organization silence behavior in navana limited

Navana Group

Kazi Shamiul Kabir

[OVERVIEW OF NAVANA GROUP] Project Part: Organizat ion Si lence Behavior in Navana l imited.

NAVANA LIMITED, the flagship company of the NAVANA GROUP (previously Islam Group) was established in 1964 by the then Group's founder Mr. Jahurul Islam and had an auspicious step into the business under an exclusive distributorship agreement with TOYOTA of Japan to marke t Toyota cars in the then East Pakistan.

Report On

Overview of Navana Group Project Part: Employee Silence behavior in Navana Limited.

Prepared For

Prof. Dr. M Alimullah Miyan

Founder & Vice Chancellor IUBAT

Prepared By

Kazi Shamiul Kabir ID # 09102140

College of Business Administration (CBA)

Date of Submission: April 11, 2013

IUBAT- International University of Business Agriculture and Technology

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April 11, 2013

To

Prof. Dr. M Alimullah Miyan Chair, College of Business Administration IUBAT- International University of Business Agriculture and Technology 4, Embankment Drive Road, Uttara Model Town Sector- 10, Dhaka- 1230, Bangladesh

Letter of Transmittal

Dear Sir,

It is a great pleasure for me to submit my report on “Employee Silence Behavior in NAVANA LIMITED”. It was a great opportunity for to work as a report on “Employee Silence Behavior in NAVANA LIMITED”. To implement the knowledge that I have learned in our academic career, I have learned a real life experience of Training and Development by doing this report. It will be effective for both of my academic & professional life. I try my level best to make this report to the required standard. I hope that this report will fulfill your expectation.

I therefore, hope that you would be kind enough to go through this report for evaluation. Working with such an interesting program has given us the opportunity to achieve experience on. I am always available for any further quarries regarding this report.

Thanking you,

______________

Kazi Shamiul Kabir ID # 09102140 Program: BBA College of Business Administration (CBA)

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Student Declaration

I am Kazi Shamiul Kabir, student of Bachelor of Business Administration (BBA), in the College of Business Administration (CBA) at the IUBAT-International University of Business Agriculture and Technology; declaring that, this practicum report on the topic of “Employee Silence Behavior in NAVANA LIMITED” has only been prepared for the fulfillment of the course of BUS 490 Practicum as the partial requirement of Bachelor of Business Administration (BBA).

It has not been prepared for any other purpose or reward.

________________

Kazi Shamiul Kabir ID # 09102140 Program - BBA College of Business Administration (CBA)

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Acknowledgement At the very beginning, I would like thank the omnipotent Allah for giving the chance to complete my internship and preparing the internship report. In the preparation and finish this internship report, I acknowledge the encouragement and assistance given by a number of people and institution. I am most grateful to the Navana Limited management to give me the opportunity to complete my internship in their organization. Thus I want to mention the name of Abdul Hai Mridha, the head of HR, for allowing me to do the internship in the organization. I would like to express my gratitude to my organization supervisor Md. Khaled Saifullah, Senior Manager, Human Resource Department for providing me the opportunity and much needed feedback to furnish my qualities in the real job world. I also want to show my up most respect to Md. Ashraful Islam, Assistant Manager, HRM for providing me a smooth and very gracious learning period in the organization by teaching me, literally by hand on practice. And one name, I must mention who give me a lot assistance to complete my internship- Mazada Akter Azmiry will be remembered for all the time.

Finally, I am grateful to my honorable supervisor Md. Jahidul Islam, Lecturer, College of Business Administration, IUBAT for providing me much needed assistance and diluting time constraints and also to encourage me to prepare the internship report on “Organization silence behavior in Navana Limited”.

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Table of Content

Prefatory Part Title Fly Title Page Letter of Transmittal Acceptance of Forwarding Letter Student Declaration Acknowledgement Table of Content List of Figure List of Table Executive Summery

Chapter One: Introductory Part 1. Introduction------------------------------------------------------------------------------------------- 1.1. Organization silence--------------------------------------------------------------------------------- 1.2. Organization commitment------------------------------------------------------------------------- 2. Origin of the report---------------------------------------------------------------------------------- 3. Objective of the study------------------------------------------------------------------------------- 4. Problem statement---------------------------------------------------------------------------------- 5. Significance of the study---------------------------------------------------------------------------- 6. Research timeline------------------------------------------------------------------------------------ 7. Research plan----------------------------------------------------------------------------------------- 7.1. Literature review------------------------------------------------------------------------------------- 7.1.1. Conceptual Framework----------------------------------------------------------------------------- 7.1.2. Top managers attitudes---------------------------------------------------------------------------- 7.1.3. Supervisors attitudes-------------------------------------------------------------------------------- 7.1.4. Communication opportunities-------------------------------------------------------------------- 7.1.5. Employee silence behavior------------------------------------------------------------------------ 7.1.6. Relation between TMA and ESB------------------------------------------------------------------ 7.1.7. Relation between Supervisor’s attitudes and employee silence behavior------------- 7.1.8. Relation between communication opportunities and employee silence behavior-- 7.2. Hypothesis development--------------------------------------------------------------------------- 7.2.1. Hypothesized model--------------------------------------------------------------------------------- 7.2.2. List of hypothesis------------------------------------------------------------------------------------- 7.3. Methodology------------------------------------------------------------------------------------------ 7.3.1. Data sources------------------------------------------------------------------------------------------- 7.3.2. Research approach----------------------------------------------------------------------------------- 7.3.3. Research instrument-------------------------------------------------------------------------------- 7.3.4. Sampling plan----------------------------------------------------------------------------------------- 8. Scope of the study ----------------------------------------------------------------------------------- 9. Limitation----------------------------------------------------------------------------------------------

1 1 2 3 3 3 4 4 5 5 5 5 6 6 6 7 8 8 9 9 9 10 10 10 11 12 13 13

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Chapter Two: Organization Profile 1. Navana Group at a glance-------------------------------------------------------------------------- 2. Historical background------------------------------------------------------------------------------- 3. Corporate directory---------------------------------------------------------------------------------- 4. Global identity---------------------------------------------------------------------------------------- 4.1. Vision---------------------------------------------------------------------------------------------------- 4.2. Mission-------------------------------------------------------------------------------------------------- 4.3. Goal & objective-------------------------------------------------------------------------------------- 4.4. Philosophy--------------------------------------------------------------------------------------------- 4.5. Strategy------------------------------------------------------------------------------------------------- 5. Company profile-------------------------------------------------------------------------------------- 5.1. Toyota--------------------------------------------------------------------------------------------------- 5.2. Hino------------------------------------------------------------------------------------------------------ 5.3. Navana 3s center------------------------------------------------------------------------------------- 6. Current situation------------------------------------------------------------------------------------- 6.1. Current performance-------------------------------------------------------------------------------- 6.2. Corporate governance------------------------------------------------------------------------------ 6.3. Top management------------------------------------------------------------------------------------

14 16 17 18 18 18 19 19 19 20 21 21 21 23 23 23 26

Chapter Three: Organization Analysis 1. Organization design--------------------------------------------------------------------------------- 1.1. Hierarchy of leadership---------------------------------------------------------------------------- 1.2. Organizational structure--------------------------------------------------------------------------- 2. Departments of Navana limited------------------------------------------------------------------ 2.1. Marketing & sales------------------------------------------------------------------------------------ 2.2. Finance & accounts---------------------------------------------------------------------------------- 2.3. Operation---------------------------------------------------------------------------------------------- 2.4. Administration & HRD------------------------------------------------------------------------------- 3. Function of organization---------------------------------------------------------------------------- 4. Function of top management--------------------------------------------------------------------- 5. Function of executive management------------------------------------------------------------- 6. Marketing & sales department------------------------------------------------------------------- 6.1. Structure of marketing department------------------------------------------------------------- 6.2. Functions of marketing department------------------------------------------------------------- 6.2.1. Total marketing effort------------------------------------------------------------------------------- 6.2.2. Scope of marketing---------------------------------------------------------------------------------- 6.2.3. Marketing management---------------------------------------------------------------------------- 6.3. Marketing strategy----------------------------------------------------------------------------------- 6.4. Direct marketing practice-------------------------------------------------------------------------- 6.5. Development of marketing goal------------------------------------------------------------------ 7. Finance & accounts department----------------------------------------------------------------- 7.1. Capital structure-------------------------------------------------------------------------------------- 7.2. Dividend------------------------------------------------------------------------------------------------ 7.3. Inventories--------------------------------------------------------------------------------------------- 7.4. Cash and cash equivalent--------------------------------------------------------------------------

27 28 29 30 30 31 31 32 33 33 33 34 34 34 35 35 35 35 36 38 39 39 39 39 39

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7.5. Financial assets & Liabilities----------------------------------------------------------------------- 8. HRD & administration------------------------------------------------------------------------------- 8.1. Human Resource Management------------------------------------------------------------------- 8.2. HR Policy------------------------------------------------------------------------------------------------ 8.3. Structure of HR Department----------------------------------------------------------------------- 8.4. Selection Process------------------------------------------------------------------------------------- 8.4.1. Personal interview----------------------------------------------------------------------------------- 8.4.2. Aptitude test------------------------------------------------------------------------------------------ 8.4.3. Job simulation ---------------------------------------------------------------------------------------- 8.4.4. Reference check-------------------------------------------------------------------------------------- 8.5. Training system--------------------------------------------------------------------------------------- 8.5.1. Training model---------------------------------------------------------------------------------------- 8.5.2. Training method-------------------------------------------------------------------------------------- 8.6. Compensation system------------------------------------------------------------------------------- 8.6.1. External equity---------------------------------------------------------------------------------------- 8.6.2. Internal equity---------------------------------------------------------------------------------------- 8.6.3. Wage & salary----------------------------------------------------------------------------------------- 8.6.4. Pay increase------------------------------------------------------------------------------------------- 8.6.5. Bonus payments-------------------------------------------------------------------------------------- 8.6.6. Direct benefit------------------------------------------------------------------------------------------ 8.6.7. Indirect benefit--------------------------------------------------------------------------------------- 8.6.8. Professional development------------------------------------------------------------------------- 8.7. Career opportunity---------------------------------------------------------------------------------- 8.8. Economic development-----------------------------------------------------------------------------

40 41 41 41 42 42 42 43 44 44 45 45 46 47 48 48 48 49 50 50 51 51 52 52

Chapter Four: Actual task Part 1. My responsibility------------------------------------------------------------------------------------- 1.1. Finance & Accounts---------------------------------------------------------------------------------- 1.2. Marketing---------------------------------------------------------------------------------------------- 1.3. Management Information System--------------------------------------------------------------- 1.4. HRD------------------------------------------------------------------------------------------------------ 2. My experience----------------------------------------------------------------------------------------

53 53 53 53 53 54

Chapter Five: Research Part 1. Hypothesis testing----------------------------------------------------------------------------------- 2. Findings------------------------------------------------------------------------------------------------- 3. Recommendation------------------------------------------------------------------------------------

55 71 72

Ending Part

Conclusion Reference Appendix

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List of Figure

1. Conceptual Diagram of Dependent and Independent Variables 5

2. Model of Hypothesis 9

3. Flow of Stratified Sampling 12

4. Branches of Navana Limited 20

5. Leadership Hierarchy of Navana Limited 28

6. Supervisory Structure of Navana 3S Center 29

7. Departments of Navana Limited 30

8. Structure of Marketing Department 34

9. Structure of HR Department 42

10. Model of Training Program 45

11. Disagree regarding Company Issue, can not be characterized as troublemaker. 56

12. Disagree regarding Company Issue, can not suffer negative consequences. 57

13. Disagree regarding Company Issue, can not be perceived as lack of loyalty. 58

14. Supervisor handles conflicts well among the colleagues. 59

15. Supervisor asks for criticism from his/her colleagues. 60

16. Supervisor considers opinion or disagreements as something useful. 61

17. Supervisor pays attention to what his/her partners say. 62

18. Organizational changes are communicated adequately to the employees. 63

19. The Company keeps employees informed regarding its mission, plans and progress. 64

20. Exchange of knowledge and experiences among employees is systematic. 65

21. Communication with colleagues from other departments is Satisfactory. 66

22. Employee can easily express disagreements to managers regarding company issues. 67

23. Employee can easily express disagreements to managers regarding department’s issues. 68

24. 24. Employee can easily express disagreements to managers regarding their job. 69

25. Employee express disagreements to managers regarding issues related to job satisfaction. 70

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List of Table

Table 1: Schedule of Research Time

4

Table 2: Profile of Navana Limited

20

Table 3: Profile of Navana 3S Center

21

Table 4: Courses of Management Workshop

27

Table 5: Summary of Divisional structure in Navana Limited

46

Table 6: Summary of Responses

55

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Executive Summery

One name stands out in the corporate world of Bangladesh, and that is Navana Group. The path of success for Navana Group has been polished by the efficient and dedicated workforce. But the thrust of triumph has made the Navana Group to look beyond the employees discomfort in the job environment. The employees tend to be content to own self or absorb the silence behavior when the much needed understanding and support is not available from the top manager and also form the supervisor. And also when the communication opportunities are not appropriate than the employees tend to remain within themselves. Thus the sharing of knowledge, expressing own ideas and arguing the top level decisions seems to dilute from the employees character. Employees are regarded as major sources of change, creativity, learning and innovation, which are critical factors to the success of organizations. However, many employees choose not to voice their opinions and concerns about matters in their organizations. While in a changing world, organizations need for employees assessing employees’ who express their ideas, who are responsive to the contribution of the challenges of the environment, who are not afraid to share information and knowledge, who can stand up for their own and their team beliefs. An individual expresses more on organizational commitment when he/she possesses higher level of responsibility and independence in his/her job and the job is not repetitive. In the contrary, lower job opportunities leads into more job-related tensions and ambiguities as well as tendency to show lower commitment level. Top management is very important part of corporate business. It is so important to develop a strong top management for keeping the pace of growth stable. Navana Limited got a team of dedicated management team who are always keen to achieve the mission vision of the company. The Managing Director heads the Executive Management, the MD who has been delegated necessary and adequate authority by the Board of Directors. The Executive Management operates through further delegations of authority at every echelon of the line management. Navana Group operated their business globally. Navana Group has the great opportunities turn into as a multinational Company within 2025. As a brunch office of Navana Group, Navana Limited runs their activities successfully throughout the Bangladesh. Top management is very important part of corporate business of Navana Limited. It is so important to develop a strong top management for keeping the pace of growth stable. Navana Limited got a team of dedicated management team who are always keen to achieve the mission vision of the company. The Managing Director heads the Executive Management, the MD who has been delegated necessary and adequate authority by the Board of Directors. The Executive Management operates through further delegations of authority at every echelon of the line management. Finance & Accounts department helps a Company to manage properly. A company's accounts records held on an accounts ledger give the detailed description about its profits and losses in a cash spread sheet format. Human Resources Development is focused on recruitment and in-house training for both on the job and off the industry staff members through the company HR police. Navana Group they are through the different type of training for different sector. They are provide Academic training usual Practical also. Training for those are official staff of Navana Limited. They are getting different type of training by HR department. In addition to supporting employee’s pursuit of training and development opportunities, an organization should also consider how it will support its employee’s career development. Supporting an employee’s pursuit of their career goals and possible advancement into more responsible positions in the organization not only benefits the employee but

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also the organization as the employee can move into roles that enable them to deliver their greatest value to the organization. The marketing department of the Navana Limited operates their cogent and coherent activities which enable them to monitor value chain including target marketing, value innovation, value pricing, value proposition and value distribution, resulting in systematic improvement of the organization. Navana Limited generally practices purely centralized marketing operations. Marketing as a concept is the same in product and service industry. There is a product or service - one section produces it and the other consumes it. Marketing is interplay between producers and consumers.” However, the difference comes in marketing tangible and intangible products. While products that can be seen, felt, touched and tasted are tangible, the products that are based on post-sale experience are intangible. However, one-to-one approach also appeals strongly to corporate buyers, because company can so easily preconfigured each battery to precise requirements. As a result, a notable portion of sales now come from large corporate, government and institutional buyers. NL growth & financial performance continue to differentiate the company from competitors. At the heart of that performance NL use unique direct marketing model. Direct refers to the company’s relationships with its customers. There are no retailers or other resellers adding unnecessary time and cost, or diminishing a company understands of customer expectations. It involves the responsibility of ensuring that production operations are efficient in terms of using as large resources as needed, and effective in terms of preparing goods requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods and/or services).The researcher of the current study hunched a presence of employees silence behavior and conducted this study to rectify whether the top managers, supervisors attitude and communication opportunities has any relationship with employees silence behavior or not. With pre tested questioner, a survey was conducted as hundred employees of NL were the respondents. The analysis of the data showed that top managers and supervisors attitude has a positive and significant relationship with Employee Silence Behavior. The findings of the study will be guideline for the future research in the same context and also as it is done for the first time in Bangladesh, the theoretical aspect also will be enriched. The finding of the current research will also provide Navana Group to manage its job environment accordingly to the reputation of the organization. Navana Limited plays a vital role for the economic development of Bangladesh. Navana Limited believes youth is the best period to contribute the economic development. For that reason Navana Limited, provide the opportunity to the university students to develop themselves. The company’s HR department appoints student and train up. On the other hand there are many opportunity to learn organizational corporate activities for other people who seeking job. They can make themselves a quality human resource to find the huge job opportunity in job sector. As well as it reduces the unemployment problem. Since the beginning of the operation in Bangladesh the NAVANA LIMITED has shown their creditability and efficiency in the local business sector. The capability of future forecasting and turning the threats in to opportunities has made their business in the position in where they are now. And all this has been possible because of management’s affective handling and the enthusiasm of courageous employees.

