mgt321-report on partex group
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2014
Submitted To:
Tasnim Rezoana Tanim (TRT)Lecturer
Department of Business AdministrationNorth South University
Submitted By:
Group Number: 05Course: MGT 210
Section: 13
Date of submission: 09 December, 2014
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Group Number: 05
Course: MGT 210
Group Leader: Khorsed Alam Prince
NAME ID
Khorsed Alam Prince 1411765630
Md.Efadur Rahman 1110630030
MD. Awlad Hossen Majumder 1310428030
Sheikh Rubayyat Kabir 1410425630
Zebran Hossain Navid 0930765030
Nowshin Afroz 1420447030
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Group Profile
Letter of transmittal
9th December, 2014
Tasnim Rezoana Tanim
Lecturer
Department of Business Administration
North South University
Sub: Application for Submitting the Group Report on “Partex Group”
Dear Miss,
In this group project of “Partex Group”, we have tried to implement our basic learning
Knowledge from MGT 210 course. We would like to thank you for offering the opportunity to
work on this topic. Despite many limitations, we have tried our best to make this report accurate
and reliable.
If you have any further enquiry concerning any additional information, we would be very
pleased to clarify that. Thank you.
Sincerely
Khorsed Alam Prince 1411765630
MD. Awlad Hossen Majumder 1310428030
Zebran Hossain Navid 0930765030
Nowshin Afroz 1420447030
Sheikh Rubayyat Kabir 1410425630
Md.Efadur Rahman 11106300303 | P a g e
One of the most pleasant parts of submitting a project is the opportunity to thank those
who have contributed to it. Unfortunately, the list of expression of thanks- no matter how
extensive is always incomplete and inadequate. These acknowledgements are no exception.
Our first acknowledge goes to the Almighty ALLAH for bestowing us the patience and
courage to finish this huge task within its deadline.
Acknowledgments must go to the team members, whose unflagging patience and
astounding capacity for creative work, and long hours made the project both possible and
successful – under the pressure of knocking deadline.
At last, we sincerely acknowledge our debt to Tasnim Rezoana Tanim (TRT), our
honorable faculty, for her valuable counseling towards the improvement of the project. Without
her encouragement, this would have been impossible.
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Acknowledgement
Table of Content
Topic No. Contents Page No.1 Introduction 6-72 Organizational Background 7-133 Uses of Managerial Functions 13-184 Uses of Managerial Skills 18-225 The Most Widely Used Managerial
Skills22-23
6 Analysis 23-247 Recommendations 258 Conclusion 259 Reference 26
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1) INTRODUCTION:
Management is the process of working with and through others to achieve organizational
objectives in a changing environment. Central to this process is the effective and efficient use of
limited resources. It is the process of coordinating work activities. The manager’s job is to
combine humane and technical resources in the best way possible to achieve the organizational
goals. Management comprises planning, decision making, organizing, staffing, communicating,
motivating, leading or directing, and controlling an organization to accomplish the goals.
Management principles and concepts apply to not-for-profit organizations as well as profit
seeking organizations. A family leader, city mayor, the president, and a superintendent of
schools all perform the managerial functions. Management happens at all levels, from that of a
family owned restaurant manager to a national sales manager for a major manufacture. Henri
Fayola’s the father of functional management. He claimed that managerial functions are the
common denominators of all managerial jobs, whatever the purpose of the organization.
Frederick Winslow Taylor is the father of scientific management.
This report is about PARTEX GROUP, where we have discussed about the background, the type
of organization it is, the type of business it does, its products and services, employees and
customers, the use of managerial functions and skills of the group. And later there is an
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analyzation of its strengths and weaknesses and the solutions of how it can improve its
management process further. We met Mr. Touhid Ullah –AGM (Accounts) and had a
conversation over 30 minutes. This report is prepared based on the information gotten from him
and from other sources.
