Group Project

Submitted to:
Ms. Afnaan Ahmed (AFD)
Course: MGT212. 22
Department of Management
Topic
Madhabdi Dyeing and Finishing Mills Ltd.
Submission Date: 18.01.2021

Submitted by:

Group Member’s ID Work

Names
S.M.Aowsaful Bari 1812970630 Global Business
Alvee environment
Sadia Sayed 1911783626 Organizational design
and foundation,
conclusion
Humiyun Alam 1911860630 Leadership, merging
Shoaib
Ismail Jubair 2013479630 Controlling,
Introduction

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Table of Contents

Acknowledgement................................................................................................................................. 3

Introduction........................................................................................................................................... 4

Global Environment.......................................................................................................................... 4

Global perspective ............................................................................................................................... 5

Global Business.................................................................................................................................... 6

Import and export ................................................................................................................................ 6

Summary of Global Business…………………………………………………………………....…

8

Foundation of organizational design……………………………………………………….……

9

Contemporary organizational design…………………………………………………………….10

Summary of organizational design and foundation……………………………………........…...11

Controlling………………………………………………………………………………………11

Controlling at Madhabdi Dyeing Finishing Mills Ltd…………………………………………...11

The Process of Control in Madhabdi Dyeing and finishing Mills Ltd...........................…...........12

Types of Controlling Used in Madhabdi Dyeing and Finishing Mill…………………………...14

Analysis of controlling part……………………………………………………………………...16

Leadership………………………………………………………………………………………17

Modern views of leadership in Madhabdi Dyeing and Finishing Mills Ltd……………………..18

Path Goal Model of Madhabdi Dyeing and Finishing Mills Ltd…………………………………

19

Power managing………………………………………………………………………………….20

The challenges of the

leader……………………………………………………………………...22

Analysis of leadership……………………………………………………………………………23

Conclusion……………………………………………………………………………………….23

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Questionnaires………………………………………………………………………………………..24

Reference………………………………………………………………………………………….…25

Acknowledgement
We might want to utilize this time and thank every one of whose gifts and help would not have
been conceivable without them.

From the outset, we thank the almighty God for assisting us with chipping away at and finish this
examination appropriately as expected. Above all else, on account of our particular personnel
"Ms. Afnaan Ahmed (AFD)" Ma'am is our MGT212 course coach for her tremendous help and
motivation. In request to produce this report, we had a few troubles gathering subtleties for
crafted by our report. However, it is our best of luck that we all at the gathering tackle these
difficulties shrewdly. For the talk related material and the trading of the board insight. This
ability and experience permit us both to design this report. Your data and information sharing are
essential to us for our future. Furthermore, we knew it with incredible genuineness.

This report is impossible precisely just for the wellbeing of one's own. The entire aggregate
activity of the individual means to deliver this report precisely. We make our exploration 100%
strong coordination. The drive and difficult work of the part likewise assists with idealizing this
report.

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 Introduction

Madhabdi Dyeing and Finishing Mills is one of the leading dyeing and Finishing Mills in
Bangladesh. They produce the finest quality of fabric with dyeing and finishing and supply to
different garments industry of Bangladesh. Madhabdi Dyeing was first founded in 1992 holding
the hand of AL haj Md. Nizamuddin Buiyan Liton. He is the founder of Madhabdi Dyeing and
finishing Mills. He single handedly brought the company in this position. Currently he is the
Chairman and Managing Director of the company. The Mill is situated in Madhabdi, Narshingdi.
The business is handed by the members of the family. They import their raw materials such as
chemicals and colorations from China and India. Besides they also import their machineries from
Japan. Currently more than 150 employees are engaged in Madhabdi dyeing and Finishing Mills.
They have a revenue of more than Taka 25 crores. Madhabdi Dyeing and finishing is planning to
expand their business even more and export fabrics to the foreign countries including Singapore.
Besides, they are also planning. Besides, Madhabdi dyeing and finishing Mills is planning to
introduce their IPO in Dhaka Stock Exchange (DSE).

Global Business Environment

According to khan Academy- Globalization refers to the technological, political, economic,

financial, and cultural exchanges between peoples and nations that have made and continue to
make the world a more interconnected and interdependent place. In the business world, this
includes increased trade and investment flows, currency exchange, and the rise of multinational
corporations. Communication and transportation technologies are capable of linking people who
are physically distant from one another, thereby facilitating the exchange of culture, knowledge,
and ideas. (Globalization (article) | 1990s America 2018)
Therefore the best way to expand business is to embrace globalization. As a result Madhabdi
Dyeing Finishing Mills follows the Geocentric Attitude toward their business operations.

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Global Perspective:
Through globalization we have witnessed various types of global attitudes and perspectives that
businesses pursue. Among them there are three different types of Global Perspective that
business organizations are mostly following-
• Ethnocentric Attitude

• Polycentric Attitude

• Geocentric Attitude

Among these three attitudes, Madhabdi Dyeing Finishing Mills follows the Geocentric Attitude
because this geocentric attitude approach helped them the most to expand their business
operations and increase their business's operational efficiency. Madhabdi Dyeing Finishing Mills
practicing the Geocentric Attitude through hiring a foreign engineer to supervise their production
dyeing machines and workflow. Geocentric Attitude focused on the world-oriented view because
the philosophy behind the Geocentric Attitude is to adopt the best people and approach from all
around the world as required for accomplishing the job efficiently.

On the other hand, Ethnocentric Attitude philosophy believes in local or home-grown working
methods, practices and approaches are the best way to accomplish the job efficiently. For
example- In Ethnocentric Attitude, if the USA based a Company wants to start a business in
Bangladesh and wants to introduce US-based employees and their work culture and systems in
Bangladesh then this approach is called Ethnocentric Attitude. This attitude does not prefer other
foreign methods or systems that can be useful for the organization. According to the BUSINESS
JARGONS definition - In Ethnocentric Approach, the key positions in the organizations are
filled with the employees of the parent country. All the managerial decisions viz. Mission,
vision, objectives are formulated by the MNC’s at their headquarters, and the same is to be
followed by the host company (Ali et al., 2016). Depending on the situation this ethnocentric
approach can be good or can be bad. Like this approach helps to increase control of parent
companies on the host company but this approach also can discourage innovation and
diversification.

