North South University Course name and code: Mgt 321 Section: 2
Organizational Behavior Title of the assignment: Analysis of Organizational Submitted by: Name
I
FariaIshrat( Sec: 01) Arif!l "ari# "han %&' Shoat *++in ,hy Sye+ Sa.i+%ehra/ Fahi# aa+ ah#an
13207030 1310$$3030 12301$--30 13107--30 1220$-30
ate of Submission:11th A!g!st4 201$'
&e8art#ent of %anage#ent4
Submitted to: A/! Saa+ Shezan!l 5a6!e(A/!) 5a6!e(A/! ) ect!rer4
9orth So!th *niversity' *niversity'
!etter of Transmittal 11th A!g!st4 A!g!st4 201$ A/! Saa+ Shezan!l 5a6!e (A/*) ect!rer4 &e8art#ent of %anage#ent4 School of B!siness A+#inistration A+#inistration 9orth So!th *niversity
Sub"ect: Submission of #ro"ect re#ort on the analysis of organi$ational behavior of %&'& Cables Industries !T()
&ear Sir4 his is o!r 8leas!re to acco#8lish the 8ro.ect or an+ s!/#it o!r analysis on ;BB ,a/les In+!stries &<' It has /een 8re8are+ /y a gro!8 of five st!+ents as a 8art of the %= 321 co!rse folloing the instr!ctions that has /een given to !s /y yo!' ho!gh e are in o!r learning c!rve4 this re8ort has ena/le+ !s to gain insight into the core fact of Organizational Behavior' >e have 8!t o!r earnest effort to give this re8ort a 8resenta/le sha8e an+ #ae it as infor#ative an+ 8recise as 8ossi/le' >e than yo! for 8rovi+ing !s ith this !ni6!e o88ort!nity' o88ort!nity'
?o!rs Sincerely4
Arif!l "ari# "han Faria Ishrat %&' Shoat *++in ,hy Sye+ Sa.i+ %ehra/ Fahi# aa+ ah#an
*c+no,ledgement First of all4 e o!l+ lie to than Al#ighty Allah for alloing !s to re#ain a/le to co#8lete this re8ort' >e offer 5i# o!r +ee8est gratit!+e4 /eca!se itho!t 5is alloance e co!l+ have never finishe+ o!r or' hen e o!l+ lie to 8!t across o!r earnest a88reciation to %r' A/! Saa+ Shezan!l 5a6!e (A/*)4 fac!lty #e#/er of 9orth So!th *niversity4 for giving !s this on+erf!l o88ort!nity to 8re8are this re8ort4 an+ 8rovi+ing his val!a/le s!ggestions an+ 8recio!s ti#e in acco#8lishing o!r 8ro.ect re8ort' his ill hel8 !s a lot in receiving the nole+ge of real orl+ #anagerial sit!ations' >e are gratef!l to hi# for his hel8 an+ s!88ort for hich e ere a/le to 8re8are this re8ort s!ccessf!lly' O!r 8ro.ect riting sills an+ co##!nication sills have i#8rove+ greatly +!ring the co!rse of riting this re8ort' If there is any in+ of 6!estions or co##ents regar+ing the inter8retation of this re8ort4 8lease feel free to contact ith !s' >e loo forar+ to oring !n+er the g!i+ance of %r' A/! Saa+ Shezan!l 5a6!e (A/*) again in the near f!t!re' >e than hi# for /elieving in !s an+ giving !s this on+erf!l o88ort!nity'
Table of Contents 1) Com#any -rofile of &'& Cable Industries !T.........)))/0 2) Introduction..)))....................../ 3) *nalysis of rgani$ational Culture............... / 4) &'& Cables !T5s 6ision and Mission.............)/ 0) &'& Cables !T5s Sales Center................/7 ) *chievements.......................)))14 ) S8T *nalysis......................)))14 7) *n *nalysis of M) -arve$ 'ahman5s -ersonality........)10 9) M) -arve$ 'ahmans Sources of Motivation..........))1 1/) Success ;actors......................)19 11) The !eadershi# Style....................19 12) The ecision Ma+ing Style))))))))))))))))))))))))))...........23 7) Team *nalysis.....................)) 9) *nalysis of rgani$ational structure............. 1/) <=isting >' #olicies............. 11) 'ecommendation........))... 12) Conclusion......................))))) 13) 'eferences.................)
