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This report is prepared as a requirement of the course curriculum of ‘Human and Organizational Behavior’ by studying organizational behavior practice in Square Textile Limited. I have selected Square Textiles Ltd. By interviewing the senior manager of HR, I came to know about various aspects of OB are practiced in this organization. Though it is a textile, it has proved itself in the related industry as a major competitor. 2. Objective: The broad objective of this report is to provide an overview of the OB practice of Square Textile Ltd.
The specific objectives of this report are : •To provide Company overview. • To discuss management system specially the practice of OB. 2 Methodology. To prepare this report I have collected data from different published materials. Secondary sources are Internet, magazine, newspaper, advertisement, etc. After that I have prepared a questionnaire and took interview of one of the executive serving in this Company. Thus I have used both primary and secondary data to prepare this report. 1. 4. Limitations Executives are very busy. Managing their appointment for interview is very difficult within my stipulated time.
So scarcity of time was the main barrier for me to formulate a complete report. However interview and telephone conversation helped me to formulate the report. 1. 5. Scope of the Study My study contains the discussions and findings about Practice of OB in Square Textile Ltd. Practice of OB are very new concept for Bangladesh. The organization practices various aspects of OB but there are scope to enhance behavior management to get more output to survive in the competitive market environment. In this report I have followed the guidelines provided by the teacher.
Here I have mainly focused on practice of OB of Square Textile Ltd. Chapter-2 Literature Survey 2. 1. Organizational Behavior. Organizational Behavior (OB) is the study of behavior in an organization. There are three determinants of behavior in order to make an organization more effective: individual, groups, and structure. The people within the organization and their behaviors affect the performance of the organization. There are a number of behavioral disciplines that contribute to OB: psychology, sociology, social psychology, anthropology, and political science.
There are lot of challenges and opportunities today for managers to use OB concepts. One of the most important and broad-based challenges facing organizations today is adapting to diverse work environments. Organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. Understanding the concepts of OB allows management to facilitate the needs of a diverse workforce. Classical organization theory, evolved during the first half of this century, did not account for the needs of diverse workforce. It represented the merger of scientific management, bureaucratic theory, and administrative theory. . 2. An Organizational behavior system. 3. Models of Organizational Behavior. o Autocratic – The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. o Custodial – The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security.
The performance result is passive cooperation. o Supportive – The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. o Collegial – The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization.
The performance result is moderate enthusiasm. o System Model – Manager and employee works for humanity. Product or service is for better use of model, development of environment, development of community etc. 2. 4. Maslow’s Hierarchy of Needs. [pic] 2. 5. Hergbergh Two Factor Model. [pic] 2. 6 Expectancy Model by Victor H. Vroom. The expectancy theory of motivation is suggested by Victor Vroom. Unlike Maslow and Herzberg, Vroom does not concentrate on needs, but rather focuses on outcomes. [pic] Whereas Maslow and Herzberg look at the relationship between internal needs nd the resulting effort expended to fulfil them, Vroom separates effort (which arises from motivation), performance, and outcomes. Vroom, hypothesises that in order for a person to be motivated that effort, performance and motivation must be linked. He proposes three variables to account for this, which he calls Valence, Expectancy and Instrumentality. Expectancy is the belief that increased effort will lead to increased performance i. e. if I work harder then this will be better. This is affected by such things as: a. Having the right resources available (e. g. raw materials, time) b.
Having the right skills to do the job c. Having the necessary support to get the job done (e. g. supervisor support, or correct information on the job) Instrumentality is the belief that if you perform well that a valued outcome will be received i. e. if I do a good job, there is something in it for me. This is affected by such things as: a. Clear understanding of the relationship between performance and outcomes – e. g. the rules of the reward ‘game’ b. Trust in the people who will take the decisions on who gets what outcome c. Transparency of the process that decides who gets what outcome 2. . Definitions: # Leadership: Leadership is both a process and a property. As process- of focusing on what leaders actually do. Leadership is the use of no coercive influence to shape the group or organization’s goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture. As a property, leadership is the set of characteristics attributed to individuals who are perceived to be leaders. # Leader: People who can influence the behaviors of others without having to rely on force, those accepted by others as leaders. Participation: Participation is the mental and emotional involvement of people in-group situations that encourages them to contribute to group goals and responsibility for them. # Conflict: Conflict is any situation in which two or more parties feel themselves in opposition. Conflict is in interpersonal process that arises from disagreements over the goals to attain or the methods to be used to accomplish those goals. # Stress: Stress is the general term applied to the pressures people fell in life. The presence of stress at work is almost inevitable in many jobs. Change: Change is any alteration in the work environment that affects the ways in which employees must act. These changes may be planned or unplanned, catastrophic or evolutionary, positive or negative, strong or weak, slow or rapid, and stimulated either internally or externally. Chapter-3 Square Textile Limited 3. 1. Company Overview. Square Textiles Ltd. started its journey by establishing the first unit in 1997. One year later the second unit was established. Square Textile is a subsidiary company of Square Group . The Company was incorporated as a public limited company in the year of 1994.