Polycentric Attitude says local people from the host country are a better approach to run an
organization. This approach does not consider other people from foreign countries or parent
companies also can be a better option for an organization. For example - if an India-based
Company wants to start a business in Bangladesh and hire all employees from Bangladesh and
also follows Bangladesh's traditional business operation approach then it called a Polycentric
Attitude. According to the BUSINESS JARGONS definition - In Polycentric Approach, the
nationals of the host country are recruited for the managerial positions to carry out the operations
of the subsidiary company. The rationale behind this approach is that the locals of the host
country know their culture better and can run the business more efficiently as compared to their
foreign counterparts (Ali et al., 2016). Depend on the circumstances this Polycentric approach
can be positive or can be negative. Like this approach assists to increase the participation of local

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expert people in the company but this approach also can increase the difficulty for the parent
company to control the subsidiary company.

Global Business:
As we live in the age of globalization there are various ways for a local business to go global.
Even for a small local company also can take the advantages of globalization in many ways like -

❖ Export - Import
❖ Global sourcing
❖ Multinational Corporation
❖ Licensing and Franchising
For any small company export, import, and global sourcing are very essential and easy compare
to the past. Any company now can order their required or customized products from any country.
Even local companies can outsource their specific work from foreign countries. For example -
many local and foreign companies are outsourcing various software and apps from different
countries. These types of corporations are now possible because of globalization. Moreover, any
companies also now can do business in the local countryside with a foreign company's brand and
name with the help of licensing and franchising. These types of global exposure are helping local
and foreign companies to grow. For example - companies like KFC and Burger King (US-based
Company) are doing business in Bangladesh. Also, companies like Walton and PRAN
(Bangladesh based company) are doing business in India and countries. These types of beyond
border business expansion are being possible now because of globalization.

Export and Import:

From these options Madhabdi Dyeing Finishing Mills is taking advantage of export and import.
As Madhabdi Dyeing Finishing Mills is a clothed dyeing company so they heavily rely on
imports for their dyeing color chemicals as raw ingredients. Besides, Madhabdi Dyeing Finishing
Mills also has to import their machinery from foreign countries. As heavy dyeing machines are
not available in the local market so Madhabdi Dyeing Finishing Mills has to import them from
other countries.
Even if we see the past import data of Bangladesh then we will see the increasing growth trend
which is still continuing.

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 Imports trend of Bangladesh from 1960 to 2019 (Bangladesh Imports, percent of GDP - data,
chart)

As we can see from the chart above, the on an average growth is upward trending. This show
because of international trading agreements doing imports is way easier than past as a result of
globalization. Madhabdi Dyeing Finishing Mills imports most of the raw ingredients from china
and India. Plus heavy dyeing machines are imported from Japan.
Madhabdi Dyeing Finishing Mills is also expanding their business through export. Recently
Madhabdi Dyeing Finishing Mills started exporting their clothesline to Singapore and Thailand.
Besides they are also planning to expand their exporting countries like Malaysia and Europe.
Before Madhabdi Dyeing Finishing Mills was selling clothes all over Bangladesh but later they
realized they can also start exporting their clothes to other countries. Now for few years
Madhabdi Dyeing Finishing Mills is exporting their high-quality clothes to Singapore and
Thailand. However, Madhabdi Dyeing Finishing Mills is also facing international competitor
challenges from China and Vietnam. As China makes its own dyeing chemicals and machines
too so China is able to cut prices compare to Vietnam and Bangladesh. Yet, Madhabdi Dyeing
Finishing Mills was able to capture the market with good quality clothes and maintaining the on-
time delivery schedule. However Madhabdi Dyeing Finishing Mills faced some crisis during
COVIID-19 lockdown due to the cancellation of foreign clothes but now they have turned
around and continuing their export of clothes. These types of challenges are part of globalization
because local and foreign countries depend on each other.
Moreover, if we follow the export past and current record of Bangladesh then we will see the
increasing growth trend which is still ongoing.

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 (Ovi , Bangladesh sees rise in export earnings over FY 2017-18 2018)
From the chart above we can see how the export earnings have increased every year. Madhabdi
Dyeing Finishing Mills is also planning to expand their business to foreign countries through
Strategic Alliance in the future where some exclusive shops will sell Madhabdi Dyeing Finishing
Mills' clothes.

Summary of global business environment:

The impact of Globalization can be seen all around us. More or less all types of small or big
business organizations are enjoying the advantages of globalization. Madhabdi Dyeing Finishing
Mills is also enjoying and taking advantage of globalization through export and import.
Madhabdi Dyeing Finishing Mills has to import most of its raw material from abroad because the
chemicals required to dye clothes are not produced in Bangladesh. So, Madhabdi Dyeing
Finishing Mills has to import its raw chemicals from China, India, and Europe. Along with
imports Madhabdi Dyeing Finishing Mills also does export their finished clothes to Singapore.

Besides Madhabdi Dyeing Finishing Mills also practice the Geocentric Attitude as they have
hired a foreign engineer to supervise their production dyeing machines and workflow. Madhabdi
Dyeing Finishing Mills believes this Geocentric Attitude will boost their expansion ever further.
One of the key aspects of global business expansion is the Strategic Alliance and Joint Venture.
Through Strategic Alliance or Joint Venture, a local business can establish their business in a
foreign country. Madhabdi Dyeing Finishing Mills is also planning to expand their business to a
foreign country through Strategic Alliance in the future where some exclusive shops will sell
Madhabdi Dyeing Finishing Mills' finished clothes

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 Foundations of Organizational Design
Without proper organizational structure reaching the goal for an organization can be very
difficult and challenging. Organizational structure helps an organization to perform to its optimal
capacity because through organizational structure every employee will follow the chain of
command and the organization will be able to measure the performance of its employees.
Organizational structure also helps to run out daily to daily tasks smoothly without any major
hindrance in the organization. According to Peter Drucker, Organizational structure is an
indispensable means, and a wrong structure will seriously impair business performance and may
even destroy it. Organizational structure must be so designed as to make possible the attainment
of the objectives of the business for five, ten or fifteen years hence. (Organizational Structure:
Meaning and Importance 2016)

While designing an organizational structure there are some elements that an organization has to
consider before they make their Organizational structure.