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http://en.wikipedia.org/wiki/Efficiency

http://en.wikipedia.org/wiki/Effective

Navana Limited

Chapter 1: Introductory Part

1. Introduction 2. Origin of the Report 3. Objective of the Study 4. Problem Statement 5. Significance of the Study 6. Research Timeline 7. Research Plan 8. Scope of the Study 9. Limitation

Overview of Navana Group Project Part: Organization Silence behavior in Navana Limited.

Overview of Navana Group Organizational Silence Behavior in Navana limited

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1. Introduction

The organizations of the 21st century are getting veracious day by day. The competition among the organizations of particular industries has brought color on the economical sector of Bangladesh. The past 20 years have seen vast and unprecedented changes in all the major economies. These changes have been well documented and embrace the widespread adoption of information technologies, deregulation of both product and labor markets, and ascendancy of service industries and growing global competition for the provision of goods and services. Continuous changes in product and service markets combined with tightening quality demands require employers to seek more efficient and flexible means of production. An organization employees’ decision for withholding their opinions result in creating of organizational silence phenomenon- A phenomenon that lead to difficulties like an increase in a level of job dissatisfaction and a decrease in a level of organizational commitment (a).

Employees are regarded as major sources of change, creativity, learning and innovation, which are critical factors to the success of organizations. However, many employees choose not to voice their opinions and concerns about matters in their organizations. While in a changing world, organizations need for employees assessing employees’ who express their ideas, who are responsive to the contribution of the challenges of the environment, who are not afraid to share information and knowledge, who can stand up for their own and their team beliefs (e).

In Fact a silence climate in organizations can be as opposed to desirable outputs like employees’ job satisfaction and commitment to their organizations Organizational commitment is an important attitude in assessing employees’ intention to quit and the overall contribution of the employee to the organization. Organizational commitment is a variable which can be both independent and dependent, simultaneity. In fact, organizational commitment not only affects other variables but also touch by them.

Organizational Silence: Not only does silence mean not speaking, but it also means not writing, not being present, not being heard and being ignored. Further, silencing can refer to “quieting . . . censorship, suppression, marginalization, trivialization, exclusion and other forms of discounting [2]. Pinder and Harlos conceptualize employee silence as involving the withholding of ‘genuine’ expressions about organizational circumstances by certain organizational members from those who are in a position to change those circumstances [1]. Morrison and Milliken argue that organizational silence is the term used to refer to the collective-level phenomenon of doing or saying very little in response to significant problems or issues facing an organization or industry because of negative reactions [2]. In fact, when most of employees prefer to keep silence about organizational matters, silence becomes a collective behavior that is called organizational Silence.

In fact, organizational silence is an inefficient process which can waste all organizational efforts and may take various forms, such as collective silence in meetings, low levels of participation in suggestion schemes, low levels of collective voice and so forth [1].

Employees’ silence is so dangerous for organizations because it leads to indifference among some employees during the time. Indifferent employees are individuals who are Indifferent toward their work, their employers, quality of their work and totally, their organization [1]. Indifferent employees

Navana-Toyota 3S Center | Navana Limited Kazi Shamiul Kabir


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who are often the result of ignoring people’s silence, cause extension of “be Indifferent” attitude. Extension of this attitude hurt both employees and organizations

Organizational Commitment: Commitment is studied in a broad scope. Several initial studies and some important researches in organizational literature behavior points out employees' commitment to employer called as organizational commitment and it is defined as a profound belief on organizational aims and values and propensity to do a remarkable attempt for organization and a powerful demand for the continuance of membership in the organization [2]. There are two insights on organizational commitment. The first one considers commitment as an affective issue or view. According to this theory, people recognize their identity through organization and are committed to retain their organizational commitment in order to pursue their aims. In the second attitude, it is believed that commitment is a behavioral issue. According to it, individuals have powerful commitment to organization in certain conditions. On this basis, individuals stay in organization and committed to it due to their investments [2]. Organizational commitment has a critical impact on organizational performance [2].

In fact, individuals with high organizational commitment show three characteristics:

• They accept organizational aims and values in high levels. • They seriously tend to attempt on achieving organizational goals.

• They are highly interested in staying and continuing their work in the organization [1]

An individual expresses more on organizational commitment when he/she possesses higher level of responsibility and independence in his/her job and the job is not repetitive. In the contrary, lower job opportunities leads into more job-related tensions and ambiguities as well as tendency to show lower commitment level.

Navana Group split away in December 1995 form Islam Group after the death of its founder and main architect, the most honorable Mr. Jahurul Islam. Under the pragmatic chairmanship of honorable Mr. Shafiul Islam (Kamal) Navana Group has diversified its activities and within a short span of time this group has become one of the largest and prestigious business groups of Bangladesh. Navana Group comprises of a number of companies which have achieved reputation in the respective avenues.

But as NAVANA is the leading organization in the Bangladesh, the working environment regarding to the co workers attitude and behavior, has forced the researcher to investigate why employees of NAVANA are thriving the lack of collaboration, the bureaucracy of top management, line manager’s different perceptions, lack of proper communication opportunities and thus the unwillingness to share the knowledge. Thus the researcher wants to identify whether there is any relationship among the top management attitudes, supervisor’s attitudes, communication opportunities and employees silence behavior (a).



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2. Origin of the Report

This report is prepared based on the Internship program in NAVANA Limited at Human Resource Management department, as a partial requirement of the BBA program. It’s a nine credit hours course to complete the BBA program in the College of Business Administration (CBA) at the IUBAT (International University of Business Agriculture and Technology). This report has been prepared under the direct supervision of Md. Jahidul Islam, Faculty (IUBAT).

I was assigned to the Navana Toyota 3S center Branch of Navana Group I started the internship there from January 10 – April 15, 2013 under Md. Iftakhar Rahman , Assistance Manager (Accounts), and second I worked under the Syed Azazur Rahman, deputy manager (Group HR & Admin) Navana Toyota 3S center, Tejgaon Industrial Area, Branch, of Navana Group.

3. Objective of the Study

Broad Objective

The broad objective of this report is to analyze the organizational behavior and know its effects within the workgroup of Navana.

Specific Objective

• To identify the perceived lack of NAVANA’s top management openness attitude.

• To identify the perceived lack of NAVANA’s supervisor’s openness attitude. • To identify extent of NAVANA’s employee silence behavior.

• The relationship of communication opportunities to the employees silence behavior.

4. Problem Statement

The thrust of having competitive edge is enormous from the last few decades. Thus, the want from each and every tool of organization, has never been higher. The employees are the ones who are been asked most by the organization to smooth the path. The employees are getting more pressure by the organization to be more preemptive, much more creative, initiator, more responsibilities. These all qualities are getting more precious to meet the desired outcome. As the employees are been asked for various qualities from various sectors, the dependency within the employees has became more required. But the fear among the employees to incorporate their knowledge with the top level employees and also to seek acquaintance from the top managers has paused the organization into the silent factor. The “silo” perceptions of the employees have forced them to handle their own functional areas, ignoring the difficult interaction between the silos which is mentioned by Maria and Dimitris. The researcher also mentioned that some managers have lived for so long in environments where fear, terrorization and quiet are the norms, that they cannot picture a substitute way of operating and performing. Morrison Elizabeth and Milliken Frances (2000) introduced the notion and offered a replica identifying its main mechanism and demonstrating that organizational silence is a collectively constructed phenomenon that is created at an organizational level and affected by much organizational individuality.



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The requirement of association, the negligence of top management, managers unlike perceptions, communication gap may cause an organization to shatter. Thus the picture may take place in Navana. Here the employees unwillingness to acknowledge colleagues, welcoming newcomers, feeling free to communicate with the top level management, clearing confusion with the supervisors, providing new ideas and criticizing existing ones, has become a common practice on Navana. And again these limitations are also hurting the job satisfaction of the employees and creating a puffing environment for the new comers. And also the organization success and the flawless path have been largely depending on the environment where employees can share, collaborate their different knowledge with each other. But as the cultural difference, the lack of collaboration, the bureaucracy of top management, line manager’s different perceptions, lack of proper communication opportunities and so forth are hampering the much needed knowledge sharing and thus creating the organizational silence barrier.

5. Significance of the Study

This study is important because from this analysis readers can be known well about Navana Limited and activities under Navana Group its problem and opportunities. All these information, which are included in this report, will help the management to identify various scopes and limitations of Executive Decision. This study deals with the department of HR. This study will also focus a concrete idea about the efficiency of the management of Navana Limited. Navana Group management also can be using the information of my observation for their managerial decision if needed.

6. Research Timeline

Accomplished Task End Time Research Proposal Writing January 25 Literature Review February 05

Development of conceptual framework February 20 Data collection procedure March 05 Data analysis and interpretation of the findings March 25 Final redraft of complete manuscript. March 28

Submission of research paper April 10 Table 1: Schedule of Research Time



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7. Research Plan

7.1 Literature Review 7.1.1 Conceptual Framework

7.1.2 Supervisor’s Attitude

Supervisor’s behavior affects various aspects of an employee’s work behavior due to the power that supervisor hold over employee outcomes and due to proximal nature of the supervisor subordinate relationship and also supervisors affect their followers’ self-concept (1). And, therewith, their self categorization and on the flip side Employees have to cooperate with their team members and their supervisors to keep the organization running. When a culture of silence exists organizational members are trapped in a noticeable contradiction where most of the employees know the truth about certain issues and problems within the organization but cannot build up the strength to speak that truth to their supervisors. Supervisors feel defensive and fear the idea that own performance may not be always sufficient and that the salaries cannot be justified. As a result, supervisors scheme the blame of any problems away from themselves and prefer to negatively comment to the subordinate’s behavior, unclear goals or organizational inefficiencies. This type of behavior creates a ‘‘micro’’ silence environment where employees cannot have confidence that their supervisors will not punish them directly or indirectly for enlightening mistakes or for questioning their function to the process. Furthermore a supervisor needs to be high transformational and supportive to establish a cohesive relationship between employees perception as it is low when employees perceive slightly negative if their supervisor as low transformational.

Top Management

Attitudes

Supervisor

Attitude

Communication

Opportunity

Employee Silence Behavior

Organization Commitment

Perceived Silence Climate

Figure 1: Conceptual Diagram of Dependent and Independent Variables



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7.1.3 Top Manager’s Attitude

The role of top management is considered vital for the triumph of the organization by being as close to the subordinates as possible, since trust in top management can reduce feelings of uncertainty and unfounded fears. On the other side employees can become frustrated and express their opinions aggressively to ineffective audiences across the organization. But if the top managers become reluctant to share their mistakes, ask for help from their peers or subordinates and admit that somebody else’s solution may work better (1). Managerial actions, behaviors, and procedures affect employees’ attitudes and trust in their managers. Managers must understand that employees are losing the old way of doing things within the organization and are now being told to adopt a new system, culture which calls for better and much attachment with the subordinates. Managers also have to understand that employees become information junkies, without which they go through extraction, eventually manufacturing it themselves. On the other hand Managers might make employment more attractive and fulfilling by promoting an atmosphere of trust. Organizations desire to create an atmosphere where managers and employees are willing to interact with each other, and to promote situations where trust is the glue that binds them together. And to avoid the consequence Managers should always be cognizant of the fact that whatever an employee may say, even in casual conversation, can create a rumor that will be more difficult to defuse than if that remark had never been made in the first place.

7.1.4 Communication Opportunities

Communication involves the use of verbal and nonverbal signs and symbols to produce understanding. However, true communication is difficult to achieve since the communication process faces numerous potential obstacles. Organizational communication generates the big picture for employees, helping them understand the role of the self within the organizational system. Communication opportunities here are related to openness and trust in communication, information sharing, perceived feelings of having a voice and being taken seriously. Many researches in the past have shown that, when communication opportunities exist and communication channels are open, there is involvement in decision making. Active participation in discussions about organizational issues and trust in management is increased. Again Employees’ innovative behavior depends greatly on their interaction with others in the workplace (1). Communication was important to make employees less resistant to change. This indicates that the initiative for communication must come from top management and that it should be continuous throughout the job time period. So Communications must be perceived as credible by employees. Thus the Lack of Communication can threaten a common orientation to organizational goals.

7.1.5 Employees Silence Behavior

Maria and Dimitris mentioned that there are powerful norms and defensive routines within organizations that often prevent employees from saying what they feel or know. Employees can be seen as actors who must perform a repertoire of behaviors appropriate to the positions they hold in the organization. The performance of a firm is driven primarily by the daily behavior of its employees. Furthermore employees should be equipped with tools to help them deal productively with the concept of constant change, to develop new relationships, and to engender the support of



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new managers. Employees have to cooperate with their team members and their supervisors to keep the organization running. Cooperation can be referred as the contribution of individual effort, time and resources to interdependent tasks and actions that benefit the group or organization, in respect to this cooperative behavior of employees is seen as one of the most important success factors within modern organizations. This means that the behavior of employees can be expected to be influenced by the behavior of the supervisor and the behaviors of team members but when the needed support is not present the gloomy and much tighter environment exists as the part of employees silence behavior. Leaders should influence employees’ innovative behavior both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behavior. But on the other hand Employees can generate ideas by engaging in behaviors to explore opportunities, identify performance gaps or produce solutions for problems and the lack of proper hold form the upper management forces the employees to be disinclined to the situation.

As a result, employees see no point in speaking to an insensitive and uncaring supervisor and to an organization which fosters such reactions and behaviors. They also see no point in speaking up because no one wants to be characterized as ‘‘troublemaker’’ and suffers probable negative penalty affecting his/her professional life. Thus Employees are uncertain about what managers or supervisors expect from them and how to satisfy those expectations and as a result employees keep on nursing the silence pattern of their general behavior.

7.1.6 Relationship between Supervisor’s attitudes to the Employees silence behavior

The cooperative behavior between employee and supervisor is characterized by a norm of reciprocity and since employee and employee supervisor are qualitatively different relationships, we distinguish cooperative behavior to team members from cooperative behavior to the supervisor. Thus it generates the employee salience behavior. And also Cohesion among the employees is high when employees agree that they do not like their supervisor. This scenario exists when employees are faced with poor supervisory practices and creates a silo environment among the employees to communicate and to be content to own self. But the supervisors have the most affect on the employee’s psychological environment and working ability on job function.

Influence of personal and contextual factors at work on employee creativity and found that a supportive supervisory style is one of the drivers of excellent creative performance (1).When a culture of silence exists organizational members are jammed in an apparent contradiction in which most employees know the truth about certain issues and problems within the organization yet dare not speak that truth to their supervisors (2). And when the lack of support from the supervisor is present and employees are forced to deal with new team members and supervisors, employees may frequently develop fears of taking risks and/or raising sensitive subjects. They may adopt an ``us versus them'' thinking, and the ability and easiness to express the feelings and thoughts get more deemed into the self.

7.1.7 Relationship between Top manager’s attitudes to the Employees silence behavior

Relationship between employees and their managers is crucial for effective operation of the firm. The negative attitude by the top management constitute the ‘‘macro’’ climate of silence. In many



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cases in the literature where the high cost of lack of openness is described ironically, managers do believe that they cheer employees to converse but in contrast, they employ informal tactics to silence dissent (1).

