.
Despite of setting strategic boundaries, management faces strategic uncertainties also. At this crucial time, management trains its employees to adaptive to strategic changes in order to survive in competitive environment. There is no any concept of employee commitment to the organization's success as everyone works there for self interest. Due to vertical hierarchy structure and mechanistic organization, tasks for each level of employees are specifically designed and defined by the management. Top down communication system is implemented effectively across the organization. The organization is based on centralized system mainly but to some extent decentralization occurs so that the employees can meet their own objectives and goals. At last, in New Jubilee Insurance being a centralized organization, all feedback reports are related and generated by functional directors. Thus, annual reports are given out to overcome weak points and reach maximum management success.
TABLE OF CONTENTS.
S.NO.
TOPICS.
PAGE #.
1.
COMPANY DESCRIPTION.
5.
2.
MISSION ,VISSION AND VALUES.
6.
3.
CROSS FUNCTIONAL TEAM.
7.
4.
S.W.O.T ANALYSIS ( strengths& weakness ).
9.
5.
S.W.O.T ANALYSIS ( threats & opportunity ).
9.
6.
ORGANIZATIONAL STRUCTURE.
11.
7.
ORGANIZATIONAL CULTURE.
12.
8.
SPAN OF CONTROL.
13.
9.
STRATEGIC BOUNDARIES.
14.
10.
STRATEGIC UNCERTAINTIES.
14.
11.
EMPLOYEES COMMITMENT.
15.
12.
AFFECTS OF ORGANIZATION SIZE ON DESIGN.
15.
13.
FACTORS INFLUENCES CENTERLIZATION AND DECENTERLIZATION.
16.
14.
MECHANISTIC ORGANIZATION AND FORMALIZATION.
17.
15.
RECOMMENDATION.
18.
16.
CONCLUSION.
20.
COMPANY DESCRIPTION.
Established in 1953, JUBILEE GENERAL (formerly Jubilee General - New Jubilee Insurance Company Limited) is one of the brightest and most reputable names in the insurance sector. Sustained growth over half a century has secured JUBILEE GENERAL a place among the Big Three Pakistani insurance in terms of gross direct premium and financial base. JUBILEE GENERAL is listed on the Karachi & Lahore Stock Exchanges.