• Work Specialization / Division of labor

• Departmentalization

• Chain of Command

• Span of Control

• Centralization and Decentralization

• Formalization

These elements are important to keep in consideration while designing an organizational

structure. Every element in this list plays a significant role to create an efficient and effective
organizational structure. Madhabdi Dyeing Finishing Mills kept these elements in mind while
designing their organizational structure. Madhabdi Dyeing Finishing Mills has designed a
Functional Structure where every employee is placed according to their job which they will
perform in the organization. Madhabdi Dyeing Finishing Mills even departmentalized their
whole operation to work freely. The departmentalization has been made based on the function of
a department. It helps to create different departments according to the needs. With the chain of
command Madhabdi Dyeing Finishing Mills' top-level set the objective for the organization and
the rest of the departments has to work freely to reach that goal within a certain fixed period.

However, for the span of control Madhabdi Dyeing Finishing Mills arrange three general
meetings in a month where all the top-level employees take part to discuss the progress of the
individual tasks. This general meeting helps to assure that all the employees are on the same
page and aware of each other's progress. Besides Madhabdi Dyeing Finishing Mills has a
centralized function where decisions are made from top-level and all the employees work
according to the decisions which are opposite of the decentralization system. This centralization
system also helps to keep the operation running smoothly without any crisis.

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Contemporary Organizational Design:
There are various types of organizational structures that an organization can follow. However,
before any organization selects which organizational structure they will implement first, they
have to understand and analyze the structures which will be suitable for them. Here are some of
the organizational structures types given below -

1. Functional Structure 2. Divisional Structure 3. Matrix Structure

4. Line and Staff Structure 5. Project Structure

These are the most commonly used organizational structures all over the world. It depends on the
organizational characteristic that which structure will be suitable compared to one to another.

From these organizational structures Madhabdi Dyeing Finishing Mills has implemented the
Line and Staff Structure.

CEO

Manager

Operations & Finance & Human Business Logistic &

Production Accounting Resource Development Supply

This is the organizational structure of Madhabdi Dyeing Finishing Mills which is based on Line
and Staff Structure. Through this organizational structure Madhabdi Dyeing, Finishing Mills is
able to practice their centralized decision making and its implementation. As we can see the
chain of command flows from top to bottom without any intervention. Moreover, Line and Staff
Structure help to make quick decisions and actions which can be hard for any complex structure.
This Line and Staff organizational structure are more suitable for small to the mid-level
organization. On the other hand, big companies follow a more complex organizational structure
like a matrix structure.
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Summary of organizational design and foundation:
Organizational structure plays a vital role in running a business smoothly. An efficient
organizational structure can help any organization to expand rapidly. However, there are some
elements like work Specialization / Division of labor, departmentalization, chain of command,
Centralization, Decentralization, etc. that need to be considered while designing an
organizational structure.

In this case, Madhabdi Dyeing Finishing Mills took all these factors into the account while
designing their Organizational structure. After analyzing their organizational needs Madhabdi
Dyeing Finishing Mills choose the Line and Staff organizational Structure model for their
organization. Madhabdi Dyeing Finishing Mills wanted some advantages like fast decision
making and its implementation, centralization, easy to control, and measure end result.

Therefore, as a result Madhabdi Dyeing Finishing Mills is expanding its business steadily. This
Line and Staff organizational Structure is helping Madhabdi Dyeing Finishing Mills to control its
production line and make changes in the line within short notice which is very important in this
time of competitive globalization. Moreover, Madhabdi Dyeing Finishing Mills is also ready to
make any changes in the organizational structure in the future if needed.

Controlling
.

To run a business successfully, a business organization needs to follow some management

functions. As we know there are four management functions. Among all these, controlling is the
last and one of the most important management functions. After planning, organizing and
leading the business successfully, the main work of controlling starts and it is a continuous
process.
Definition: Controlling means to monitor, compare and correct the errors of a business
organization according the goals and objectives set for the organization.
According to Harold Koontz, “Controlling is the measurement and correction of performance
in order to make sure that enterprise objectives and the plans devised to attain them are
accomplished.”(Article by Prajapati- Economics discussion)
Controlling at Madhabdi Dyeing Finishing Mills Ltd:
As Madhabdi Dyeing and Finishing Mills is one of the business organizations related to textile
mills, managing the business following by the management functions is very important. Besides,
they also have a lot of competitors in this business for which they follows the management
functions. Finishing and dyeing in textile manufacturing is a step by step process. They mainly
focus on clothes and fabric development. As a result, the quality of work needs to be maintained
in every steps. For example, firstly the right cottons need to be chosen, proper fabrication need to
be done, proper weaving of the fabric should be made, proper wet processing of the fabrics
should be done, proper dyeing should be done and finally proper finishing should be done in
order to get the final perfect product. So one step needs to be completed and then another process
starts to get their final product ready. So, in every process proper monitoring, right decision on

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buying raw materials, choosing the right raw materials and correcting errors should be done. And
these are the part of controlling management in the mill.

The process of control:

To achieve the goals and objectives for an organization, controlling needs to be done maintaining
a process. The process depends on the performance of the organization and further decisions are
taken depending on this performance. The process of controlling ensures that all the steps that
are planned are going right as per the goals and objectives of the organization. The process of
controlling is a continuous process. Controlling process in an organization is maintained so that
the organization can get a maximum profit, increase in their sales, reduce their wastes, reduce
their costs and time, bring out the maximum output and work in and efficient way. There are
basically three to four process of controls.
Setting up the standards
At first an organization sets up the standard and designs the outline of work i.e. the goals which
are to be achieved by them. This goal setting up should be in such a way that this is attainable,
efficient and bring out the maximum results.

