FINAL PROJECT OF MANAGEMENT

SUBMITTED TO:SIR GHULAM AHMED RANA

BY : GROUP NO# 6.

GROUP MEMBERS

• BILAL RANA

(GROUP LEADER)

• TASHFEEN RANA• ABSAR ALI• MUJAHID ALI

OUR FINAL PROJECT IS ON THE TOPIC “MANAGEMENT FUNCTION ANALYSIS”

THE COMPANY WE CHOOSE IS “INDUS MOTOR COMPANY LTD”

CONTENTS• COMPANY HISTORY• COMPANY OWNERSHIP STRUCTURE• COMPANY’S VISION AND MISSION• COMPANY CORPORATE AND DEPARMENTAL GOALS• COMPANY’S ENVIRONMENTAL ANALYSIS

• INTERNAL ANALYSIS• EXTERNAL ANALYSIS

KEY RESEARCH AREAS IN MANAGEMENT• PLANNING ANALYSIS• ORGANIZING AND STAFFING ANALYSIS• LEADERSHIP AND MOTIVATION ANALYSIS• CONTROL PROCEDURES

•

PROBLEM IDENTIFICATION• PROBLEMS• SOLUTION TO THE PROBLEMS • IMPLEMENTATION PLANS FOR THREE YEARS• SUGGESTIONS TO THE COMPANY

HISTORY OF TOYOTA INTERNATIONALLY

• The history of Toyota started in 1933 with the company being a division of Toyoda Automatic Loom Works devoted to the production of automobiles under the direction of Kiichiro Toyoda.Kiichiro Toyoda had travelled to Europe and the United States in 1929 to investigate automobile production and had begun researching gasoline-powered engines in 1930.He was encouraged to develop automobile

• In 1934, the division produced its first Type A Engine, which was used in the first Model A1 passenger car in May 1935 and the G1 truck in August 1935.After the world war II, commercial passenger car production started in 1947 with the model SA

TOYOTA’S 1ST AUTOMOBILES• A1

• G1 TRUCK

HISTORY OF TOYOTA IN PAKISTAN

• Indus Motor Company (IMC) is a joint venture between the House of Habib , Toyota Motor Corporation Japan (TMC), and Toyota Tsusho Corporation Japan (TTC) for assembling, progressive manufacturing and marketing of Toyota vehicles in Pakistan since July 01, 1990. IMC is engaged in sole distributorship of Toyota and Daihatsu Motor Company Ltd. vehicles in Pakistan through its dealership network.

• The company was incorporated in Pakistan as a public limited company in December 1989 and started commercial production in May 1993.

COMPANY’S OWNERSHIP STRUCTURE

• Mr. Ali S. Habi

• OWNERSHIP STRUCTURE• b

Chairman Mr. K HyodoVice Chairman Mr. Parvez GhiasChief Executive Officer INFORMATION TECHNOLOGYMr. Adnan QaziChief Information Officer

FINANCEMr. Muhammad FaisalChief Financial Officer

Mr. Mustafa Hasan LakhaniCompany Secretary

HUMAN RESOURCEMr. Salim AzharDirector

LOGISTICS, ADMINISTRATION & COMMERCIALMr. Salim AzharDirector

MANUFACTURINGMr. Y. TsubakiDirector

SALES & MARKETINGMr. Raza Ansari Director

INTERNAL AUDITMr. Ahson TariqChief of Internal Audit

CUSTOMER RELATIONSMr. Adnan QaziHead of Customer Relations

VISION

“To be the most respected and successful enterprise,

delighting customers with a wide range of products and solutions in the automobile

industry with the best people and the best technology.”

MISSIONMISSIONAction, Commitment and

Teamwork to become #1 in Pakistan.

To achieve position in:

•Respect & Corporate Image Quality & Safety• Customer Satisfaction Production & Sales• Profitability Best Employer

Achieving Customer Satisfaction World Class Product Quality Best Employer

Fostering the Spirit of Teamwork I Inculcating Ethical & Honest Practices

CORE VALUES

COMPANY’S CORPORATE GOALS• TO CAPTURE THE AUTOMOBILE MARKET• PRODUCE ENVIRONMENTALLY AND SOCIALLY SAFE

CARS• EVERY NEW PRODUCTION PLANT AND PRODUCT

MUST BE MORE EFFICIENT THAN THE PLANTS AND PRODUCTS LAST BUILD

• TO STEADILY INCREASE CORPORATE VALUE AS A TOP MANAGEMENT PRIORITY,

• CONTINUE TO INTRODUCE AND PRODUCE PRODUCTS THAT FULLY CATER TO CUSTOMER NEEDS

• TO BECOME AN EVEN MORE COMPETITIVE GLOBAL COMPANY(TMC, 2006)

COMPANY DEPARTMENTAL GOALS

• PRODUCTION MUST BE ACCORDING TO THE COMPANY’S VISION

• COORDINATION OF DEPARTMENTS• CLEAN AND SAFE ENVIRONMENT• TEAMWORK • COMBINING PERFECTION AND ART TOGETHER• CONSUMING LESS INPUTS,SHOWING MORE OUTPUT• COMPLETION OF WORK WITHIN STANDARD TIME SET

BY COMPANY• WORKING WITH SINCERNESS AND DIGNITY

COMPANY’S ENVIRONMENTAL ANALYSIS(SWOT ANALYSIS)

INTERNAL ANALYSIS :STRENGTH • BRAND IMAGE • MARKET LEADERSHIP• EASY AVAILABILITY OF SPARE PARTS• DEALERSHIP NETWORK• SUITABLE FOR RURAL AREA : WEAKNESS• ALWAYS CHARGE THE PREMIUM PRICE• MANAGEMENT CONTROL BY LOCAL PARTNER• DIVERSITY OF CULTURE IN WORKERS

EXTERNAL ANALYSISOPPERTUNITIES:• Innovation -first to develop commercial mass-produced hybrid gas-

electric vehicles (gas and electric), e.g. Prius model. Based on advanced technologies and R&D activity. With oil prices at an all time high - this investment and widening of product portfolio fits consumers looking to alternative sources of fuels away from gas guzzling cars.

