photos from the events help form the company culture, the environment you provide for people at work. Employees like to celebrate holidays and annual events at work. If you involve them in creating the plans and traditions, celebrating holidays and annual events in the workplace improves employee morale, motivation, and engagement.

TEAM BUILDING ACTIVITIES AT DOLLAR INDUSTRIES (PVT) LTD.

Dollar Industries (Pvt) Ltd. organized a cricket match tournament for its employees, the objective is to foster employee participation towards the company to fresh up the mind of the employees and make them feel that the company is concerned about their feelings, the objective is not only to play but to bring the employees at one place. Such activities not only remove the gap among employees but also act as a source for both, employer and employee to become comfortable with each other not only during the game but also at the work place.

Dollar Industries (Pvt) Ltd. also organizes Eid Millan parties in the company premises where they not only invite the current employees but also those employees who have left the company which shows that means they give importance to the people who work for them such values improve the image of the company in the minds of the ex-employees and is also beneficial for the company as

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this will make them meet the current employees of the company and share their experiences and enhance the learning of the current employees.

THE MENTORING PROCESS

Mentoring is a process for informal transmission of knowledge and psychological support perceived by the recipient as relevant to work or professional development. It is an essential skill of leadership. Mentoring is very important for subordinates from leaders point of view as it keeps employees updated, well informed and focused on goal even under the pressure situations. Or The mentoring is a process in which a seniors helps in the grooming his/her subordinate. The senior is called the mentor, and he advises, counsels and guides the subordinate to perform to the best of his/her abilities. It is also the responsibility of mentor to reduce uncertainties in the minds of junior employees about their careers and tasks assigned.

MENTORING AT DOLLAR INDUSTRIES (PVT) LTD.

Mentoring is a solution to many ambiguities, uncertainties and situations that create lacking in employees career and organizations. For example the employees who have mentor are on average better paid , advanced faster up on the ladder of career and are generally more satisfied with their jobs if compared to employees who have no mentors at all. The need for mentoring is not only limited to employees but also to organizations that seek to encourage mentoring grow faster in the market and perform better in business. The organization which have invested in mentoring programmers have benefited from these so much that now these allot separate budget each year for extensive mentoring programmes At Dollar Industries (Pvt) Ltd. which is one of the leading industries in manufacturing stationary items in Pakistan mentoring process is implemented and highly encouraged by the management. At dollar industry seniors or leaders are keen to induce confidence in juniors through mentoring and also help them in career counseling and career planning. This not only benefits junior employees but it results in the improvement of dollar industry as a whole.

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WHO SHOULD BE MENTORED?

Almost all the organizations have generally employees that come in three categories star players, B players and C players. A players are those that are very smart and highly competent , B are average performers but are in majority and make usually more than quarter of organizations workforce therefore organizations are highly dependent on these employs and the third category is C players who are not very competent . Therefore mentoring programmes need to be aimed at large amount of average performer than a players and C players, although different mentoring programmes could be arranged for different category of players to groom them from their level work.

IS MENTORING RIGHT FOR YOU ?

Even if you understand the benefits of mentoring and it sounds like a great idea, one has to decide whether it's right for you. To explore your reasons for mentoring and whether you want to take this type of commitment further, ask yourself these questions: Do you want to share your knowledge and experience with others? Do you enjoy encouraging and motivating others? Are you comfortable asking challenging questions? Do you want to contribute to other people's growth and success? Are you prepared to invest your time in mentoring on a regular basis? How will mentoring contribute toward your own career goals? How will mentoring add to your sense of contribution and community? What type of person do you ideally want to mentor? Can you describe the professional and personal qualities of this person? Do you want someone from the same profession or the same career path? In what areas are you willing to help? Are there any areas that you don't want to go near? Some of the key benefits of mentoring programmes are mentioned below: a) Cost effective : In todays highly competitive business environment it is mandatory to equip the employees with programmes that always improve their previous skills for present or future projects and it is possible with cost effective mentoring programmes that are cost efficient to expensive training programmes.