The operation was started in 1997. It enlisted in Dhaka Stock Exchange & Chittagong Stock Exchange in 2002. Within a very short time of span the company achieved some significant success. Square Textile received Oeko-Tex standard 100 and ISO-9002 certificates in the year 2000. Authorized capital of the company is tk. 1000 million. It’s paid- up capital is tk. 251. 90 million. 1,223 employees are working in this organization. The business lines of Square Textiles Ltd are manufacturing and marketing of yarn. The factory is located in Saradaganj, Kashimpur, Gazipur, Bangladesh.
Its office is located at Uttara in Dhaka. 3. 2. Mission Statement. The mission statement of Square Textiles Limited is “Our mission is realization of vision through maximum production of goods and services strictly on ethical and moral standards at minimum costs to the society ensuring optimum benefits to the shareholders and other stakeholders. ” This mission is envisioned by the concept of business which ensures well being of the investors, stakeholders, employees and members of the society which will create new wealth in the form of goods and services. 3. 3. Key Product/Services.
As stated earlier the business line of the company is manufacturing and marketing of yarn. It manufactures: a. 100% Cotton Ring Span Yarn For Hosiery b. 100% Cotton OE Rotor Yarn for Hosiery c. Knit Fabrics for 100% export oriented readymade Garments Industry. It also performs the following services:- a. Dying & Post Mercerization. b. Fabric Dying In Square Textile Limited two types of products are produced in two different units. These are as follows: Unit 1: Combed and Carded Yarn from a count range of Ne. 10 to Ne. 80. Unit 2: Combed Ring Yarn from a count range of Ne. 20 to Ne. 40.
In Square Spinning Ltd. 100% Cotton Carded and Combed Yarn in the count range of Ne. 16 to Ne. 30 are produced. Finally in Square Fashion’s Ltd. Readymade Knit Apparels like T-shirts, Polo shirts, Tank tops, Pajamas, Sport wear, Under garments, Men’s & Ladies fashion wear , Kids wear etc. 3. 4. Strategic Goals & Objective. The company sets the following objectives for it to achieve: • To strive hard to optimize profit through conduction of transparent business operations within the legal and social framework with malice to none and justice for all. • To create more jobs with minimum investments. To be competitive in the internal as well as external markets. • To maximize export earning with minimum imported in-puts. • To reduce the income gap between top and bottom categories of employees. Management. 3. 5. Executive Management. The Managing Director, the CEO is the head of the Executive Management Team which comprises senior members of the Management Apparatus. Within the limits of delegated authority and responsibility by the Board of Directors, Executive Management operates through further delegation of authority at every echelon of the line management.
The executive Management operates within the framework of Policy & Planning strategies set by the Top Management with periodic performance reporting for guidance. The Executive Management is responsible for preparation of segment plans / sub – segment plans for every profit centers with budgetary targets for every items of goods & services and are held accountable for deficiencies, with appreciation for outstanding and exceptional performances. These operations are continuously carried out by the Executive Management through series of Committees , sub – Committees ,Committees & standing Committees assisting the line management . . 6. Management Committee. Comprising top executives, deal with entire organizational matters. 3. 7. Standing Committee. 3. 7. 1. Audit Committee: • Internal Audit Committee • ISO Audit Committee • Social / Environment Committee • Performance Evaluation Audit Committee 3. 7. 2. Employment Relations Committee. • Remuneration Committee • Work Environment Committee • Performance Evaluation Audit Committee 3. 7. 3. Management Committee. • Product Planning & Development Committee • Quality Control & Research Committee • Production & Inventory Management Committee • Export Promotion Committee
Human Resource Management 3. 8 Human Resource Planning. Square has a personal and administrative department . Square is one of the biggest employers in Bangladesh. The total number of employees are 1,223. For the employees there are systematic training at home and abroad . To motivate the employees, along with salary and benefits the company provides various facilities like free meals, free transportation, 24 hour medical center and on site sports . Production and accommodation facilities include full time supply of safe drinking water, adequate lighting and ventilation facilities from sheet. . 9. HR Practices of SQUARE textile. • Recruitment • Training • Performance Management • Labor relation • Employee relation • Job analysis • Job design • Selection • Development • Incentives • Benefits 3. 9. 1. Recruitment and Selection Process in SQUARE. Recruitment is the process through which the organization seeks applicants for potential employment. Selection refers to the process by which it attempts to identify applicants with the necessary knowledge, skills, abilities and other characteristics that will help the company to achieve its goals.