And when managers gave authority to their subordinates and provided them with a sense of responsibility, subordinates were aware of a positive innovation climate which let the subordinates to speak up and share information’s and reduces confusion with the managers. The quality of the relationship between a top level manager and follower influences outcomes such as subordinate satisfaction, supervisor and employees satisfaction, performance, commitment, role conflict, role clarity and turnover intentions this positive relationship exists as managers and line employees have different backgrounds, educational levels, and job responsibilities which, in turn, may lead them to view the social and organizational setting in different ways. In turn, such differences could lead them to have very different perceptions of and reactions and for this Managers must not be surprised when they witness some ``overreaction''. And if the negative vibration is given from the manager’s side the silence emerges on the employee’s side. Manager’s fear of negative criticism, manager’s contained viewpoint regarding human nature such as the belief that people are lazy by character, certain individuality of managers such as financial background or organizational culture and so forth donate to the construction and expansion of silence in organizations.

Moreover, the perception of a transformational style of leadership and the perception of a management by exception active style of leadership by the employees were positively related.

7.1.8 Relationship between Communication opportunities to the Employees silence behavior

Communication is a reflection of the organizational culture. Organizational communication was found to be positively correlated with organizational effectiveness. This lack of top down communication starts the rumor mill churning as employees become preoccupied with themselves, their incomes, and their careers, and also motivates the employees to be more silent in their behavior.

If organizational communication is not addressed, reduced productivity and employee absenteeism and turnover will result, leading ultimately to an unavoidable situation for the organization. And again delays in communication can result in employees feeling apprehensive and even hostile toward the top management’s decision. As the lack of communication leaves the employees with great uncertainty about the future, and the lack of full and frank communication usually lead to rumors and other informal communications, so communication helps to acknowledge multiple cultures within an organization and to facilitate the cooperation among the cultures.

Most important is that communication should be used to produce and negotiate their thoughts and ideas with the top management. If silence prevails, change is at risk since positive communication climate is needed in order to avoid distrust and suspicion.



9

7.2 Hypothesis Development

7.2.1 Hypothesized Model

Figure 2: Model of Hypothesis

7.2.2 List of Hypothesis • HA- Disagree regarding Company Issue, can be characterized as troublemaker.

• HA- Disagree regarding Company Issue, can suffer negative consequences.

• HA- Disagree regarding Company Issue, can be perceived as lack of loyalty.

• HA- Supervisor handles conflicts well among the colleagues.

• HA- Supervisor asks for criticism from his/her colleagues.

• HA- Supervisor considers opinion or disagreements as something useful.

• HA- Supervisor pays attention to what his/her partners say.

• HA- Organizational changes are communicated adequately to the employees.

• HA- The Company keeps employees informed regarding its mission, plans and progress.

• HA- Exchange of knowledge and experiences among employees is systematic and organized.

• HA- Communication with colleagues from other departments is Satisfactory.

• HA- Employee can easily express disagreements to managers regarding company issues.

• HA- Employee can easily express disagreements to managers regarding department’s issues.

• HA- Employee can easily express disagreements to managers regarding their job.

• HA- Employee can express disagreements to managers regarding issues related to job satisfaction.

Empliyee Silence

Behavior

Top Management

Attitude

Supervisor Attitude

Communication Opportunity



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1.1 Methodology

1.1.1 Data Sources

The researcher used both of primary and secondary data sources to complete study

Primary Data

Primary data was collected in three ways

• Observational: Fresh data gathered by direct observation with employees.

• Focus Group: Focus group is gathering six to ten people who are invited to spend few hours to

discuss.

• Survey: Survey is the best suited for descriptive research. The researcher has performed survey

in order to collect primary information. The researcher has used well structured and previously

used questionnaires and well established scales to collect and measure data. The respondents of

the survey were the employees of NAVANA Limited.

Secondary Data

Majority of the secondary data was obtained from the several Department of NAVANA Limited Annual reports and their credentials, their officials’ web sites, reports done on the agency sectors and information obtained from the Internet, augmented this report to take a comprehensive shape.

1.1.2 Research Approach

The questioner and the model of the research calls for the data from top level managers, supervisors and the lower level employees, so all the three categories of employees of NL were taken into consideration on order to collect data. This survey took place in the head office, Dhaka Main branch and Motijheel branch of NL. The survey was conducted for the period of two week, at the time before lunch the employees were asked to fill up the questionnaire as at that time employees are bit free regarding to the other portion of their office time. All the participants voluntarily took part in this study. If the participants wanted to depart, participants were free to do so at any time.



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1.1.3 Research Instruments

The researcher has conducted questioner survey to uphold the relationship of the variables in this study. Respondents were provided well structured, well defined and pre tested questionnaires. Questionnaire is a structured technique for data collection that consist of a series of questions that respondent will answer, it can be written or verbal. Questionnaire of this study was of closed ended Questions in written form. Questionnaires were used here because:

• Respondents can be easily instructed.

• Internet use is available for the respondents but as the questioner carries sensitive issues,

personal communication was needed for the trust purpose thus the questioner survey was

conducted in person.

• Data gathered through questionnaire are easy to put in quantitative analysis.

• Filling up questionnaire takes less time. Therefore, the respondents were not unenthusiastic

in providing accurate data.

This paper has followed the rational of Maria and Dimitris and Morrison and Milliken and who indicated that when an organization is characterized by silence, this is less a product of multiple, unconnected individual choices and more a product of forces within organization and forces stemming from management that systematically reinforce silence.

Following this work, the researchers has investigate climate silence consisting of three scale stop management attitudes to silence, supervisor’s attitudes to silence and communication opportunities and employee’s behaviors to silence. The Questionnaire has four sections to examine the relationship, the sections are the top management attitude, supervisor attitude, communication opportunities and employees silence behavior.

• Top management attitudes to silence measured by a three item scale from Q1 to Q3. There

is five point liker scale ranging from 1 ‘‘strongly disagree’’ to 5 ‘‘strongly agree’’.

• Supervisor’s attitudes to silence measured by a five item scale from Q4 to Q8. Five point liker

scale ranging from 1, ‘‘strongly disagree’’ to 5, ‘‘strongly agree’’.

• Communication opportunities were measured by a five item scale from Q9 to Q13. Five

point liker scale ranging from 1, ‘‘strongly disagree’’ to 5, ‘‘strongly agree’’.

• Employee’s behaviors to silence measured by a five item scale from Q14 to Q20. For the first

four items, answers ranged from 1 ‘‘Never’’ to 5 ‘‘Always’’. The answers for the last three

items ranged from 1 ‘‘with great difficulty’’ to 5 ‘‘very easily’’.



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1.1.4 Sampling Plan

The study was conducted only in Dhaka city due to time and budget constraints. The survey has included only the branch office, Navana-Toyota 3S center of Navana Limited. Reason behind is that the employees at branch were not willing to fill up the questionnaire as it requires 10 to 15 minutes, and also the researcher of the study had time constraints due to the internship program.

Sampling Unit

Population: Total number of employee (66). Element: Only those who are working in management of Navana-Toyota 3S Center. Time: Three Months.

The targeted population is the Navana employees. Hundred samples were collected from the targeted population. As there were no past study on this filed the number of sample is determined by the researcher. And the selection of element was conducted by the combination of judgment and convenience.

Sample Size

As the total population is 66 people had been selected. The whole population has been defined both male and female.

Sample Procedure

The Researcher has taken “Stratified Random Sampling” technique. This probability sampling technique has been selected by researcher because:

• To examine any relationship samples are most used practice.

• It cost less to examine the relationship than other procedures. • Response from the samples can be collected much faster.

• Sample method is more flexible and available to get information

Figure 3: Flow of Stratified Sampling

Stratified Sampling

Top level

6 Members

Supervisor Level

14 Members

Staff Level

30 Members



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8. Scope of the Study

As I was sent to the Navana Group, Navana Toyota 3s Center Tejgaon Industrial Area, Brach, the scope of the study is related with other Branch also. The report covers its overall department wise function, structure and performance. The report also covers the topic “Employee silence behavior in Navana Limited.”

To conduct a study on what is other’s Company concept (Navana Limited) (Production & services) I have gathered valuable information from IUBAT library &Navana Group Limited. I have also got some information from web site.

9. Limitations

The clear presentation of the limitation of the study upholds the validity of the research to the reader. There are few limitations in this study. First of all the research took place in the context of NAVANA but the respondents were collected from the head office and from only two branch due to the time and budget limitation, so the result does not explain the scenario of the whole bank.

Secondly the data were collected by using convenience sampling method, but the probability sampling is recommended and applicable for such research. In the absence of early research and availability of population parameter researchers could not design a sample plan. Thus probability sampling was not adopted but this has its impact on the findings of the study.

The questionnaire did not have any demographic information; Due to this the further feedback of correction was not able to be conducted. As the current research is all about the employee’s perception about the upper level management, so present of demographic section in the questionnaire would hamper the response from the respondent. The researcher of the study only took few independent variable to explain the dependent variable but to explain such dependent variable as employees silence behavior more dimensions are needed. The existing empirical research has treated silence behavior as one variable which is a quite incomplete approach to silence behavior. This concept needs to be analyzed and measured using more proportions.


Navana Limited

Chapter 2: Organization Profile

1 History 2 Vision 3 Mission 4 Objective 5 Philosophy 6 Strategy 7 Profile of Navana 8 Current Situation 9 Organ Gram of Navana



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1. Navana Group at a Glance

Navana Group split away in December 1995 form Islam Group after the death of its founder and main architect, the most honorable Mr. Jahurul Islam. Under the pragmatic chairmanship of honorable Mr. Shafiul Islam (Kamal) Navana Group has diversified its activities and within a short span of time this group has become one of the largest and prestigious business groups of Bangladesh. Navana Group comprises of a number of companies which have achieved reputation in the respective avenues.

NAVANA Limited

The flagship company of Navana group was established in 1964 under a exclusive distributorship agreement with TOYOTA, Japan to market TOYOTA cars in the then East Pakistan and have been successfully marketing TOYOTA vehicles in our market till today. Navana Limited is also marketing HINO vehicles of JAAPAN IN Bangladesh under a Sole Agency-ship agreement for more than a decade and representing GOOD YEAR tires as exclusive distributorship since 1977. This company has several show rooms and sales offices in main cities and many service centers and part outlets in all over Bangladesh. In the recent years this company established a CNG conversion unit with technical collaborations of Landirenzo Spa and SAFE Srl, Italy.

Aftab Automobiles Limited

The only vehicle assembling Company in the private sector of Bangladesh has been listed in the Dhaka Stock Exchange in 1987. The company has been successfully assembling TOYOTA & HINO vehicles for Bangladesh market since 1982, recently launched Hino-Minibus. This company has gone through an extensive BMRE and as a result of that Paints and Battery units were established. Those units already started production to meet up the demand of quality Paints and Battery in home and abroad. Besides this, the company manufactures Office home and hospital furniture for local market.

NAVANA construction limited

Came into being with a group of highly qualified engineers having long experience in various projects and earned good reputation both in home and abroad. The company is, at present working on some projects of Bangladesh Army, PWD, WASA, LGED, PDB, RHD, EPZ and also associating with different multinational and foreign construction companies in various projects in Bangladesh.

NAVANA Real-Estate Limited

Was established in 1996 to cater to the Boom in Real Estate Development in Bangladesh and now engaged in a number of commercial-cum-residential high rises building projects like Shop and office space in the posh areas of the city incorporating the state of the art technology in construction. The company is engaged in Selling Apartments and Land to ensure middle and high income people to make their own residence.



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NAVANA Computer & Technologies Ltd.

NAVANA computer & Technologies Ltd. having an extensive service network and excellent team of sales & Services personnel are distributing one of the world famous brands in our region with success and satisfaction of the customer and it is one of the leading companies in Bangladesh. Within 2 years of its establishment it has already taken a substantial market share. It is also authorized reseller for Gateway & NEC brand computer and accessories and HP products. Beside above, the company is already assembling and marketing its own brand.

NAVANA Interlinks Ltd

Came into existence with a strong entity in the specialized areas of Power, water & telecommunication sector, civil aviation, railway, engineering & chemical sector, agro division (seeds, fertilizer and pesticides), has capable workforce and considerable experience. Involvement in supply and marketing of security equipment, power & telecom products, seeds, fertilizer and pesticides is presently being expanded. It is also involved in Turnkey Projects.

Biponon Limited

A separate trading and marketing wing of Navana group, which is engaged in marketing of wide range of medical / hospital equipments, medical accessories and consumables along with scientific equipment in collaboration with our associated companies with success and satisfaction to our valued customers both government and private sector. It has professional sales people capable to execute modern sales policies along with qualified trained Engineers to render after sales service of the equipment supplied. A sophisticated servicing center equipped with modern tools has been set up to ensure fastest & quickest possible service to the customers.

NAVANA Taxi Cab Co. Ltd.

To reduce air pollution and support public transport users Navana group, has introduced this company. The cab of this company has already drawn attention among the customers and passengers due to its renowned Brand “TOYOTA”

NAVANA Electronics Ltd.

NAVANA electronics ltd. was formed with full facilities to manufacture AVR (Automatic Voltage Regulator), IPS, UPS, Battery Charger, Laptop Inverter, Solar Power system etc. Our branded equipment with high quality and low price gained its place in the market.

NAVANA Textiles Ltd.

Navana Textile Ltd. A new venture of Navana Group of Companies is going to set-up a composite textile mill comprising Acrylic Spinning unit, Yarn-dyeing unit (both acrylic & cotton) & a Sweater unit (Knitting, stitching, washing & finishing). Initially this complete sweater unit will start with 500 machines capable of producing 125,000pcs per month and generate employment opportunities of 1200 persons (approx).



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2. Historical Background

NAVANA GROUP (previously Islam Group) was established in 1964 by the then Group’s founder Mr. Jahurul Islam and had an auspicious step into the business under an exclusive distributorship agreement with TOYOTA of Japan to market Toyota cars in the then East Pakistan. It was indeed a great honor for our the then Chairman Mr. Jahurul Islam and the Vice Chairman Mr. Shafiul Islam Kamal (now Chairman of NAVANA GROUP) who are entrusted in the business community as pioneer in the business arena of the country. Due to the dynamic leadership of the key figure of the Group, with a short span of five years, Toyota Corona, nicknamed the “Miracle Car” captured 80 percent of the 1300-1500 cc Volkswagen, Opel, Hillman, Austin, Morris etc. This was a tremendous marketing achievement set forth by NAVANA, Toyota is still enjoying.

As an outcome of NAVANA’s pragmatic marketing strategies and huge efforts Toyota Car’s resale value has been reached the highest level in Bangladesh compared to that in other countries which has been appeared as major factor influencing customer’s buying decision in favor of Toyota. The market subsequently and till today associated with the name of Toyota as symbol of reliability, durability and quality.

In the later years the Group has entered into an exclusive distributor franchise with HINO Motors of Japan and as a result of the dynamic leadership of the Group’s Chairman and with a team of experienced marketing experts the HINO brand has been able to attain a significant market share in our heavy transport sector and now HINO is the symbol of prestige.

In the marketing front the group is enjoying a tremendous success in marketing of world reputed brand Good Year in Automobile Tyre Sector. Good Year Tyre has been able to gain a significant amount of market share and recently it has been the Market Leader in commercial tyre segment. This has been possible due to the Group’s excellent reputation, marketing strategies and due efforts.

In August 1981, the Group set up Aftab Automobiles Ltd. to assemble Toyota and Hino vehicles for the Bangladesh market. Aftab Automobiles Ltd. is the largest private sector automobile assembling plant in Bangladesh. Aftab Automobiles Ltd. became a listed company on the Dhaka Stock Exchange in 1987.

In the subsequent year Navana Limited entered into a distributorship franchise with Wino Motors to market Hino Bus in our transport sector. Due to the proper marketing strategy and strong capability of our management Hino Bus has become a prestigious name in the transport arena of Bangladesh with a remarkable share in the market of buses & trucks.

In 1976 Navana Limited was entrusted with the exclusive distributor of Goodyear Tyres for Bangladesh market and for obvious reason now the Goodyear is the market leader.

Over the years NAVANA GROUP, with the dynamic leadership of Mr. Shafiul Islam–Chairman, has established itself as one of the leading and fastest growing Group of companies in Bangladesh. And more diversification is awaited in the different sectors.