2) ORGANIZATIONAL BACKGROUND:
PARTEX GROUP is one of the largest manufacturing companies in our country. This Group is
committed to the prosperity of Bangladesh. These enterprises play a positive role in alleviating
poverty and generating employment an important objective of our country. Partex is a free
market economy, where private sector plays a key role in establishing an industrial base. It has
also stepped into the IT sector and eagerly anticipates further expansion of its product and
service portfolio to make a sizable contribution to the national economy. It believe in new ideas
and technology which the road to the future.
It had its modest beginnings in the tobacco trade in 1959 under the cautious stewardship of
its Founder Chairman Mr. M. A. Hashem.In 1962 PARTEX Group exposed itself
nationally. In the early seventies, M/S Hashem Corporation Ltd. was established with
headquarters in the port-city of Chittagong. At a time when a newly independent country needed
almost everything, the company involved itself in the import of essentials items like iron, steel,
cement, sugar, rice, spices, wheat, salt, milk and other commodities. From importing to import
substitution was the next logical step and the stepping stone into the manufacturing sector, which
has matured to the multi-million dollar diverse investment of the Partex Group today. Today the
group has over twenty family owned private limited companies with a sizable turnover and
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they supply and preserve tobacco, food, water, soft drinks, steel, container, edible oil, wooden
board, furniture, cotton, Etc. A skilled work force and arranged board trustees lead by this group
and backed by a market oriented corporate strategy has been the cornerstone of its success. They
have a dynamic organization always give new ideas and concepts to expand the company’s
popularity.
2.1 COMPANY PROFILE :
Name of the Company: #Partex Group; Date of Establishment: #1962; Name of the Chairman:
#Mr. M. A. Hashem; Industries & Trade Concerned: #17; Number of Group Business: #20;
Estimated Growth Rate: #15% per annum; Net Worth at Current Market Price: #US $150
million; Products are Available Outlets: #Over 45,000; Number of Employees: # 15000
Management Group
Corporate Office:8 | P a g e
DirectorsMrs. Sultan
HashemMr. Aziz Al-
MahmudMr. Aziz Al-
MasudMr. shawkatAziz Russell
Mr. RubelAziz
Vice ChairmanMr. Aziz Al-Kaiser
ChairmanMr. M. A Hashem
Sena Kalyan Bhaban (16 fl)
195 Motijheel C/A, Dhaka 1000, BANGLADESH
Contact information:
Phone:880.2.955.0555
Fax:880.2.955.6515
E-mail: mail@partex.net
Web site: www.partexgroup.com
2.2TYPE OF ORGANIZATION :
PARTEX GROUP is the largest family owned industrial and service providing groups in
Bangladesh owning and operating over twenty units giving value for money to all customers. It
engaged in diversified manufacturing and service providing. The Group is structured in sub-
holding companies, management units, concession companies and service companies that
provide to the joint ventures and operating companies in which the Group participates all the
necessary advice and financial, technical, management and human resources support that they
require, in accordance with the strategy and guidelines defined by the Holding. Partex Group is a
customer focused modern banking institution thriving fast in both earning and ability to stand out
as a leading banking institution in Bangladesh. They deliver unparalleled financial services with
the touch of heart to Retail, Small and Medium Scale Enterprises (SMEs), corporate, institutional
and governmental clients through the outlets of branches across the country. Their business
initiatives center on the emerging need of the clients. Partex Group is a one of the largest
Bangladeshi industrial Conglomerates. M.A Hashem, the living legend steered the group with
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such incomparable dynamics and skills, that the group attained prolific growth over a period of
50 years conglomerating 60 companies; most of which are diverse manufacturing units. The
industries under this conglomerate include foods and beverages, steel, real estate, furniture,
agribusiness, plastics, etc.
2.3 TYPE OF BUSINESS :
PARTEX GROUP, steered by Mr. Showkat Aziz Russell at the helm, operating in business
sectors like communications and information technology, energy, materials, services and
consumer products like water, soft drinks, steel container, edible oil, wooden board, furniture,
cotton yarn, jute, and textile. The group started with tobacco trading business, now it has more
than 25 private limited companies. It has divided it overall businesses into 5 complex areas.