Com#any -rofile of &'& Cable Industries Com#any -rofile
1 9a#e of the ,o#8any
: BB ,a/le In+!stries t+'
2 Boar+ of &irectors
: %+' %ozi/ar ah#an @ ,hair#an : %rs' Seli#a Beg!# ice ,hair#an : %+' Carvez ah#an %anaging &irector : %rs' ania Afroz @ &irector
3 ocation of the Factory : BS,I, In+!strial Dstate4 "!shtia70024 el:
Bangla+esh' 071-13347324
FaE:
-1-00 0007173-1
D#ail:
/r/ca/lesg#ail'co#4
/r//tt/'net'/+
>e/site: '/r/ca/les'co# egistere+ Office
: BS,I, In+!strial Dstate4 "!shtia70024 Bangla+esh'
$ 9at!re of the ,o#8any : %an!fact!rer of a co#8lete range of GCD H C, Ins!late+ H 5 ,a/les4 FS ,a/les4 5o!se an+ A88liances >iring ,a/les4 &ry H elly fille+ eleco##!nication ,a/les4 Instr!#entation ,a/les4 Al!#ini!# Overhea+ ,on+!ctors4 &!al ,oate+ S!8er Dna#elle+ ,o88er >ire (>in+ing >ire)4 la#8 /allast' - ,ertificateIncor8oration : 23r+ Octo/er17
Introduction
BB ,a/le In+!stries t+' a 8rivate i#ite+ ,o#8any as esta/lishe+ ith a vie to #an!fact!re >ires H ,a/les in 17' he factory starte+ co##ercial 8ro+!ction in the year 10 an+ it has /eco#e a lea+ing #an!fact!rer of GCD H C, Ins!late+ H 5 ,a/les4 FS ,a/les4 5o!se an+ A88liances >iring ,a/les4 &ry H elly fille+ eleco##!nication ,a/les4 Instr!#entation ,a/les4 Al!#in!# Overhea+ ,on+!ctors4 &!al ,oate+ S!8er Dna#ele+ ,o88er >ire (>in+ing >ire)4 %arine y8e ,a/les4 8ractically all ca/les re6!ire+ fro# the s!/station +on to the lighting 8oint' All the 8ro+!cts are a88rove+ /y BSI (Bangla+esh
Stan+ar+s an+ esting Instit!tion) an+ certifie+ /y the orl+renone+ internationally re8!te+ in+ivi+!al esting la/oratory ,CI (,entral Coer esearch Instit!te)4 In+ia' he factory is sit!ate+ at BS,I, In+!strial Dstate4 $ "% fro# "!shtia ton' he factory is ell e6!i88e+ ith #o+ern #achinery an+ e6!i8#ents' he co#8any has a gro!8 of 6!alifie+ an+ eE8erience+ #an8oer ho #aintains the 6!ality of the 8ro+!cts' For its 8ro+!ct 6!ality4 the co#8any has earne+ fa#e in the co!ntry an+ its 8ro+!ct has /een a88rove+ an+ /eing !se+ /y BC&B4 DB4 &DSA4 &DS,O4 B%&A4 C>&4 B%,4 BSFI,4 H4 %DS4 BA&,4 Bangla+esh Cort A!thority4 Bangla+esh ailay4 A!tono#o!s /o+ies4 Crivate sector4 In+!strial an+ A8art#ent 8ro.ects an+ in+ivi+!als' o #eet !8 increasing +e#an+ in the #aret4 the co#8any has set!8 *nit2 for 8ro+!cing >ires H ,a/les4 AAA,4 AA, H A,S ,on+!ctor4 GCD HC, Ins!late+ H 5 ,a/les4 FS ,a/les4 5o!se an+ A88liances >iring ,a/les4 &ry H elly fille+ eleco##!nication ,a/les4 Instr!#entation ,a/les4 Al!#in!# Overhea+ ,on+!ctors an+ set!8 *nit3 for 8ro+!cing s8ecial ty8e of &!al ,oate+ S!8er Dna#ele+ ,o88er >ire (>in+ing >ire)' he ,o#8any is #areting its 8ro+!cts thro!gh $ (Dighty Five) Sales centre' A++itionally BB 8ro+!cts are also sol+ thro!gh their sister concern4 BB &istri/!tions t+' &haa' Besi+es the Sales center4 the ,o#8any is #areting its 8ro+!cts thro!gh selecte+ ra+ers in all +istricts' he ,o#8any has a gro!8 of eE8erience+ 8ersonnel in its #areting H technical +e8art#ent ho are ell e6!i88e+ to ren+er service to its c!sto#ers' he ,o#8any as earlier certifie+ as an ISO002 certifie+ ,o#8any for its 6!ality #anage#ent syste#' "ee8ing its co##it#ent to ens!re gra+!al i#8rove#ent of its 6!ality 8ro+!cts thro!gh esearch an+ &evelo8#ent4 8ro#8t c!sto#er service4 the co#8any later !n+ertoo ISO001:200 certificate' %oreover the co#8any has /een aar+e+ Bangla+esh D+!cation Scholarshi8 r!st =ol+ #e+al4 SherDBangla =ol+ #e+al4 10th =ol+en A#erica Aar+4 Arch of D!ro8e Aar+4 9ational DE8ort ro8hy (7) =ol+ an+ 9ational DE8ort ro8hy (20002001) Bronze' he co#8any has /een rane+ 33r+ a#ongst orl+ lea+ing >ires H ,a/les #an!fact!ring ,o#8anies' his St!+y incor8orate+ 34000 >ires H ,a/les #an!fact!rers of 200 co!ntries'
*nalysis of rgani$ational Culture
