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8/15/2019 BATB Mgt n Functions
http://slidepdf.com/reader/full/batb-mgt-n-functions 1/18
North South University
Submitted On: Spring 2015
8/15/2019 BATB Mgt n Functions
http://slidepdf.com/reader/full/batb-mgt-n-functions 2/18
Table of Contents
1) Introdution:......................................................................................................... 2
2) !ompan" #a$ground:......................................................................................... %
%) &etai's o( Management roess:..........................................................................*
a) Manageria' +untions........................................................................................*
i) 'anning.........................................................................................................*
ii) Organizing..................................................................................................... *
iii) &eision Ma$ing.............................................................................................*
i,) Sta-ng.......................................................................................................... 5
,) !ommuniating..............................................................................................5
,i) eading.......................................................................................................... 5
,ii) Moti,ating................................................................................................... 5
,iii) !ontro''ing:................................................................................................./
b) Manageria' S$i''s............................................................................................... /
i) ehnia' S$i''s.............................................................................................../
ii) eam #ui'ding S$i''s.......................................................................................
iii) &ri,e S$i''s.....................................................................................................
*) 3na'"sis:.............................................................................................................10a) +untions.........................................................................................................10
b) S$i''s:...............................................................................................................10
i) Strength:...................................................................................................... 12
5) Reommendations:............................................................................................ 1%
/) !on'usion:......................................................................................................... 1%
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2)!ompan" #a$ground:
British American Tobacco Bangladesh is one of the largest multinational companies in the
country and has been operating for over !! years. The presence of BAT Bangladesh in this part
of the world can be traced back in /!.The company has started its (ourney as 0mperial Tobacco
!1 years ago and set up the first sales depot at Armanitola in 2haka.
After the partition of 0ndia in /#", 3akistan Tobacco Company was established in /#/. The
factory in Bangladesh was setup in /#/ at *auzdarhat in Chittagong. 0n /4, the second
factory of 3akistan Tobacco Company went in to production in )ohakhali, 2haka. Thereafter it
became Bangladesh Tobacco Company Limited in /"$ immediately after Bangladesh
0ndependence. 0n //5, the company changed its name and identity to British American Tobacco
Bangladesh 6BAT Bangladesh7 aligning the corporate identity with other operating companies in
the British American Tobacco 8roup.
BAT Bangladesh is a part of British American Tobacco plc, the world%s most important tobacco
group, with brands sold in more than $!! markets around the world. British American Tobacco
8roup holds "$./9 share of it and $.59 is owned by other shareholders. 0t is among the first
companies to be listed on the 2haka and Chittagong :tock ;<changes and currently ranked
amongst the top ! companies in terms of market capitalization. British American Tobacco
8roup holds "$./9 of our shares= $.59 is owned by 0nvestment Corporation of Bangladesh=
:hadharanBima Corporation, Bangladesh 2evelopment Bank Limited, 8overnment of 3eople>s
?epublic of Bangladesh and a further #.$19 0n BAT Bangladesh, there are over ,4!! direct
employees and appro<imately 4!,!!! people working indirectly as farmers, distributors and local
suppliers.
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BAT Bangladesh makes high @uality tobacco products for the diverse preferences of consumers,
spanning the business from crop to consumer and committed to embedding the principles of
corporate social responsibility group wide.
%)&etai's o( Management roess:
a)Managerial Functions
i) Planning
3lanning is deciding in advance what to do suppose BAT decide what kind of probable activity
to do to weaken the competition in the market like .;<ample consumer ended activity.
ii) rgani!ing
hen BAT showcases a brand, they have to contact the distributors and retailers. They have to
recruit people and train them .'rganizing is basically to know what step to make and how they
work together.
iii)"ecision Ma#ing
After doing the resourcing organization have to deduct irrelevant things that complicating and
confusing the decision making process as well as replacing one thing from one point to another
to keep the things ticking. 2ecision making authority in BAT is decentralized depending on the
priority of the work.The decision making infrastructure is participatory to a very high e<tent. All
the plans and decisions that are made are communicated from the top level of the organization
and the decisions are made after discussing the issue with the related authority and the grass root
level. ;very possible input from every relevant level of workforce is taken before getting into
any decision. if the work is region then people like territory manager have the full authority to
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make decisions, if its national then middle manager don%t have that type of authority to make
decisions rather the decision making process become centralized.
iv)Sta%ng
BAT%s stuffing process is very simple like they have to train the people to the right e<tent so that,
they are ready to do the proper communication with the market.
v) Co&&unicating
;ffective Communication enables )anagers at BAT Bangladesh to perform the basic functions
of management like 3lanning, 'rganizing, Leading and Controlling. Communication helps
managers to perform their (obs and responsibilities. )anagers devote a great part of their time in
communication. They generally devote most of their time in communicating. They spend great
time o face to face or telephonic communication with their supervisors, subordinates, colleagues,
customers or suppliers. )anagers also use ritten Communication in form of letters, reports or
memos wherever oral communication is not feasible.