These are as following,
COMPLEX 1
Star Particle Board Mills Limited, Partex Furniture, Partex Builders Limited, Partex Laminates
Limited, Partex PVC Industries Limited, Partex Agro Limited, Rubel Steel Mills Limited,
Corvee Maritime Co. Limited, Ferrotechnic Limited, Partex Limited, Partex Housing Limited.
COMPLEX 2
Danish Foods Limited, Danish Distribution Network Limited, Danish Milk Bangladesh Limited,
Danish Dairy Farm Limited.
COMPLEX 3
Amber Pulp & Paper Mills Limited, Partex Paper Mills Limited.10 | P a g e
COMPLEX 4
Partex Board Mills Limited, Partex Sugar Mills Limited, Amber Cotton Mills Limited (UNIT-1),
Amber Cotton Mills Limited (UNIT-2), Partex Rotor Spinning Mills Limited, Partex Denim
Limited, Partex Denim Mills Limited, Partex Energy Limited, Partex Holdings.
COMPLEX 5
Dhaka com Limited, Partex Properties Limited, Partex Beverage Limited, Partex Plastics
Limited, Partex Foundry Limited, Partex Jute Limited, and Partex Shipyards Limited.
2.4 PRODUCTS & SERVICES :
PARTEX GROUP supply and preserve tobacco, food, water, soft drinks, steel, container, edible
oil, wooden board, furniture, cotton etc. It has seven sub-units. And all the products are
categorized under these sub units which are as following.
A. PARTEX Furniture
B. Danish Food Products
1. Danish Condensed Milk
2. Danish Milk Powder
3. Fruit juice
4. Biscuit
C. PARTEX Beverage
1. Royal Crown (RC)
2. MUM Drinking Water
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D. Amber Cotton
E. PARTEX Plastics
F. Amber pulp & paper
G. PARTEX Board & Doors.
Mr. Touhid Ullah said that RC-Cola is the second best-selling Soft Drink for more than a decade
and MUM is the best-selling Drinking Water in Bangladesh. Partex Group is mostly concern
about satisfying the needs of local markets. But it also exports its products such as, MUM, RC,
Jute products, Denim to different countries such as, Belgium, Turkey etc.
2.5 EMPLOYEES :
For Partex Group, talented candidates are not just a key resource, they are considered like the
lifeblood of its business. Mr. Touhid Ullah said, Partex Group has a total of 15000 employees.
Among them 1000 are higher level employees, 4000 involved in sales, and 10000 are factory
workers. He also gave us the following employee hierarchy of Partex Group in sales and
operations.
SR ASM RSM Manager Senior Manager
AGM DGM GM ED.
According to the manager, Partex Group demands both professional degrees and experience for
higher level employees. Like, a candidate of accounting department needs an ACMA. But no
experience is needed for SR. This group trains both higher and lower level employees, but it
trains the lower level employees most. The group has departments like accounting department,
marketing department, finance department, HR department, and management. Partex Group offer
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challenging professional opportunities to young persons who can give sustained and focused
hands on performance in the field of marketing, accounts, finance, production, MIS / IT and
engineering. Partex Group provides workplace psychometric assessment, personal-development
courses, human resource training and consultancy and organizational research. There is no
government interference in its employee selection process.
2.6 CUSTOMERS :
PARTEX GROUP believes their success depends on customers. Thus, their primary value is
fulfillment of customer’s needs. Partex Group’s main purpose is to manage the internal
customer. Their main objective is to make the customer satisfied. Their motive is to solve each
problem arises within the customer. Make the life of people easier & more comfortable. They
give the full satisfaction to the customer about the any kinds of errors.
Mr. Touhid Ullah said, Partex Group focuses both on upper and lower level customers. It
produces some expensive products, like expensive furniture and cloths that are for upper level or
reach customers. There are some products like RC, MUM, Danish food products, plastic
products etc. that are for both upper and lower level customers. Partex Group also exports its
products to foreign customers.