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3. Corporate Directory:

GROUP COMPANIES:

• Navana Limited o Toyota o Hino o Navana-Toyota 3S Center

• Aftab Automobiles Ltd. o (Automobile Assembling Unit) o Aftab Automobiles Ltd. (Paint Unit) o Aftab Automobiles Ltd. (Battery Unit) o Aftab Automobiles Ltd. (Furniture Unit)

• Navana Limited (CNG Unit)

• Navana Real Estate Ltd. • Navana Construction Ltd. • Navana Computers & Technologies Ltd.

• Biponon Ltd. • Navana Interlinks Ltd. • Navana Taxi Cab Co. Ltd.

• Navana Electronics Ltd. • Navana Distributions Ltd.

• Navana Textiles Ltd. • Navana Aviation Ltd.

Related Activities:

• Automobile Assembling • Automobile Manufacturing

• Paint Manufacturing, Marketing & Sales • Battery Manufacturing, Marketing & Sales • Automobile Marketing & Sales

• Real Estate Development • Construction • Computer Hardware & Accessories

• Trading • Project Marketing

• Taxi Cab Sales & Marketing • IPS, UPS, Stabilizer • Manufacturing, Sales & Marketing

• Medical & Scientific Equipment Sales & Marketing



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Bankers

• IFIC Bank Ltd. • Agrani Bank Ltd.

• Pubali Bank Ltd. • Sonali Bank Ltd. • Muslim Commercial Bank Ltd.

• Dutch Bangla Bank Ltd. • National Bank Ltd.

• Arab Bangladesh Bank Ltd. • Standard Chartered Bank Ltd. • The City Bank Limited

• Prime Bank Limited • Eastern Bank Ltd.

Turnover

• 2002-03 = US$ 25.04 million (Approx.) • 2003-04 = US$ 40.28 million (Approx.)

• 2904-05 = US$ 54.79 million (Approx.) • 2005-06 = US$ 59.00 million (Approx.) • 2006-07 = US$ 64.00 million (Approx.)

• 2007-08 = US$ 78.09 million (Approx.) • 2008-09 = US$ 87.50 million (Approx.)

• 2009-10 = US$ 102.70 million (Approx) • 2010-11 = US $ 110.09 million (Approx) • 2011-12 = US $ 126.40 million (Approx)

4. Global Identity 4.1. Vision

The vision of Navana Group is to Build long lasting relationships & conduct business with honor and integrity.

4.2. Mission

• To provide the good product and service all over the country.

• To utilize optimum resources through good strategy for batter service • To save the Environments pollution by using the modern technology • Navana Batteries Company wants to spread all over the world for give product and service

to their customer • Build a lean organization and become a global entity.



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4.3. Goal & Objectives

To spread the business all over the world by provide the product and service to the customer. In addition, the others relevant objectives are:

• To be market leaders in high quality products and services.

• Active excellence in customer service through providing him most modern and Advance state of art technology in the different way.

• To provide credit facilities to the small and medium size entrepreneur located in urban and sub urban area and easily accessible by our branches.

• To reduce wastage of the company.

• To make the customer satisfaction.

• To develop the market on local area and give facilities to employee.

• To inspire for undertaking small projects for creation employment through income.

4.4. Philosophy

• Excellence in service.

• Quality performance.

• Product innovations

4.5. Strategy The corporate strategy focuses on achieving the optimum balance in organizational workflow and processes. The dynamic environment in which Navana operate impels to remain poised for the unexpected as competitive pressures amount. Consequently business process reengineering and bench marketing remain notable guidelines for strategic development. This requires flexibility in operations, as well as management thinking. Also quality control in all of operations remains an area of focus. Information technology remains an indispensable tool to empower more effective decision making and streamline workflow



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5. Company Profile:

Name of Company Navana Limited Established Year 1964 Corporate Logo

Founder Late Jahurul Islam

Legal Form A sister concern of Navana Group in Bangladesh and registered with Joint Stock Companies and Firms as a public company limited by shares.

Listing Status Listed with Dhaka stock Exchange Ltd. (DSE) and Chittagong stock Exchange Ltd. CSE In 1987 $1994 Respectively

Key Personnel Mr. J. A. Naser - Director (Toyota Sales) Mr. Nur Mohammad - Operative Director (Hino Sales) Mr. Habibur Rahman - General Manager (F&A)

Auditors M. M. Rahman & Co. M. Obidr Rahman Name of Chairman Mr. Shafiul Islam

Name of Managing Director Mr. Shafiul Islam Human Resources 500

Head Office Islam Chamber ( 4th floor) 125/A, Motijheel C/A, Dhaka-1000. Tel 9552212, Fax 9566324.

Web address www.navana.com Table 2: Profile of Navana Limited

NAVANA GROUP takes the opportunity to introduce Navana Limited as one of the leading & largest private sector entrepreneur in Bangladesh. The company NAVANA LIMITED under the flagship company of NAVANA GROUP (previously ISLAM GROUP) was established in 1964. NL had an auspicious step in the business under an exclusive distributorship agreement with TOYOTA of Japan and later HINO MOTORS LTD. Japan to explore market TOYOTA & HINO products in Bangladesh.

In August 1981 NL Group set up Aftab Automobiles Ltd. to assemble Toyota and Hino vehicles for Bangladesh market. Aftab Automobiles Ltd. is the largest private sector Automobile Assembling plant in Bangladesh. NAVANA GROUP has as many as 15 (Fifteen) sister concern like, Navana CNG Ltd., Navana Textiles Ltd., Navana Distributions Ltd., Navana Electronics Ltd., Navana Taxi Cab Co. Ltd., Navana Interlinks Ltd., Navana Real Estate Ltd., Navana Constructions Ltd., Bipanan Ltd., Navana Computers and Technologies Ltd. etc.

Navana consists of three branches:

Figure 4: Branches of Navana Limited

Navana Limited

Toyota Hino Navana 3S Center


http://www.navana.com/


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5.1. Toyota

Navana Limited stands as the authorized distributor of Toyota cars in Bangladesh, so we have chosen them to make a successful marketing plan on Toyota cars. Toyota Motor Corporation is a multinational corporation headquartered in Japan. Today, Toyota is the world's third largest manufacturer of automobiles. Providing the most reliable automobile for its customer is the Toyota’s specialty. Toyota Motor Corporation recently celebrated its 70 years both as a carmaker and half a century of selling cars in America. In Bangladesh it is the most popular automobile company to the car user and it has almost 70% market share in our country. It is always interested to get the attention of the young generation, family people, working executives, service holders, business people, in one word all kind of people. “Its mission” is to predict consumer trends and create a lineup of cars and trucks to capitalize on them.

5.2. Hino

Navana Limited is the Sole Distributor of HINO vehicles in Bangladesh since 1978. Our sister concern Aftab Automobiles Limited import directly from Japan HINO brand Buses, Mini Buses, Trucks and other commercial vehicle in CKD condition. The entire components are brought directly from the Chittagong port to the assembling plant 'Aftab Automobiles Ltd.' where buses are assembled. Aftab Automobiles Limited is the first full facilities assembling plant in the country in Private Sector. 'HINO BX Model' Bus was the first bus introduced by Navana Limited in 1978.

Our Motto is 'Better Product Better Service' and our goal is 'To be the no. 1 commercial vehicle in the country'. Presently we have above 75% market share in Transport Sector in commercial vehicle and established the Brand name HINO is No. 1 in our country.

5.3. Navana 3S Center:

The service center of Navana Toyota 3S Center has been a trusted name for decades in the hearts of the customers in Bangladesh. Your experience in Navana Service Center is synonymous to quality, reliability and prestige. As a sole distributor of TOYOTA, We give our word to our customers ensuring the best quality service for their vehicles.

Nature of Business Repair of Motor Vehicles Number of Staff 63 Number of Workers 140 NOS Address Navana Toyota 3S Center

205-207, TEJGAON I/AREA, DHAKA-1208 Phone: 9890610. 9890289, 9890271, 9890334 Fax Numbers: 880-2-9885002 E-Mail: [email protected]

Date of incorporation April 2002 Table 3: Profile of Navana 3S Center


mailto:%[email protected]


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Facilities Available:

• Vehicle Was • General Repair / Engine Overhaul

• EFI Scan • Auto Transmission Fluid Change • Computerized Engine Analysis

• Hi-Tech Engine Analysis • Computerized Wheel Alignment & Balance

• Auto Air-conditioner Analysis & Repair • Pre-Delivery Inspection (PDI) & Performance Test • Emission Analysis

• Automatic Transmission & Transaxle Repair • Body & Paint Work • Chassis Alignment

• Mobile Workshop with Towing Facilities etc. • TOYOTA Genuine Parts

Navana 3S Center is directed targeting engineering servicing and repairing of Toyota Car vehicle. They also sell new imported Toyota car. They have three showrooms in different commercial places of city. All of them are controlled by Navana 3S Center. They also deal with original spare parts of Toyota car. The management motivated to 3 categorical product and service providing vision.

1. Sell: Navana 3S center Sell different brand new car. Toyota differ their product according to market segment. Navana Limited imports brand new car are made for South Asia segment. These cars are not reconditioned or second handed. Recently their new project is promoting Hybrid cars in Bangladesh with eco-balance.

2. Servicing: In the reason of only franchised company by Toyota in Bangladesh, Navana Limited has big opportunity to find broad servicing market scope. They have two plant- 3S center and 2S center. Their servicing staffs are well trained by Toyota. Their technology is controlled by Toyota engineering team.

3. Spare parts: In Bangladesh, Toyota Cars are topmost imported vehicle. But all Toyota cars are not suitable for traffic environment. Spare Parts Section of Navana 3S Center is the only spare parts dealer of original Toyota vehicle parts.

NL provides its Services with the Brand name of Navana. They have solid sophisticated brand reputation according to consumer perceptions. Most of the consumer associated Navana with concrete reputation and good brand. Being a well reputation Navana has strong financial support for carrying out marketing approaches. It’s a better advantage of Navana.

Well organization structure, management and skilled and expert human resources are strength of Navana 3S Center. They have maintained the right combination of talent, theoretical knowledge and practical experience.



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6. Current Situation

6.1. Current Performance

Now, we are keenly interested to expand our product line in Automobile sector which is our core business area. We have our full setup, Logistic support, expertise, financial strength to assemble CKD vehicles in Bangladesh. We may go for joint venture investment. We are showing our interest to have the exclusive agency of your products in CKD condition so as to enable us to utilize our existing facilities and expertise which we are doing for the last 03 (three) decades.

6.2. Corporate Governance

Corporate governance is the set of processes, customs, policies, laws, and institutions affecting the way a corporation (or company) is directed, administered or controlled. Corporate governance also includes the relationships among the many stakeholders involved and the goals for which the corporation is governed. The principal stakeholders are the shareholders, the board of directors, employees, customers, creditors, suppliers, and the community at large. Good corporate governance is the key to the integrity of corporations, financial institutions and markets, and central to the health of our economies and the stability.

List of Board of Directors:

Shafiul Islam Chairman & Managing Director

Born in 1949, Mr. Shafiul Islam Kamal, son of Late Alhaj Aftabuddin Ahmed, had his early education in science related subjects. He joined the Islam Group in 1968 to begin what was to become a successful career in the automotive as well as in construction, real estate business. In the early years, he gained valuable experience by being involved in the management of the Group's diverse business operations. He played a major role in establishing Navana as the premier car company in Bangladesh, and later, in setting up Aftab Automobiles. He was also responsible for the construction company named: Bengal Development Corporation (BDC) and he was directly responsible for the construction work of BDC in Middle East and from 1981 he was also taking care Eastern Housing Limited, then the largest real estate developing company in Bangladesh. In 1996, after the death of Mr. Jahurul Islam, the then Chairman of Islam Group, he separated from Islam Group with Navana Ltd. and Aftab Automobiles Ltd. and formed Navana Group. He has been the key person of the business of Islam Group and he was a person responsible to take care all problems and to maintain public relation with all the top politicians, bureaucrats, top military officials and other key persons.



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Saiful Islam Shumon Senior Vice Chairman Born in 1975, Mr. Saiful Islam (Shumon), son of Mr. Shafiul Islam Kamal, had his education in business related subjects from New Delhi University, India. While attending his university studies, Mr. Islam joined his father in Navana Group. He gained valuable experience by being involved in the management of the group diverse business operations. In 2000 Mr. Islam accepted the responsibilities of the management and operations of Navana Limited, a flagship company of Navana Groups. Since this time Mr. Saiful Islam has also contributed his experience and management skills to the operations of Navana Real Estate Limited, Navana Construction Limited and Navana CNG Ltd.

Sajedul Islam Vice Chairman Born in 1979, Mr. Sajedul Islam, second son of Mr. Shafiul Islam Kamal, returns from Boston University, USA, and joined Navana Group in 2003. His return to Bangladesh was much anticipated as assumed the leadership and management of Navana Group, Construction and Real Estate Division.

Sakhawat Hossain Director Born in 1935, Mr. Sakhawat Hossain, son of Late Alhaj Ahmmad Ali, graduated in commerce in 1953 and completed Course of Chartered Accountant in 1957. Joined Swissboring and worked 14 years and thereafter joined Islam Group as Director. Since 1996 actively engaged and looking after Navana Real Estate business. He has expertise in Finance and Project Management.

Md. Shahidullah Director Born in 1951, Mr. Md. Shahidullah, son of Alhaj Aftab Uddin Ahmed completed his B.Sc. Engineering (Mechanical) in 1972. He worked in different reputed organizations in Bangladesh and thereafter joined Islam Group as Director. Since 1996 actively engaged and looking after Navana Construction business. He has expertise in Construction and Project Management.

Mahmood Jan Chowdhury Operative Director Born in 1946, Mr. Chowdhury, had his early training in Automobile Engineering and Management from Britain. He attended numerous training courses abroad covering Sales Service, Industrial Management, QC Circle Management and Automobile Jig Manufacturing. He also has working experience with an automobile company in the UK. He joined Navana as Technical Manager, a position he held for 8 years, following which he was made Plant Manager of Aftab Automobiles, and later promoted to General Manager. He was promoted as Operative Director of Navana's Chittagong Division in June 1996.



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6.3. Top Management

Navana Group is being managed by highly skilled professionals with long experience. They constantly focus in understanding and anticipating customer needs and operate according to it to survive in the changing market condition.

Navana Group follows two approaches for organizing its business, one is the Branch Based Approach and the other is the Department Based Approach.

In the Branch Based Approach, each individual branch is treated as a separate identity and is head by

a branch manager. The branch manager is liable to the top management for the performance of that

particular branch. Before the starting of a fiscal year and from then onward it is the duty of the

branch manager to see that targets are being met.

The Department Based Approach is similar to that of the branch based approach, where each

department operates as a separate unit but sometimes collaborates in order operate more

efficiently or to solve a common problem. Such departments are also treated as a separate entity

but are much more specialized in one particular area of business unlike a branch which has to be

involved in multiple tasks.

List of Top Management

• Mr. Shafiul Islam Kamal - Chairman & Managing Director

• Mr. Saiful Islam Shumon - Senior Vice Chairman

• Mr. Sajedul Islam - Vice Chairman

• Mr. M. J. Chowdhury - Operative Director

The 4 members of the Board of Directors are responsible for the strategic planning and overall policy guidelines of the company. Further, there is an Executive Committee of the Board to dispose of urgent business proposals. Besides, there is an Audit Committee in the Board to oversee compliance of major regulatory and operational issues.

The Managing Director, Deputy Managing Director and Head of Divisions are responsible for achieving business goals and overseeing the day to day operation.

The Managing Director is assisted by a Senior Management Group consisting of Deputy Managing Director and Head of Divisions who supervise operation of various Divisions centrally and co-ordinates operation of branches. Key issues are managed by a Management Committee headed by the Managing Director.


Navana Limited

Chapter 3: Organization Analysis

1. Organization Design 2. Departments of Navana Limited 3. Functions of Organization 4. Functions of Top Management 5. Functions of Executive Management 6. Finance & Accounts 7. Marketing & Sales 8. HRD & Administration



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1. Organizational Design

Organization design emphasizes the management side of organization theory. Organization design is concerned with constructing and changing an organization’s structure to achieve the organization’s goals (6). Constructing or changing an organization is not unlike building or remodeling a house. In organization building, the analogous document is an organization chart.

