PTV – AT A

GLANCE
Pakistan Television is now a major TV network in South Asia.
Commencing transmission in black and white in 1964 as a pilot
project from Lahore it has its presence in the federal capital, all
provincial capitals, Multan and Azad Kashmir. PTV transmission is
now also available in America, UK and 54 other countries of the
world. PTV units consists of:

Headquarters at
Islamabad PTV
Home, Islamabad
PTV New,
Islamabad PTV
Academy,
Islamabad PTV
Lahore Centre
PTV Karachi
Centre PTV
Quetta Centre
 Tasks, Responsibilities as State Broadcaster

INFORM - EDUCATE - ENTERTAIN.

Promote National Interests and
Ethic Harmony Contribute to the
process of nation-building.
Uphold national identity with focus on ‘nation first’.
Out of network of eight channels, six are not commercially viable
and purely being run with National Interest in view.
PTV has expanded its network in Pakistan and strategically
important countries like India, Afghanistan, Iran etc.
PTV is beaming in the United States / Europe
and is in the process of improving its
distribution in the Middle East and Far East.
 The Nature of Strategy
Implementation

 Strategy implementation is managing

forces during the action
 Strategy implementation focuses on efficiency
 Strategy implementation is primarily
an operational process
 Strategy implementation requires special
motivation and leadership skills
 Strategy implementation requires
coordination among many
individuals
 PTV Strategic
Business Unit
segmentation
 PTV News
 PTV Current
Affairs
 PTV Home
 PTV Sports
 PTV National
 PTV World
 PTV Global
 PTV Bolan
NEWS
DIVISION
 OBJECTI
VES
• Information, education, awareness
• To maintain high professional and
• ethical standards To maintain
• objectivity and balance
• To be first but accurate
• To be custodian of ideological
boundaries of Pakistan
PRIORITI
To reach out to every section of society
ES across the country
• Promoting national interest and
• state objectives Anti Terrorism
• initiatives
• Parliament
• Soft image of
• Pakistan
Development
projects Public
Interest Stories
News Bulletins in 13
Languages
1. Urdu Bulletins - PTV Islamabad 21
2. Other Language Bulletins - PTV 05
Islamabad
3. Regional Bulletins from PTV Lahore 04
4. Regional Bulletins from PTV Multan 01
5. Regional Bulletins from PTV Peshawar 06
6. Regional Bulletins from PTV Karachi 04
7. Regional Bulletins from PTV Quetta 09

Total Nos. of News Bulletins : 50

Urdu News Bulletins,
Islamabad
• One Hour News Bulletin
• 8.00 AM, 12.00 PM, 3.00 PM,
9.00 PM
• 12.00 AM, 03.00 AM
• Top of the hour Headline
Bulletins
• Breaking News, News alerts
whenever required
 Other Language Bulletins – PTV
Islamabad
1. Kashmiri 5
News Minute
s
2. Gojri News
5
3. Shina
Minute
News
s
4. Balti News
5
5. Arabic Minute
News s
5
Minute
s
5
 Regional Bulletins –
PTV Lahore
1. Punj 10 Minutes 11.45 AM
abi (National)
2. Urdu 5 Minutes 4.55 PM
(Local)
3. Punj
abi 10 Minutes 5.00 PM
(Local)
4. Punj
abi 10 Minutes 7.45 PM
(National)
 Regional Bulletins –
PTV Multan

1. 10 Minutes
Sara 5.00 PM
iki
 Regional Bulletins –
PTV Quetta
1. Brahvi 05 Minutes 8.55 AM
2. Balochi 05 Minutes 9.55 AM
3. Pushto 05 Minutes 10.55 PM
4. Balochi 05 Minutes 4.55 PM
5. Brahvi 05 Minutes 5.00 PM
6. Pushto 05 Minutes 5.05 PM
7. Brahvi 10 Minutes 6.45 PM
8. Balochi 10 Minutes
8.45
PM
9. Pushto 10 Minutes 10.45 PM
 PTV News DSN
Bureau Gs
• Islama 0
• Muzaffarabad bad 2
0
• Abbottabad • Lahore 2
• D.I. Khan • Karach 0
• Faisalabad i 1

• Hyderabad • Quetta 0
1
• Larkana
 CHALLENG
ES
• Shortage of technical
resources
• Establish News bureaus in
major cities
• Establish News Bureaus
aboard
• Institutionalize foreign
news gathering
• Capacity building of
workforce
• Improve quality of news
Current Affairs Division
 OBJECTIV
• ES
To analyze and present issues in a constructive, unbiased and objective
manner to inform and educate masses.
• National, Regional, or Global news are catered through LIVE
transmissions talk shows short
reports, documentaries, promos and public awareness messages.
• Current Affairs Division has designed its fix point chart (FPC) to accommodate
all aspects of national and international issues.
• Around 36 Programmes have been given permanent slots in Fix Point Chart
to analyze variety of issues.