Being a %& is a h!ge res8onsi/ility' An+ to f!lfill this res8onsi/ility %+' Carvez ah#an ens!res a cor8orate c!lt!re hich can achieve the goals of the organization' So he create+ a c!lt!re of o8enness4 confi+ence4 lea+ershi8 an+ creative thining at every level of BB ,a/les' All the e#8loyees are force+ to thin o!t of the /oE an+ to thin as if they ere not oring for a /ig co#8any /!t for a +e#an+ing entre8rene!r here nearly everyone nos the /oss' %r' Carvez /elieves if e#8loyees +onJt thin for short ter# then they canJt attain the long ter# achieve#ents' %r' Carvez #aintains an infor#al relation ith e#8loyees4 s!r8rising the# ith /on!ses an+ recognition /eca!se he tho!ght it #otivates the e#8loyees to or efficiently'
S8T *nalysis Strengths: -
-
he c!sto#er service is i#8ecca/le' hey 8rovi+e 8ro#8t c!sto#er service an+ han+le the# in a very trans8arent #anner' hey give i#8ortance to c!sto#er acco!nt secrecy' he co#8any +oes not +iscri#inate e#8loyees /ase+ on religion4 seE4 etc' As a res!lt4 the or 8lace environ#ent is 6!ite a88ealing'
8ea+nesses: -
-
As they has to a/i+e /y Bangla+esh =overn#ent g!i+elines4 it is less fleEi/le in +ecision #aing' One of the /iggest concerns for #any cons!#ers is lac of online C!rchases' As there are so #any /ranches4 all the /ranches are not e6!i88e+ ith traine+ #an8oer to #onitor4 assess4 a88raise4 an+ a!+it activities
##ortunities: -
-
If BB re+!ces the 8rice on #any ca/le categories4 so that they can attract a large n!#/er of cons!#ers' he co#8anyJs large an+ +iversifie+ c!sto#er /ase 8rovi+esa s!/stantial groth 8otential'
Threats: -
he glo/al econo#ic con+ition can have an effect on the activities'
-
As foc!s is shifting toar+ secon+ary an+ tertiary sectors' echnology is i#8roving +ay /y +ay' %ore ca/le in+!stry is +evelo8ing' So they nee+ to re#ain co#8etitive ith
-
others' he !nsta/le 8olitical sit!ation in threatening as it is not o8ti#al for invest#ent'
he increasing n!#/er of +o#estic 8rivate an+ foreign ca/le in+!stry hohave l!crative offers4 can affect BB ,a/les'
'elation ,ith Culture: %r Carvez !ses the strenghts an+ o88ort!nities to +evelo8 the c!lt!re of the organization' Also he is ell aare of the eanesses an+ threats here he is trying to re+!ce the#' he organization +oes not have /iasness of gen+er4 religion hich gives the# o8enness an+ they e#8hasize on the c!sto#ers acco!nt secrecy hich hel8s the# to gain confi+ence' So#eti#es it #ay /e a lot less fleEi/ility in +ecision #aing an+ the glo/al econo#ic con+ition an+ 8olitical sit!ations can have an effect hich lea+s the# to thin creatively' B!t ith the variation of their 8ro+!ct category4 they attract lots of c!sto#ers'
&'& Cables !T5s 6ision O!r vision is to /e a lea+ing electrical co#8any in Bangla+esh an+ a glo/al 8layer4 8rovi+ing 6!ality sol!tions /y orl+ class 8erfor#ance of #an8o er4 assets an+ invest#ents an+ eEten+ing the +i#ensions of o!r /!siness thro!gh trans8arent /!siness 8ractices an+ striving toar+s ne heights of eEcellence in service' e are a co#8any no foc!sing on a hole range of energy saving electrical 8rotective +evices' %+' Carvez ah#an is one of the #ost res8ecte+ %&s in o!r co!ntry' 5e has a tre#en+o!s 8assion for inning an+ he has his !ni6!e #anage#ent 8ractices' 5e alays /elieves in an organization /ehavior that ill have no /o!n+aries a#ong +ifferent !nits ithin the organization' It is his ay of thining'
&'& Cables !T5s Mission
O!r #ission is to 8rovi+e 6!ality an+ eEcellent service to o!r c!sto#ers 8rofessionally an+ eEcl!sively' >e strive for honesty an+ integrity in all o!r en+eavors as e 8rovi+e o88ort!nities for groth an+ enrich#ent to o!r e#8loyees4 o!r /!siness 8artners an+ the co##!nities in hich e o8erate' >e strive to /e incessantly on the 8ath of innovation for ecofrien+ly 8ro+!cts an+ try to #ae environ#entally hazar+o!s ra #aterials re+!n+ant' >e #aintain high stan+ar+s of technology /y 8rovi+ing safe4 relia/le4 an+ co#forta/le an+ val!efro #oney 8ro+!cts' BB ,a/les !ses an e6!ation hich act!ally +escri/es its #ission' hat e6!ation is:
;>e have a relentless +rive to invent things that #atter: innovations that /!il+4 8oer4 #ove an+ hel8 c!re the orl+' >e #ae things that everyone nee+s' his is a so!rce of 8ri+e' o o!r e#8loyees an+ c!sto#ers4 it +efines BB ,a/les'<
&'& cable5s mission statement: ;Be the co!ntryJs largest 8rovi+er of ,a/le co##erce sol!tion
so the co!ntry co!l+ ight safely<' Slogan: As long as %+' Carvez ah#an is the %& of BB ,a/les there ill /e a slogan of this
organization4 hich is ;>e /ring goo+ things to life<'
*n *nalysis of Md) -arve$ 'ahman5s -ersonality Myers
&riggs
Ty#e
Indicator
?M&TI@
he %yersBriggs y8e In+icator (%BI) is often !se+ to i#8rove overall 8erfor#ance in organizations' his tool can hel8 orers gain selfaareness4 i#8rove e#otional intelligence4 an+ /etter !n+erstan+ ho theyKas ell as those aro!n+ the#Ko8erate in the or8lace' he MyersA&riggs Ty#e Indicator ?M&TI@ sees to 6!antify a 8ersonJs 8ersonality ty8e
thro!gh a 8sycho#etric 6!estionnaire' hey classify an in+ivi+!al into one of 1- 8ossi/le 8ersonality ty8es4 /ase+ on the folloing 8ara#eters:
•
DEtroverte+ (D) vs' Introverte+ (I)
•
Sensing (S) vs' Int!ition (9)
•
hining () vs' Feeling (F)
•
!+ging () vs' Cerceiving (C)
%+' Carvez ah#an can /e characterize+ /y the %BI +escri8tors
%any conte#8orary 8ersonality 8sychologists /elieve that there are five /asic +i#ensions of 8ersonality4 often referre+ to as the LBig $L 8ersonality traits' he Five categories in the Big Five %o+el are @ DEtraversion4 Agreea/leness4 ,onscientio!sness4 D#otional Sta/ility an+ O8enness
to DE8erience' %+' Carvez ah#an score+ high in all five +i#ensions of 8ersonality traits of the Big Five %o+el' Fro# the analysis of %+'Carvez ah#anJs 8ersonality4 5e is e#otionally sta/le an+ agreea/le 8erson4 ho is also o8en to ne an+ creative i+eas an+ he lies to get those i+eas i#8le#ente+ very soon' 5e is o!ts8oen an+ he #eets everyone in his co#8any4 hich #aes hi# eEtrovert as ell' All these 8ersonality traits sho that he is very energetic an+ caring a/o!t his organization' 5e 8lans /oth for short ter# an+ long ter#' 5e also 8!t effort in training the s!ccessors an+ #aing f!t!re lea+ers ho can re8lace the ol+ lea+ers an+ 8!t ne energy into the /!sinesses' 5e alays /elieves in giving his 8eo8le the /est as rear+ an+ recognition' 5e nos that 8eo8leJs voice is very i#8ortant so he arranges s!ch syste#s that every single e#8loyee can /e hear+4 their s!ggestions are taen serio!sly an+ their iss!es co!l+ /e resolve+' his creates a sense of onershi8 in all the e#8loyees an+ they feel as /eing i#8ortant an+ 8art of the co#8any' All these actions 8rove that %+' Carvez ah#an is a tr!e lea+er an+ a great #anager' &!e to his strong lea+ershi84 he transfor#e+ the co#8any in to a cor8oration'
ther
-ersonality
;eatures
of
Md)
-arve$
'ahman
here are a n!#/er of 8ersonality traits that a lea+er can 8ossess' Accor+ing to research4 %+' Carvez ah#an is a lea+er ho also has a narcissistic 8ersonality' 9arcissis# is not necessarily a negative character trait for #o+ern lea+ers to +is8lay' 5e e#/o+ies Lstrategic intelligence4L hich is a 8oerf!l /len+ of foresight4 syste#s thining4 visioning4 #otivating an+ 8artnering' Other strengths of the 8ro+!ctive narcissist incl!+e charis#a4 voracio!s learning4 8erseverance4 alertness to threats4 an+ a sense of h!#or'
