ACKNOWLEDGEMENTS:In performing my assignment, it's a successful one I had to take the help and guideline of some

respected persons. First of all I am grateful to Allah who gives me sound mind & health to

accomplish my assignment. The completion of the report gives me much Pleasure. But it is not

my credit in this endeavor. I would like to thank my gratitude Mr. IMRAN KHAN Sb. for giving

me a good guideline for assignment.

Lastly I would like to deliver my whole hearted thanks to my parents for their cordial

cooperation. Actually it was not possible for me to complete a severe task without such help. So

I pray the long life and good health for all the persons who have helped and co-operated me in

my assignment research.

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AN ABSTRACT:Management :

Management in businesses and organizations is the function that coordinates the efforts of

people to accomplish goals and objectives by using available resources efficiently and

effectively.

Management includes planning, organizing, staffing, leading or directing, and controlling an

organization to accomplish the goal or target. Resourcing encompasses the deployment and

manipulation of human resources, financial resources, technological resources, and natural

resources. Management is also an academic discipline, a social science whose objective is to

study social organization.

Managers:

A person whose job is to manage something, such as a business, a restaurant, or a sports

team.

In many cases, the general manager of a business is given a different formal title or titles. Most

corporate managers holding the titles of chief executive officer (CEO) or president, for example,

are the general managers of their respective businesses. More rarely, the chief financial officer

(CFO), chief operating officer (COO), or chief marketing officer (CMO) will act as the general

manager of the business. Depending on the company, individuals with the title managing

director, regional vice president, country manager, product manager, branch manager, or

segment manager may also have general management responsibilities. In large companies,

many vice presidents will have the title of general manager when they have the full set of

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responsibility for the function in that particular area of the business and are often titled vice

president and general manager.

In technology companies, general managers are often given to the product manager. In

consumer products companies, general managers are often given the title brand manager or

category manager. In professional services firms, the general manager may hold titles such as

managing partner, senior partner, or managing director.

Basic functions:

Management operates through five basic functions: planning, organizing, coordinating,

commanding, and controlling.

Planning: Deciding what needs to happen in the future and generating plans for action

(deciding in advance).

Organizing: Making sure the human and nonhuman resources are put into place

Coordinating: Creating a structure through which an organization's goals can be accomplished.

Commanding: Determining what must be done in a situation and getting people to do it.

Controlling: Checking progress against plans.

Basic roles:

Interpersonal: roles that involve coordination and interaction with employees

Informational: roles that involve handling, sharing, and analyzing information

Decision: roles that require decision-making

Managerial Skills:

Political: used to build a power base and establish connections

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Conceptual: used to analyze complex situations.

Interpersonal: used to communicate, motivate, mentor and delegate

Diagnostic: ability to visualize most appropriate response to a situation

Leadership: ability to lead and provide guidance to a specific group

Technical: Expertise in one's particular functional area.

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TABLE OF CONTENTS:

Sr.No. PARTICULARS PG. No.

1 Title page 1

2 Acknowledgements 2

3 An Abstract 3-5

4 Table of contents 6

5 Introduction to Managers 7-11

6 Level of Managers 11-15

7 Bata shoes 16-22

8 Data collection methods 23

9 SWOT analysis 24-25

10 Recommendations 25

11 Conclusion 25-26

12 References 26

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INTRODUCTION TO MANAGERS:Definition of Management:

According to Henri Fayol,

"To manage is to forecast and to plan, to organize, to command, to co-ordinate and to

control”

“Management included as one of the factors of production - along with machines,

materials and money”

History of Management:

Early writing:

While management has existed for millennia, several writers have created a background of

works that assisted in modern management theories.

Some ancient military texts have been cited for lessons that civilian managers can gather. For

example, Chinese general Sun Tzu in the 6th century BCE, The Art of War, recommends being

aware of and acting on strengths and weaknesses of both a manager's organization and a foe's.

Various ancient and medieval civilizations have produced "mirrors for princes" books, which

aim to advise new monarchs on how to govern. Examples include the Indian Arthashastra by

Chanakya, and The Prince by Italian author Niccolò Machiavelli.

Further information: Mirrors for princes

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Written in 1776 by Adam Smith, a Scottish moral philosopher, The Wealth of Nations discussed

efficient organization of work through division of labor. Smith described how changes in

processes could boost productivity in the manufacture of pins. While individuals could produce

200 pins per day, Smith analyzed the steps involved in manufacture and, with 10 specialists,

enabled production of 48,000 pins per day.