Measuring actual performance

As soon as the standards are set, the organization starts working according to the goal setting
plan. So, the performance of the whole work is to be measured time to time and observed
according to the standards.
Comparing actual performance against standards
In this step, the measured performance are compared with the standard performance. It is
observed whether the whole work done matches the standard work or not.
Taking corrective actions to match the standards
When the actual performance falls short, steps and actions are taken to observe where the error
have been made and further steps are taken to work over on these work to meet the standards.

The Process of Control in Madhabdi Dyeing and finishing Mills:

In Madhabdi Dyeing and finishing mills, the management follow the process of control every
year and maintain their sales in market. Since, all the works done here is a step by step process,
one controlling process heavily depends on the other one. The process of control of Madhabdi
Dyeing and Finishing Mills is a bit complicated as there are some individual process for yarning,
wet processing, coloration, dyeing and finishing etc. The control process of Madhabdi Dyeing
and Finishing Mills is given below.

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  Setting up standards in Madhabdi Dyeing

In Madhabdi dyeing controlling process in planned in few steps and sectors. At first, the
pricing of raw materials such as cotton, threads and wools are set and the overall
estimated costs are planned to import these raw materials from other countries. Then the
quality of the chemicals and proper pH value of the chemicals are tested so that they suit
well in the fabrics. Madhabdi dyeing believes always try to set the standards high and get
the best of it as there are other competitors in market. Then an estimated time is
calculated to prepare a whole batch of fabrics from these cotton. Madhabdi dyeing always
use modern technology in preparing the product so that they can get the finest quality.
Finally they plan for the final finishing and bring out the finest quality product.

 Measuring Actual Performance in Madhabdi Dyeing:

The international market for buying raw materials doesn’t remain stable all the time. So,
Madhabdi dyeing always try to buy the best raw material in the best price. They start
their dyeing and finishing work as per their standards and maintain the pace and quality
of their according to the standards they have set. The wet process is a critical part for the
dyeing and finishing work. So the progress of wet processing is strictly monitored and
observed so that it is done according the standards set by the top management.

 Comparing actual performance against standards in Madhabdi Dyeing:

In Madhabdi dyeing, the management strictly follows the best standard so that they can
stand out in the market. At the end of every batch of production and finishing the actual
performance of the workers and quality of the finished clothing is compared to the
standards. The approximate wastes and cost of the total production is compared with the
planned cost and wastes. So, to maintain the standard of the quality of work, the actual
performance of the manufacturing and production is strictly observed and compared with
the maximum standards.

 Taking corrective actions to match the standards in Madhabdi Dyeing

As finishing and dyeing is a continuous process, sometimes the price of the raw
materials, cost of transport, and quality of cotton may vary due to the ups and downs of
the market. As a result, sometimes they need to buy raw materials of good quality with
comparatively higher price than the estimated budget. So it is that the actual budget
sometimes exceeds than the planned budget. Again, sometimes workers who are related
to different sectors slow down their work. And so the actual work takes a bit more time
than the planned standard time. So, in this situation, the managers of Madhabdi Dyeing

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 and Finishing Mills motivate their workers and try to bring out their maximum. Besides,
they also increase the number of workers to finish the work in due time.
The managers of Madhabdi Dyeing and Finishing Mills give high importance to the controlling
process of the manufacturing and production. Because of the process of control, the wastage is
minimized, time is saved and the cost of production is also saved. So, in these ways, the process
of controlling is followed in Madhabdi Dyeing and Finishing mills

Types of Control:
Controlling is one of the important management functions to achieve goals and objectives. Based
on different time of controlling process, control is divided into mainly three types. They are
1) Feed Forward Control 2) Concurrent Control 3) Feedback Control

Feed Forward Control

The controlling which is done before the start of any work is known as Feed Forward control. In
this type, the management already monitors and predicts the problem that might occurs and
designs an effective monitoring way. Actions are taken before the predictive problem arises in
Feed Forward Control.

Concurrent Control
The control that takes place while the activity of work is in process is known as concurrent
control. In this type of controlling, when any errors is seen in any work, it is fixed right away.
Corrections are made whenever the problem is observed in concurrent control.

Feedback Control
This is more like future oriented control. When a problem occurs and preventive actions are
taken after finishing the work, it is known as feedback control. This type of controlling is done
after the end results of a work so that these errors are not made in future.

Alongside, there are other types of controlling. They are Management Information Control,
Benchmarking, balanced Scorecard, workplace violence, controlling Customer
Interactions, corporate governance etc.

Types of Controlling Used in Madhabdi Dyeing and Finishing Mills Ltd:

In Madhabdi Dyeing and finishing mills a few types of controlling is used. But the managers
give special focus on Feed Forward control, Concurrent control, Feedback Control. Besides the
managers also uses management information systems, balanced Scorecard, workplace violence

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and controlling customer interactions as well. The types of controlling used in Madhabdi Dyeing
and Finishing Mills is given below
Feed forward in Madhabdi Dyeing
Feed forward control is maintained in Madhabdi dyeing in terms of the machineries and due to
the other competitors of the market. They make a market analysis and observe the opportunities
and threats that might come in future. So, to overcome these threats and grab those opportunities,
the management of Madhabdi dyeing always makes a controlling process setting up a maximum
standard they can achieve. Besides, before starting the work, they try to find the best raw
materials available in the market so that the manufactured fabric comes out at its finest quality.

Concurrent Control in Madhabdi Dyeing

In Madhabdi dyeing and finishing mills some errors occur while doing the work. The common
problem that is faced in the work process is the absence of some workers and so the time needed
to complete the time exceeds than the planned time. So, Madhabdi dyeing tries to fix this
problem as soon as they observe the problem. They hire extra workers and try to finish the work
in due time. Besides, the management tries to motivate the workers to work more efficiently.