3) USES OF 8 MANAGERIAL FUNCTIONS:
Henry Feyol was the first person to identify elements or functions of management. A manager
wears many hats. A manager's job cannot be defined by a certain category. A manager has to
play different roles such as: interpersonal roles, informational roles, coordinating roles and many
more. All the functions that manager perform is referred to managerial functions of the
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management process. Managers have discovered how to master five basic functions those are:
planning, organizing, staffing, leading and controlling. These functions different management
process from marketing, finance, purchase etc. A good manager should have the potentiality to
run all these functions in appropriate way. The management system of PARTEX GROUP is
based on the basic managerial functions too which they use to achieve organizational goal and to
run the business in proper manner. Using their potentiality and skills, they perform all the
functions as much accurately and effectively as they can. The functions they perform generally
based on what the situation is. They can overcome and handle any organizational situation by
using their dexterity on those functions. By dividing managerial functions, they focus and give
equal importance to all the functions. How PARTEX GROUP management practices all the
eight functions is discussed below regarding on the interview session:
A. Planning :
The managers of PARTEX GROUP set a goal and then they chalk out future courses of action
and decide in advance the most convenient course for reaching the pre-determined goal. Their
planning process is systematic and they ensure proper utilization of all anticipated opportunities.
Plans which the management of PARTEX GROUP applies depend on the different situations.
They develop and apply standardized plans like: strategic plan, tactical plan, and operational plan
according to the various organizational situations. Top level management usually decides what
the policies, procedures and objectives should be to overcome any problem or to achieve the
required goal. They involve both short term and long term plans by identifying the situation
where the plans must fit perfectly. They do a plan which is decided by the top level management
but they establish and apply the plans by the participation of the managers of all levels which
signifies that they do it democratically.
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B. Decision Making :
Decision making is the most important role of a manager. PARTEX GROUP always determines
different ideas and chooses the most pertinent idea from them. As managers have control over all
managerial process, they take decisions using their brilliance which fulfills all the expectations.
They are aware of taking any decision that might not harm any organizational policy or affect
any personal feelings of employees. The decisions are mostly taken by the higher authority
management. But they also give opportunity to the middle and lower level managers to give their
unique and innovative ideas while making any decision. But the final decision depends only on
the top level authority. While finalizing any decision, they take appreciation from all and they do
it untidily.
C. Organizing :
Organizing process determines structure and allocations of jobs. PARTEX GROUP
departmentalizes by identifying activities and by specifying works. They identify the activities
first which have to be performed in a concern. For example, preparation of accounts, making
sales, record keeping, quality control, inventory control etc. They classify and group these
activities into units. The manager of PARTEX GROUP tries to combine and group similar and
related activities into units or departments. Once the departments are made, the manager likes to
classify the powers and its extent to the managers. The top management is into formulation of
policies, the middle level management into departmental supervision and lower level
management into supervision of foremen. The clarification of authority helps in bringing
efficiency in the running of a concern. They establish relationships among various groups to
enable smooth interaction toward the achievement of the organizational goal. Each individual is
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made aware of his authority and whom they have to take orders from and to whom they are
accountable and to whom they have to report.
D. Staffing :
Staffing estimates man power in terms of searching, choose the person and giving right place to
them. It includes recruitment, selection, placement, development, training, performance appraisal
etc. They recruit higher level employees by judging their qualifications, experiences and how
they perform in interview taken for the required job. For lower level they prefer fresher’s and
higher degree is not mandatory. There is no government inference in their employee selection
process. The higher authority usually decides the procedure to select employees. They train up
those fresher’s practically and also they visualize works to them. They give training how to use
technologies and other resources to get the job done perfectly.
E. Communicating :
Communicating is a process which refers transmitting ideas to others for the purpose of affecting
a desired result. Communication process ties up all the other functions and coordinates with all
the sectors. The communication process of PARTEX GROUP is well maintained. The hierarchy
of communication process is co-operative and well-designed. They have divided the sectors by
which employees can communicate easily. To give instructions, inform others which steps have
to take, which is necessary to achieve the goal or to solve a problem generally makes them to
communicate. The relations among managers and employees are friendly and for this employees
can freely share their problems.