19th century:

Classical economists such as Adam Smith (1723–1790) and John Stuart Mill (1806–1873)

provided a theoretical background to resource-allocation, production, and pricing issues. About

the same time, innovators like Eli Whitney (1765–1825), James Watt (1736–1819), and

Matthew Boulton (1728–1809) developed elements of technical production such as

standardization, quality-control procedures, cost-accounting, interchangeability of parts, and

work-planning. Many of these aspects of management existed in the pre-1861 slave-based

sector of the US economy. That environment saw 4 million people, as the contemporary usages

had it, "managed" in profitable quasi-mass production.

Salaried managers as an identifiable group first became prominent in the late 19th century.

20th century (Scientific Theory):

By about 1900 one finds managers trying to place their theories on what they regarded as a

thoroughly scientific basis. Examples include Henry R. Towne's Science of management in the

1890s, Frederick Winslow Taylor's The Principles of Scientific Management (1911), Lillian

Gilbreth's Psychology of Management (1914), Frank and Lillian Gilbreth's applied motion study

(1917), and Henry L. Gantt's charts (1910s). J. Duncan wrote the first college management-

textbook in 1911. In 1912 Yoichi Ueno introduced Taylorism to Japan and became the first

management consultant of the "Japanese-management style". His son Ichiro Ueno pioneered

Japanese quality assurance.

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The first comprehensive theories of management appeared around 1920. The Harvard Business

School offered the first Master of Business Administration degree (MBA) in 1921. People like

Henri Fayol (1841–1925) and Alexander Church described the various branches of management

and their inter-relationships. In the early 20th century, people like Ordway Tead (1891–1973),

Walter Scott and J. Mooney applied the principles of psychology to management. Other writers,

such as Elton Mayo (1880–1949), Mary Parker Follett (1868–1933), Chester Barnard (1886–

1961), Max Weber (1864–1920), who saw what he called the "administrator" as bureaucrat,

Rensis Likert (1903–1981), and Chris Argyris (1923) approached the phenomenon of

management from a sociological perspective.

Peter Drucker (1909–2005) wrote one of the earliest books on applied management: Concept

of the Corporation (published in 1946). It resulted from Alfred Sloan (chairman of General

Motors until 1956) commissioning a study of the organisation. Drucker went on to write 39

books, many in the same vein.

H. Dodge, Ronald Fisher (1890–1962), and Thornton C. Fry introduced statistical techniques

into management-studies. In the 1940s, Patrick Blackett worked in the development of the

applied-mathematics science of operations research, initially for military operations. Operations

research, sometimes known as "management science" (but distinct from Taylor's scientific

management), attempts to take a scientific approach to solving decision-problems, and can

apply directly to multiple management problems, particularly in the areas of logistics and

operations.

Some of the more recent developments include the Theory of Constraints, management by

objectives, reengineering, Six Sigma and various information-technology-driven theories such as

agile software development, as well as group-management theories such as Cog's Ladder.

As the general recognition of managers as a class solidified during the 20th century and gave

perceived practitioners of the art/science of management a certain amount of prestige, so the

way opened for popularized systems of management ideas to peddle their wares. In this

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context many management fads may have had more to do with pop psychology than with

scientific theories of management.

Towards the end of the 20th century, business management came to consist of six separate

branches, namely:

Financial management

Human resource management

Information technology management (responsible for management information

systems)

Marketing management

Operations management or production management

Strategic management

21st century:

In the 21st century observers find it increasingly difficult to subdivide management into

functional categories in this way. More and more processes simultaneously involve several

categories. Instead, one tends to think in terms of the various processes, tasks, and objects

subject to management.

Branches of management theory also exist relating to nonprofits and to government: such as

public administration, public management, and educational management. Further,

management programs related to civil-society organizations have also spawned programs in

nonprofit management and social entrepreneurship.

Note that many of the assumptions made by management have come under attack from

business-ethics viewpoints, critical management studies, and anti-corporate activism.

As one consequence, workplace democracy has become both more common and advocated to

a greater extent, in some places distributing all management functions among workers, each of

whom takes on a portion of the work. However, these models predate any current political

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issue, and may occur more naturally than does a command hierarchy. All management

embraces to some degree a democratic principle—in that in the long term, the majority of

workers must support management. Otherwise, they leave to find other work or go on strike.

