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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