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F. Motivation :
It is the process of stimulating people to actions to accomplish the goals. In the work goal
context the psychological factors stimulating the people’s behavior can be desired money,
success, recognition, job-satisfaction, team work etc. The manager of PARTEX GROUP creates
willingness and zeal to work amongst the employees to perform in the best of their abilities.
They give their employees both monetary and non-monetary motivation. Sales commission,
festival bonus, provident fund are the monetary motivation of them. They give promotions on
work basis. They judge their Annual Confidential Report and according to the report employees
get promotion. Employees can do their work using their own freedom where managers do not
bound them to do anything. Managers are cooperative to the employees and they offer special
programs on different occasions. Those can be considered as non-monetary motivation.
G. Leading :
Leading is a process by which manager guides to influence the work of sub ordinates in desired
directions. The manager of PARTEX GROUP gives importance to the feedback of the
employees. The relation among leader and followers is built on mutual trust and respect.
They follow their leaders as their leader is trusted to do the right thing. The leaders follow chain
of command, span of control as leadership styles. The employees are also given empowerment
based on the situation. The leader is strict enough to get the job done by the employees and also
give them facilities to too but it always depends on the goal. Employees are given reward for
their jobs and also they are given punishment for their mistakes.
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H. Controlling :
It is the process of measuring current performance guiding towards some predetermined goal.
The manager of PARTEX GROUP follows standard procedure of controlling. They establish
standard performance and then measures actual performance. They compare the actual
performance with the standard performance. If the actual performance satisfies them then there is
no change needed. But if the result does not satisfy them, they take corrective measures to fulfill
their desired performance.
4) USES OF MANAGERIAL SKILLS or NOT (According to Wilson’s 12
Managerial Skills):
An “effective” manager takes responsibility for ensuring that each individual within his
department succeeds and that the team or business unit achieves results. Successful managers
require both talent and skill. Effective management skills can be developed through training,
mentoring, and experience. But if a manager is void of natural talent, then the odds that he will
be successful diminish significantly.
Thanks to Clark L. Wilson for his 30 years of research involving ten thousands of managers, we
have a very clear picture of what it takes to be a manager. It takes three skill categories;
technical, teambuilding and drive. Those branch into the twelve specific managerial skills.
Unfortunately according to Wilson’s research about 1 third of managers at all levels do not
achieve an appropriate balance of managerial skills and are thus ineffective. He explains’ “Too
many managers try to exercise control without providing the technical and teambuilding skills
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needed to achieve their goals. They must see that they cannot exercise effective control without
first exercising their up-front responsibilities for communicating goals and coordinating teams.”
SKILL CATEGORIES :
i. TECHNICAL SKILLS: According to Wilson Technical skills are the knowledge and
capabilities to perform specialized tasks. Management often needs to have technical skills in
order to communicate effectively with line workers and coordinate efforts.
Mr. Touhid-Ullah, AGM (Accountant) of Partex Group said, their manager must have
technical Expertise. They must have profound depth of knowledge of their assigned posts.
The manager has to clearly understand the goals and objectives of the company.
Technically skilled manager must have the quality to solve their problems efficiently and
improvise it accordingly.
The technical skills are classified into four more skills.
A)Technical Expertise: Technical and functional expertise are underlying knowledge
and skills, described in observable and measurable terms, that are necessary in order to
perform a particular type or level of work activity.
B) Clarification of goals and objectives: It's usually not the goals themselves that are
unclear. What one is supposed to do with them is what's fuzzy - how the goals refocus or
change your work.
C) Problem Solving: Considered the most complex of all intellectual functions, problem
solving has been defined as a higher-order cognitive process that requires the modulation
and control of more routine or fundamental skills.