Feedback Control in Madhabdi dyeing

Feedback controlling is mostly used in Madhabdi dyeing and Finishing Mills. As finishing and
dyeing is a complicated and step by step process, sometimes it is not possible to fix the error. As
a result, proper steps are taken against the errors which are faced in the previous work.
Sometimes the quality of cotton cannot be observed clearly before the finishing process. Again,
the chemicals and colors dyed on these cotton needs to go well to get the best quality product.
But sometimes, the coloration and dyeing process on the fabric doesn’t bring out good result. So,
in these situations, Madhabdi dyeing and Finishing mills tries to buy different chemical, colors
and cottons which goes well together. Again, at the end of production, it is sometimes observed
that the budget of the production exceeded than the planned estimated cost. The reasons are
higher market price of raw materials, higher transportation cost etc. Madhabdi Dyeing and
Finishing mills try to fix these problems for the production of next fiscal year and change the
standard budget. In these ways, Feedback controlling is followed in Madhabdi Dyeing and
Finishing Mills.

Management Information Control in Madhabdi Dyeing

The balance and data sheet of Madhabdi Dyeing and finishing mills is maintained through
Management and Information Systems Software. Every year’s expenditure, costs, productions,
sales etc. are kept records in the datasheet. Besides, the salaries of employees are also kept in the
database management systems. Alongside, the data records of imports of raw materials, trade
Partners, Import-Export Ports, Purchasing Countries, HS Codes, and Contact Information are
also kept in the database management software. Based on these data and statistics, the

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management of Madhabdi Dyeing and Finishing Mills compares the records of previous years
and plans for the production of the next year. The bank transaction records of the buyers and the
sellers of raw materials are also kept in this database management system.

Balanced Scorecard in Madhabdi Dyeing

Balanced scorecard is a performance measurement tool used for the overall performance of an
organization in different sectors such as financial, customer feedback, internal process, growth
etc. In Madhabdi Dyeing and finishing Mills every year the financial records are observed and
they always work to improve their financial performance than the previous year. Alongside, they
try to maintain and increase their supply of products to gain customer satisfaction, customer
loyalty and attract new customers. They also try to use modern technology and improve their
quality of work through new innovations in their yarning, coloration and dyeing.

Workplace Violence control in Madhabdi Dyeing

Madhabdi Dyeing strictly monitors the progress of the employees, ethics of the employees and
they monitors strictly against any kind of harassment. As a result, Madhabdi Dyeing keeps all
kinds of records of the employees and works on antiviolence policy. Besides, employees of
different cultural background work together. So, Madhabdi Dyeing ensures a friendly
environment for the employees and gives importance to the participation of the employees.

Controlling Customer Interactions in Madhabdi dyeing

The management of Madhabdi dyeing and Mills always work for customer satisfaction. And so
they always try to provide the best quality fabrics to their customers. Besides, Madhabdi dyeing
always take feedback from their customers and try to improve in the weak sectors. They always
try to maintain friendly environment with their customer and provide maximum facilities to the
customers. They try to be as much interactive as possible with their customers. Besides, they
have a strict policy to deliver the ordered products to their customers on time. They always
communicate with their customers and provide the type of product that the customers want.
Besides, they provide enough amenities to their customers and give them a positive customer
experience. As a result, the customers remain loyal to them and new customers are also attracted
for buying fabric from Madhabdi Dyeing and Finishing Mills.
Madhabdi Dyeing and Finishing Mills always believes in quality. As a result, they follow these
types of controlling in order to get the maximum outcome from their work. Madhabdi Dyeing
and finishing Mill has a number of competitors in the controlling and dyeing business. So, they
always try to maintain their strict monitoring according to their goals and objectives in order stay
ahead from their competitors. So, these are the types of controlling methods used by Madhabdi
dyeing and finishing Mills.

Analysis of controlling:
After the analysis of Controlling Process of Madhabdi dyeing And Finishing mills we have
found the following points

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  Madhabdi Dyeing and Finishing Mills follow strict controlling Process in order to
standout and be at the top of the market
 They always try to bring out the best and efficient way of working by the management
and the employees to finish their work in due time according to the standard designed.
 They believe in quality and it is their first priority. They don’t compromise with the
quality of their fabric.
 They maintain a friendly and interactive environment with their customers and
employees and maintain customer loyalty in the market.
 They always follow modern technologies in their production and plans to expand their
share in the market as much as possible.
 They keep all the data records of employees, sales, imports, supplies and try improve
every year.

Leadership in Madhabdi Dyeing and Finishing Mills LTD. .

Madhabdi dyeing and finishing mill is a cloth development mill which is maintained and
established by its owner Alhaj Md. Nizamuddin Bhuiyan Liton (CIP) himself. As the CEO and
the managing director of the company he is a great leader for this company who care and adore
his staffs and workers. He is very much flexible with the workers, very often tries to motivate
them with various entertainment in between their daily work so that the work spirit stay
motivated. Because of his positive characteristics and supportive leadership he is successful
today.