ALAA3 6)onthly meeting for non&managerial employees7
• This tool communicates news on Business performance, :trategic 0nitiatives and pro(ects.
0t is a focused, interactive tool targeted towards the non&management employees to create
greater understanding and retention at that level, 0t recounts detailed news such as :ales,
Brands, )arket :hare, production, astage levels, uality 6?07 and important corporate
news such as Annual 8eneral )eeting, Corporate social ?esponsibility activities etc. The
need for this tool arose as e<posure to other tools is limited at the factory floor.
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• Communication process Alaap sessions take place on the factory floor where the line
manager makes a power point presentation to the factory workers for duration of #4
minutes. Alaap is carried out every month and each session has. The audience consists of
$4 to 1! employees who report to that manager. Alaap sessions are highly interactive and
generate a lot of feedback. The content has two parts& Corporate part that contains
companywide information and Team part that contains performance feedback of that
particular team 6e.g. Cell or shift or warehouse7.
• At the end of each session the line manager fills out a feedback form which is emailed to
)anufacturing ? and 0nternal Communications. This form indicates the turnout in each
session and the important @ueries that where left unanswered. ueries, obtains answers
from the right source and emails the answers back to the line managers. These @uestions are
then addressed in the immediate ne<t Alaap meeting.
vi)(eaing
Leading re@uires managers to motivate employees to achieve usefulness ob(ectives and goals at
BATB. 0t re@uires the use of authority to achieve those ends as well the ability to communicate
effectively. ;ffective Leaders motivate and communicate with employees. They influence their
personnel to view situations from their perspectives. Leading at BATB also involves supervision
of employees and their work.
vii) Motivating
0t is a manager%s (ob to motivate employees to do their (obs well. :o how do managers of BATB
do thisD The answer is motivating in management, the process through which managers
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encourage employees to be productive and effective. BATB motivates employees by encouraging
productivity to ensure that employees
•*eel that the work they do has meaning or importance
• Believe that good work is rewarded
• Believe that they are treated fairly.
viii) Controlling+
)anagers measure achievement against established ob(ectives and goals. They also identify
sources of deviation from successful accomplishment and to provide a corrective course of
action. )anagers first establish ob(ectives and goals, then measure achievement of them, identify
anything that is keeping the company from achieving them, and provide means of correction if
necessary. Controlling does not necessarily involve achieving only monetary goals and
ad(ectives. 0t can also relate to non&tangible goals and ob(ectives like meeting a production @uota
or reducing customer complaints by a certain amount.
b)Managerial S#ills
i) Technical S#ills
(1) Technical Skills
Technical skills are basically for the lower level of employee. Those of employee work in
factory. They work with hard skill. As a managerial level of employee there are no technical
types of skill. Because a machine man know how to work with machine, that a technical skill, or
hard skill. *or those types of people have to know about the technical skills.
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(2) Clarifcation o Goals and Objectives
Clarification of goals and ob(ective is, a machine man have to know about his goals and
ob(ective. eEshe have to set a goal for the very specific ob(ective. And heEshe know how much
waste on this particular outcome= heEshe have to maintain this in every time. This is also for the
lower level of workers who work in technical part.
(3) Problem Solvin
3roblem solving is a simple part, when a mechanic engineer faces a problem with production.
eEshe know how it works, about the production time. Then heEshe find the problem and solve
the problem. 'n the BATB sometimes machine are not worked as properly or production
becoming slow, engineers talk with the machine related vendor, why it%s not working after that
fined the problem and fi< it.
(!) "maination # Creativit$
0magination and creativity this is not lower level work. Those are work on hard skill they have
not enough time for imagination or creativity. This is the managerial level of work. Those are
having creative idea or imagination power. +o one can imagine the market, after launching the
new product or implementing strategy. *or e<ample on BATB imagination and creativity team
launch the switch cigarette they imagine that customers need to two type flavor in one cigarette.
They put a switch into the cigarette. After switch this the flavor will change, and its light then
before.
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ii) Tea& .uiling S#ills
(1) %istenin or "nsihts
0t is very crucial for maintaining and coordinating a team. Top managers need to listen to the
lower level employees. :uppose, in Barishal, BATB%s brand ollywood is not performing well.