Company engaging in different strategies needs different types and numbers of employees. The strategy a company is pursuing will have a direct impact on the types of employees that it seeks to recruit and selection. Source of Recruitment There are two kinds of source SQUARE uses for recruitment . 1. Internal source. SQUARE thinks that current employees are a major source of recruits for all but entry-level positions. Whether for promotions or for ‘Lateral’ job transfers, internal candidates already know the informal organization and have detailed information about its formal olicies and procedures. Promotions and transfer are typically decided by operating managers with little involvement by HR department. 1. 1 Job-posting programs. HR departments become involved when internal job openings are publicized to employees through job positioning programs, which informs employees about opening and required qualifications and invite qualify employees to apply. The notices usually are posted on company bulletin boards or are placed in the company newspaper. Qualification and other facts typically are drawn from the job analysis information.
The purpose of job posting is to encourage employees to seek promotion and transfers the help the HR department fill internal opening and meet employee’s personal objectives. Not all jobs openings are posted . Besides entry level positions, senior management and top stuff positions may be filled by merit or with external recruiting. Job posting is most common for lower level clerical, technical and supervisory positions. 1. 2 Departing Employees An often overlooked source of recruiters consists of departing employees. Many employees leave because they can no longer work the traditional 40 hours work week .
School, child care needs and other commitments are the common reason. Some might gladly stay if they could rearrange their hours of work or their responsibilities . Instead, they quit when a transfer to a part-time job may retain their valuable skill and training. Even if part-time work is not a solution, a temporary leave of absence may satisfy the employee and some future recruiting need of the employer. 2. External source. When job opening cannot be filled internally, the HR department of SQUARE must look outside the organization for applicants. We discuss all the external source of recruitment at bellow: 2. Walk-ins and Write-ins. Walk-ins are some seekers who arrived at the HR department of SQUARE in search of a job; Write-ins are those who send a written enquire . both groups normally are ask to complete and application blank to determine their interest and abilities. Usable application is kept in an active file until a suitable opening occurs or until an application is too old to be considered valid, usually six months. 2. 2 Employee referrals. Employees may refer job seekers to the HR department . Employee referrals have several advantages . Employees with hard –to –find job skill may no others who do the same work.
Employees referrals are excellent and legal recruitment technique, but they tend to maintain the status quo of the work force in term of raise , religions , sex and other characteristics , possibly leading to charges of discrimination. 2. 3 Advertising. Want ads describe the job and the benefits, identify the employer, and tell those who are interested how to apply . They are most familiar form of employment advertising . for highly specialist requites, ads may be placed in professional journal or out of town newspaper in areas with high concentration of the desired skills 3. 9. 2. Training and Development program of SQUARE Textile.
Training is a process of learning a sequence of programmed behavior. it is application of knowledge. It gives people an awareness of the rules procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance but also those which bring growth of the personality; help individuals to the progress towards maturity and actualization of their potential capacities so that they become not only good employees but better men and women.
In organizational terms, it is intended to equip person to earn promotion and hold grater responsibility. Many types of method practices in SQUARE are appended bellow: • On the job training. On the job training is a training that shows the employee how to perform the job and allows him or her to do it under the trainer’s supervision. On the job training is normally given by a senior employee or a manager like senior merchandiser or a manager. The employee is shown how to perform the job and allowed to do it under the trainer’s supervision. Job rotation. Job rotation is a training that requires an individual to learn several different some in a work unit or department and performer each job for a specified time period. In job rotation, individuals learn several different job within a work unit or department. One main advantages of job rotation is that it makes flexibilities possible in the department. When one employee like junior merchandiser absence another merchandiser can easily perform the job. • Apprenticeship training.
Apprenticeship training provides beginning worker with comprehensive training in the practical and theoretical expect of work required in a highly skilled occupation. Apprenticeship program combined of the job and classroom training to prepare worker for more than eight hundred occupation such as computer operator, sewing technician. • Classroom training. Classroom training is conducted off the job and probably the most familiar training method . It is an effective means of imparting information quickly to large groups with limited or no knowledge of subject being presented.