Contrasting Organization Structure and Organizational Behavior

Organizational behavior takes a micro view- emphasizing individuals and small groups. It focuses on behavior in organizations and a narrow set of employee performance and attitude variables (5). In contrast, organization Structure focuses on the behavior of organizations and uses a broader definition of organizational effectiveness. The core dimension of organization structure is three components- complexity, formalization and centralization generally widespread today (6).

Complexity: Complexity is the number of occupational specialties, the professional activity and the professional training of employees. Complexity refers to the degree of differentiation that exists within an organization (6).

Formalization: Formalization refers to the degree to which jobs within the organization are standardized. It is the extent to which an employee’s role is defined by formal documentation (6).

Centralization: Centralization is the proportion of jobs whose occupants participate in decision making and the number of areas in which they participate (6).

Specialization: the number of occupational specialties and the length of training required by each. It is particular grouping of activities performed by an individual (6).

Standardization: The range of variation that is tolerated within the rules defining the jobs (6).

Organizations are like fingerprints. Each has its own unique structure- like fingerprints no structure is truly unique. But all fingerprints, for instance, have common properties that allow them to be classified around common elements. However a close look at Navana Limited and other’s structure reveals that they share at least two things in common – each is high in complexity and high in formalization. There are five basic parts to any organization (Mintzberg):

The Operating Core: Employees who perform the basic work related to the production of products and services (6). In NL, the operating core is consisting with assistant manager, executives, officer. They are responsible for keep running the organization, attain the goals. They are directed by mid line.

The Strategic Apex: Top-level managers, who are charged with the overall responsibility for the organization (6). Managing director of Navana Limited leads the top level; they fix the mission, draw the timeline of objectives, and forecast the goal. All strategic decision made by top-level.



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The Middle Line: Managers, who connect the operation core to the strategic apex (6). Navana Limited gives the authority to control, motivate, direction the operating core to the team of senior managers, executives and directors.

The Techno-structure: Analysts, who have the responsibility for affecting certain forms of standardization in the organization (6). Operation Director controls the techno-structure of Navana limited. Their job is to make the organization up-to-date.

The Support Staff: People who fill the staff units, who provide indirect support services for the organization (6). Administration and HRM of Navana Limited are related to support Staff. They deal with legal affairs, budget service, employee relations and information system.

Divisional Structure

As the one of the last quarter of the twentieth century, Navana Limited is breeding the structural animal called Divisional Structure. It lies with the middle management. The reason is that the divisional structure is actually a set of autonomous units, each typically coordinated by a central headquarters. Since the divisions are autonomous, it allows middle management the division managers a great deal of control (6).

The divisional form is utilized at Navana Limited. Each of its major chains groups headed by a manager or assistant manager- represents a separate division. As with all divisional structures in Navana Limited, each division is generally autonomous, with the divisional managers responsible for performance and holding complete strategic and operation decision making authority. This form also has a central headquarters that provides support services to the division. This typically includes financial, legal and tax services. Additionally, of course, the headquarters of Navana Limited act as an external overseer, evaluating and controlling performance.

The strength of divisional structure in Navana Limited is that it frees up the headquarters staff from being concerned with the day-to-day operating detains so they can pay attention to the long term. Other strength is that its autonomous units can be lopped off with minimal effect on the entire organization. Ineffective performance in one division has little effect on the other divisions.

The weakness of divisional strength in Navana Limited is that the goals of the functional unit tend to override the organization’s overall goals.

Characteristics Divisional Structure in Navana Limited

Specialization High Functional Formalization High within Divisions Centralization Limited Decentralization Environment Simple and Stable

General Structure Classification Mechanistic Table 5: Summary of Divisional structure in Navana Limited



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1.1. Hierarchy of Leadership

Figure 5: Leadership Hierarchy of Navana Limited

Chairman

Vice Cahairman

Director

Managing Director

Senior General Manager

General Manager

Assistant General Manager

Assistant Manager

Senior Executive Officer

Officer (Grade- 1)

Officer (Grade- 2)

Junior Executive Officer

Cash Officer

Computer Officer

Organizational Staff

AdministrativeStaff



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1.2. Organizational Structure

Managing Director

Senior General Manager (SGM)

General Manager (GM)

Senior Manager (Marketing & Sales)

Operation Director (Spare Parts & Service)

Senior Manager (Finance & Accounts)

Associate Director

Assistant General Manager (AGM)

Manager (Finance)

Manager (Marketing)

Senior Executive Officer (Sales)

Assistant Manager

Officer Grade-2

Officer Grade-1

Assistant Manager Executives

Manager (Accounts)

Manager (Advertising)

Executives

Executives

Executives Executives Executives

Assistant Manager (HRM)

Assistant Director (MIS)

Assistant Director (Legal)

Operation In-charge

Operation In-charge

Operation In-charge

Labor Relation

Equipment & Tool

Engine Test Team

Body test Team

Hybrid Section

Strategic Apex

Mid Line

Operation Core

Support Staff

Techno Structur

Figure 6: Supervisory Structure of Navana 3S Center



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2. Departments of Navana Limited

If the jobs are not organized considering their inter relationship and not allocated in a particular department it would be very difficult to control the system effectively. If the departments are not fit for the particular works there could be haphazard situation and the performance of a particular department couldn’t be measured. Navana Limited has done these works efficiently and effectively.

Figure 7: Departments of Navana Limited

Departments of Navana Limited is:

• Marketing & Sales • Finance & Accounts

• Operation • Administration & Human Resources Department (H.R.D.)

2.1. Marketing & Sales

Marketing is a very important aspect in business since it contributes greatly to the success of the organization. Product distribution depends largely on marketing. There are plenty of different jobs available within the marketing department with different teams working on different stages of the products. Each of the department will have their own importance such as business development, business strategy, advertising, design and budgeting.

• To visit the Projects & present brief description about the projects in front of customers.

• Motivate dealer for taking our products.

• To communicate with Customer by the Telephone or Mobile and physically.

• Planning and implementing new marketing strategies.

• Communicate with other department of the Company.

• To inscribe official letters for Marketing purpose

• To correspondence the Money Receipt.

• To prepare statement for the Customer or Client

Navana Limited

Marketing & Sales HRD & Administration Accounts& Finance Operation



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• To prepare the monthly Marketing report and Budget plan

• To prepare the expected Customer or Client & contact them time to time

• To create innovative Marketing policy & develop new strategy.

• To prepare the daily statement of Marketing side

• To organize the Marketing meeting time to time

2.2. Finance & Accounts

Finance & Accounts department helps a Company to manage properly. A company's accounts records held on an accounts ledger give the detailed description about its profits and losses in a cash spread sheet format. Auditors study the financial statement and thus determine the accuracy and integrity of your business and an accounting statement distinguishes the success ratio of your present business from past progress using accounts formats that are recognized by other companies and bodies.

• Final checking of Banks Debtor order voucher

• Final checking of Bank reconciliation.

• Checking the Company financial accounts.

• Input Dishonored Cheque, Honored Cheque into Software.

• To inform Customer & Client politely about their dishonored cheque.

• To perform internal Audit

• To correspondence the daily Banking

• To prepare the monthly statement

• To correspondence with Customer & Client for accounts purpose

• To prepare the daily accounts statement

• To maintain the Books of Accounts

• To prepare the trial Balance & Profit loss accounts and Balance Sheet

2.3. Operation

Operations management is an area of management concerned with overseeing, designing, and redesigning business operation in the production of goods and/or services. It involves the responsibility of ensuring that production operations are efficient in terms of using as large resources as needed, and effective in terms of preparing goods requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods and/or services). The relationship of operations management to senior management in commercial contexts can be compared to the relationship of line officer to the highest-level senior officers in electric science. The highest-level officers shape the strategy and revise it over time, while the line officers make tactical decisions in support of carrying out the strategy. In production as in product affairs, the boundaries between levels are always distinct;



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tactical information dynamically informs strategy, and individual people often move between roles over time.

An operation traditionally refers to the production of goods and/or services separately, although the distinction between these two main types of operations is increasingly difficult to make as manufacturers tend to merge product and service offerings. More generally, operations management aims to increase the content of value-added activities in any given process. Fundamentally, these value-adding creative activities should be aligned with market opportunity (through marketing) for optimal enterprise performance.

2.4. Administration & Human Resources Department

Human Resource Management (HRM) can be described as the satisfactory and effective management of people affiliated within the organization and conducting operation for that organization, the employees. In other words Human Resources Management is the concern and business in an organization that promotes and assists the most adequate and efficient application and engagement of human resources to accomplish the objectives of not only the organization but also the personal working for that organization. Over all duty of administration especially regarding transfer, recruitment, salary, leaves and job descriptions performed by HRD.

• To process all kinds of Recruitment

• Proceeding of Administrative Action

• To process all necessary correspondence with valued persons

• Issue of all kinds of Office Circular and Office Order

• To prepare and keep up to date statement of manpower position

• To process confirmation of the employees and forwarded to the respective Dept.

• To arrange orientation assembly of the Desk Employees in consultation with Managing Director

• To follow up attendance and other related work

• Maintaining all Kinds of Files including Personal File of Projects with Directors

• To process Transfer & Posting

• To process all necessary correspondence with employees

• To proceeding with Leave applications

• To deal the files of Directors, Share Holders & Others

• To process the matter of increment & promotion of the Desk Employees



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3. Functions of the Organization

Navana Group operated their business globally. Navana Group has the great opportunities turn into as a multinational Company within 2025. As a brunch office of Navana Group, Navana Limited runs their activities successfully throughout the Bangladesh.

Total activities such as Advertising, Marketing, Sales, URS, Implementation, Customer Support, and Development all are run by the Navana Limited throughout the Bangladesh.

4. Functions of Top Management

Top management is very important part of corporate business. It is so important to develop a strong top management for keeping the pace of growth stable. Navana Limited got a team of dedicated management team who are always keen to achieve the mission vision of the company. They are responsible for leading the company, monitoring companies’ activities and maintain relationships with the other party businessperson agent team. They act as innovator, entrepreneur, disturbance handler, resource allocator, and negotiator. Top management of Navana Limited provides a vision of the future and sees the firm not as it is, but as it can be.

Therefore, customer values and decisions are the starting point for the actual practice of the top management of Navana Limited, its policy and strategy. Calling for never-ending effort for improvement at all organizational levels, is the most important management concept of Navana Limited.

In the new era of rapid changes and knowledge-based enterprises, managerial work becomes increasingly a leadership task. Leadership is the primary force behind successful change. Top Management of Navana Limited has all the leadership quality to lead this company to become the pioneer in business field. As per provisions of the Article of Association, Board of Directors holds periodic meetings to resolve issue of policies and strategies, recording minutes, and decisions for implementation by the Executive Management.

5. Functions of Executive Management

The Managing Director heads the Executive Management, the MD who has been delegated necessary and adequate authority by the Board of Directors. The Executive Management operates through further delegations of authority at every echelon of the line management. The Executive Management is responsible for preparation of segment plans, sub-segment plans for every profit centers with budgetary targets for every item of goods & services and is held accountable for deficiencies with appreciation for exceptional performance. These operations are carried out by the Executive Management through series of committees, sub-committees, ad-hoc committees, standing committees assisting the line management.



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6. Marketing and Sales Department

6.1. Structure of Marketing Department

6.2. Functions of Marketing Departments

The workflow of the marketing department is defined by its functions. Navana Limited has a marketing division responsible for marketing strategy, advertising, researching, promoting, conducting customer surveys, branding, public relations and creating of corporate style. All these responsibilities can be gathered in several main functions of the marketing department of NL.

These functions are as follows:

• Development of marketing goals and strategy • Conducting marketing researches and monitoring customer needs

• Promotion and advertisement • Managing customer relations • Researching customers’ habits

• Specifying target audiences or market segments • Processing orders and payments

• Researching new markets • Preparing sales presentation materials • Forecasting sales

• Planning sales

Assistant General Manager

Administrative Assistant

Manager (Advertising)

General Manager

Manager (Sales)

Manager (Market Research)

Manager (Market)


Officer-1

Jr. Executive

Officer-2




Jr. Executive Jr. Executive Jr. Executive

Officer-1 Officer-2 Officer-1 Officer-2 Officer-1 Officer-2

Figure 8: Structure of Marketing Department



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• Analyzing sales • Reporting sales

• After sales support • Analyzing price • Online promotion

6.2.1. Total Marketing Effort

The total marketing is all about latest trends organizing marketing and sales, building customer-focused culture, improving marketing skills and monitoring market.

6.2.2. Broadening the Scope of Marketing

Deciding on the emphasis to place, as well as the approach to take, on societal issues, global marketing, and the Web.

6.2.3. Marketing Management

Planning, implementing, and controlling the marketing program (strategy) and individual marketing functions; appraising the risks and benefits in decision making; and focusing on total quality

6.3. Marketing Strategy

The marketing department of the Navana Limited operates their cogent and coherent activities which enable them to monitor value chain including target marketing, value innovation, value pricing, value proposition and value distribution, resulting in systematic improvement of the organization. Navana Limited generally practice purely centralized marketing operations.

Marketing as a concept is the same in product and service industry. There is a product or service - one section produces it and the other consumes it. Marketing is interplay between producers and consumers.” However, the difference comes in marketing tangible and intangible products. While products that can be seen, felt, touched and tasted are tangible, the products that are based on post-sale experience are intangible.

The marketing strategy of Navana Limited is similar to Toyota South Asian Marketing strategy. But to inscribe the uniqueness, they establish a four dimensional marketing aspect.

• “Customer First” Philosophy. • Value delivery network.

• Research based pricing strategy. • More-for-the-same value proposition. • Great USP.

Consumers can come up with desirable parameters for a tangible product in terms of productivity, efficiency, etc. It is very difficult to rate an intangible product.



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6.4. Direct Marketing Practices in NAVANA Limited

NL follows the following forms of Direct Marketing system.

Personal Selling:

Direct marketing approach delivers greater customer value though an unbeatable combination of product customization, low prices, fast delivery and excellent customer services. At present NL uses personal selling in which the sales forces interact with customers and prospects to make sales and build relationships. Company’s sales people probe customers to learn more about their problem, and then adjust the marketing offer to fit the special needs of each customer and negotiate terms of sales. The company sales people worked directly with customers. They work with wholesalers and retailers to gain their support and to help them be more effective in selling company’s products. They find and develop new customers and communicate information about the company’s product & services. They sale products by approaching customer, presenting the products, answering objections, negotiating terms and condition and closing dales. They also provide customer services & carry out market research & intelligence work. They also work with others in the company to produce customer satisfaction & company profit.

Telephone marketing:

Using the telephone the company has become the effective a major way to direct marketing. By telephone, company collect order, conversation about mode of payment, and try to communicate with its customers that helps to build long lasting customer relationship.

A customer can talk by phone with company’s representative, order a fully customized product delivered to his/her doorstep with in few hours or in the same day in case of city area and takes 1 day in case of outside of city area.

Direct mail marketing

NL also follows some form of direct mail marketing. Basically they use E-mail marketing. NL sends the e-mail to the various companies, institutions, government agencies to familiar of its products and service. The company sends offer, announcement, reminder or other things to a person or institution at their address. Company use highly selective mailing list. Company now routinely send fax mail announcing special offers, but the quality, price and other information of the products. By E-mails Company maintain good relationship with its old and current customer. They also use e-mail for acquiring new customer and to by something immediately.

Catalog Marketing:

The Company also uses the catalog form of direct marketing. The company use printed documents that contain product types, features, prices, special feature etc. Consumers can buy just about any products from a catalog.

Basically the company use these four types of direct marketing form that makes company more cost effective rather than traditional marketing system.



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Benefits for Using Direct Marketing Model

NL growth & financial performance continue to differentiate the company from competitors. At the heart of that performance NL use unique direct marketing model. Direct refers to the company’s relationships with its customers. There are no retailers or other resellers adding unnecessary time and cost, or diminishing a company understands of customer expectations.

There have several benefits gets for using direct marketing system these are:

Price for performance: By eliminating retailers and other costly intermediary steps together with the industry’s most efficient procurement, manufacturing and distribution process NL offers its customer more powerful quality products for the money than competitors.

Customization: Every product is built to order customers get exactly and only what they want.

Service & support: Company uses knowledge gained from direct contract after sales customer service.