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D) Imagination and creativity: Creativity is the act of turning new and imaginative
ideas into reality. Creativity is characterized by the ability to perceive the world in new
ways, to find hidden patterns, to make connections between seemingly unrelated
phenomena, and to generate solutions. Creativity involves two processes: thinking, then
producing. If one have ideas, but don’t act on them, they are imaginative but not creative.
ii. TEAMBUILDING:
Team building is an ongoing process that helps a work group evolves into a cohesive unit. The
team members not only share expectations for accomplishing group tasks, but trust and support
one another and respect one another's individual differences.
Mr. Touhid-Ullah gave his valuable comment on the importance of teambuilding in their
organization. He informed the effectiveness and efficiency of workforce and there
collaborative team effort. He added that a team with a higher bonding always results in
better outputs.
The teambuilding skills are also classified into four categories.
E) Listening for insights: Listening attentively not only enables managers to know and
understand their team members better, but it also shows respect and helps to build
stronger manager-employee relationships. During any workplace interaction, active
listening demonstrates interest, builds rapport and makes your reports more open to share
information with you. A manager who listens and communicates well is far more able to
influence and engage with their team.
F) Directing and coaching: A method of directing, instructing and training a person or
group of people, with the aim to achieve some goal or develop specific skills. There are 20 | P a g e
many ways to coach, types of coaching and methods to coaching. Direction may include
motivational speaking and training may include seminars, workshops, and supervised
practice.
G) Solving problems as teams: The process of working through details of a problem to
reach a solution. Problem solving has an important role to help one’s team to contribute
ideas and improve their performances. Problem solving may include mathematical or
systematic operations and can be a gauge of an individual’s critical thinking skill.
H) Coordinating and cooperating: Coordinating and cooperating is the act of
organizing, making different people or things work together for a goal or effect to fulfill
desired goals in a organization. Along with organizing, monitoring and controlling,
coordinating and cooperating is one of the key functions of management.
iii. DRIVE:
The manager should have the skills of setting goals based on organizational strategy and as
mentioned in its mission. In addition, to achieve the goal, he needs to maintain a standard
comprises of equity, fairness. Then he needs to evaluate the performance and maintain a control
process to check whether the standard has been achieved. The effective outcomes involve costs,
output, product’s quality and customer’s service.
Mr. Touhid-Ullah,AGM (Accountant) of Partex group mentioned the strategic objective of
Partex and the driving forces to attain the strategic objectives. Every year they have a
budget and to achieve the budget and specific targets, employees are dedicated and the
performance of the employees depends on the specific target they attained.
The drive skills are also classified into four categories.
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I) Standards of performance: Standards of performance is the observable behaviors and
actions which explain how the job is to be done, plus the results that are expected for
satisfactory job looks like. The purpose of performance standards is to communicate
expectations.
J) Control of details: Control of details is overseeing the performance of work at a close
level, to meet performance goals and standards. It is a typical process for a manager.
K) Energy: Energy is demonstrating to one’s team and colleagues a readiness and
willingness to work and ones expect their cooperation.
L) Exerting pressure: Exerting pressure is urging others to perform, by shaping ones
activity to be perceived as teamwork, not domination.
5) THE MOST IMPORTANT & WIDELY USED MANAGERIAL SKILLS:
Mr. Touhid Ullah said that, Partex Group focuses on all three managerial skills while managing
the people. But the most important or widely used managerial skill of Partex Group is “Technical
Skill”. Technical job skills refer to the talent and expertise a person possesses to perform a
certain job or task. He added that, in Partex Group each manager is needed to have a clear
knowledge of the area he belongs to which is acquired from education and experience that helps
to understand key technical details and take the accurate decisions in a specific situation.
Managers of Partex Group need to have the ability to organize and schedule the works of his
unit. They also need to have the ability to resolve issues that is found while performing. They
must need the ability to predict the future and take necessary actions to meet future challenges
which will increase organization’s productivity. Manager also said that, if a manager fails to
manage a specific situation, he is fired from company.
