Business Communication At Pso

1. INTRODUCTION

Organizations such as Pakistan State Oil (PSO) understand that achieving success in today's workplace is closely tied to the ability of employees and managers to communicate effectively with each other and with people outside the organization. Good Communication skills can help in anticipating problems, making decisions, coordinating workflow, supervising others, developing relationships and promoting products and services.

Without effective communication not only can information be misinterpreted, companies can flounder by losing business owing to inadequate understanding between them and their clients or consumer base. It is because of this significant nature of effective business communication that organizations such as PSO pay special attention to the ways in which they communicate and hence establish an image in the eyes of the outside world. This report focuses on the modes and methods used by PSO to carry out its day to day business communication.

1.1. Purpose, Scope and Limitations

The purpose of this document, as suggested by its title, is to present and analyze the business communication practices followed at PSO. The analysis is followed by conclusions and recommendations that the organization may consider in order to bring about any possible improvements in the ways it carries out its day to day business communication.

This report includes only those communication practices that are actually used at PSO.

1.2. Sources and Methods

In preparing this report, one of the group members being an employee at PSO has played pivotal role in guiding all the group members through the organizational structure and providing us with opportunities to meet with the people in PSO. This enabled us to get a realistic picture of the business communication practices followed in the day to day activities within the organization as well as the modes and methods used for communication with the external environment. The findings gathered through these meetings and observations were then compared with the communication practices given in the seventh edition of the book, Business Communication Today written by business communication experts Cortland L. Bovйe, John V. Thill and Barbara E. Schatzman.

The aforementioned strategy used in the preparation of this report enabled us to compare recommended practices of business communication with those followed in reality by one of the largest organization of the country and thus formulate our conclusions and recommendations.

1.3. Report Organization

This report consists of the following sections:

* Company Profile

* Foundations of Business Communication at PSO

* Internal Communication at PSO

* External Communication at PSO

* Conclusions and Recommendations

2. COMPANY PROFILE

Pakistan State Oil (PSO) is the oil market leader in Pakistan enjoying over 79% share of Black Oil market and 58% share of White Oil market. It is engaged in import, storage, distribution and marketing of various POL products, including Mogas, HSD, Fuel Oil, Jet Fuel, Kerosene, LPG, CNG and petro-chemicals. PSO has been the winner of "Karachi Stock Exchange Top Companies Award" and is a member of World Economic Forum. It has had a radical corporate turnaround over the last few years owing to which PSO has been a popular topic of case studies.

2.1. Customer Service

PSO serves a wide range of customers throughout Pakistan. Its clientele includes retail, industrial, aviation, marine and government/ defense sectors. PSO's New Vision retail outlets are equipped with the most modern facilities, including auto car wash, electronic dispensing units, convenience stores, business centers, internet facilities and Easy Payment Centers for payment of utility and Citibank credit card bills.

PSO introduced the innovative concept of Quick Oil Lube Vans which provides lube change facilities at customers' doorsteps. About 21 Mobile Quality Testing Units ensure top of the line quality of products and services. As innovative customer service initiatives, PSO has launched Loyalty Card, Corporate Card, Fleet Card and Prepaid Card. Loyalty and Corporate cards provide added convenience, flexibility and security to the customers while enabling them to earn redeemable loyalty points and avail attractive discounts for purchase of non-petroleum products.

For efficient handling of customer complaints, queries and suggestions, PSO has developed Customer Service Centers at all its 14 divisional offices. Furbished with a toll free telephone number (0800-03000) and automated customer feedback registration system, these centers provide an efficient system of 24-hour customer care.

2.2. Corporate Social Responsibility

PSO is socially responsible corporation. It believes that the benefits of the Company's progress and financial gains must flow down to public at large, particularly to the under-privileged and deprived sections of the populace irrespective of ethnicity, caste and creed.

PSO has undertaken a wide range of initiatives to support several social, health and educational programs. Such initiatives include instituting gold medals, cash awards and scholarships for top students of leading professional educational institutes, providing computer training to students and other residents of Badin district in rural Sindh province through a well facilitated training institute established for this purpose, providing moral and financial support in form of donation on compassionate basis to charitable institutions, installing direction signs and traffic signals at major streets and thoroughfares, supporting Citizen Police Liaison Committee and sponsoring road awareness programs like Karavan Karachi for the children.

2.3. Turnaround Strategy and Corporate Governance Reformation

PSO underwent a comprehensive corporate renewal program that produced far-reaching results. This program revamped the organizational architecture and resulted in rationalization of staff, employee empowerment and development, and efficiency and transparency in decision-making through Cross - Functional teams.

PSO's corporate structure has evolved into a matrix, which has divided the company's

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