Programming and Issues

Covered / Coverages
• Business and economy • Tribal Area Issues
• Agriculture • Special Reports/ Shows on Government
• Social Issues; youth; Initiatives and Armed Forces
women; • Religious enlightenment
• Hard core political issues • National Assembly and Senate
• Shows on mass media and coverages
related issues • Special interviews of Parliamentarians
• Foreign Affairs • Coverages of the offices of the
• Kashmir issue President and the Prime Minister
• Balochistan Issue • VVIP coverages
• Health Issues • CPEC and foreign investment projects
 CURRENT AFFAIRS
DIVISION
Ratio of time for Govt. and opposition
representatives in talkshows
Govern Opposition Journal
ment members of ists
member both houses and
s of other
Parliam experts
ent
One member of In case of 1+3 Journalist, experts,
Govt benches is ratio of analysts on
invited to participants for various fields are
participate in every show we invite invited as per
show to present two people from requirement of the
and clarify Govt. oppositions topic under
stance or policy parties to present discussion
their point of view
In this arrangement members of opposition get almost double time
than representative of the Govt. in one hour air time show. We
may pick different parties but the representative ratio would be
the same
 Subject Programme/ Week Duration/ Week

Business & Economy (CPEC) 10 15 hours

Social Issues 04 06 hours

Hardcore Political Issues 14 28 hours

Mass Media 07 13 hours

Foreign Policy 05 10 hours

National Action Plan 05 10 hours

Kashmir 03 05 hours

Balochistan 01 01 hours

Health 01 01 hours

Infotainment 07 13 hours

FATA 01 01 hours

Acts of Terrorism Live Trans. 2-6 hours

Religious Programmes 07 15 hours

PTV
Home
PTV’S PER DAY
PROGRAMMING
 PTV SPORTS

PTV Sports 24/7 specialized channel was launched on January 12th, 2012
primarily to maximize the revenue returns since major sports events were
previously aired on PTV Home and both ways, it canabalised the revenue.

PTV Sports is primarily based on

I. Acquisition of top live international/domestic events (unprecedented
inventory)
II. Wrap Up Programming including Pre & Post Match Analysis
III. Prime Time Programming
IV. Archives/Archive based Programming
 OBJECTI
VES
• Provide entertainment & educate on Socio Economic Education, News &
,Religion, Health, Affairs. Current

• Bridging Urban rural Gap.

• Promote Understanding , appreciation and respect for each other
• Creating provincial Harmony by Promotion of Regional Culture.
• From the day of its commencement PTV-National televised in all major
regional languages like Punjabi, Sindhi, Pushto ,Brahivi, Saraiki, Hindko and
also started independent Production in these languages which were proved
beneficial by Sponsored and commercial but after opening of PTV-Bolan and
Multan centres, Balochi, Brahivi, was shifted to PTV Bolan and Saraiki to
Multan.
 LIVE & RECORDED
PROGRAMMING

Sindh Ti m e

Punjab Ti m e

KPK Time Shifted to

K h yb er
9.00 PM to 11.30 Pakhtoonkhwa Ti m e PTV-Peshawer From
PM 01 SEP 2008
Khush Rang
Pakistan T i m e

AIO U
 Vision &
Mission

• Taking Pakistan to the World

• Bringing the World to Pakistan
• Make a credible platform for Pakistani
diaspora and expatriates
• Bridge the divide between Pakistan and the
rest of the world
 FUNCTIONS

• PTV World can be the primary node for global connection and an
international brand ambassador for Pakistan

• Within the country, it should raise discussions and issues to sync

national perspectives and identity
• As a critical platform for generating counter-narratives, the channel
can be recast as a strategy for addressing national and global
counter-currents
 PROGRAMMING
BREAKUP

• Six News bulletins per day

• 56% of programming is live.
• Content sharing / joint production agreements being negotiated with
international channels like; Aljazeera, BBC etc.
 What would change
feel like?