ood Side and &ad Side of the !eader5s -ersonality %+' Carvez ah#an can /e characterize+ as ;8ro+!ctive narcissist< or C9s' 9arcissists are visionaries ho attract hor+es of folloers4 hich can #ae the# as eEcel as innovators4 /!t theyre 8oor listeners an+ they can /e af!lly to!chy a/o!t criticis#' hese 8eo8le +ont have #!ch e#8athy' Cro+!ctive narcissists are not alays concerne+ a /o!t 8eo8les feelings' hey see other 8eo8le as a #eans toar+ their en+s' B!t they +o have a sense of changing the orl+ K in
their eyes4 i#8roving the orl+' hey /!il+ their on vie of hat the orl+ sho!l+ /e an+ get others recr!ite+ to their vision'
Md) -arve$ 'ahmans Sources of Motivation %otivation is the ay to infl!ence so#eone to achieve certain goals on hisNher on a/ility' o #otivate e#8loyees4 lea+ers or #anagers nee+ to /e caref!l a/o!t e#8loyees nee+s an+ also create can+i+ environ#ent in the or8lace 'hey sho!l+ also no hat to 8ay an+ ho to 8ay' Accor+ing to %c,lellan+Js theory of #otivation4 %+' Carvez ah#an has 9ee+ for Achieve#ent4 9ee+ for Coer an+ 9ee+ for Affiliation' 5e has 8otentially ore+ to get #ere s!ccess in his life so he nee+e+ o88ort!nity to get achieve#ents4 an+ also he ante+ frien+ly an+ close relationshi8s in his or8lace hich ill hel8 hi# to share his i+eas an+ concentrate in his or #ore' %+' Carvez ah#an is ins8ire+ to or har+4 to get achieve#ents an+ to change his or 8lace as he +esires it to /e' As a res!lt he as #a+e the %& of the co#8any in no ti#e /eca!se of his +e+ication an+ har+ or4 an+ the co#8any val!e of BB ,a/les increase+ significantly' Being a %&4 %+' Carvez ah#an #otivates his e#8loyees in every 8ossi/le ay' 5e ors ith the# as a 8eer not as a /oss' 5e alays s!88orts can+i+ co##!nication in the or8lace4 hich hel8 the e#8loyees to share their i+eas an+ vies o8enly' =oal settings4 e#8oering e#8loyees4 gra+ing their 8erfor#ance4 rear+ing not only ith tro8hies /!t also ith salary4 all these are fe effective #otivating ays of %+' Carvez ah#an' ather than
setting fiEe+ goals4 he alays as for every 8ossi/le i#8rove#ent i+eas fro# his e#8loyees an+ all these things hel8 the e#8loyees or their leve l /est' So here fro# the #otivation theories4 e can relate the =oal setting an+ Self efficacy theory ith the #otivational ays of %+' Carvez ah#an /eca!se4 hen a lea+er set higher goals it 8!shes his e#8loyees to 8erfor# /etter an+ set higher goals for their on 8erfor#ance hich enriches their self confi+ence as ell as their 8erfor#ance' Again4 accor+ing to the DE8ectancy theory4 hen the lea+er rear+s goo+ 8erfor#ance ith tro8hy4 salary4 8ro#otion4 /on!ses4 etc4 it #otivates the e#8loyees to 8!t #ore effort to i#8rove their 8erfor#ance in or+er to get rear+s' So /y #otivating e#8loyees in these +ifferent ays4 %+' Carvez ah#an has 8roven that he is a great lea+er an+ the co#8any is highly /enefite+'
Motivation Strategy that is used in the rgani$ation %+' Carvez ah#an !ses /on!ses an+ recognition as the #otivation strategy that is !se+ in the Organization' 5e !ses %o+!lar 8lans4 ,ore 8l!s 8lans4 Intrinsic rear+s4 Benefits of Crogra#s etc to #otivate the e#8loyees'
The Success ;actors Individual !evel ;actors 5ere+ity refers to factor +eter#ine+ at conce8tion' Chysical nat!re4 Facial attractiveness4 gen +er4 te#8era#ent4 #!scle co#8osition an+ refleEes4 energy level4 an+ /iological rhyth#s are generally consi+ere+ to /e either co#8letely or s!/stantially infl!ence+ /y ho yo!r 8arent are that is4 /y their /iological4 8hysiological4 an+ inherent 8sychological #ae!8' he here+ity a88roach arg!es that the !lti#ate eE8lanation of an in+ivi+!als 8ersonality is the #olec!lar str!ct!re of genes4 locate+ in the chro#oso#es' %&' Carvez ah#ans s!ccess in his 8rofessional life s!ggests so#e of the characteristics that he has4 #ight have /een inherite+ /y /irth' 5is eE!/erant energy4 the fact that he as a #an4 in a #ale +o#inate+ society an+ era here seEis# as a strong factor4 certainly hel8e+ his ca!se' A s!ccess of that #eas!re ha+ to +o so#ething ith having an a#azing te#8era#ent4 so#ething that is in #ost cases inherite+' 5is energy level to or thro!gh the .o/s4 an+ his 6!ic rise to