It is useful for teaching factual material, concepts principle other theories . portion of orientation programs, some expects of apprenticeship training and safety programs are usually presented utilizing some form of classroom instruction. More frequently however, classroom instruction is used for technical, professional and managerial employee. • Development of the human resources. The long term development of human resources as distinct from training for a specific job is of growing concern to HR departments of SQUARE . Throw the development of current employees the department reduces the company’s dependents on haring new workers . f employees are developed properly the job openings found throw HR planning are more likely to be filled internally promotions and transfers also show employees that they have a career not just a job. The employee benefits from increased continuity in operations and from employees who fail a greater commitment. HR department is also an effective way to meets several challenges including employee obsolescence, international and domestic diversity, technical challenges. Affirmative action and employee turn over. By meeting these challenges the department can, maintain an effective workforce. 3. 9. 3. Performance Management.
Performance appraisal is the process of assessing employee’s past performance, primarily for reward, promotion and staff development purposes. Performance appraisal (is) a process that identifies, evaluates and develops employee performance to meet employee and organizational goals. Performance Appraisal doesn’t necessarily use to blame or to provide a disciplinary action. Previous management theories used to view performance appraisal as a stick that management has introduced to beat people. Performance appraisals are now more clarified and they concentrate on developing organizational strengths and employee erformance. Purpose of Performance Appraisal in SQUARE. • To review past performance. • To assess training needs. • To help develop individuals. • To audit the skills within an organization. • To set targets for future performance. • To identify potential for promotion. • To provide legal & formal justification for employment decision. • To diagnose the hidden problems of an organization. 3. 9. 4. Employee relation. Employers and employees each have their own sets of needs and values, and successful relationship between these two sides requires that some sort of balance be struck.
This balance often takes the form of a psychological contract, an understood agreement between employer and employees that defines the work relationship. This contract with or without support of a formal collective bargaining, agreement influence the outcome achieve by each side. SQUARE group the various into three channel categories those are: • Employee Safety. SQUARE provide the employee safety . It ensure the all kinds of job safety such as insurance of each employee not this it provide insurance to the labor. • Employee Health. Free medical checkup, provide health card and also provide necessary medical facilities for each employee. Employee Working Condition. The working condition of employee is very hygienic. SQUARE is ISO 9001-2000 Certified company 3. 9. 5. Job Analysis. Job analysis is the procedure for determining the duties and skill requirement of a job and the kind of person who should be hired for it. The supervisor or HR specialist of SQUARE normally collects one of the following types of information: Work Activities. First he or she collects information about the job actual work activities such as marketing, sewing, production. This list also include how, why and when the worker performance each activity. Education nd Qualification. Collects the information about education background and qualification. Experience. Experience must be needed for any job in SQUARE. 3. 9. 6. Job Design. Job design is the process of structuring work and designating the specific work activates of an individual or group of individuals to achieve certain organizational objectives. Organizational considerations for job design • Effectiveness. In the context of job design, to remain effective, organizations may have to redefine jobs, monitoring, and using technology so that the firm can even compete against giant rivals. • Efficiency.
Maximum outputs through minimum inputs of time, effort and other resources. In the context of job design, efficiency in time, effort, labor costs, and training should be done accordingly. • Technological Considerations Task Interdependence. The dependence of one task from another is task dependence. In this context, the task interdependence can be high or low depending on the product or service. Technical constraints. Scarcity of machines are constraints, which in turn leads to the increase and decrease of production. Ergonomic constraints. Greek word where Ergo = Work & Nomos = Laws, i. e Laws of work.
Optimal productivity requires a relationship between the worker and the work, thus designing a job needs this consideration. • Employee considerations. Skill variety. Variety refers to the use of different skills and talents to complete an array of work tasks and activities. Autonomy. Autonomy refers to the freedom and independence to plan and schedule the work and determine the procedures used to carry it out. Task identity. Task identity means doing something from beginning to end rather than just part of it. Task significance. It is the degree to which a job has substantial impact on an organization. Feedback.
Feedback is the degree to which employees can tell how well they are doing based on information from the job. • Environmental considerations Social expectations. In designing jobs, the surrounding social expectations must be considered to avoid possible worker dissatisfaction. Workforce availability. Job requirements should be balanced against the availability of the people who are required to do the work. Work practices. Work practices are set methods of performing work. These methods may arise from tradition or the collective wishes of employees. 3. 9. 7. Incentives. Compensation fluctuates according to – A pre-established formula Individual or group goals because group goals are different from individual goals – Company earnings Incentives adds to base pay. It controls costs because the employee is being paid for his/her extra effort and for the benefits brought to the organization. It motivates employee. Chapter-4 Findings of the Study #1. Do you practice OB in your organization? Ans: Yes, because it includes the organization’s stated or unstated philosophy, values, vision, mission and goals, the quality of leadership, communication and group dynamics, the nature of both the formal & informal organizations and the influence of the social environment.