A customer can talk over phone with company’s representative, order a fully customized, product delivered to his or her door step with in few hours or same days in case of city area and takes 1 day in case of outside of city and all at a price that’s 10 to 15 percent below competitor price for a comparably performing Battery. Company’s backs its product with high quality service and support. As a result company consistently growth its market share with in product reliability & service and its customers are routinely among the industries most satisfied.

However, this one-to-one approach also appeals strongly to corporate buyers, because company can so easily preconfigured each battery to precise requirements. As a result, a notable portion of sales now come from large corporate, government and institutional buyers.

Direct selling results in more efficient selling and lower cost, which translate into lower price for customer. Dealing one-to -one with customers helps the company react immediately to shifts in demand, so company doesn’t get stuck with battery no one wants. By selling directly in case of large corporation, government and institutional buyers company has no dealer to pay. As a result, on average company’s costs are 15 percent lower than those of its leading battery competitors.

Moreover, the practices of direct marketing delivers greater customer value though an unbeatable combination of product customization, low price, fast delivery, and excellent customer service.



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6.5. Development of Marketing Goals

One of the most important functions of marketing department of Navana Limited is to design a set of written goals, objectives and strategies for marketing activities of the organization. This means establishing rules and business concept of how the organization will conduct itself on the market, what marketing instruments will be used, what goals will be set and what strategies should be applied to attaining effective advertising campaigns. The marketing department develops a market-based business strategy that provides unique value to the customers on all services and products of the organization. The strategy establishes the workflow in the marketing department so that each process within the workflow can be continually evaluated, measured, and improved until the marketing goals are successfully achieved.

Advertising and Promotion

Finding new customers is the key challenge for every business. Through creative advertising and promotion, Navana Limited attracts new customers and gain more revenue. The marketing department is responsible for providing product/service advertising and promotion. The function of advertising and promotion is especially important when the organization launches a new brand and it should be promoted by informing the customers of the brand’s features and advantages.

Sales Service

Navana Limited offers their customers some free services which are required for new car safety. They do such services to create product promotional value. These are including to their market strategy. Four most important and attractive services are:

• Hire licensed drivers: For new car owner, Navana offers to hire driver who licensed by BRTC. For owner getting driver who will be trustworthy and responsible is very painful responsibility. That is why Navana helps their customer to find drivers.

• Train drivers-suited for cars: If customer already have drivers then navana arrange training to drive the car using all its functions and conditions. This service in only for new strategic car like Hybrid car. This service will help customer use the service from the vehicle. And the driver can acknowledge about the function of car easily.

• Train owner- engine catalog: The driver knows everything about the car but owner do nothing. This will let the driver cheat the owner. But Navana helps to solve this problem by offering the second phase of training which design to learn owner about engine technology and catalog of car. Now owner know how his car works and when what to do.

• 3 month observation: After sell a car with new technology, Navana itself required a research on vehicles performance. In that case, they observe the performance in different time durations. With in this time if complain arises from customer then they do free servicing and noted that for research.



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7. Finance & Accounts 7.1. Capital Structure

The authorized capital of NAVANA LIMITED is Tk. 400.00 million and the initial paid up capital is 113.46 million also have preference share capital is Tk. 200.00 million. It may be mentioned here that the reserve fund of total Tk. 92.31 million, retained earnings Tk. 10.79 million.

Performance

The performance of the company is viewed with growth has been attained b Servicing & Sales units. This unit has successfully achieved a growth of about 40.00 percent and has contributed an amount of Tk. 4.92 crore to company’s sales.

7.2. Dividend

NAVANA LIMITED earned comparatively a good profit every year. The company has been give dividend at the rate of Tk. 18.00 per ordinary share of Tk. 100.00 each fully paid up i.e. 18% for the year ended August 31, 20011.

7.3. Inventories:

Incompliance with the requirements with BAS 2 "Inventories" Raw Materials and Stores are valued at the lower of average cost and the net realizable value. Stocks of finished goods are valued at cost which is be: ermined by taking into consideration the value of raw materials and production overhead. Cost comprises expenditure incurred in the normal course of business in bringing such inventories to present condition and includes wherever applicable appropriate overheads based on normal level of activity. No provision has been made for slow moving & obsolete stocks during the financial year.

7.4. Cash and Cash Equivalent:

Cash and cash equivalents includes cash in hand, cash at banks, which are held and available for use by the unit without any restriction and having maturity dates of three months or less from the respective date of deposit. There is insignificant risk of change in value of same.

Liabilities for Expenses:

While the provision for certain standing charges and know liabilities is made at the Statement of Financial position date based on estimate, the difference arising there from on receipts of bills/demands and/or actual payments is adjusted in the subsequent year when such liabilities are settled.

Workers Profit Participation Fund:

Provision for Workers Profit Participation Fund (WPPF) has been made @5% on net profit as per provision of the Companies Profit (Bangladesh Labor Law, 2006) and payable to workers as defined in the said laws.



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7.5. Financial Assets and Liabilities:

Financial assets and liabilities are recognized on the Statement of Financial Position date when the unit has become a party to a contractual provision of the instruments:

Receivables:

Trade receivables are stated their real value and consider good. No provision has been made doubtful debts and no amount was written off as bad.

Payables:

Liabilities are recorded at the amount payable for settlement in respect of goods and services received by the Unit.

Borrowings:

Interest bearing bank loans are recorded at the proceeds received net of direct issue costs.

Statement of Cash Flows

From the chart the percentage are calculated the performance based on the 2010 to 2011.

Cash Collection from Sales:

The performance is calculated based on the data in the year of 2010 to 2011. Cash collection from the sales was 510,315,177/= in 2010. In 2011 increase 160,169,519 BD taka which increase the 19 percent between the 2010. In 2011 the total cash collection from sales was 670,484,696 BD Taka.

Cash paid to Supplier and Employees:

The performance is calculated based on the data in the year of 2010 to 2011. Cash collection from the sales was (659,176,984) in 2010. In 2011 increase 160,169,519 BD taka which increase the 19 percent between the 2010. In 2011 the total cash collection from sales was 670,484,696 BD Taka.

Cash Generated from Operations:

The performance is calculated based on the data in the year of 2010 to 2011. Cash collection from the sales was 510,315,177/= in 2010. In 2011 increase 160,169,519 BD taka which increase the 19 percent between the 2010. In 2011 the total cash collection from sales was 670,484,696 BD Taka.

Future Plan

As regards the Servicing unit, the company plans to reach at least 10.79 million to 15 million of Profit during next year. Also wants to launch more showroom, 3S & 2S Center in different area of city.



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8. HRD & Administration

Human Resources Development is focused on recruitment and in-house training for both on the job and off the industry staff members through the company HR police. Navana Group they are through the different type of training for different sector. They are provide Academic training usual Practical also. Training for those are official staff of Navana Limited. They are getting different type of training by HR department. Which very help to them increase their job skill?

Academy is fully equipped with a professional library, modern training aids and professional faculty. Library has about 2941 books on industries law, environmental law, economics, accounting, management, marketing and other related subjects.

Main training activities consist of in-depth foundation programs for entry level Management Trainees. Specialized training programs in the areas like general employee those are work for manufacturing or work for produce the product. For them, organization give training especially that is improve their working skill usual learn about their job.

Frequently outreach programs are organized to meet demand for new and specialized skills.

During its 25 years of existence, Academy not only conducted courses, workshops and seminars as required by the company, but it also organized training programs for the Industries of Maldives etc.

In addition to conducting courses internally, The Academy also selects candidates for nomination to various courses conducted by distinguished training organizations in the country including Bangladesh industries training.

The Academy also re-designs its courses, programmers etc., regularly to meet the requirement of new skills arising out of various directives, guidelines of the Navana Group significant changes in the Batteries sector from time to time.

8.1. Human Resource Management

Navana limited consists of people with formally assigned roles who work together to achieve the organization’s goals. A manager in Navana is the person responsible for accomplishing the organization’s goals and who does so by managing the efforts of the organization’s people.

8.2. HR Policy

Policy is guideline to action Human Resource policy is the most vital element of corporate policy since it guides recruitment, selection, orientation training and placement of personnel. Apparently human resource policy is concerned with proper use human required for undertaking activities in order to achieve corporate goals and objectives.



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8.3. Structure of HR Department

8.4. SELECTION PROCESS

All Branches of Navana Group in Bangladesh had an opportunity to select and hire brand new employees. Most of Navana branches used a selection process for production team members that consisted of four stages:

• Personal interviews

• Aptitude tests • Job simulation • Reference checks

These stages varied in duration from one hour to eight hours. Only candidates with the highest success rate at one stage are selected to proceed to the next. The total time for each candidate exceeded twenty hours. It took several weeks, sometimes months for each candidate to complete a selection process. Initially hiring ration was about 10% - for every 100 applicants, only ten received a job offer. The acceptance rate for Skilled Members was about 7%.

8.4.1. Personal Interviews

There were at least two personal interviews with each applicant. Each interview was conducted by at least two certified interviewers. Professional Recruiters conducted first interview and the assessment. A Recruiter and a manufacturing Group Leader conducted the second interview. Each Interviewer used an “Interview Guide” in conducting an interview. The Interview Guide was a set of

Associate Director

Manager (Budgeting)

General Manager

Manager (HRM)

Manager (Legal Services)

Manager (Public Relation)

Assist ant Manager (Training)

Assist ant Manager

Staff

Assist ant Manager

(Recruiting)

Assist ant Manager

(Compensat)

Assist ant Manager

Administrative Officer

Administrative Officer

Staff

Staff

Staff

Liaison Officer

Figure 9: Structure of HR Department



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instructions, questions and observations that standardized the interviewing process. This was done not only to make sure that each applicant was asked the same set of questions, but also to make sure that we were able to learn about strengths and weaknesses of our potential future employee. Dimensions that Navana Limited does looking for in each team member were defined. What skills, abilities and talents should an ideal production team member should have? What skills and abilities are needed to operate in TPS manufacturing environment? Some of these dimensions were:

• Problem identification • Problem solution

• Initiative • Meeting leadership • Meeting membership

• Oral communication • Adaptability • Work tempo

• Reasoning and practical learning • Job fit and motivation

Team Leader and Group Leader candidates are tested for additional dimensions, which included:

• Individual Leadership • Coaching

• Communication • Tolerance for stress • Scheduling

• Controlling • Delegation • Ability to accomplish objectives

During the interview process the candidate is rated on each one of these dimensions as pass or fail. Overall score is calculated and a decision is made to either advance the applicant or not.

8.4.2. Aptitude Test

Most of Navana Limited locations use existing, readily available and professionally developed tests. There are many tests available on the market. Meyers-Briggs type indicator test is the one that is always recommend to companies. Another one is a Comprehensive Personality Profile by Wonderlic. These are written tests, very thorough tools that will help organizations to identify individual behavior patterns, individual preferences, leadership styles, preferred work environment, potential pitfalls and suggestions for development.

Applicants are tested for:

• Verbal reasoning

• Numerical ability • Abstract reasoning



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• Critical speed and accuracy • Mechanical reasoning

• Space relations • Spelling • Language use

Minimum acceptable standards are defined and each candidate is given a final score – a pass or fails.

8.4.3. Job Simulation

Work on the car assembly line is very difficult, repetitive, demanding and challenging. Similar can be said about an electronic components assembly line. This is not a type of work that anybody can handle. Job simulation consisted of several rounds of activities, which simulated real jobs on the assembly line. An example of would be manually mounting tires onto a car for several minutes. The purpose of these activities was not only to test skills required to perform a job - lift heavy objects, work with tools, ability to perform different functions (grasp, lift, bend, twist, reach, walk backwards). It also tests ability to listen and follow instructions. For the first round of activities candidates are given a set of really impractical instructions and they are told to follow them. During the job simulation exercise each candidate is scored of following or not following these instructions. In the second round candidates were asked to re-design layout of the workstation and the work sequence. This is done as a group exercise and again observations of all candidates are made evaluating participation levels, involvement, contributions efforts and acceptance of others. During the next round all recommended changes are implemented and again the candidates are observed and scored on abilities to perform the work, following instructions and contributing to the problem solving process. Since the Standardized Work is considered the foundation of Navana Limited Servicing System ability to follow instructions and being able to perform work in identified sequence is very critical. Many people have problems following work sequence and/or even following instructions. Lack of discipline and unnecessary process variations are one the major contributors when it comes to implementing Lean.

8.4.4. Reference Checks

This is a very simple and yet very effective tool that many companies fail to use during their recruiting process. Several of Navana Limited candidates successfully complete assessment and interview processes, but they are not offer a job because of issues and problems that surface during reference checks. Each candidate is usually asked to provide at least three references from their previous employer. Reference check is done over the phone. It is a very systematic process and it consists of several questions regarding the candidate. This is a last chance to identify any potential problems that might create future problems.

The first step is to confirm that the Candidate has actually worked in these places, performed duties and functions described during the interview process. Start and finish dates are verified, duration of employment is confirmed. Than there questions regarding attendance, punctuality, any corrective action and the reasons for leaving the previous employee.



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8.5. TRAINING SYSTEM

After successful selection process they start their own strategy to make a very effective man power. They have divided there training and development process in the following sections. All this training are arranged and taken by support and development segment.

• Service mind set • Service based training • Value added service based training

• Computer skill • Electronic Machine operating training • Training for safety based on work.

8.5.1. Training Model

Figure 10: Model of Training Program

Executive Development Program

Follow up & Evaluation

Courses for Marketing

Courses for Foreign exchange

Foundation Courses for

Probationary

Basic Courses for MIS

Introduction Courses Employee

Managers Conferences

Advanced Courses

Executive Development

Program

Management Workshop Senior

Level

Mid Level

Junior Level

Top Level



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8.5.2. Training Method

Executive Development Program

With funding made available by the Navana Group, activities were undertaken in Navana Limited to enhance business management training. A model for management development was explained and carried through with the Commerce Management Leader of Navana Group.

i. Analysis of the current status of executive/management development, the business climate, and management development needs;

ii. Seminar design; iii. Development of content and delivery methods; iv. Implementation; v. Evaluation.

Other activities included the presentation of a paper at the Conference on Entrepreneurship and Management Development, presentation of a seminar on writing case studies, and academic counseling.

Management Workshop

Human Resources (HR) Management Training Workshops are designed to enhance leadership skills. The following chart provides information on the workshops and what employee can expect from each of the classes.

Workshop Objectives

Leading High Performance Teams

Team leaders obtain the tools and skills to perform three primary responsibilities that support their team’s growth- diagnose, coach and reinforce.

Recognizing and Resolving Workplace Conflict

This course teaches leaders how to recognize that a conflict is escalating and minimize damage by using the most appropriate resolution tactic.

Leading Change This course focuses on leaders’ crucial role in initiating change in the workplace.

Employee Engagement This course is designed to help leaders understand what employee engagement is and create a motivating work environment that positively impacts bottom-line results.

Creativity and Innovation This course helps leaders leverage creative and analytical skills in order to help organizations identify and implement new approaches to problems and opportunities.

Strategic Focus This course is designed to help leaders formulate, implement, and evaluate sound strategic plans to achieve long-term organizational objectives.

Adaptive Leadership In this course, leaders learn to enhance the effectiveness of their interactions by adapting their approach to people based on what they want to discuss and how they think people will respond.

Table 4: Courses of Management Workshop



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Management Conferences

Annual knowledge management conference and training event provides an opportunity for practitioners to learn from and network with one another, discover how colleagues in different industries and functions are solving the same problems, and make connections that will help them improve processes and practices down the road.

Follow-up & Evaluation

The Longitudinal Interval Follow-up Evaluation (LIFE) is an integrated system for assessing the longitudinal course of psychiatric disorders. It consists of a semi structured interview, an instruction booklet, a coding sheet, and a set of training materials.

8.6. CMPENSATION SYSTEM

The design process is started by identifying desired outcomes and goals for our organization. This is often referred to as developing our compensation philosophy. Our philosophy is formed by considering a number of factors. The balance of direct and indirect rewards, the complexity and responsibility of a role and the candidate or employee filling it, as well as our focus on internal versus external equity are just few factors explored in this section. It is the ability to achieve results that is critical to organizational success.