b) Employee Retention : Mentoring programmes are the closest thing to guarantee of employee retention. Employees feel sense of loyalty towards them from organization when they are mentored. They feel nurtured when they achieve their goal and guidance. Page 58 of 66

c) Talent Development : Mentoring is a process that makes an employee realizes his / her full potential through exposure to situations in which employees do self-awareness and self-direction practices. d) Recruitment and On boarding : Once an organization offers mentoring programmes it automatically makes the hiring procedure and hiring step simple for the organization as competent individuals are attracted to organizations therefore organization dont have to search deep for required. e) Diversity Enhancement : Mentoring programme is so crucial to diversity enhancement that female and international employees accept the fact that mentoring programmes in an organization makes them decide whether to join an organization or not f) Knowledge sharing : It is very important for organizations to maintain knowledge through experienced and senior employees. Mentoring programmes provide direct opportunities for knowledge sharingenhancing and tapping knowledge capital within an organization.

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THE BELIEF OF THE MANAGEMENT AT DOLLAR INDUSTRIES (PVT) LTD. REGARDING THE CONCEPT: BORN LEADER OR MADE LEADER
Leadership is a very broad and vast term , throughout history human civilization has come across great leaders who served humanity for different purposes and it has also come across some leaders who have in fact caused harm to humanity for example Adolf Hitler . Whether leaders served for good or bad but the fact they were born leaders or transformed leaders cannot be ignored. Throughout history since appearance of concept of leadership on the face of earth there have been different theories and concepts about leadership which revolve around the debate that are born or transformed leaders better, which kind of leaders can lead the organizations better. The Management believes that attitudes are difficult to be taught but skills can be developed so they give more attention to a persons attitude during the process of hiring because if such a person is hired who is not compatible with the companys culture than there will be a lot of friction which will result in low performance and high turnover. Therefore they hire people who are compatible with the companys culture and then work on their training and teach them how to become leaders. At Dollar Industries (Pvt) Ltd. currently both kinds of leaders are given equal importance and opportunities to lead the company. Leaders having natural attitude to guide and mentor subordinates are efficient in some departments where new skills are not be learned but on the other hand transformed leaders in the departments where new skills play important role and could be learned in days . All the hiring at dollar industries is highly merit based individual with exceptional attitudes and expertise hired so that it maintains its high standards. The hiring process involves scanning of applicants, preliminary interviews, and panel interviews and in the last selection takes place.

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CONCLUSION
Leadership is an ability of influencing someone for achievement of a goal. A leader is a change agent and must be caring, daring, and sharing, leaders are the ones who do not go after power but power comes to them. The learning from working on this report is that leadership is more about personality traits and characteristics of a person rather than an official designation, as we know that every manager is not a leader, so if there is a clash between the word and work of a leader then he will bounce in the eyes of his followers just like a cheque bounces when the signature on the cheque does not match the example provided at the opening of the account. Leadership is one of the most important ingredients that are required for the organizational success, may it be a business organization, a sports team, a revolutionary organization, a political party or even if it is a family because a family is itself a small organization. Dollar Industries (Pvt) Ltd. is one of those companies that not only understand but also implement the concepts of true leadership as they treat their employees like human beings and not like their possession. From the examples of application of the leadership concepts at Dollar Industries (Pvt) Ltd. it can be learned that how important this ingredient is and how much investment it requires, and companies invest in it because such activities give them the benefit of sustainability and the employees loyalty, trust, commitment, high morale.

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RECOMMENDATIONS
Although Dollar Industies (Pvt) Ltd. has not left much room for us to give our recommendations to them at least on the topic of leadership, but still some recommendations are given below, as we know that there is always room for improvement and that the learning process of a human being keeps on going throughout his life. Recommendation 1: It was learned during the meeting that the company encourages their senior employees to do mentoring of their subordinates, but as the mentoring process is highly important and very beneficial for any organization, we would recommend the company to particularly hire a few personnel who are trained and qualified specially for mentoring others and assign them this job so that the employees can get more authentic and specialized counseling service. We would also like to recommend the assigning of scheduled appointments to different employees for mentoring with these specialists. In this way the mentoring process can be performed in a much organized manner. Recommendation 2: The company appreciates its employees to come up with new ideas and suggestions. They also acknowledge these ideas and suggestions with letters of appreciation and rewards. Our recommendation for this process would be make it more organized and participative, which can be done in a lot of ways, such as by giving extra budget to senior employees to work on their innovative ideas or by even keeping a scheduled half-yearly or annual function in which people can speak out their ideas in front of the whole Board of Directors, this will increase motivation and people will then do proper research work on their ideas before presenting them and this will bring to the company more filtered and well furnished ideas and suggestions.