cor8orate a!thority o!l+nt have /een 8ossi/le itho!t an a#azing grit of never giving !8 an+ a strong level of energy' 5is a/ilities ere that he as a/le to co#8rehen+ an+ learn 6!icly4 to tae note of hat he has learne+ an+ to /e a 8ioneer in his 8rofession'
The !eadershi# Style %+' Carvez ah#an is a /!siness#an an+ he is ell non for his !ni6!e lea+ershi8 style as %& of the BB ,a/les' 5is lea+ershi8 style is +ifferent so he /eca#e s!ccessf!l' 5e nos hat he eE8ect an+ ant fro# his e#8loyees'If his orers canJt satisfy hi# ith their 8erfor#ance4 he give others the o88ort!nity to 8rove the#selves' his is the #ain reason his /!siness e8t groing' 5e also rear+s his e#8loyees for their har+ or an+ 8erfor#ance' 5e /elieves in ins8iring his e#8loyees to +o /etter .o/ an+ set goals for the# /!t he never give the# ste8 /y ste8 instr!ction to achieve the set of goals' As e no lea+ershi8 #eans infl!encing a gro!8 toar+s achieving a set of goals' here are to ty8es of theories of lea+ershi8: 1) rait theories of lea+ershi8 2) Behavioral theories of lea+ershi8
Trait Theories of !eadershi# rait theories of lea+ershi8 consi+er 8ersonal 6!alities an+ characteristics that +ifferentiate lea+ers fro# nonlea+ers' It is only !sef!l hen it #atches /ig five theories of lea+ershi8' <=troversion:
Assertive4 social an+ gregario!s'his ty8es of 8ersonality are co#forta/le ith relationshi8s' %+' Carvez ah#an is very #!ch social an+ he /elieves in or8lace o8enness relationshi8 ith everyone hich #ay hel8 sharing each otherJs i+eas #ore o8enly' Conscientiousness:
his ty8e of 8eo8le are very #!ch res8onsi/le4 +e8en+a/le an+ 8ersistence' %+' Carvez ah#an is a very res8onsi/le 8erson' 5e alays f!lfills his res8onsi/ilities 6!iet ell an+ he is a +e8en+a/le lea+er as ell' #enness:
his incl!+e ,reative an+ artistic ty8es of 8eo8le' Accor+ing to his character it +oesnJt see# that he is an artistic 8erson4 instea+ he is a realistic one'
Ceo8le ith 8ositive e#otional intelligence are cla#4 confi+ent an+ sec!re' %r' Carvez is a 8ositive 8erson ho /elieves in his orth an+ ors har+ for it'
&ehavioral theories of leadershi# his theory 8ro8osing the s8ecific /ehaviors +ifferentiate lea+ers fro# nonlea+ers' his ty8e of lea+ershi8 can /e ta!ght to anyone'
hio State Model O5IO State #o+el is #ainly /ase+ on to +i#ensions consi+eration an+ initiating str!ct!re' 5aving consi+eration in the horizontal an+ initiating str!ct!re in the vertical aEis O5IO State %o+el tals a/o!t fo!r /ehaviors s!ch as: high initiating str!ct!re an+ lo consi+eration4 lo initiating str!ct!re an+ lo consi+eration4 lo initiating str!ct!re an+ high consi+eration H finally high initiating str!ct!re an+ high consi+eration'
%r' Carvez +i+ everything as a %& of BB ,a/les hich hel8e+ the organization to gro that /ig' If e consi+er this O5IO State %o+el then e can say that %r' CarvezJs lea+ershi8 style falls on the high initiating str!ct!re an+ high consi+eration' It act!ally #eans that Carvez is highly 8ro+!ction oriente+' 5e ants to or an+ achieve his organizationJs goals /!t at the sa#e ti#e he gives his e#8loyees eno!gh sco8e of rear+4 confi+ence an+ healthy or environ#ent to +o their or 8ro8erly' 5e is never in a favor of creating 8ress!re on his e#8loyees' 5e /elieves that 8eo8le can act!ally or /etter hen they are not tol+ ho to or' So e can say that accor+ing to the O5IO State %o+el %r' CarvezJs style of lea+ershi8 falls on high initiating str!ct!re an+ high consi+eration 8oint' ho!gh the analysis states that #r' Carvez is highly concern for 8ro+!ction rather than e#8loyees4 he #anages the e#8loyess as ell'