Leadership:
Leadership is a cycle by which a leader can direct, guide, and impact the conduct and work of
others towards the achievement of explicit objectives in a given circumstance. Leadership is the
capacity of a director to instigate the subordinates to work with certainty and energy. Leadership
is the possibility to impact the conduct of others. It is likewise characterized as the ability to
impact a gathering towards the acknowledgment of an objective. “Leadership captures the
essentials of being able and prepared to inspire others” [ CITATION SUS20 \l 1033 ] Leaders
are needed to create future visions and to propel the hierarchical individuals to need to
accomplish the dreams. In Madhabdi Dyeing and Finishing Mill Ltd the leader role is very
important for the success of the company. As a leader Md. Nizamuddin Bhuiyan Liton is
important for management because it makes a difference to maximize effectiveness and to attain
organizational objectives. As a leader he is an individual who begins the work by communicating
the arrangements and plans to the subordinates from where the work actually starts. As a leader
of Madhabdi Dyeing and Finishing Mills Ltd Md. Nizauddin Bhuiyan Liton do many important
tasks. Such as:

 Creating certainty: Certainty is an imperative figure which can be accomplished through

communicating the work endeavors to the subordinates, clarifying them clearly their part

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 and giving them rules to realize the objectives compelling. It is additionally critical to
listen to the workers with respect to their complaints and problems.
 Giving motivation: A leader demonstrates to be playing a motivating force role within the
employees. He propels the workers with economic and non-economic rewards and in this
manner gets the work from the subordinates.
 Co-ordination with others: Co-ordination can be accomplished by accommodating
individual interfaces with organizational objectives. This synchronization can be
accomplished through appropriate and successful co-ordination which ought to be the
essential rationale of a pioneer.
 Building assurance: Resolve signifies the willing co-operation of the workers towards
their work and getting them into certainty and winning their belief.
 Builds the perfect work environment: Leadership is getting things done from individuals.
A productive work environment makes a difference in sound and steady development.
Hence, human relations ought to be kept in intellect by him.

Modern views of leadership in Madhabdi Dyeing and Finishing Mills Ltd.:

Leadership is the capacity to get attractive activity, deliberately and without power, from the
supporters. The achievement of a leader relies on his characteristics and attributes. As
“Contemporary / Modern Views of Leadership” Md. Nizamuddin Bhuiyan Liton follows
Transactional Leadership for Madhabdi dyeing and finishing mills ltd. As we may know
Transactional leaders are those pioneers who direct or spur their devotees in the course of set up
objectives by explaining job and undertaking necessities and exchanging prizes for efficiency;
Under this leadership, the fruitful culmination of concurred undertakings brings about material
rewards, for example, pay, employer stability or advancement, or theoretical rewards, for
example, acknowledgment and applause. In Madhabdi Dyeing and Finishing Mills Ltd
employees always get their reward in they can overcome his/her target and get benefit out of
that. Sometimes it is increase of the salary, sometimes a gift vacation and sometimes they also
get a certificate of their great work. In these ways the company is giving reward to the
employees. A great example of that is when a salesman sale over his/her limit he/she get a
percentage of bonus of the particular product.
Transactional Leadership always follow a theory by which the leader give rewards to the
employees for the good works but the negative side is that in this theory the leader can also give
punishments such as when a salesman cannot meet his/her target the leader can cut a percentage
of his/her commission. But in the case of Madhabdi dyeing and finishing mills ltd. There is an
exception. In this company the leader never cut the salary or commission of the employees, what
he does is he stops giving the rewards to that person and starts giving advice and motivation to
that person so that he can remember that while working and seeing the co-workers getting
rewards motivate them to work harder every day and ultimately reach the goal by which he/she
can get his/her rewards too. This is a very good strategy by which both the leader and the
employees get happy and reach their target very easily and none lose nothing.

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The benefits of utilizing transactional leadership in a huge organization incorporate the
propensity of such pioneers to center on making the organization more effective and to bargain
with regular corporate issues. Transactional leaders go to the improvement of progressed forms,
the administration of expansive numbers of staff concurring to set rules and controls, and the
ideal utilize of company assets.

Path Goal Model of Madhabdi Dyeing and Finishing Mills Ltd.:

Path goal model is a theory by Robert House, the theory expresses that the leader is liable for
furnishing devotees with the data, uphold, or different assets important to accomplish their
objectives. Path goal model states that the leader's responsibility is to help their adherents in
achieving their objectives and to give bearing or backing to guarantee that their objectives are
viable with those of the organization. Depending on the situation, leaders assume differently
leadership styles at different times:
Directive leader
Supportive leader
Participative leader
Achievement-oriented leader

In Madhabdi Dyeing and Finishing Mills Ltd. they mainly follow the Supportive and
Participative leadership style as the leader always believe in employee empowerment, the
leader of the company have discussion on a daily basic with the employee, In these meetings the
leader of Madhabdi dyeing and Finishing Mills Ltd swap advices with the employees so that he
can get good advice and the employees can also get some experience through the conversations
by doing this he is giving the authority of making decision to the employee to a limit and this
empower the employees a lot.

In Madhabdi Dyeing and Finishing Mills Ltd. the leader always supports the employees to get
motivated. As a supportive leader he is inviting and congenial. He is worried for the subordinate
government assistance and regarding individuals as equivalents, he is inviting and agreeable,
focuses on the prosperity and human necessities of devotees, exceeds all expectations to develop
a steady climate, regards adherents as equivalents etc. As an example in Madhabdi Dyeing and
Finishing Mills Ltd. the leader always support teamwork, show his commitment, focus on
relationships with employees, gain the direct insight of the difficulties that the colleagues are
probably going to experience improves her put in giving doable arrangements. Moreover, the
leader is continually finding better approaches to improve his employees work as a supportive
leader.

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As a participative leader in Madhabdi Dyeing and Finishing Mills Ltd. believes in participation
of everyone is major for getting more success for the company. Participative leadership is a
leadership where the key traits are giving subordinates an offer in dynamic, keeping subordinates
educated regarding genuine circumstance, positive or negative, under all conditions, keeping up
attention to the condition of the association's confidence, with the activity is taken to keep it as
high as could reasonably be expected, the pioneer is congenial Counselling, training, and
development opportunities are offered to subordinates in this style of leadership. As a
participative leader he includes devotees in the dynamic cycle, continually talks with devotees,
and coordinates proposals into collective choices and approaches. The participative leadership
offers the leader advantages to the association ready to utilize it. By including, representatives in
organization choices he raises their mindfulness to support their commitments and raises their
assurance. As an example in Madhabdi Dyeing and Finishing Mills Ltd. the employees are
always welcomed to give any kind of relatable decision that can help the organization to grow
out more. This is a true example how a participative leadership should be practiced by a leader in
a company.