0t is a brand for the consumers who belong to the low income segment. 0n that case, employees
need to find the reason by searching information internally. )anager%s duty is to listen to
everyone and find out what are the possible reasons of this problem. By gathering data from the
employees, dealers, retailers, customers and other stakeholders and processing it, a manager can
find out the loop holes more easily and accurately.
(2)&irectin # Co'chin
0n the perspective of BATB, coaching is not like teaching the people. 0t%s all about motivating the
people to come out with the best 0dea by brainstorming. The main focus of coaching is asking
employees about the functions where and how they can improve. 0n some cases, coaching isn%t
effective in a sense that employee can be misguided with information. 0n that case managers
need to direct employee to filter information and narrow down properly.
*or e<ample, an employee is doing heart and soul but failing for some unknown cause. is
manager%s responsibility is to ask him the brainstorm the possible reasons of the situations.
Therefore, the employee discovers the lacking all by himself.
:ometimes, e<perience also matters. A new employee might fail to do something due to the lack
of e<perience. )anager%s duty is to share his e<perience with his subordinate to guide him to the
proper track.
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Bangladesh should practice the skill of setting goals, providing effective feedback and
conducting alignment discussions.
(2) Control o &etails
The managers have to gather and use information to evaluate the performance of their resources
such as human, physical, financial and the organization. The manager>s control of details will
influence the behavior of the resources to implement organizational strategies which can be
formal or informal.
(3) ner$
To make the best use of the ma<imum energy of BAT Bangladesh managerial team the manager
has to create a motivational climate. e has to promote a search for e<cellence. The manager has
to practice for building a motivational climate and has to know the cost of demotivation and
disengagement.
(!) *ertin Press're
The manager of the BATB should urge others to perform by shaping his activities to be perceived
as teamwork,not domination. e should design his team>s work such ways that others find
comfortable to work and can gain their highest confidence.
*)3na'"sis:
a)Functions
After taking an interview with an area manager who oversees the marketing department of BATB
we learned that the most important part of a marketing manager%s (ob in BATB is planning,
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motivating and controlling. hich are important functions the marketing managers end up using
the mostD e have tried to discuss them below.
3lanning is an important function for the managers as they have to plan ahead in order to
penetrate a market. hether, it%s a new product or a new market. hen the manager has to work
in an internal market which he is completely responsible for he has to plan according to the area.
)anagers have to plan with every aspect in their perspective in their mind.
)anagers ensure better performance from employees by motivating them. 0n BATB employees
who work under the manager are motivated by the managers to get the best out of them. This
function builds a stronger team and makes the workplace more active. The employees are
motivated in various ways including sales commissions and many other bonuses.
Controlling is an important managerial function. The managers guide their employees in a way
that measures their skills. )anagers decide whether the employees have lived up to the standard
they are e<pected of or not. 0n BATB employees must live up to the national standard and are
controlled in way to ensure they do so.
Leading is an important function for managers. 0f the mangers aren%t proper leaders the team
won%t look up to them. *or a team to be balanced and work properly leaders are needed. 0n
BATB managers must lead the employees to ensure harmony.
*unctions like staffing, organizing, communicating are important too. All these culminate in a
perfect working environment for the employees. This brings out the best out from them.
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b)S#ills+
e prepared this report based on the interview taken from an area manager who oversees the
marketing department of BATB. As we analyzed the interview, we found out some important
points regarding the skills that are re@uired the most in BATB )arketing )anagers.
'ut of three ma(or types of skills according to the ilson%s criteria of managing
peopleTeambuilding plays the most important role.
Listening for insights is important to find out the situation of the market. The manager has to
collect the information by talking with the Territory 'fficers and Brand Admirers when
re@uired. 'therwise, the manager would not be able to take effective decisions. 2irecting and Couching is valued because it includes the refinement of the e<pertise of the
subordinates. :ometimes the less e<perienced employees need e<tra attentions and
guidelines. )oreover, there should be a proper alignment in the messages that is conveyed in
the market by the personals from different tiers of the department. orking as a team is crucial for different situations like solving problems, achieving targets
etc. The manager has to maintain the synergy by keeping all his subordinates under one
umbrella and ensure that the performance of his team is up to the mark. Coordinating and cooperating across functions includes the relationship with different
entities inside and outside the organization. 0t includes distributors, government entities like
police and different other people.
Among the subcategories of Technical Skills set, Imagination and Creativity is important for a
manager to solve une<pected situations. )anagers have to rely on their intellectual capital to
solve uni@ue problems.