Joint collaboration and content sharing with international

channels like CCTV, Al-Jazeera, BBC and CNN International
Bureaus in China, US, UK and other major capitals
Promotion of Pakistan as a progressive, diverse country that is
seeking to build a culture of tolerance.
To establish Pakistan on the global media map.
 Management
Perspectives of PTV
• Annual Objective
• Devising Policies
• Allocating Resources
• Managing conflict
• Matching Structure
with Strategy
• Strategy-Supportive
Culture
• Managing Resistance
to Change
 Annual
Objective
•Annual objectives serve as guidelines for action,
directing and channeling efforts and activities of
organization members.

1)Represent the basis for allocating resources

2)Primary mechanism for evaluating managers
3)Establish organizational, divisional
and departmental priorities.
 Devising
Policies
•Policy refers to specific guidelines,
methods, procedure, rules, forms and
encourage work
administrative toward
practices established
Myriad Pro
to
stated
supportgoals.
and
•Policies clarify what can and can not be
done in pursuit of an organization’s
objective
 Allocating
Resources

• Technological and
Creative resources
• Human resources
• Financial resources
• Physical resources
Technological and Creative
Resources
TERRESTRIAL
INFRASTRUCTURE

Terrestrial Network infrastructure

provides coverage for
PTV HOME, PTV NEWS / PTV SPORTS

RBS TOTAL (Home + 7

SITES News)
8
Transmi PTV
tter
HOME
7
Transmi PTV 3
1
tter NEWS
0
TOTAL NUMBER OF TRANSMITTERS IN 10
OPERATION
1
TERRESTRIAL
INFRASTRUCTURE
 PTV HOME
COVERAGE
POPULATION AREA COVERED
COVERED
TOTAL
TOTAL 40.32
88.57 %
%
PTV NEWS
COVERAGE
POPULATION AREA
COVERED COVERED
TOTAL TOTAL
75.22 33.76
% %
AJK
TV
POPULATION AREA
COVERED COVERED
TOTAL TOTAL
48.30 25.74
% %
 IT & Creative Division – Key
Facilitation Areas

1. Creative / Graphics Services

2. Software Development
3. Web Development & Webcasting
4. Social Media Content management
via PTV websites, Daily motion,
Vimeo etc.

5. Network Planning, Support & Security

6. Execution and Transmission
7. Virtual Production
Human
Resources
ORGANIZATION CHART OF
PTV - HQrs
 FUNCTIONS OF ADMIN. & PERSONNEL
DIVISION

Parliamen General Personnel

Legal Corporate
tary Administr (HR)
Affairs Affairs
Affairs ation Managem
ent

 General  Planning
Services  Procuring
 Transport  Developing
Management  Compensating
 Mail  Retaining
Management  Performance
 Asset Evaluation
Management  Accountability
 Property
Management
 Security &
Safety
 Cleanliness /
Sanitation
 OVER ALL STAFF
STRENGTH

Total number of Regular

employees =
3850 Total number of Resource
Persons/D.W = 1233 Total ===
number of Professional/Anchors
Total ==
= 0142 :- 522
Total 2607 (Growing5at approx.
Pensioners 300 per year) 5214 Approx.
Pensioners 21000 Approx.
Dependents
PTV Employees financial responsibilities of
shoulders
Dependents
approximately 35,000 individuals
Financial
Resources
 Expenditure for the Financial
Year 2017-184
Staff Salaries
66%
& Benefits
Entertainment
3% Programme
3%
4%
Purchase
4%
11% Programme
Sports
66% 11%
3% Programme
7% News &
3%
Current Affairs
2%
4% Operation &
7% Maintenance

2% Depreciation

4% Others
 Current
Situation
• Rs 5.8 billion overall lose.

• Rs 14 billion payable to pensioners

• Rs 1.2 billion required for upgradtion of network.

• 75% of the revenue spend for payment of salaries

• More than 6000 employees most of them are newly

regularized demands for pension.