Despite the move toward workplace democracy, command-and-control organization structures

remain commonplace as de facto organization structure. Indeed, the entrenched nature of

command-and-control is evident in the way that recent layoffs have been conducted with

management ranks affected far less than employees at the lower levels. In some cases,

management has even rewarded itself with bonuses after laying off lower-level workers.

According to leadership academic Manfred F.R. Kets de Vries, a contemporary senior

management team will almost inevitably have some personality disorders.

Levels of Managers:

Most organizations have three management levels:

First-level,

Middle-level, and

Top-level managers

These managers are classified in a hierarchy of authority, and perform different tasks. In

many organizations, the number of managers in every level resembles a pyramid. Each

level is explained below in specifications of their different responsibilities and likely job

titles.

Top-level managers:

The top level consists of the board of directors (including non-executive directors and executive

directors), president, vice-president, CEOs and other members of the C-level executives.

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They are responsible for controlling and overseeing the entire organization. They set a tone at

the top and develop strategic plans, company policies, and make decisions on the direction of

the business.

In addition, top-level managers play a significant role in the mobilization of outside resources

and are accountable to the shareholders and general public.

The board of directors is typically primarily composed of non-executives which owe a fiduciary

duty to shareholders and are not closely involved in the day-to-day activities of the

organization, although this varies depending on the type (e.g., public versus private), size and

culture of the organization. These directors are theoretically liable for breaches of that duty and

typically insured under directors and officers liability insurance. Fortune 500 directors are

estimated to spend 4.4 hours

per week on board duties, and

median compensation was

$212,512 in 2010. The board

sets corporate strategy, makes

major decisions such as major

acquisitions, and hires,

evaluates, and fires the top-

level manager (Chief Executive Officer or CEO) and the CEO typically hires other positions.

However, board involvement in the hiring of other positions such as the Chief Financial Officer

(CFO) has increased. In 2013, a survey of over 160 CEOs and directors of public and private

companies found that the top weaknesses of CEOs were "mentoring skills" and "board

engagement", and 10% of companies never evaluated the CEO. The board may also have

certain employees (e.g., internal auditors) report to them or directly hire independent

contractors; for example, the board (through the audit committee) typically selects the auditor.

Helpful skills of top management vary by the type of organization but typically include a broad

understanding competition, world economies, and politics.

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In addition, the CEO is responsible for implementing and determining (within the board's

framework) the broad policies of the organization. Executive management accomplishes the

day-to-day details, including: instructions for preparation of department budgets, procedures,

schedules; appointment of middle level executives such as department managers; coordination

of departments; media and governmental relations; and shareholder communication.

Middle-level managers:

Consist of general managers, branch managers and department managers. They are

accountable to the top management for their department's function. They devote more time to

organizational and directional functions. Their roles can be emphasized as executing

organizational plans in conformance with the company's policies and the objectives of the top

management, they define and discuss information and policies from top management to lower

management, and most importantly they inspire and provide guidance to lower level managers

towards better performance.

Middle management is the midway management of a categorized organization, being

secondary to the senior management but above the deepest levels of operational members. An

operational manager may be well-thought-out the middle management, or may be categorized

as non-management operates, liable to the policy of the specific organization.

Efficiency of the middle level is vital in any organization, since they bridge the gap between top

level and bottom level staffs. Middle-level managers are responsible for carrying out the goals

set by top management. They do so by setting goals for their departments and other business

units.

Middle managers can motivate and assist first-line managers to achieve business objectives.

Middle managers may also communicate upward, by offering suggestions and feedback to top

managers. Because middle managers are more involved in the day-to-day workings of a

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company, they may provide valuable information to top managers to help improve the

organization's bottom line.

Their functions include:

Design and implement effective group and inter-group work and information systems.

Define and monitor group-level performance indicators.

Diagnose and resolve problems within and among work groups.

Design and implement reward systems that support cooperative behavior.

They also make decision and share ideas with top managers.

Lower-level managers:

Consist of supervisors, section leaders, foremen, etc. They focus on controlling and directing.

They usually have the responsibility of assigning employees tasks, guiding and supervising

employees on day-to-day activities, ensuring quality and quantity production, making

recommendations, suggestions, and up channeling employee problems, etc. Lower level

managers are responsible for the daily management of line workers—the employees who

actually produce the product or offer the service. There are first-line managers in every work

unit in the organization.