• To expand more aggressively into new segments of the market. The launch of Aygo model by Toyota is intended to take market share in youth market.

• To produce cars which are more fuel efficient, have greater performance and less impact on the environment.

• To develop new cars which respond to social and institutional needs and wants. The development of electric cars, hybrid fuels, and components reduces the impact on the environment. Toyota's Eco-Vehicle Assessment System (Eco-VAS) has helped in production, usage, and disposal.

• Continued global expansion - especially in the emerging markets e.g. China and India, Russia, where population and demand is accelerating.

THREATS:• Saturation and increased competition, intense marketing campaigns

increasing competitive pressures.• Shifts in the exchange rates affecting profits and cost of raw materials.• Predictions of a downturn in the economy e.g. recession, will affect car

purchases (especially new cars). As household budgets tighten - this could lead a decline in new car sales and possible rationalization of dealerships.

• Changing demographics e.g. number of large families is declining. Undermining the demand for large family cars.

• Changing usage - families using the car less for taking children to schools. Home deliveries. Businesses - restricting business travel (tele-conferencing). Governments encouraging alternative forms of transport - cycling and incentives to use public transport across Europe.

• Rising oil prices (fuel costs) and the costs of maintaining cars. Increase in families who have chosen not to own a car, or decided to use their car less.

PEST ANALYSIS

• POLITICAL FACTOR • ECONOMIC FACTOR • SOCIOCULTURE FACTOR • TECHNOLOGICAL FACTOR

POLITICAL FACTOR

In political factor you must consider issues such as:

1.How stable is the political environment? 2.Will government policy influence laws that

regulate or tax your business? 3.What is the government's position on

marketing ethics?

ECONOMIC FACTORS

You need to look at :

• 1. Interest rates.• 2. The level of inflation Employment level per

capita.• 3. Long-term prospects for the economy Gross

Domestic Product (GDP) per capita, and so on.

SOCIOCULTURAL FACTORS

Factors include :

1.What is the dominant religion?2.What are attitudes to foreign products and

services?3.How much time do consumers have for

leisure?

TECHNOLOGICAL FACTORS

Consider the following points:1. Does technology allow for products and services to be

made more cheaply and to a better standard of quality?2.Do the technologies offer consumers and businesses more

innovative products and services such as Internet banking, new generation mobile telephones, etc?

3.How is distribution changed by new technologies e.g. books via the Internet, flight tickets, auctions, etc?

4.Does technology offer companies a new way to communicate with consumers e.g. banners, Customer Relationship Management (CRM), etc?

KEY RESEARCH AREAS IN MANAGEMENT

Planning Analysis : Different Departments • Product Planning• Finance Planning• Market Planning• Human resource Planning• Sales Planning• Admin Planning

ORGANIZING AND STAFFING ANALYSISORGANIZATIONAL CULTURE

STAFFING ANALYSISThere are four questions that can typically be

answered by staffing analysis:1. Is the organization efficiently managing its

regular staff and overtime costs?2. Is the organization taking advantage of

economies of scale?3. Is there an appropriate number of staff to meet

policy or safety objectives?4. When should one add or decrease staff as policy

goals or workload changes?

ORGANIZATIONAL CHART

LEADERSHIP AND MOTIVATION ANALYSIS

• IN TOYOTA 1 MANAGER MANAGES 5 TEAM LEADERS

• AND 1 TEAM LEADER LEADS 10 SUB-ORDINATES AND SUPERVISES THEM

MOTIVATION MOTO• “NEVER FAIL TO REMARK HARDWORK AND

EVERY FAULT MUST B REMARKED”

PROBLEMS

• UNRECOGNIZED STOCK LEAKAGE• LOW WAGES• JOB UNSATISFACTION• INSECURITY• POLITICAL INSTABILITY• WEAK INTERNAL CONTROL

SOLUTIONS TO PROBLEMS

• PROPER PHYSICAL AND MANUAL CHECK• FAIR INCENTIVES ACCORDING TO OUTPUT• PROVIDE BASIC FASCILITIES• PERMANENT JOBS• POLITICAL STABILITY(PROPER LONG AND SHORT TERM PLANNING) • STRONG TEST CHECKING

IMPLEMENTATION PLAN

• In order to reach the target state, one needs a well thought-out and workable implementation plan. The implementation plan should include a list of the actions that need to be done to get the countermeasures in place and realize the target condition, along with the individual responsible for each task and a due date. Other relevant items, such as cost, may also be added..

THANK YOU FOR YOUR KIND ATTENTION

ANY QUESTIONS???

WE WOULD LIKE TO THANK SIR GULAM AHMED RANA FOR HIS KIND ATTENTION AND HIS VAST KNOWLEDGE THAT HAS ENRICHED US ALOT IN MANY WAYS.WE ARE VERY THANKFUL TO HIM.