 Physical
Resources

• Buildin
g

• Studios

• Camer
as

• Machin
ery
 Managing
conflict
•Disagreement between two or more
parties on one or more issues.
•Establishing annual objectives can lead
to conflict because individuals have
different expectations and perceptions,
which create misunderstandings between
line managers and
• staff managers occurs.
Managing and resolving conflict can be
•avoidance
•diffusions
•confrontation.
 Matching Structure
with Strategy
• The Functional Structure
The most widely used because this structure is the simplest
and least expensive. A functional structure by major function
such as academic affairs student services, alumni relations,
athletics, maintenance, and accounting.
• The Divisional Structure
by geographic
area by
product or
service by
customer
by process
 Strategy-
Supportive Culture
Before the implementation, the existing culture sometime need
to alter to fit with the new strategy.
Numerous technique are available to alter an organization's
culture including :
• Recruitment
• Training transfer
• Promotion,
• Restructure of an organization's design
• Positive reinforcement
 Managing Resistance to
Change Strategy
•Greatest threat to successful strategy
implementation

•Resistance to change can emerge at any

stage of the implementation process.
 Approaches for
implementing change
A force change strategy
Giving orders and enforcing those order.
The educative
change strategy
Presents the information to convince people of
the need for change.
Self-Interest change strategy
Attempts to convince the individual that the
change is to their personal advantage
 STRATEGY
IMPLEMENTATION
1
Meaning:
Strategy implementation is a term used to
describe the activities within an organization to
manage the execution of a strategic plan.
• Strategy implementation is the translation of chosen
strategy into organizational action so as to achieve
strategic goals and objectives.

• Develop
• Utilize
• Amalgamate

organizational structure, control systems, and culture to follow

strategies that lead to competitive advantage and a better
performance.

• Special value developing tasks and roles to the employees.

• Maximize efficiency, quality, and customer satisfaction.

Organizational control
system
• Motivational Incentives
• Feedback
• Organizational Performance.

•Values,
•Attitudes,
•Norms and Beliefs.

Excellently formulated strategies

•organizational structure,
•reward structure,
•resource-allocation process, etc.
•Strategy implementation poses a threat to many managers and
employees in an organization.

•New power relationships are predicted and achieved.

•New groups (formal as well as informal) are formed whose values,

attitudes, beliefs and concerns may not be known.

•With the change in power and status roles, the managers and
employees may employ confrontation behaviour.
 STRATEGIC
STRATEGIC IMPLEMENTATION
PLANNING
(How to do it
(what to dooverall) Day–to-day operations)
 Strategy Formulation - Implementation:
Interrelationship
•Strategy formulation and Strategy

A B
Implementation are different and it
needs to be sound and excellent.

•Strategy fails because of failed

implementation and not because of
strategy model.
C D
• The matrix shows various
combination of strategy
formulation and implementation.
Strategy Formulation – Implementation: Interrelationship

In cell 1 organization thrives, since it is

 achieving what it aspires to achieve with efficient

output/input ratio. Where in cell
1.Thrive 2. Die

Efficient
 2 and cell 4 organization is doomed
Slowly

Operational Management
 unless it can establish strategic direction. In cell 3
strategic direction is present to

 ensure effectiveness even if rather too much input

is being used to generate outputs. Thus to be effective
is to survive

Inefficient
3.Survive 4. Die

 whereas efficiency is not sufficient for survival. Quickly

Effective Ineffectiv
e
StrategicManagement
ISSUES IN STRATERGY IMPLEMENTATION

•Implementation task tests strategist ability to allocate resources,

design structures, formulate functional policies, identify leadership
styles etc.
•Strategies leads to plans. Plans result in different kinds of programs
which includes goals, policies, procedures, rules and steps to be taken
in putting them into action.
•Programs leads to formulation of the project which is time scheduled
and costs are predetermined. It requires allocation of funds based on
capital budgeting of the organization.
•Projects creates need for infrastructure for day to day operations in
organization. Resource allocation is key to successful projects

•Sequence in which strategy implementation issues are to be

considered:
1.Project Implementation 2.Procedural Implementation
3.Resource Allocation 4.Structural Implementation
5.Functional Implementation 6.Behavioral Implementation
•Transition from strategy formulation to strategy implementation
requires shift in responsibility from strategist to divisional and
functional managers and their involvement should be maximum
during strategy formulation.
 RESOURCE ALLOCATION
 •In strategic planning, resource
allocation is a plan
for using available resources.