Contingency Theory ;iedler Model: Dffective gro!8 8erfor#ance +e8en+s on the 8ro8er #atch /eteen lea+ershi8
style an+ the sit!ation' For effective lea+ershi8 #!st change a lea+er ho fits the sit!ation or change the sit!ational varia/les to fit the c!rrent lea+e r' hree Sit!ational Factors are consi+ere+ here: •
ea+er#e#/er relations: +egree of confi+ence an+ tr!st in the lea+ er
•
as str!ct!re: +egree of str!ct!re in the .o/s
•
Cosition 8oer: lea+erJs a/ility to hire4 fire4 an+ rear+
A/ove three factors are #atche+ ith %+' Carvez ah#anJs lea+ershi8 style' 5e is very #!ch tr!ste+ /y his e#8loyees'
o i#8rove lea+er @#e#/er relationshi84 %+' Carvez ah#an
consi+ers occasional infor#al get together ith his colleag!es an+ /osses or ith his e#8loyees' 5e set the goals an+ enco!rages e#8loyees to attain that goal' Offer rear+ for /est i+ea an+ also esta/lish a 8erfor#ancerevie 8rogra# to i+entify the to8 20 8ercent of e#8loyees' ater accor+ing their 8erfor#ance rear+s the# ith /on!s an+ stoc o8tions'
-ath oal Theory Cath =oal theory is a theory that lea+ers 8rovi+e folloers ith infor#ation4 s!88ort4 an+ reso!rces to hel8 the# achieve their goals' %+' Carvez ah#an is a s!88ortive lea+er' 5e /elieves that gen!ine lea+ershi8 co#es fro# the a/ility to s8ar others to eEtraor+inary 8erfor#ance an+ not 8rovi+e+ ste8 /y ste8 +irections for #an!al orer' 5e also /elieves that +irection +estroys creative i+eas' hatJs hy %+' Carvez ah#an ins8ires the e#8loyees of BB ,a/les ith clear vision of ho things can /e +one /etter to eEert the /est i+ea fro# e#8loyees'
!eader Management <=change Theory ?!MD@ Beca!se of ti#e 8ress!res4 lea+ers for# a s8ecial relationshi8 ith the folloers' 5ere the folloers of ;ingro!8< are tr!ste+ an+ get #ore ti#e an+ attention fro# the lea+er (#ore ;eEchanges<) an+ folloers of ;o!tgro!8< get less of the lea+erJs attention an+ ten+ to have for#al relationshi8s ith the lea+er (feer ;eEchanges<)' his lea+ershi8 style +oes not #atch ith %+' Carvez ah#anJs style' As a %& of BB ,a/les4 he never +ivi+es his e#8loyees as in gro!8 an+ o!t gro!8 rather he is alays trying to eli#inate /!rea!cracy' A++ition he also ors to #ae the organization a /o!n+aryless co#8any so that the e#8loyees of other +e8art#ent get the o88ort!nity to share their val!a/le i+eas ith other +e8art#ent e#8loyees'
The ecision Ma+ing Style BB ,a/les as s!ffering fro# lo 8ro+!ctivity groth an+ lac of strong lea+ershi8' After /eco#ing %& of BB ,a/les4 %+' Carvez ah#an #a+e so#e effective +ecisions against BB
,a/les in several #a.or areas hich consiste+ of the rigoro!s training of statistical tools to i#8rove 8rofits4 re+!ce costs an+ i#8rove s8ee+' he ste8s are given follo: Recognize • • • • •
the problem to work on. Define the syste# M easure ey as8ects of the c!rrent 8rocess an+ collect relevant +ata Analyze the +ata to investigate an+ verify ca!sean+effect relationshi8s' I mprove the c!rrent 8rocess /ase+ !8on +ata analysis !sing techni6!es' C ontrol the f!t!re state 8rocess to ens!re that the target are correcte+ /efore they res!lt in
+efects' %r' Carvez consistently set farreaching goals in an atte#8t to #ove the co#8any in the +irection he ante+' o +o so he rear+e+ 8eo8le /y giving /on!ses if they #a+e great 8rogress toar+s goal /!t +i+ not reach the# or often recognize+ the# for s!8erior 8erfor#ance' 5e fo!n+ that the organizational str!ct!re as consiste+ of nine layers of #anage#ent /eteen the sho8 floor an+ the %&' his #a+e BB ,a/les an inar+ foc!se+ co#8any that the e#8loyees fo!n+ +iffic!lty in co##!nicating ith one another' %r' Carvez /elieve+ that BB ,a/les as overly +iversifie+ so he eli#inate+ it' BB ,a/les face+ negative attit!+es toar+ the or8lace so he artic!late+ the cor8orate strategy in a ay that each +ivision o!l+ /e n!#/er one or n!#/er to in their in+!stry' 5e ha+ re+!ce+ the orforce in or+er to strea#line the co#8any an+ to increase efficiency'