Comment: I think the organization is benefitted by practicing behavior management of employees. #2. Which model of OB is more effective in your Organization? Ans: In our organization we like to use supportive model of OB, because supportive model depends on leadership instead of power or money. Though leadership, management provides a climate to help employees grow and accomplish in the interests of the organization the things of which they are capable. Comment: This model is very helpful for the employee and employee is loyal for the organization. 3. What kind of motivation do you follow? Ans: For discovering and understanding employees drives and needs, and employees will be more motivated when they have clear goals to achieve. Some motivational programs used in our organization are: Yearly performance – Bonus Attendance Performance – Bonus Besides every monthly meeting, it is declared to reward the best performar, such as an extra leave. Comment: Employee is influenced for this motivation policy and they are happy. #4. Do you prefer leadership? Why?
Ans: Our managers are leaders because; we believe leadership is the best process to influence and support others to work enthusiastically and willingly towards achieving objectives. Comment: It is the best to guide the employee. #5. Do you allow employee participation? If yes give example No, why? Ans: Yes, For example, we allow employee participation in decision-making, because we believe that to solve any problem or to make new innovation of product or service more participation of employee is very important. Comment: This type of participations is very important for the employees and helpful for the company. #6.
How do you manage conflict management? Ans: Yes, we take care to solve conflict, because any conflict situation creats disturbance for our organization. For example: when one employee get promotion & another employee don’t get any promotion, then that conflict situation arise because they belong at the same department. When a counselor explains reason of promotion have the organizational point of view, then that employee’s perception changed and conflict is eleminated. Comment: Manager took facilities from conflict but carefully. #7. Do your organization have trade union? Ans: Yes, our organization has the practice of trade union.
With the help of trade union we get the feedback of the employees, their requirements and needs and we try to solve if it is justifiable. Comment: But trade union is the legal rule for labor law and manager can easily send his message to the employee. #8. Your response about stress management? Ans : We are very much caoncern about stress management of employee. Because when stress becomes excessive, employees develop various symptoms in performance and health. So we don’t want to give any job which is full of stress, and also when an employee in under stress then we try to counseling with him.
Comment: Stress free employee work well than stressed employee. #9. How do you introduce & manage change? Give example? Ans : We believe in change, but it should be positive change. Due to survive in the competitive market, change is very essential, such as machineries, work environment, business policy etc. Comment: When companies introduce new technology, company arranges training for employee to adapt new technology. Chapter-5 5. 1. Conclusion. As a part of the organizational behavior course of MBA program, I was interested to know about its proper utilization in organization.
I have tried to collect, analyze data and to draw conclusion. My focus was on the labor intensive company and the service as well. In spite of the barriers in collecting sensitive data from the organization, I tried to per sue the respective person and the company to cooperate me about various aspects of OB. Square Textile Ltd is one of the most renowned companies from of the most renowned business group to fulfill my assignment. The flourishment of any industry requires combined efforts and co-operation from several parties. Social , political and macro economic environment play pivotal role in this regard .
Though Square Textile is a newly ventured company in the respective sector, its growth and expansion is praiseworthy. It is contributing the country and serving the nation in different ways. 5. 2 Recommendation. Organizational behavior is the very new concept in perspective of Bangladesh. But practice of OB is very essential for every organization. OB helps an organization to describe, understand, predict & control their employee. One major strength of organizational behavior is its interdisciplinary nature. It integrates the behavioral science with other social science that can contribute to the subject.
It applies from these disciplines any ideas that will improve the relationships between people and organization. Some people may fear that the tools of organizational behavior will be used to limit their freedom and take away their right. Although that scenario is possible, It is not likely, for the actions of most managers today are subject to intense scrutiny. Managers need to remember that organizational behavior is a human tool for human benefit. It applies broadly to the behavior of people in all types of organizations. Reference: www. bdpplz. com/… /15101-report-square-textile-ltd-human-resource-management-practice extile. squaregroup. com/sqtextile. html www. scribd. com/doc/… /HRM-Practice-of-Square-Textile-LTD www. reportbd. com/articles/67/1/… of-SQUARE/Page1. html textile. squaregroup. com/… /stxl_1st_quaterly_report_2010. pdf Get more discussion results ———————– Leadership,Communication,Group Dynamic Quality of work life Motivation Outcomes: • Performance • Employee satisfaction. • Personal Growth & development Informal Organization. Organizational Culture. Social Enviornment Formal Organization. Management Philosophy. Values. Vission. Misson. Goals