Although lower-level managers typically do not set goals for the organization, they have a very

strong influence on the company. These are the managers that most employees interact with

on a daily basis, and if the managers perform poorly, employees may also perform poorly, may

lack motivation, or may leave the company.

First-level managers are role models for employees that provide:

Basic supervision

Motivation

Career planning

Performance feedback

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Bata Shoes

MANAGEMENT HISTORY of Bata:

Bata’s Story Begins in 1894

Bata was founded by three siblings with a small inheritance in the town of Zlin,

Czechoslovakia on August 24, 1894.It was one of the world’s first shoe “manufacturers”;

a team of stitchers and shoemakers creating footwear not just for neighbors, but for

distant retail merchants.

Less than 10 years later, Bata produced 2200 pairs per day, employing resourceful

imaginations, skilled hands and modern machinery to keep up with demand. Innovative

shoes styles were developed with new customer-sensitive ways to promote them. And

despite the outbreak of the First World War, material shortages, manpower shortages,

and cartels, sales increased to about two million pairs per year by 1917. The Bata legacy

had just begun.

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In Zlin, Bata managers built housing, schools and hospitals around the factory for its

workers and their families- a design it would replicate in other parts of the world in

years to come. Bata provided inexpensive rent and food during very difficult times,

because founder Tomas Bata firmly believed business should serve the public.

Success through Innovation:

After World War I, Tomas conceived a plan to adjust to post-war economic difficulties by

reducing the price of shoes by 50%. Workers agreed to a 40 percent wage cut and in

return Bata provided food, clothing and other necessitates at half price. The bold move

proved successful. Bata stores flooded with customers.

Well ahead of his its time, Bata created “autonomous workshops and departments”

which allowed employees to contribute ideas and affect their own earnings by

performing on behalf of department profitability.

New companies were established in France, Austria, Romania, Sweden, Switzerland,

Egypt, Belgium, Finland, Luxembourg, Hungary, Italy, Indonesia, Singapore and India.

The first foreign plants were built at Möhlin, Switzerland and Calcutta, India. Plants and

surrounding villages were often modeled after Zlin. Under the guidance of a young

Thomas J. Bata and others, many foreign sales organizations were created and

additional plants established at an average rate of at least two per year until the 1960’s.

From the 70’s to the 90’s:

At the beginning of World War II Bata employed 42,000 people. After the war, when

Communist governments nationalized all Bata companies in Eastern Europe, Bata

persevered by rebuilding itself from the remaining entities located outside Eastern

Europe. The sale of mainstays such as the ladies pump skyrocketed and the company

once again flourished.

Thomas J. Bata, the founder’s son, made a courageous move to Canada with over 100

families and established the Bata Shoe Company of Canada. By mid-century, Bata was

positioned as the world’s leading footwear exporter.

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During the 70s, 80s and 90s, as Thomas G. Bata prepared to accept responsibility for

managing world-wide operations, the father and son team began re-defining the

organization using new, innovative strategies guided by Bata’s founding principles which

focused on customers, marketing and employees. Branded products, innovative retail

store concepts, lifestyle merchandising, and the addition of non-footwear products are

just a few of the novel concepts Bata introduced. Today, Bata sells about 270 million

pair of shoes through companies in more than 70 countries.

Present and Future:

From its simple start almost 120 years ago, Bata has grown into a trusted global

company that offers fashionable and affordable footwear to every member of the

family. We’ll continue to grow through the 21st century by remaining dedicated to

exceeding our customers’ expectations.

"At Bata, we see a sale as the beginning of a relationship”

Thomas G. Bata

Bata in Pakistan:

Since 1942 Bata Pakistan has been rendering its services to its valued customers by

offering quality products.

It was incorporated in Pakistan as Bata Shoe Company (Pakistan) Limited in 1951 and

went public to become Bata Pakistan Limited in the year 1979.

Since its inception, the company has not only maintained a good reputation of

manufacturing high quality footwear for all segments but has also been designing shoes

in accordance with the changing fashions and trends. Bata Pakistan is serving its valued

customers through a strong retail network comprising of more than 400 retail outlets,

467 registered wholesale dealers, 13 wholesale depots, 28 wholesale distributors and 41

DSP wholesale franchises across the country.