ecision Ma+ing &iasness: >ith the analysis4 e can state that %r' Carvez ah#an #ay have Availa/ility Biasness an+ an+o#ness Drror' 5e so#eti#es taes +ecision /ase+ on the infor#ation that is #ost rea+ily at han+4 the recent infor#ation' 5e #ay not loo +ee8 into the #atter hich shos the availa/ility /iasness' An+ he /elieves in s!ch s!8erstitions that his +ecision #ay change so#eti#es /ase+ on that'
6isions of the !eader
he visions of %+' Carvez ah#an are given /elo:
ismantling bureaucracy : B!rea!cracy is the cancero!s ele#ent of an organization4 can
create aste an+ slo the +ecision #aing 8rocess4 lea+ing to !nnecessary a88rovals an+ 8roce+!res that #ae a co#8any less co#8etitive' Carvez stresse+ that each e#8loyee sho!l+ or on getting ri+ of /!rea!cracy every +ay' B!rea!cracy can /e the #ost st!//orn +isease4 /!t e can si#8lify an+ re#ove co#8leEity an+ for#ality to #ae a co#8any #ore res8onsive an+ agile'
&oundaryless com#any : A co#8any itho!t a+#inistrative alls /eteen se8arate
/!siness !nits an+ here nole+ge a88lie+ to one area co!l+ /e a88lie+ co#8anyi+e' &e Number 1 or Number 2: Dach +ivision o!l+ /e rane+ first or secon+ in their fiel+'
>hen the co#8any rane+ as fo!r or five in a #aret4 that ti#e n!#/er one sneezes an+ give feeling of 8ne!#onia' >hen the co#8any rane+ n!#/er one they can control their +estiny'
*n analysis rgani$ational Structure >hen %+' Carvez ah#an as a88ointe+ the %& of BB ,a/les4 he restr!ct!re+ the organization' 5is cor8orate strategy as /ase+ on 8erfor#ance an+ efficiency' o ens!re that4 he restr!ct!re+ the organization4 the str!ct!re of BB ,a/les'
hro!gh organization restr!ct!re %r' Carvez eli#inate+ eEtra layers of #anage#ent an+ c!t off a large n!#/er of .o/s' 5e /elieves that e#8loyees sho!l+ /e given eno!gh s8ace to sho their creativity an+ they sho!l+ /e given total free+o# of or style an+ i+eas' B!t he also /elieves that if any co#8any ants to achieve its o/.ectives it sho!l+ also she+ 8eo8le ho are not 8ro+!ctive for the organization' 5is organization str!ct!re is infor#al an+ everyone is free to +o their or in their on !ni6!e style'
<=isting >' -olicies
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Conclusion %+' Carvez ah#anJs attit!+e toar+s #anage#ent /oils +on to a fe very si#8le
i+eas: /reaing +on hierarchies4 ens!ring free infor#ation flos thro!gho!t the organization4 an+ enco!raging 8eo8le to tal4 listen an+ /e o8en to ne i+eas' %r' Carvez is s!ccessf!l in transfor#ing a co#8lacent /ehe#oth into an energize+ co#8any rea+y to face orl+ co#8etition' Beca!se of his strong attit!+e an+ lea+ershi84 hatever tactics %r' Carvez !ses4 hether goo+ or /a+4 the fact ill re#ain that he ill /e one of the #ost s!ccessf!l lea+ers of the co#8any'
'eferences 1) '/r/ca/le'co# 2) 'a++ress/azar'co# 3) htt8s:NN'line+in'co#Nco#8anyN/r/ca/lein+!strieslt+ ) 'ca/letech'chNca/leNc/r/'ht# $) '+etailsite'co#N'/r/ca/le'co# -) 'ii8e+iaNorganizational/ehavio!r 7) 'ii8e+iaN#otivation
*##endi=
1' BB ,a/le In+!stries t+' 2' "ia# %etal In+!stries t+' 3' BB 8oly#er t+' ' %S In+!stries t+' $' BB Sec!rities t+' -' C ,a/les t+' 7' ovely 5o!sing t+' ' "ia#Sirat!nnessa %e#orial r!st' ' BB Dnergy t+' 10' BB Air t+' 11' BB ravels' 12' =astro iver 5os8ital H esearch Instit!te t+'
*chivements 9ational DE8ort hro8hy 20001 10th =ol+en A#erican Aar+ for 6!ality49e ?or 4!sa 1 he Arch of D!ro8e =ol+ Aar+ Crtification: ISO 001200 ,ertifie+
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