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6) ANALYSIS:
Analyzing all the information of our project and after meeting the manager, we found lots of
strength and weakness of the Partex group.
Strengths:
Top level Decision Making with vast information seeking from low level managers
Wide range of customer base
Innovative ideas are generated in the company.
The corresponding strategy is to focus on quality first and then respond to demand
Planning many programs for growth
Consistent with mission and values
Expert & experienced management.
Vertical integration gives competitive advantage
Own supply channel ensures smooth flow of RM
Consistent with missions, as employment is generated
Training provided in a regular basis
Low employee turnover
Ability to make quick decision
High market share
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Strength Weakness
Weakness:
Complex structure- difficult to understand
Poor understanding of the structure by the mid-level managers
Present structure hampers successful growth in the future
Family Owned business concept very prominent
No training for workers
Planning many programs but not clearly stated, merely implied
Current situation is not consistent with missions, objective etc.
Employee have excess independence in workplace
Poor advertising
Employee motivation is not enough.
7) Recommendation:
Partex selling their products only to the customer market. They can sell their product in the
business market such as dealing with Real Estate Companies so that their market share may
increase high. They should add the Augment of their products such as warranty, Installments and
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provide helpline number. Also their customer loyalty is not high enough. Their customer loyalty
can be increase by giving them discount cards while purchasing other item of the company. They
take low promotional activities. As a result their sells are stable. They may increase their selling
effort by increasing their promotional activities and change in advertising form. Their Employees
motivations are not enough for satisfy an employee’s need. Through Partex have many
competitors such as Coke, PepsiCo, Prothom Alo, Unilever, Bashundhara group, Otobi etc.
Those competitors have enough competitive advantage to dominate the whole market. So they
need to develop an unique competitive strategy. Partex have wide range of customers, this is
good but same time it becomes too hard to fulfill each customers need. Also Partex has a very
complex structure. Thus their bureaucratic cost is very high so they should change its current
organizational structure and make it simpler so that their bureaucratic cost can be low down
which will give them a competitive advantage.
8) Conclusion:
It is impossible to have a clear -cut idea of a big company within a short time. But according to
my observation this company is suffering from a tremendous problem in following areas, which
are the main obstacle for the company optimum growth. Partex Group is committed to the
prosperity of Bangladesh. This enterprise plays a positive role in alleviating poverty and
generating employment an important objective of our country. Partex is a free market economy,
where private sector plays a key role in establishing an industrial base. . It has also stepped into
the IT sector and eagerly anticipates further expansion of its product and service portfolio to
make a sizable contribution to the national economy. It believe in new ideas and technology
which the road to the future. Also This Company is in developing stage.
9) REFERENCES:
1. Adam-Smith, P. (2005), Management Today, 2nd ed., London: Longmans
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2. Harwood, I.A. (2008), A brief history of management theory (Part 1)
3. Skargren, E.I. and Öberg, B. (2009), ‘Risk management’, Journal of Risk Management
[Online], Vol. 77, No. 2, pp. 201-7, Available: www.jrm.co.uk [Accessed: 8th February 2009].
4. Sale, P. and Carey, D.M. (2008), ‘Information systems', Journal of Information Systems and
Management [Online], Vol. 62, No. 1, pp. 6-22, Available: http://info.emeraldinsight.com
[Accessed: 12th June 2009]
5. Robert Kreitner and Carlene M. Cassidy, Principles of Management, 12th edition, January,
2012
6. Kamble RR(2011); “Managerial Skills for organizational performance: An Analytical study.
ISRJ/23. Vol-1, n-1, feb2011.
7.Roman K.H. & Hemel A(2011); “five critical skills for team leadership” the article was
retrieved from www.collegiateproject.com pp 1-5.
8. Management today, Harvard Business Review, The Daily Star News.
9. Stephen P. Robbins and Mary Coulter, Management, 12th edition, January 2013, ISBN-
13:978-0133043600
10. The website of Partex Group http://www.partexgroup.com/
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