Compensation defined

Compensation can be defined in Navana Limited as all of the rewards earned by employees in return for their labor. This includes:

• Direct financial compensation consisting of pay received in the form of wages, salaries, bonuses and commissions provided at regular and consistent intervals

• Indirect financial compensation including all financial rewards that are not included in direct compensation and can be understood to form part of the social contract between the employer and employee such as benefits, leaves, retirement plans, education, and employee services

• Non-financial compensation referring to topics such as career development and advancement opportunities, opportunities for recognition, as well as work environment and conditions

In determining effective rewards, however, the uniqueness of each employee must also be considered. People have different needs or reasons for working. The most appropriate compensation will meet these individual needs. To a large degree, adequate or fair compensation is in the mind of the employee.



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8.6.1. Internal equity

“Internal equity exists when employees in an organization perceive that they are being rewarded fairly according to the relative value of their jobs within an organization”.

Another way of stating this is to say that a person’s perception of their responsibilities, rewards and work conditions is seen as fair or equitable when compared with those of other employees in similar positions in the same organization. Factors such as skill level, the effort and the responsibility of the role, as well as working conditions are considered.

An internal equity study can determine if there is pay equity between like-positions and if all roles in the organization are governed by the same compensation guidelines. Usually each role is assigned a pay range with corresponding criteria that outlines how to determine where an employee should be placed in the range.

8.6.2. External equity

“External equity exists when employees in an organization perceive that they are being rewarded fairly in relation to those who perform similar jobs in other organizations”.

External equity exists when an organization's pay rates are at least equal to the average rates in the organization’s market or sector. Employers want to ensure that they are able to pay what is necessary to find, keep and motivate an adequate number of qualified employees. Creating a compensation structure that starts with competitive base pay is critical.

Employees also compare their roles and pay to roles and pay in other organizations. Unfortunately they do not always compare with similar types of organizations or even in the same sector. Generally, employees consider much more than base pay in determining external equity. For some more emphasis may be placed on employee benefits, job security, physical work environment or the opportunity for advancement in deciding if external equity exists.

The use of salary surveys is critical in our ability to determine if our compensation and benefits are comparable to similar roles in other organizations. It is important to ensure that the key responsibilities and goals of the roles being compared are similar; as is the sector the organization is aligned with.

8.6.3. Wages and Salaries

When determining what our organization will pay for wages and salaries, it is important to understand the economic conditions of the region in which we function, the volume of potential employees and the legislative requirements in place. When determining what to pay, first consideration is placement of the role organizationally which can be determined through job evaluation/classification. The second consideration is the job relevant skills and experience the applicant possesses which may impact their placement in the salary range upon hire.



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8.6.4. Pay increases

Base pay is a fixed regular payment made to an employee in exchange for performance of the duties and responsibilities of their role. When an employee receives an increase to their base pay, it is considered a pay increase. There are various reasons and methods for determining an increase, but the common factor is that the increase changes the level of ongoing base pay.

1. A cost of living increase

This is an increase offered to employees, regardless of performance, with the intention of increasing base pay for each role on the salary scale by a set percentage in order to account for increases in the cost of living. When this is offered regularly, employees can begin to see it as an entitlement.

If Cost of living increases are provided, they are generally done on an annual basis, and are given to all employees at a rate recommended by the Executive Director and approved by the Board of Directors and is contingent on the overall financial stability of the agency.

Many small organizations are moving away from the standard cost of living increase and performing market adjustments instead. A market adjustment following a compensation review against pre-established criteria. Market adjustments are typically made following the receipt of market survey data. This data is usually received and evaluated towards the end of either our fiscal or calendar year. Organizations will evaluate their salaries against market data and, if required, adjust base salaries for roles that are below the market. Many organizations have predetermined the percent of market they want to be paying at – i.e. a decision to pay at the median or 50th percentile.

If a position in the organization is significantly overpaid compared to market or, some companies will notify employees and not provide an increase to the employee. In this situation, the employee is considered to be “red circled” (unable to qualify for any salary increases until their salary comes in line with market)

2. A promotional increase

A promotion is the advancement of an employee to a position that is evaluated at a higher grade level than the position to which the employee is currently assigned.

An employee who is being promoted can receive a promotional increase at the time of the promotion aligned to the appropriate point in the new salary range, taking into consideration performance, qualifications, and market information. Promotion is usually based on availability of opportunities and preparedness of employees to advance.

3. A merit increase

Merit increases are awarded to recognize an employee’s contribution and to compensate them for their high level of performance. Performance is the key factor in awarding a merit increase and can be the factor that moves a person through the salary scale towards the midpoint or higher. Merit increases can be awarded on an employee’s anniversary date following a formal performance review or at the beginning of a calendar year, depending on our compensation structure and philosophy.



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8.6.5. Bonus payments

Bonus pay is compensation over and above the amount of pay specified as wages or salary and it is only distributed as the organization is able to pay or as outlined in an employment contract. Bonus pay is used by many organizations to improve employee morale, motivation, and productivity or as a thank we to employees who achieve a significant goal. As long as bonus pay is discretionary by the employer, it is not considered to be a contract. If the employer promises a bonus, they may be legally liable to pay it out.

1. Incentive plans

Incentive plans have not typically been popular in the nonprofit sector. However, leaders are starting to see a change in perspective regarding the use of incentive plans. Providing incentive plans, especially to senior level staff, can enable organizations to compete for talent they would otherwise have not been able to pursue.

Incentive plans are established to reward employees for improved commitment and performance and as a means of motivation. An incentive plan is designed to supplement base pay and fringe benefits

A financial incentive plan may offer a percentage of base salary or a cash bonus whereas a non-financial incentive plans offer benefits such as additional paid vacations or increased professional development

8.6.6. Direct Benefits

Direct benefits are optional, non-wage compensation provided to employees in addition to their normal wages or salaries. These types of benefits may include group insurance (health, dental, vision, life etc.), disability income protection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), and funding of education.

Retirement Benefits

A retirement plan or a pension is an arrangement by an employer to provide their employees with an income when they are no longer earning a regular income from working. Retirement plans may be set up by in a variety of ways but typically will have a form of a guaranteed payment. Often retirement plans require both the employer and employee to contribute money into a fund while employed so that they will receive benefits upon retirement. Pension plans are considered a form of delayed income.

• Pension Plans

Pension plans are usually classified as either defined benefit or defined contribution according to how the payments are determined.

A defined benefit plan guarantees a predictable monthly payment at retirement, calculated by using an established formula with some combination of the employee’s salary, years of service and/or age.



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A defined contribution plan will provide a payment at retirement that will be determined by the amount of money contributed during the life of the plan and the performance of the stock or investments used.

The employee gets to receive the tax savings immediately at the time of deduction instead of having to wait until the end of the tax year.

• Phased Retirement

Today’s workplace in Navana Limited is challenged with having up to four different generations working side by side. For most employers, designing a compensation and benefit structure that address the unique needs of each demographic group, is a complex task. Added to that is the shift in pension structures over the past few years. Some non-profit organizations provide their employees with a pension fund; however most tend to offer only contributions to an RRSP. This leads to an increasing number of employees not feeling able to retire.

8.6.7. Indirect Benefits

Indirect benefits will look different in every organization. Ultimately it is the way in which we choose to define the culture of our organization and our total compensation rewards program that will differentiate it. Of course, it is important to ensure it aligns with organizational strategic objectives. Recent studies all indicate that in today’s changing work environment it is the flexibility and creativity that draws and keeps the highly skilled employee and much of this is impacted by the organizations choice of indirect benefits.

8.6.8. Professional Development

For many people, especially the wenger generations, the ability to develop both personally and professionally is highly valued and a key consideration in deciding where to work. Access to training and development on the job and through courses or conferences were listed in a study done by the Conference Board of Bangladesh as important. Another variation of this was receiving reimbursement for courses taken on the employee’s own time - most commonly reimbursed were courses that aligned with a professional designation in the employee’s current role.



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8.7. Career Opportunities

In addition to supporting employee’s pursuit of training and development opportunities, an organization should also consider how it will support its employee’s career development. Supporting an employee’s pursuit of their career goals and possible advancement into more responsible positions in the organization not only benefits the employee but also the organization as the employee can move into roles that enable them to deliver their greatest value to the organization.

Having regular career discussions with employees, possibly as part of a performance management process, will help to stay up to date on their progress and any changes to the direction they are hoping to take.

8.8. Role in Economic Development

Navana Limited plays a vital role for the economic development of Bangladesh. Navana Limited believes youth is the best period to contribute the economic development. For that reason Navana Limited, provide the opportunity to the university students to develop themselves. The company’s HR department appoints student and train up. On the other hand there are many opportunity to learn organizational corporate activities for other people who seeking job. They can make themselves a quality human resource to find the huge job opportunity in job sector. As well as it reduces the unemployment problem.


Navana Limited

Chapter 4: Actual Task Part

1 My Responsibilities 1.1 HR & Administration 1.2 Accounts & Finance 1.3 Marketing 1.4 Management Information System 2 My Experiences



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1. My Responsibility

I have joined in Navana Group at 10 January, 2013 officially as trainee. My first placement was in HRD & Administration Section. I worked there in recruiting, job evaluation and compensation issues. And as time going on, I jumped to different section with different responsibilities. It has given me a through knowledge about organization activities & third party relations. My responsibilities are:

1.1. HR & Administration • Collect CV. According to company regulation select perfect CV and contact.

• Invite Candidate for interview. • Complete the Job Evaluation Report. • Check out the Job evaluation Report.

• Arrange the training Module. • Get the accounts clearance for employer bonuses & increments.

• Check out the compensation policy.

1.2. Finance & Accounts • Bank Draft.

• Collect Bank report. • Branch quarterly report. • Several types of banking letter, those are sending to the related parties.

• Helped of every days work activities. • Create salary form using MS excel. • Make Bill for official expenses.

1.3. Management Information System • Data input using MS Access. • Checked other employee’s data input record.

• Create Basic forms Using Visual Basic.

1.4. Marketing • Assist in developing the Companies marketing policy

• To contact with Client & Customer by the Telephone • Face to face Dealings with the Client & Customer • To allocation the Client & Customer file & update the file.

• To prepare the expected Prospect list & contact with them time to time. • To maintain the visiting register for customer.



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2. My Experiences

After completing 40 courses in extent 123 credit hours at college of Business Administration (CBA) to

fulfillment of Bachelor of Business Administration (B.B.A) Program, me Kazi Shamiul Kabir the author

of this report were placed in NAVANA GROUP. As an intern, I worked in the Navana Group for 12

weeks. As an intern, I have the opportunity to do different types of tasks; especially I participated in

different Administrational activities of the company which broadened my perception about a

company’s operation. During this period, I used my observing capability and gained experience

about various Human Resource Management functions. During my internship, I were placed in the

department of HR & Administration of the Navana Group and worked under (Director Operation)

Md. Khaled Saifullah. There I were constantly in touch with the company’s corporative clients and

customers where I got a chance to observe the corporate clients’, customers behaviors and listen to

their demands and expectations. I found that, client and customer service of Navana Group is really

time consuming because I write money receipt manually, and the software I use is really slow. So, it

is time to take latest technology in every department in the company. Because only latest

technology can save the time and can get the good output which helps to the Navana Group for

closely build up relationship with the clients. My position in Navana Group was Trainee. My job was

related to HR affairs of this organization. I worked also in Accounts, Marketing and MIS team. And

also I used to prepare some reports on behalf of (Director Operation) Md. Khaled Saifullah. All our

colleagues were really cooperative and friendly to me. I enjoyed working in Navana Group.


Navana Limited

Chapter 5: Research Part

1. Hypothesis Model 2. Hypothesis Analysis 3. Findings 4. Recommendation



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In sample survey, the researcher collect information relating to a population from a sample drawn from the same population and on the basis of sample observations, make induction about the population characteristics. The induction involves the task of estimation population parameters from the sample values and there turns to be the need of testing the reliability of such estimates.

Here, the Test of hypothesis is conducted aiming at the existence of organization silence behavior in Navana limited. The employees of NL management group are targeted as sample. Data is collected from questionnaire survey where stratified random sampling method has been followed. The sample size is randomly selected 50 respondents. Here, as the sample size over 30, normal test called Z-test has been conducted (3). In a 5 point scale, the population mean value is 2.5. The level of significance is a line of demarcation between rejection and acceptance of the hypothesis (4). The level of significance is 5% that means researcher is 95% confident about the result to be ‘right’ (4). The critical region is the set of values for which the researcher will reject the null hypothesis if the observed value is in the critical region (4). At the 5% significance level for Z- test, the critical region is (±1.645) standard deviation above and below the null mean(3).

1. Hypothesis Test

H 1

H 2

H 3

H 4

H 5

H 6

H 7

H 8

H 9

H 10

H 11

H 12

H 13

H 14

H 15

Strongly Disagree 1

7 3 4 3 11 2 4 9 7 11 1 5 14 10 7

Disagree 2

3 8 6 7 4 8 7 11 4 9 4 10 7 9 6

Neutral 3

6 7 7 5 10 5 10 14 10 5 5

1 2 10

Agree 4

25 24 20 30 15 25 10 6 19 20 20 30 25 21 20

Strongly Agree 5

9 8 13 5 10 10 19 10 10 5 20 5 3 8 7

Total

176 176 182 177 159 183 183 147 171 149 204 135 130 158 164

[𝒙𝒙 ] Average

3.52 3.52 3.64 3.54 3.18 3.66 3.66 2.94 3.42 2.98 4.08 3.40 2.92 3.16 3.28

[𝝈𝝈] Standard Deviation

1.25 1.12 1.21 1.04 1.42 1.09 1.32 1.36 1.28 1.36 1.00 1.20 1.41 1.42 1.25

Z- test Value

5.76 6.45 6.65 7.05 3.38 7.54 6.21 2.28 5.07 2.49 11.2 5.30 2.10 3.29 4.41

Table 6: Summary of Responses



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Hypothesis # 1

H0: Disagree regarding Company Issue, can be characterized as troublemaker.

HA: Disagree regarding Company Issue, can not be characterized as troublemaker.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

n = 50

Here, 𝒙𝒙 = 3.52 𝝈𝝈 = 1.25

𝒁𝒁𝒄𝒄𝒄𝒄𝒄𝒄 = 𝒙𝒙− 𝝁𝝁𝝈𝝈 √𝒏𝒏⁄ = 5.76

The critical value of |Ztab| at 𝛼𝛼 = 5% = 0.5 level of significance |Z0.025| = 1.645

Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that Employee can express opinion independently. If employee disagrees regarding company issue, can not be characterized as trouble maker.

Figure 11: Disagree regarding Company Issue, can not be characterized as troublemaker.

Strongly disagree

14%Disagree

6%

Neutral12%

Agree50%

Strongly agree18%

Chart # 1



57

Hypothesis # 2

H0: Disagree regarding Company Issue, can suffer negative consequences.

HA: Disagree regarding Company Issue, can not suffer negative consequences.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.52 𝝈𝝈 = 1.12



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that if employee disagree regarding company issue, then he/she can not be suffer negative consequences.

Figure 12: Disagree regarding Company Issue, can not suffer negative consequences.

Strongly disagree

6%

Disagree16%

Neutral14%

Agree48%

Strongly agree16%

Chart # 2



58

Hypothesis # 3

H0: Disagree regarding Company Issue, can be perceived as lack of loyalty.

HA: Disagree regarding Company Issue, can not be perceived as lack of loyalty.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.64 𝝈𝝈 = 1.21



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that if employees disagree regarding company issue, he/she can not be perceived as lack of loyalty.

Figure 13: Disagree regarding Company Issue, can not be perceived as lack of loyalty.

Strongly disagree8%

Disagree12%

Neutral14%

Agree40%

Strongly agree26%

Chart # 3



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Hypothesis # 4

H0: Supervisor can not handle conflicts well among the colleagues.

HA: Supervisor handles conflicts well among the colleagues.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.54 𝝈𝝈 = 1.04



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employees believe that supervisor handles conflicts well among the colleagues.

Figure 14: Supervisor handles conflicts well among the colleagues.

Strongly disagree

6%

Disagree14%

Neutral10%

Agree60%

Strongly agree10%

Chart # 4



60

Hypothesis # 5

H0: Supervisor does not ask for criticism from his/her colleagues.

HA: Supervisor asks for criticism from his/her colleagues.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.18 𝝈𝝈 = 1.42



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employees believe that supervisor asks for criticism from his/her colleagues.

Figure 15: Supervisor asks for criticism from his/her colleagues.