 •It is the process of

allocating scarce resources
among the various projects or business units.

 There may be contingency mechanisms

• Priority ranking of items excluded from the plan

• Which items to fund if more resources should
become available
• priority ranking of some items
• Sacrificed if total funding must be reduced.
 There are a number of approaches to solving resource
allocation problems
•ManualApproach

•AlgorithmicApproach

•Combination Of Both.
 Procedural Issues In
Strategy Implementation
Following the procedures laid down for implementation constitutes
an important component of strategy implementation in the Indian
context :

•Licensing Procedure
•Foreign Collaboration Procedure
•FERARequirements
•MRTPRequirements
•Capital Issue Control Requirements
•Import and Export Requirements
•Incentives and Facilities Benefits
Licensing
Procedure :
•Registration & Licensing of industrial undertaking rules. a
License is necessary for establishing
• new unit,
•manufacturing a ‘new article’,
•substantial expansion of capacity in existingbusiness,
• changing location.
Procedure :
•Secretariat for Industrial Approvals (SIA)

•Project Appraisal BoardApplication

number of govt. agencies & ministries before a Letter of Intent is

issued
After conditions are fulfilled , the Letter of Intent is converted
into an industrial license
Foreign Collaboration
Procedure
•Priority areas, :
•Export oriented or high technology industries,
•Permitting existing foreign investment in non-priority areas up to
40% of the equity holding. This limit has been raised to 51% in 34
high-priority industries.
•All proposals to set up projects with foreign collaboration require
prior government approval.
Procedur
e :
•Preliminary evaluation by the promoter,
•obtaining industrial license (if necessary), or registration with the
Directorate General of TechnicalDevelopment
•Obtaining clearance under the MRTPAct
•Applying for foreign collaboration to Foreign InvestmentBoard
•Applying for import of capital goods (if required)
•Finalisation of agreement and clearance from the Reserve Bank of
India (RBI).
MRTP
Requirements :
•To prevent monopolistic & restrictive trade practices,
• The concentration of economic power.
•The mrtp act requires that any substantial expansion which
increases the assets or productive capacity or supply fordistribution
not less than 25%, requires the approval of the centralgovt.
Contd…
:
The MRTPAct applies to four types of undertakings:
•An undertaking having gross assets of Rs. 100 crore & above
•Interconnected Undertakings which together have assets of Rs. 100
crore or above
•A dominant undertaking having assets of Rs. 1 crore & above
•Interconnected dominant undertakings.
Capital Issue Control
Requirements :
Capital Issue Control Requirements The issue of capital by
companies is regulated through the Capital Issues Control Act, 1956
& the Securities Contracts Regulation Act, 1956 for the purpose of
ensuring that investments are made in priority areas, & for the
promotion of capital markets & protection of shareholders. For the
purpose of strategy implementation, these acts are relevant so far as
the provision of financial resources is concerned. Apart from this,
these acts also affect mergers & amalgamations as they regulate the
capital reorganization plans for mergers.
Contd…
:
The Controller of Capital Issues (CCI) under the Dept. of Economic
Affairs, Ministry of Finance, is the nodal agency for the
administration of the acts. All proposals for fresh issues of equity or
preference capital, issue of right shares, bonus shares, debentures,
etc. & capitalization of free reserves have to be scrutinized by the
CCI.
Import & Export
Requirements : Book (popularly called the Red
•The Import Trade Control Policy
Book) is an annual govt. publication which outlines the import
licensing policy for individual industries & for different categories of
importers (established, actual users & registered).
•Through the Import & Export Control Order, the govt. has delegated
the power to issue licenses & to administer the act to the Chief
Controller of Imports & Exports.
Contd…
:
For capital goods imports, the Capital goods committee exercises the
powers. The Secretariat for industrial approvals handles the
procedural formalities. The detailed procedure for import licenses for
capital goods and raw materials is provided in Import Trade Control
Handbook of Rules & Procedures.
Benefits from Incentives &
Facilities :
Benefits from Incentives & Facilities Project Implementation for
putting a strategy into action requires a consideration of various
incentives, subsidies, & facilities which can benefit an organization.
In providing incentives, etc. the govt. does not play a regulatory or
controlling role but a promotional role, which is manifested in
various forms.
THANK YOU!