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Besides catering local market, Bata Pakistan also shows its presence in an international

footwear market through its export department which is constantly exploring new

potential market in order to earn foreign exchange.

Being a multinational company Bata Pakistan has played a vital role in the economic

progress of Pakistan. It has introduced sophisticated technology and business skills to

the country and provided direct and indirect employment to about 10,000 people. Along

with its own manufacturing capacity Bata Pakistan is also outsourcing its products

nationally and internationally to meet the demands of its valued customers. As the

corporate social responsibility is an integral part of every business and Bata Pakistan

fulfills its CSR by patronizing various charitable organizations and also take part in

rehabilitation of society during the natural disasters.

Moreover Bata Pakistan is also operating an international program under the name of

Bata Children program, which aims to create a brighter future for the children of the

community in which we operate. Under this program Bata Pakistan encourages and

supports under privileged children by providing shoes, donations and also arranging

different healthy activities for them which add values in their lives. Bata has always been

the market leader and in order to maintain its leadership it has invested millions of

rupees in updating its systems and equipment during the last few years. This will enable

the company to expand, modernize and develop its operations and in the process

provide additional employment opportunities.

“Bata the market leader is well equipped to cater the customer’s demands and to meet

future challenges.”

BATA TODAY

Serves 1 million customers per day

Employs more than 50,000 people

Operates 5000 retail stores

Manages a retail presence in over 50 countries

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Runs 40 production facilities across 26 countries.

MISSION

To be successful as the most dynamic, flexible and market responsive organization, with

footwear as its core business

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SUPPLY CHAIN MANAGEMENT

Bata managers are using its raw materials from his different suppliers. Some of the

supplier’s are local while some are from Indonesia. Along with their own production,

they are also outsourcing for some of their products. They are keeping a check on the

quality of the products from outsourcing and using their own brand name. The raw

material coming from their suppliers are stored in the warehouses. These raw materials

are then moved to the production area, where the production is being done and the

finished good are moved towards warehouse again for storage after proper quality

inspection. They are their own distributers and they have their own stores allover

Pakistan. They have four types of store concepts.

City store

Superstore

Family store

Factory store

Retail marketing manager:

As retail is the highest contributor of the company’s business. Retail marketing manager

is responsible for planning, advertising as well as the whole of the retail operation

around the country. He also deals with the governmental regulation in respect of price,

stability, license, fees etc. for launching new products. It is his responsibility to take

initiative to pass all the necessary documents from the regulation board of government.

For this reason this post-ranked third in the hierarchy of the companies’ organ gram in

Bangladesh.

Wholesale marketing manager:

The functional objective of the wholesale marketing manager is to monitor and planning

of the company.

Merchandising manager:

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In charge of the heart of the company the Merchandising department. Who reports to

the CFO and managing director directly and to some instance to the sales channels

especially to Retail. All the categories of shoes are headed by the Merchandising

officer/Category Merchandiser/Buyer who is in charge of every detail of his category. He

is responsible for his category business, choosing the right merchandise according to the

market need, distribute it properly and getting the feedback of the performance of his

merchandise in the market and plan accordingly. He, on the other hand repots to the

Merchandising manager.

There are basically two categories in Bata of which a merchandiser who is basically the

head of the category has:

a distributor, who is responsible of distribution of the merchandise to the right

place at the right time and the right amount.

A designer also under the category merchandiser who is responsible for

designing new shoes according to the market needs and the advise of the

merchandising officer.

Production Department (Production Manager):

Production division is aimed to increase productivity and quality as much as required

without spending more. There are plant managers who controlled by the director of

production. They are responsible for directing, coordinating and controlling the overall

production activities means from the purchasing raw materials to transferring those into

complete shoes. The function of production manager is to assist the director of

production in achieving the production target for a specified period. The function of

planning and supply manager is material planning, production planning etc.

Finance Department (Financial Manager):

The duties of finance manager are:

To maximize the interest of the shareholders of Bata Shoe Co. (Pak) Ltd.

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To allocate the fund in a proper way that minimizes its cost and maximizes its

profit.

To ensure conductive financial climate of the company.

To ensure sound management of the administrative staff and financial matters of

administrative staff and selection grade employees.

Company Secretariat:

The duties of secretary are:

To ensure the best selection, placement and utilization of the administrative staff

within the company.