Strongly disagree22%

Disagree8%

Neutral20%

Agree30%

Strongly agree20%

Chart # 5



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Hypothesis # 6

H0: Supervisor does not consider opinion or disagreements as something useful.

HA: Supervisor considers opinion or disagreements as something useful.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.66 𝝈𝝈 = 1.09



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employees believe that supervisor considers opinion or disagreements as something useful.

Figure 16: Supervisor considers opinion or disagreements as something useful.

Strongly disagree4%

Disagree16%

Neutral10%

Agree50%

Strongly agree20%

Chart # 6



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Hypothesis # 7

H0: Supervisor does not pay attention to what his/her partners say.

HA: Supervisor pays attention to what his/her partners say.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.66 𝝈𝝈 = 1.32



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employees believe that supervisor pays attention to what his/her partners say.

Figure 17: Supervisor pays attention to what his/her partners say.

Strongly disagree8%

Disagree14%

Neutral20%

Agree20%

Strongly agree38%

Chart # 7



63

Hypothesis # 8

H0: Organizational changes are not communicated adequately to the employees.

HA: Organizational changes are communicated adequately to the employees.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 2.94 𝝈𝝈 = 1.36



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that organizational changes are communicated adequately to the employees.

Figure 18: Organizational changes are communicated adequately to the employees.

Strongly disagree

18%

Disagree22%

Neutral28%

Agree12%

Strongly agree20%

Chart # 8



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Hypothesis # 9

H0: The company does not keep employees informed regarding its mission, plans and progress.

HA: The company keeps employees informed regarding its mission, plans and progress.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.42 𝝈𝝈 = 1.28



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that the company keeps employees informed regarding its mission, plans and progress.

Figure 19: The Company keeps employees informed regarding its mission, plans and progress.

Strongly disagree

14% Disagree8%

Neutral20%

Agree38%

Strongly agree20%

Chart # 9



65

Hypothesis # 10

H0: Exchange of knowledge and experiences among employees is not systematic and organized.

HA: Exchange of knowledge and experiences among employees is systematic and organized.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 2.98 𝝈𝝈 = 1.36



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that exchanged of knowledge and experiences among employees is systematic and organized.

Figure 20: Exchange of knowledge and experiences among employees is systematic and organized.


Disagree18%

Neutral10%

Agree40%

Strongly agree10%

Chart # 10



66

Hypothesis # 11

H0: Communication with colleagues from other departments is not satisfactory.

HA: Communication with colleagues from other departments is Satisfactory.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 4.08 𝝈𝝈 = 1.00



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that Communication with colleagues from other departments is satisfactory.

Figure 21: Communication with colleagues from other departments is Satisfactory.

Strongly disagree2% Disagree

8%

Neutral10%

Agree40%

Strongly agree40%

Chart # 11



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Hypothesis # 12

H0: Employee can not easily express disagreements to managers regarding company issues.

HA: Employee can easily express disagreements to managers regarding company issues.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.40 𝝈𝝈 = 1.20



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employee can easily express disagreements to managers regarding company issues.

Figure 22: Employee can easily express disagreements to managers regarding company issues.

Strongly disagree

10%

Disagree20%

Agree60%

Strongly agree10%

Chart # 12



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Hypothesis # 13

H0: Employee can not easily express disagreements to managers regarding department’s issues.

HA: Employee can easily express disagreements to managers regarding department’s issues.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 2.92 𝝈𝝈 = 1.41



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employees can easily express disagreements to managers regarding department’s issues.

Figure 23: Employee can easily express disagreements to managers regarding department’s issues.


Disagree14%

Neutral2%

Agree50%

Strongly agree6%

Chart # 13



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Hypothesis # 14

H0: Employee can not easily express disagreements to managers regarding their job.

HA: Employee can easily express disagreements to managers regarding their job.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.16 𝝈𝝈 = 1.42



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employees can easily express disagreements to managers regarding their job.

Figure 24: Employee can easily express disagreements to managers regarding their job.


Disagree18%

Neutral4%

Agree42%

Strongly agree16%

Chart # 14



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Hypothesis # 15

H0: Employee can’t express disagreements to managers regarding issues related to job satisfaction.

HA: Employee can express disagreements to managers regarding issues related to job satisfaction.

H0: 𝜇𝜇 = 2.5 HA: 𝜇𝜇 = 2.5

𝒏𝒏 = 50

Here, 𝒙𝒙 = 3.28 𝝈𝝈 = 1.25



Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that employees can express disagreements to managers regarding issues related to job satisfaction.

Figure 25: Employee can express disagreements to managers regarding issues related to job satisfaction.

Strongly disagree

14%

Disagree12%

Neutral20%

Agree40%

Strongly agree14%

Chart # 15



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2. Research Findings

1. Employee can express opinion independently. If employee disagrees regarding company issue,

can not be characterized as trouble maker. But there is also negative effect showing in graph.

14% & 12% of responses think they can be characterized as trouble maker.

2. If employees disagree regarding company issue, then he/she can not be suffering negative

consequences. 48% of responses support that. But there is 16% of responses think different.

3. If employees disagree regarding company issue, he/she can not be perceived as lack of loyalty.

40% are agree and 26% are strongly agree on the point but 14% of responses have neutral

position and 12% and 8% are not agree on that point.

4. Employees believe that supervisor handles conflicts well among the colleagues. 40% believe that

their supervisors are capable, where 30% responses think different. Some of employees think

supervisor can handle conflict and some of them think they cannot.

5. Employees believe that supervisor asks for criticism from his/her colleagues. 50% of responses

agree on the point. 30% of responses disagree and others are confused.

6. Employees believe that supervisor considers opinion or disagreements as something useful. 70%

of responses agree with the point. 20% are disagreed and 10% are confused. Maximum thinks

their opinions are valued. But also some respondents are frustrated.

7. Employees believe that supervisor pays attention to what his/her partners say. The result is

competitive. When 58% agree in contrast 42% thinks different.

8. Organizational changes are communicated adequately to the employees. The result is down.

Only 32% of responses agree where 40% of responses directly disagree.

9. The company keeps employees informed regarding its mission, plans and progress. 38% are

agreed, 20% are strongly agreed but 20% are neutral.

10. Exchange of knowledge and experiences among employees is systematic and organized. 40% are

agreed that they can exchange experience and 22% are strongly disagreed on that point. 10% is

neutral means they are unsure.

11. Communication with colleagues from other departments is satisfactory. 40% are strongly agreed

and 40% are agreed. Communication with colleagues is well established. Maximum responses

agreed on the point.

12. Employee can easily express disagreements to managers regarding company issues. 60% are

agreed and 20% are disagreed. Most of employee can express disagreement but some of them

having problem.

13. Employees can easily express disagreements to managers regarding department’s issues. 50% of

total responses can easily express disagreements. They fill easier to deal with supervisors.

14. Employees can easily express disagreements to managers regarding their job. 42% are agreed,

16% strongly agreed 20% strongly disagreed, 18% disagreed, 4% neutral.

15. Employees can express disagreements to managers regarding issues related to job satisfaction.

40% agreed, 14% strongly agreed, 20% neutral, 12% disagreed, and 14% strongly disagreed.



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3. Recommendations

• The top managers should be reluctant to share their mistakes, ask for help from their peers or

subordinates and admit that somebody else’s solution may work better.

• Supervisors should pay attention to their subordinate’s opinion.

• Organizational decision is not informed well to the employees. It can make employee do not

thinks about organization owned. Organization decisions should be related to employees.

• Navana Limited should coordinate their organizational culture in such a way where employees

can feel the freedom to express themselves.

• To increase the productivity employees should be treated as a part of the big picture while they

are incorporating themselves in their designated job function.

• Navana Limited can unite their employees to a single bond.

• The voices of employees need to be assessed with great creditability.

• NL has established themselves with five core values such as responsive, creative, courageous,

trustworthy and international. The employees are the ones who will ultimately enable the NL to

relive and flourish their five exclusive core values in Bangladesh.

• Leaders should influence employees’ innovative behavior both through their deliberate actions

aiming to stimulate idea generation and application as well as by their more general, daily

behavior

• They should use print and electronic media for advertisement. Also Navana Limited should

strong their sales team for achieve the glory.

• Navana employers need proper compensation plan. The Company should have an appealing

compensation plan.

• Management attitude should be changed. The old management style should be changed and

should introduce modern management philosophy and information must be open to get the

highest benefit.

• Navana Limited should identify performance gaps or produce solutions for problems.

• Navana Limited Influence the personal and contextual factors at work on employee creativity.

• Navana limited should create a supportive supervisory style is one of the drivers of excellent

creative performance.


Navana Limited

Ending Part

1. Conclusion 2. References 3. Appendix


Conclusion

In this economic environment, it’s not just salary that attracts talent, however.

Overall, one can say that the results of this research on the existence of significant organizational silence are aligned to the previous researches. Yet, what makes this research different from others is to study the influence of members’ type (professors and employee officers) on severity of the relationship. According to the obtained results, it seems that despite of confirming hypotheses, there is a noteworthy difference between two groups of respondents on severity of the relationship. Based on this, while the relationship between organizational commitment and silence behavior broadness is moderate for professors, it is low for employee officers and while the relationship between perceived silence climate and silence behavior broadness is low for professors, it is moderate for employee officers.

NAVANA LIMITED has established themselves with five core values such as responsive, creative, courageous, trustworthy and international. Since the beginning of the operation in Bangladesh the NAVANA LIMITED has shown their creditability and efficiency in the local business sector. The capability of future forecasting and turning the threats in to opportunities has made their business in the position in where they are now. And all this has been possible because of management’s affective handling and the enthusiasm of courageous employees. Now a days when the pressure form the different surroundings are so high, like rules and regulations are getting tighter, local law are hampering the progress, the established government perspective are putting pressure, NAVANA LIMITED need to reestablish there strengths by uniting their employees to a single bond. The well furnished and efficient employees of NAVANA LIMITED are the pillars of their sky scrapper success in Bangladesh. So the need of creating both ways communicating organizational culture has never been high. Employees of NAVANA LIMITED should be given enough space to uphold their own thoughts and arguments in front of the higher level management. The voices of employees need to be assessed with great creditability. The employees are the ones who will ultimately enable the NAVANA LIMITED to relive and flourish their five exclusive core values in Bangladesh.

The formation of new types of intermediaries and new forms of channel relationships caused existing firms to reexamine how they served their markets. Conducting business in the new digital age will call for a model for marketing strategy and practice. To survive and thrive in this century managers will need to hard-wire a new set of rules into their brains.

Some strategists envision a day when all buying and selling will involve direct electronic connections between companies and their customers. The new model will fundamentally change customers’ notions of convenience speed price, product information, and service. This new consumer thinking will affect every business.

I

The fact is that today’s economy requires a mixture of old Economy and New Economy thinking and action; companies need to retain most of the skills and practices that have worked in the past. But they will also need to add major new competencies and practices if they hope to grow and prosper in the new environment. Marketing should play the led role in shaping new company strategy. Although there has been widespread debate in recent years about the nature of even the existence of–such a New Economy, few would disagree that the Internet and other powerful new connection technologies are having a dramatic impact on marketers a buyers. Many standard marketing strategies and practices of the past – mass marketing, product standardization, media advertising, store retailing, and others-were well suited to the so-called Old Economy. These strategies and practices will continue to be important in the New Economy. However, marketers will also have to develop new strategies and practices better suited to today’s new environment. Therefore, direct marketing is an important tool for the marketers who think different in adoption of new strategy. Whether employed as a completer business model or as a supplement to a broader integrated marketing mix, direct marketing brings many benefits to both buyers and sellers. As a result, direct marketing is growing very rapidly.

An operation traditionally refers to the production of goods and/or services separately, although the distinction between these two main types of operations is increasingly difficult to make as manufacturers tend to merge product and service offerings. More generally, operations management aims to increase the content of value-added activities in any given process. Fundamentally, these value-adding creative activities should be aligned with market opportunity (through marketing) for optimal enterprise performance.

Navana Limited plays a vital role for the economic development of Bangladesh. Navana Limited believes youth is the best period to contribute the economic development. For that reason Navana Limited, provide the opportunity to the university students to develop themselves. The company’s HR department appoints student and train up. On the other hand there are many opportunity to learn organizational corporate activities for other people who seeking job. They can make themselves a quality human resource to find the huge job opportunity in job sector. As well as it reduces the unemployment problem.

II

http://en.wikipedia.org/wiki/Marketing

References

Books

1. Maria, V. & Dimitris, B. (2005), “Organisational silence: an empirical investigation”. Emerald Group Publishing Limited.

2. Morrison, E. & Milliken, F. (2000), “Organisational silence: a barrier to change and development in pluralistic world”.

3. Fink Arlene, “How to Conduct Surveys: A Step-by-Step Guide”, Second Edition: 2001, 2002.

4. Mian, Muhammad Ali & Miyan, M. Alimullah, “An introduction to statistics”, Ideal Books Dhaka.

5. Robins, Stephens P. & Judge, Timothy A. (2009), “Organizational Behavior”, Pearson International Edition.

6. Robins, Stephens P. & Mathew, Mary, “Organization Theory”, Pearson International Edition.

Online:

a. www. Navana. Com b. www.google.com c. en.wikipedia.org d. enc.tfode.com e. www.studymode.com

III

http://www.amazon.com/How-Conduct-Surveys-Step-Step/dp/141291423X/ref=cm_lmf_tit_3

Appendix • Questions for Survey

“THE STUDY ON TOP MANAGER’S ATTITUDE, SUPERVIOSR’S ATTITUDE, COMMUNICATION OPPORTUNITIES EFFECTIVITY ON ORGANISATIONAL SILENCE

BEHAVIOR IN NAVANA-TOYOTA 3S CENTER” Dear Sir/ Madam, I need your valuable opinion for research project that is going to be done in the context of Navana 3S Center in Bangladesh. It will be an immense help if you take the time to fill up the questionnaire. This study will be used to investigate the relationship between top management attitudes, supervisor’s attitudes; Communication opportunities and employees silence behavior. I guarantee that your responses will be treated as strictly confidential. You are under no obligation to answer and are free to terminate the interview at any time. Section 1: Some items, which assess your opinion about the Top management’s attitude to the organizational silence in Navana 3S Center. Section 2: Some items, which assess your opinion about the Supervisors attitude to the organizational silence of Navana 3S Center. Section 3: Some items, which assess your opinion about the communication opportunities of Navana 3S Center. Section 4: Some items, which assess your opinion about the Employees silence behavior of Navana 3S Center.

IV

Research question for the employees of Navana Limited.

Strongly Disagree 1 Disagree 2 Neutral 3 Agree 4 Strongly Agree 5 Top Manager’s Attitude

1. If I disagree about company issues, I can be characterized as trouble maker by the top management

1 2 3 4 5

2. If I express my disagreements regarding company issues, I may suffer negative Consequences coming from the top management

1 2 3 4 5

3. If I disagree about company issues, it can be perceived as lack of loyalty

1 2 3 4 5

Supervisor’s Attitude 4. I believe that my supervisor handles conflicts well among his/her

partners. 1 2 3 4 5

5. I believe that my supervisor asks for criticism from his/her partners.

1 2 3 4 5

6. I believe that my supervisor considers different opinions or disagreements as something useful.

1 2 3 4 5

7. I believe that my supervisor pays attention to what his/her partners say.

Communication Opportunity 8. Organizational changes are communicated adequately to the

employees. 1 2 3 4 5

9. The company keeps employees informed its mission, plans and progress

1 2 3 4 5

10. There is a systematic and organized exchange of knowledge and experiences among employees in this company

1 2 3 4 5

11. Communication with colleagues from other departments is Satisfactory.

1 2 3 4 5

Great Difficulty 1 Difficulty 2 Neutral3 Easily 4 Vary Easily 5

Employee’s Silence Behavior 12. How easily do you express your disagreements to your managers

regarding company issues? 1 2 3 4 5

13. How easily do you express your disagreements to your managers regarding your department’s issues?

1 2 3 4 5

14. How easily do you express your disagreements to your managers regarding your job?

1 2 3 4 5

15. How often do you express your disagreements to your managers regarding to jobsatisfaction such as salary, working conditions etc?

1 2 3 4 5

(Thank you for providing your valuable time and really admire your effort towards the research to make it fruitful)

V

organization silence behavior in navana limited

Documents

internship report

technology i

business administration

practicum report

navana limited management

kazi shamiul kabir id

islam group

great opportunity