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BIBLIOGRAPHY
Following are the sources from which we took help for the making of this report: www.dollar-stationery.com www.google.com http://hbswk.hbs.edu hbr.org Course Book: Organizational Behavior (Fourteenth Edition) By:o Stephen P. Robbins o Timothy A. Judge o Neharika Vohra.

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APPENDIX
Following is the questionnaire which was used by our group member during the meeting with Mr. Shahid Ghazanfer (Manager Personnel and Admin) at Dollar Industries (Pvt) Ltd :-

1. What is the general style of leadership that is followed in your company? 2. How much do you believe in the leadership theories? 3. Is any theory adopted practically? 4. Please tell about the Leader-worker relationship here. 5. What is the Organizational Structure of your company? 6. What is the level of trust and participation of the workers? 7. What is the image of the leader in your company? 8. Is there any mentoring process that takes place? 9. Born leaders or made leaders What are your views? 10. What is the role of the Managers, Directors and Shareholders in your company? 11. What is the level of independence and self-actualization given to the workers? 12. What is the selection process of the leaders? 13. Are the workers trained and promoted to become leaders?

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GLOSSARY
Commensurate: corresponding in amount, magnitude, or degree Diligent: constant in effort to accomplish something Remuneration: something that rewards Discerning: showing good or outstanding judgment and understanding Harbouring: to keep or hold in the mind Barter: to bargain away unwisely or dishonorably Procrastinate: to defer action Continuum: a continuous extent, series, or whole. Kaizen: continuous improvement process Carcinogenic: agent that tends to produce a problem Compel: to force or drive, especially to a course of action Ruinous: destructive; disastrous Contemplating: to consider thoroughly Partialities: a special fondness, preference, or liking Unison: a process in which all elements behave in the same way at the same time Self-explanatory: obvious. Perennial: lasting for an indefinitely long time Consensus: general agreement or concord Micromanage: to manage or control with excessive attention to minor details Counterbalance: or influence acting in opposition Entrepreneurial: a person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk Stagnant: characterized by lack of development, advancement, or progressive movement

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INDEX
Reorienting Stores Around Relationships 12 Rebuilding The Connection To Community 12 Refocusing On The Employee Experience Charisma 26 Individual consideration 26 Intellectual simulation 26 Courage dependability 26 Competitive strategic leadership 26 Why companies fail 29 What the expert says One perfect mentor30 Mentoring a formal long-term relationship 30 Mentoring is for junior people 31 Mentoring is done by experience people 31 Do you need mentoring 31 Multiple mentors Experts say 33 Watch for warning signs 34 Understand why you are not delegating 34 Measure how you are doing Choose the right people Ask others to hold you accountable 35 Really let go 35 Learn from experience 35 Principles to remember 36 Employee involvement model 38 Stages of leadership 40 Leading with values 45 First class business in a first class way 46 Customer lead our business 46 People are one of the most important assets 46 Let us be responsible to the next generation 48 Technology is the route to excellence 48 34 34 31 30 12 Brands 49 World class manufacturing systems 53 Process and technology 54 Technology in our business 54 Operational excellence Quality 54 Quality policy 55 Application of leadership theories 56 styles of leadership participative 57 task driven 57 autocratic bureaucratic 57 charismatic leadership 57 Practical adaptation of leadership theories at dollar industries 58 Organizational culture and its importance 58 What is work culture 58 Work culture at dollar industries 59 Monetary motivators 59 Other ways to motivate employees 59-60 Leadership worker relations at dollar industries 60 How to built effective relationship with employees 60 Consistency at dollar industries 61 Caring culture 61 Communication 61 Team building activities 62 Team building activities at dollar industries 62 Mentoring process 63 Mentoring at dollar industries 63 Who should be mentored 64 Is mentoring right for you 64 Benefits of mentoring 64-75 Born or made leaders 65 66 57 54

Integrate delegation in to what you already do 35

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