Power managing:
As there is a significant relationship between leadership and power; so the leader of Madhabdi
Dyeing and finishing mills ltd is beautifully arranging that relationship between leadership and
power. Despite the fact that leadership and power have comparative implications, they can be
unmistakably characterized between the last mentioned. The critical distinction between the two
is the term of impact. Power is the activity of leadership, and leadership is possibly characterized
in the event that you have power. Leadership consistently includes endeavors for an employee to
influence the conduct or an adherent in a circumstance, though power isn't comparable to impact
someone else's conduct. There are 5 bases of power which are:
Reward Power: Gaining consistency through remunerations.
Coercive power: Gaining consistency through dangers or discipline.
Legitimate power: Gaining consistency based on one's formal position.
Referent power: Gaining consistency dependent on magnetism or individual distinguishing proof
of assets that an individual has.
Expert power: Gaining consistency dependent on the capacity to administer esteemed data –
information, aptitude, mastery.

In Madhabdi Dyeing and Finishing Mills Ltd the leader have reward power, legitimate
power, referent power, expert power.
Reward Power in Madhabdi Dyeing and Finishing Mills Ltd:

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Reward power is a type of leadership power where the leader give reward to his employees for
reaching their goals. In Madhabdi Dyeing and Finishing Mills Ltd the leader always give
rewards to his employees for reaching their target. As mentioned before sometimes the reward is
financial benefits, sometimes an official certificate or sometimes it can be a promotion in the job
they have. By practicing this power the leader of the company always motivate the employees to
reach a better target then before.

Legitimate Power in Madhabdi Dyeing and Finishing Mills Ltd:

Legitimate power is a type of leadership power where the leader of a company get the power by
sitting a certain position of a company such as in Madhabdi Dyeing and Finishing Mills Ltd. the
leader is the CEO and the managing director so he have the power to manage the whole company
by himself and take the right decision.

Referent Power in Madhabdi Dyeing and Finishing Mills Ltd:

Referent power is a type of power of leadership where the leader is either connected with politics
or any social position or he have a very charming presentation skill. In this case the leader of
Madhabdi Dyeing and Finishing Mills Ltd leader have both of them. The leader of the company
Md. Nizamuddin Bhuiyan LIton is one of the CIP of Bangladesh which automatically gives him
a certain amount of national power to implement and he also have a very charming personality
which makes him loveable and presentational to others. Because of this the leader of Madhabdi
Dyeing and Finishing Mills Ltd can apply his referent power in the company to get benefits.

Expert Power in Madhabdi Dyeing and Finishing Mills Ltd:

Expert power is a type of leadership power where the leader of a company get the power because
of his/her specialized knowledge and skill to motivate the employees go get their goals. In the
case of Madhabdi Dyeing and Finishing Mills Ltd the leader of the company is pretty expect in
this business. He is doing this business from 1990s so he have experience and he became expect
in this business site. His experience and perfect management strategies, intrinsic information,
industry experience, initiative capacities makes him very much knowledgeable and skillful in his
position which give the employees of the company motivation and confidence to complete their
goals.
This is how the leader of Madhabdi Dyeing and Finishing Mills Ltd is powerful in his position
and this is how he is practicing his power to motivate his employees and improving the company
day by day. According to ‘Moniquet and Company’ “Once you recognize that power exists in
your organization, it can become a useful tool. For instance, you can use it to analyze which
executive unit, department or business unit has the most power in your organization. You may
find some interesting and surprising facts. By analyzing which executive gets the most decisions
called in his or her favor or which business unit has the biggest budget, you can collect data on
the distribution of power in your organization. You can use this to create buy-in for certain

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projects.” [ CITATION Eri17 \l 1033 ] So power in leadership is very much important to grow
out company to its extreme level and this is the reason the leader of Madhabdi Dyeing and
Finishing Mills Ltd. is practicing the power to improve both the employees experience ant re
company.

The challenges of the leader of Madhabdi Dyeing and Finishing Mills Ltd.
Being a Leader is in itself a test. The difficulties of leadership are true of three sorts: outer,
coming from individuals and circumstances; inside, coming from inside the leader himself; and
those emerging from the idea of the position leader. However although Md. Nizauddin Bhuiyan
Liton is an experienced leader he also face many challenges. Here are a portion of the difficulties
of leadership that he faces on a daily basic:
 Looking after focus:
For the leader of a mid-level company it is so natural to get occupied everyone needs something,
is selling him something or is attempting to get him to see them. That is important for tolerating
the part of leadership. His responsibility is to not get diverted by the sparkly articles and to stay
zeroed in on the end game. He have a company to lead, items to convey, or a task to finish so
staying focused is really challenging for the leader of Madhabdi Dyeing And Finishing Mills
Ltd.

 Taking care of the employees:

Each and every time projects simply doesn't work or the occasion is a failure. It happens to
potentially every leader. But how everyone handle it is what makes a difference. In This case the
leader tries not to release his group down into a winding of self-centeredness or fault. He simply
and very professionally dust himself off and sort out how the following thing will be wonderful.
He stay calm and use his experienced work knowledge.

 Being liked by all:

As the leader of this company is in well-respected national position there are many other dyeing
and finishing mills owners like him who are not in a good position like him so they always tries
to pull his leg always try to bring his company down in this case the leader of Madhabdi Dyeing
and Finishing Mills Ltd tries not to get influenced by that and work to be caring and centered in
his interchanges. He believes regard will come, and on the off chance that he is fortunate, he may
even be enjoyed.

 Remaining motivated:

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In this case as a leader, he can feel his inspiration for the undertaking or the association crash and
burn. It happens to potentially anyone, yet what he do is summon the entirety of the great stuff
around him and refocus, try not to invest energy harping on the thing isn't working except if he
can fix it. He won't generally be the main team promoter as far as he could tell, however his
group is anticipating that he should be. So he get out there and offer the excitement he do have
available.

