Auto mobile Agriculture industry

Millat tractor

Introduction of Millat tractor

• Established 1964

• Nationalized 1972

• privatized 1992

Achievements

• Licensing and transfer of technology 1973

• Installation of engine assembly plant 1982

• Perkins distributor agreement 1990

• new tractors assembly plant 1992

• Bolan castings 1993

• Millat equipment limited established 1994

• Mass production 1994

• Quality management system 2002

• Millat industrial products 2002

Structure of organization

chairman

administration

D .G .M . (H .R .)

C.E.O

D.G.M. (Q.C.)

S.M.

Assistant Manager

Junior Executive

Supervisor

workers

G.M. Productio

n

D.G.M.

S.M.

Manager

Deputy Manager

Assistant manager

Junior executiv

e

supervisor

workers

G.M. Finance

D.G.M.

S.M.

Manager

Deputy Manager

Assistant Manager

Junior Executiv

e

Supervisor

Workers

D.G.M. Marketin

g

S.M.

Assistant Manager

Junior executive

Supervisor

workers

D.G.M. R&D

Structure of Organization

• Chairman

• Board of Directors

• Chief Executive

• Departmental Heads

• Managerial Heads

• Worker Staff

Vision and Mission Statement

• Millat Group Vision

Millat is a global group of companies, recognized for a range of quality products with innovative design capabilities.

• Mission Statement

Millat to be market leader in agricultural tractors and

machinery, building Company’s image through innovation

and competitiveness, grow by expanding market and

investing into group companies, ensuring satisfaction to

customers and stakeholders and to fulfill social obligations.

Goals

• dealer’s network

• satisfy the customers.

• providing quality products

• market leader

• improve efficiency and competitive strength.

• creativity

• job satisfaction,

• personal development

• 10% increase the sale in 2011.”

strategies

• Daily targets

• Critical review

• training sessions

• Rewards

• Bonuses

Environmental analysis

INTERNAL ANALYSES

Organizational structure

Organizational culture

Size

Politics

Process

Environmental analysis

External analysis

Economic

Political

Social

Technology

Competitors

Customers

Suppliers

SWOT Analyses

Strength• Good Will

• Market Share

• Repair Facility

• Licenses and

Technology

• Delivery through

Dealers and Direct

Cash Basis

• Diversification

Weakness

• Long Delivery

Period:

• Long Procedures of

Decision Making

• Diversion of

Concentration

SWOT Analyses

Opportunities

• High yields of

Crops and rates

• E-Commerce

• New market

Threats

• Strong Competition

• New entrance

Units Strategic plan

Mission

Vision

Goals and objectives

Strategies

Job Description

Task

Knowledge

Skills

Abilities

Individual and team performance

Results

behavior

Development plan

Approaches to measure performance

Result Approach

Behavior and results are obviously related

Result shows improvement

Ways to do the write job

Measuring results

Measuring behaviors

• Comparative system

Paired Comparison

• Absolute system

Essay writing

ASSISTANT MANAGER (QC)

Objectives

• 10% increase production.

• Target complete daily

basis.

• Innovation

Accountabilities

• Constantly analyze the no.

of units they make.

• Communicate with employ.

• Take part in Development

plan

ASSISTANT MANAGER (QC)

Standards

• Superior employees.

• Constantly motivate.

• best performance and output

Competency

Competencies are the measurable or observable

knowledge, skills, abilities, and behaviors

(KSABs) critical to successful job performance.

• Comparison

• Absolute

Performance Appraisal Methods

There are many performance appraisal methods but in MTL they use Rating scale   for performance evaluation.

Major components of Appraisal form

Characteristics• Simplicity

• Relevancy

• Descriptiveness

• Adaptability

• Comprehensiveness

• Decisional clarity

• Communication

• Time orientation

• Force ranking

Components• Basic information

• Accountabilities , objectives and

standards

• Competencies and indicators

• Achievements and contribution

• Development achievements

• Developments needs plan and

goals

• Stakeholder input

• Employee comments

• signature

• Appraisal period and number of meetings• Performance information

Supervisor

Peers

Subordinates

Self

Implementing Performance Management System

• Communication plan

Use multiple channels of communication

Say it and then say it again

• Appeal process

• Training program

• Pilot testing

Performance management and employee development

•360 degree feedback

• Development Plan & Objective

• Development Activities

conclusion

• Computerized system• Increase dealership whole Pakistan• Long Delivery Period

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