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Driving Skills influences the result of the implementation of both technical and teambuilding
skills. After evaluating the processes a manager has to identify the processes that re@uire follow
up. hen the results are not up to the mark, the manager needs to drive energy to lift up the
process. 3ressure could be of two types one is to increase pressure to improve the performance
and the other side is to push the less efficient employees so that they could understand the
importance of their tasks.
c) Strength an ea#ness+
i) Strength+
Hnlike the local competitors of i.e. Aki( Tobacco Company or, 2haka Tobacco Company, BATB
has very less flaws in their current management process. As the company is more than !! years
old and it has its operation in 5! countries of the world so, their system is very structured and
well organized. This has given BATB a distinct competitive advantage in the marketplace where
there are half a million retailers.
Another supreme strength for the company is the people working on it. BATB recruits the top
tier graduates and young talents from reputed universities of the country. ence, they are given
proper training and that makes them highly compatible in terms of working in a saturated market
like Bangladesh.
BATB is the market leader in several segments. BG and 8'L2 L;A* are the two most
successful brands in the market and these brands enable BATB to capture the ma(ority of the
market share in terms of both price and volume.
The communication and cooperation between the managers across boundaries help them to deal
with uni@ue problems effectively and efficiently. *or e<ample, if a manager finds it difficult to
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deal with a uni@ue situation. Then he can contact with the foreign mangers in different countries.
And it is very likely that, among the hundreds of mangers one several might have faced the
similar problem. Therefore, the communication between these two personals in two different
countries could be as helpful as anything. e are now living in the age of globalization and it is
very crucial to keep up with the global standards and be up to date with global trends.
5)Reommendations:
At the end of the day, it is very clear that in BATB everything is strength. The management is
very good in terms of responding to any stimulated unwanted situations and taking decisions
effectively. Being the market leader of several segments in the market is the most positive aspect
of the company and surprisingly, their brands like BG and 8'L2 L;A* are being the market
leaders for a really long time.
Throughout the whole interview we have tried to find out a weak sector that we could think
about and recommend for further improvement. Hnfortunately, every flaws we came to know
about turned out to be a strong point for the company. :till we figured out that, work pressure on
the managers is high in terms of decision making. A single incorrect decision can affect the
company globally.
/)!on'usion:
British American Tobacco Bangladesh is a subsidiary of British American Tobacco and it is
the world%s second largest tobacco group. They are a public limited company with an
authorized capital of Tk. ! corer listed on both 2haka and Chittagong stock e<change. The
H- based British American Tobacco group holds 4./9 share in the company. 8overnment
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of Bangladesh agencies own $5."!9 share, while 4.1/9 share is owned by other
shareholder. )anagement of the company needs to be strong and organized in order to be
profitable and fulfil the re@uirements of the stakeholders. BATB is the leading company in
the cigarette industry in Bangladesh with a market share of more than 4!9, employing more
than ,1!! people directly. They provide indirect employment to more than 1!,!!! people as
farmers, distributors and local suppliers. )anaging this large number of people is very
comple<. 2ue to their long term e<perience in this market and a worldwide e<perience in
different markets that are similar, makes them e<perts in managing people, capital and
resources efficiently.
Again, British American Tobacco Bangladesh is a company with world class people,
products, systems and processes and tools. They are the first company in Bangladesh to be
awarded Class A status as part of the international and prestigious total business e<cellence
programmed, )?300, audited by internationally renowned consultants 'liver ight. The
company has a total company commitment to e<cellence and drive for continuous
improvement. Their focus for it%s the company%s people deserves compliment. The way the
company%s management ensures a healthy environment for its employees is the best. Again,
the company compensates its employees with attractive salary packages and all sorts of
fringe benefits
The world class people of BATB work as a team to meet challenges in an ever&changing
business environment. They have an open and transparent culture with customer service that
e<ceeds e<pectations. BATB continuously seek to improve our manufacturing efficiency
without compromising on @uality. As a result, the company is recognized as benchmark for
@uality in the region when they were the first company to be given the license to
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manufacture Benson G edges in&house, within this region of BAT 8roup which stretches
from 3akistan to Australia. The utilization of information technology is at the core of the
business strategy and is a benchmark among other fast moving consumer goods companies
in the country.
*or a company like BATB, operating in a highly controversial and sensitive industry and
working with more than 1!! employees, internal communication is very important to
facilitate decision making and making them able to face the stakeholders. Thought
challenging, BATB is doing a successful (ob in devising a successful portfolio of tools for
internal communication and the process of continuous improvement keeps their model
functional.
:o, after analysing the whole situation, we have come to the point that, BATB is such a
company where people dreams of getting a (ob. The way they are operating their business
would enable them to be the market leader for a really long period of time.
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