To ensure discipline, mutual coordination, smooth communication among the

administrative stuff and thereby peaceful corporate environment.

To provide sufficient training and opportunities to the administrative stuff to

improve their skill and efficiency for the well being of the company.

To ensure proper management of the financial matters of selection grade

administrative stuff.

Accounts Department (Accounts Manager):

The duties of accounts manager are:

To ensure conducive financial trend of the company.

To ensure sound financial plan in terms of raising and allocation of funds and

thereby maximizing shareholders interest.

To prepare Annual Financial Plan of the company in terms of both procurement

and allocation of fund.

To maintain books of accounts, cost and financial accounts of the company as

per the requirement of law and group head office.

To manage the assets of the company.

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To provide financial information and report to the top management for decision

making purpose.

DATA COLLECTION METHODS:This is a descriptive analysis. Most of the data is secondary data. I have collected the

data from different websites and by taking viva of some Bata officials.

To prepare this assignment I faced a lot of problems which include time & cost.

Moreover, I faced a lot of difficulties to find out the actual data from websites. The

officials also were not cooperative to give data about their company for their company’s

regulation.

I hope it’s helpful for readers.

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SWOT ANALYSIS OF BATA SHOES: Strengths:

Strong management of Bata Image of the company Quality Product Differentiated line of products Competitive Pricing Strong distribution channel Modern manufacturing facilities Brand loyalty at mass level

Weaknesses:

Insufficient promotional activities Bata at present conducts all the store management activity manually. This results lots of

lengthy paper works, errors & waste of time. Inability to catch the present trend in time Less competitive price due to high cost structure. VAT & tax barrier

Opportunities:

Despite political turbulence a segment of our middle-class is coming up with reasonable buying power. Many of them are women who are decision maker so the city store concept of Bata can attract them as whole of the family footwear can be available there.

Consumer like differentiated products. They like to shop in a store where they serve the whole family. More competition results

in more campaign for products. Business Expansion in Shoe care products Utilize outsourcing especially the synergy sources to achieve competitive pricing Franchisee opportunity with global brands like Nike, Reebok, Hush Puppy Market expansion opportunity in high fashion & value for money footwear market for

all categories of shoes through Retail & WCSM channels

Threat:

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Political instability affects the supply of raw materials and distribution of finished products.

Uncontrolled counterfeit of Bata products Foreign companies like Nike, Reebok, Addidas are already in the market with good

quality product. Have to keep up with them respect of quality. Smuggling of shoes and many stores are the major market leaders. As they don’t have to

pay for large amount of money for establishment, production, quality and advertising so they can sell at a much lower price than established brands like Bata.

Rapid market expansion program by organized competitors like APEX.

RECOMMENDATIONS:A solid grounding in management is essential to successfully siding today’s large of small, profit or not-for profit organizations through rapidly changing times.

Managers should give sales discount and free samples to influence more sales in the growing shoe market.

Reduce the price level. More advertisements should be aired. Should build awareness among the potential users of this type of footwear product. Bring more design, color, and design combination to be competitive. To merge with the local companies and to expand more segmentation. To improve manager’s training & computer system should be encouraged.

CONCLUSION:Management is the process of designing and maintaining an environment for the purpose of efficiency accomplished selected aims. One of the most important human activities is managing. For that reason all managers’ carry out managerial functions, roles and responsibilities. Managerial functions, roles and responsibilities. Managers are changed with the responsibilities of taking actions that will make him possible, for individuals to make him possible, for individuals to make their best contributions to group objectives. Good managers listen more than talk. They have a good sense of humor that can be used good managers as a

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powerful tool. They take their jobs seriously by maintaining the roles and responsibility of their perspe4ctive organization.

From the analysis of Bata Shoe Company and the shoe industry I have identified that the shoe industry is growing and identified their main weakness is insufficient lack of development with the rapid changing market needs, insufficient promotional activities, and downward trend of quality.

On the other hand, distribution system and vertical integration are the strengths of Bata From strategic marketing viewpoint; we see that Bata is taking corrective steps in almost all the way. In very few sides Bata has lacking. Based upon these facts recommended strategies would assist in more growth of Bata shoe company. In among the upcoming fierce competition in the shoe industry.

REFERENCES: www.bata.com Meeting with officials of Bata Management Theory & practice 10th edition By Stephen P. Robbins & Mary Coulter www.wikipedia.com www.bata.pk

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