Management project Dr.

Nisbat Ali

Pakistan Navy
Pakistan Navy is a Maritime force with set rules and regulations which is making Pakistan
proud. Either it is facing enemies or facing war with illegal acts done inside Pakistan by
the

Q: Who are managers and where do they work?

A: Just like another organization Pakistan Navy also works as a traditional

organization whose hierarchy system is like other traditional organizations. Which is
appended below:

Top
Managers
Middle Managers
First line Managers
Non Managerial Employees

1. Top Managers:
At the top of the management in Pakistan Navy lies the Naval
Chief of Staff which is the highest command in Pakistan Navy who is responsible for the
decision making. In simple words we can say that he is the mind of the whole Navy.

2. Middle Managers:
After that comes the managers who are responsible for the
managing of that tasks given by the Naval chief or Vice Naval Chief they then Manages
the work of First line managers and they includes Ranks like Rear Admiral, Commodore,
Commander and Lt Commander.

3. First Line Managers:

Down the road comes the officers or the managerial
staff who is responsible for the management of the work done by the non-managerial
Staff. In Navy they are Lieutenants, 2nd Lieutenants and other non-commissioned or
Clerical Staff.

4. Non Managerial Staff:

Non managerial staff includes sailors that are at the
bottom of main stream and in clerical staff it’s UDCs and LDCs.
Q: Why are managers Important?

A: As we all know that managers are someone who organizes and distributes tasks
among Staff. Like any other organization Pakistan Navy has some tasks to do and for
them they required skilled Officers or say Managers.

You might have heard that the only thing required to be an officer is to be a leader but
that’s not enough because being a leader is just one quality with which he has to maintain
several other qualities in himself.

MINTZBERG’S MANAGERIAL ROLES

There are three types of roles involved in Mintzberg Managerial Roles that are:

1. Interpersonal Roles.
2. Informational Roles.
3. Decisional Roles.

Interpersonal Roles:

In Pakistan Navy Officers has to perform different roles at a time. Being Figure head
requires certain social, ceremonial and legal responsibilities that his employees expect
him to fulfill means that an officer has to be a figure head he has to manage every aspect
and Being a Leader requires him to direct and manage the performance of his employees
he leads his staff all the way to the other end of the fight in all conditions either it is inside
the country or outside of it. Being a Liason means that you have to build a networking
between you and your staff. Being an officer one must perform all these roles in order to
be a manager according to Mintzberg.

Informational Roles:

Informational roles in Pakistan Navy are being performed by Officer of this sea Elite Force.
Monitoring is a task that includes critical analysis of situations and making decisions on
the basis of observations. By noticing special moves Pakistan Navy officers are experts
in Judging and sharing information vertically as well as horizontally. Dissemination of
information to concerned personnel is highly important and in Navy like any other
organization people disseminate information specially Officers or in terms of management
say Managers. Spokesperson is the one who is responsible for the outflow of
information and portraying any kind of image on the people who are not part of that that
organization.

Decisional Roles:

When odds go against the organization in order to turning these odds to your favour one
must act like a negotiator being calm and being successful is nearly similar because if a
person in everything but not a Negotiator he is literally nothing. It is important for a
manager to act like a Disturbance Handler if officials are disturbed then there would be
no positive progress there happens to be times when a person is needed to act as a
disturbance handler. Like any other organization highly reputed officials Pakistan Navy
act as Resource Allocator who are responsible for the allocation of resources in order
to archieve success. Last but not the least being an officer is something more than just
being a leader sometime he has to act as an Entrepreneur for the sake of company or
in the case of Navy for the sake of strong Pakistan Navy so it can protect Pakistan
efficiently

MANAGEMENT FUNCTIONS

Armed forces are taught to act on some hard and fast rules which includes following as
well but the people responsible for the successfully implementation of these tasks are
known as managers. These steps include:

Planning:

Planning is the first step of any task it requires skillful planning of the execution.

Organizing:

Organizing of the given task according to the planned material.

Leading:

Leading requires willingness to own your mistake and willingness to do work for a person
with unorganized mind he won’t be able to lead until unless he don’t know what exactly
to do.

Controlling:

Controlling is the last step involved in Management function. Controlling basically relates
to the outcomes.

PROBLEM SOLVING

Every organization uses some tactics to solve its problems which includes several steps
which are as follows:

1. Identifying a problem

2. Identify decision criteria

3. Allocating weights to the criteria

4. Developing Alternatives

5. Analyzing Alternatives
6. Selecting an Alternative

7. Implementing the alternative

These all are the steps that are being used directly or in-directly by all organizations
specially the organized ones who wants to solve their problems in an effective way with
less efforts.
APPROACHES RELATED TO DECISION MAKING IN
PAKISTAN NAVY

Rationality:

Rational decision making is making choices based on logic and who tends to maximize
their value. Those choices which are described being logical and consistent.

Bounded Rationality:

It is also a rational decision of a person but it includes boundaries by the knowledge of a

person.

Intuition:

Making decisions on the basis of experience feelings and accumulated judgment.

Evidence Based Management:

Evidence based management is the systematic use of the best available evidence to
improve management practice. Pakistan Navy’s basically follows this pattern of
management and decision making.

GLOBAL TRADE ALLIANCES

At global level Pakistan Navy goes on several voyages which includes destroyers and
others War Ships. Sometimes for joint exercises but often for ferry trip to different
countries for the sake of trade.

Pakistan Navy has a special wing or specifically special trade wing known as Merchant
Navy. The officers in Merchant Navy are being trained at Marine Academy Pakistan. And
being deployed on Naval Trade Ships to different trade routes to European countries and
to other parts of the world as well.

CULTURAL FRAMEWORK

1. Pakistan Navy falls in Individualistic in this approach people look after

themselves and their families.
2. In Pakistan Navy there is a High power difference between different ranks mainly
between Commissioned and non – commissioned. High power difference means that
they accept wide differences in power; great deal of respect for those in authority.

3. There is high uncertainty avoidance in Pakistan Navy because the lower staff is
threatened with ambiguity and experiences high levels of anxiety.

4. Achievements are important in said organization because value such as

assertiveness, acquiring money, goods and competition prevails.

DIVERSITY

Diversity could of different types but mainly which we are talking about are of Three types
and are as follows:

1. Workforce diversity is the one in which people in an organization are different

from and similar to one another. In Pakistan Navy there are people from different
backgrounds and working in the same field.

2. Surface – Level Diversity is the one in which people easily perceive differences
that may trigger certain stereotypes, but that do not necessarily reglect the ways people
think or feel. For example if we look at people in Pakistan Navy they are from different
backgrounds and though are showing some of their stereotypes reflecting that they are
of different backgrounds for examples speaking Mother tongue.

3. Deep Level Diversity is the one when people have differences in values,
Personality and work preferences. If a person is working in a diverse culture working with
different types of people having different backgrounds and though at the same time you
are having these persons have different cultures and norms from which they are related
to and have different personalities and having different preferences.