 Releasing someone or letting go of employees:

As a leader it is eventually his responsibility to either suggest that somebody leave his
association or he must move somebody on himself. He never do this in a rash way or under
annoyance. His capacity to smoothly roll out this hierarchical improvement for the better of the
association is the sign of genuine leadership. Otherwise bringing in a new employees and
teaching him everything about his work and the company and after sometimes letting him or her
go can be really bad for a unexperienced leader.

 Troublesome People:
There are consistently individuals in any group, in any association and in any working life who
are troublesome, in this company it’s just same. His objective, as a leader, is to deal with them
with effortlessness and graciousness. He try not to take care of into them, he try not to delay his
openness to them. Most importantly, he doesn’t allow them to get him down.

Analysis of leadership:
After analysis the leadership of Madhabdi Dyeing and Finishing Mills Ltd. we have found that it
is mid-level profitable company that is basically full of employee’s freedom to the extreme
which help the leader Alhaj Md. NIzamuddin bhuiyan Liton to make a perfectly suitable
environment in the work place which makes him very much flexible with the workers, very often
he tries to motivate them with various entertainment in between their daily work so that the work
spirit stay motivated. Because of his positive characteristics and supportive leadership he is
successful today.

Conclusion.

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Madhabdi Dyeing Finishing Mills also practice the Geocentric Attitude as they have hired a
foreign engineer to supervise their production dyeing machines and workflow. Besides,
Madhabdi dyeing and finishing Mills is planning to introduce their IPO in Dhaka Stock
Exchange .Madhabdi Dyeing Finishing Mills believes this Geocentric Attitude will boost their
expansion ever further. Madhabdi Dyeing Finishing Mills is expanding its business steadily. This
Line and Staff organizational Structure is helping Madhabdi Dyeing Finishing Mills to control its
production line and make changes in the line within short notice which is very important in this
time of competitive globalization. Moreover, Madhabdi Dyeing Finishing Mills is also ready to
make any changes in the organizational structure in the future if needed. Madhabdi Dyeing
Finishing Mills took all these factors into account while designing their Organizational structure.
After analyzing their organizational needs Madhabdi Dyeing Finishing Mills choose the Line and
Staff organizational Structure model for their organization. Madhabdi Dyeing Finishing Mills
wanted some advantages like fast decision making and its implementation, centralization, easy to
control, and measure end result.

Questionaries
Part 1: Global Business Environment ( S.M.Aowsaful Bari Alvee)
1. What types of products/raw material does Madhabdi Dyeing Finishing Mills Ltd import?

2. What Global Perspectives among these Madhabdi Dyeing Finishing Mills follows?
 Ethnocentric Attitude
 Polycentric Attitude
 Geocentric Attitude
3. What are those countries Madhabdi Dyeing Finishing Mills import?
4. What types of products do Madhabdi Dyeing Finishing Mills Ltd Export?
5. What are the countries do Madhabdi Dyeing Finishing Mills Ltd Export and any future
expansion plan?
6. Does Madhabdi Dyeing Finishing Mills Ltd has any Licensing or Franchising deal (like
Technology or process)?
7. Does Madhabdi Dyeing Finishing Mills Ltd has any Strategic Alliance or Joint Venture?
8. Does Madhabdi Dyeing Finishing Mills Ltd has any plan for future Strategic Alliance or Joint
Venture?
9. How globalization is impacting your business?

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Part 2: Organizational Design and foundations (Sadia Sayed)
1. What types of Organizational Structure Madhabdi Dyeing Finishing Mills follows?

2. Why do you think line and staffs Organizational Structure is suitable for your organization?
3. Is Dyeing Finishing Mills promotes centralize or decentralize decision making and why?
4. What are the advantages Dyeing Finishing Mills facing with current Organizational Structure?
5. What are the disadvantages Dyeing Finishing Mills facing with current Organizational
Structure?
6. Is it possible to provide us with the organization chat or organogram?
7. Do your organization have any flexible work arrangement option for employees to choose
from?

Part 3: Controlling (Ismail Jubair)

1. What is the impact of controlling in Madhabdi Dyeing and finishing Mills?
2. How does controlling help Madhabdi Dyeing and Finishing Mills to stay ahead than the
competitors in market?
3. What are the controlling steps that Madhabdi dyeing and finishing mills follow?
4. What are the types of controlling that are implemented in Madhabdi Dyeing and Finishing
Mills?
5. Which type of controlling is given more importance in Madhabdi Dyeing and finishing mill?
6. Why Feedback controlling is mostly used in Madhabdi dyeing and finishing Mills?
7. How does Madhabdi Dyeing deal with the errors that occur while doing their production?

Part 4: Leadership (Humiyun Alam Shoaib)

1. What leadership style do Madhabdi Dyeing and Finishing Mills Ltd. follow?
2. Are the employees of the company evolve in decision making?
3. Do the leader himself discuss things with his employees?
4. Is the leader flexible with the employees?
5. What challenges do the leader face?
6. How the leader motivate the employees?
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7. How the leader of Madhabdi Dyeing and Finishing Mills Ltd. operate the company?

References
Part 1: Global Business Environment ( S.M.Aowsaful Bari Alvee)

Ali, A., Terry, Chauhan, S., Chisanga, B., Bahizi, A., Mkandawire, T., & Kimonge, G. (2016,
June 13). What is Ethnocentric Approach? definition and meaning. Retrieved January 10,
2021, from https://businessjargons.com/ethnocentric-approach.html

Globalization (article) | 1990s America. (2018). Retrieved January 02, 2021, from
https://www.khanacademy.org/humanities/us-history/modern-us/1990s-
america/a/globalization

Part 2: Organizational Design and foundations (Sadia Sayed)

Organisational Structure: Meaning and Importance. (2016, June 22). Retrieved January 13, 2021,
from https://www.businessmanagementideas.com/organisational-structure/organisational-
structure-meaning-and-importance/3483

Ovi, I. H. (2018, July 03). Bangladesh sees rise in export earnings over FY2017-18. Retrieved
January 11, 2021, from
https://www.dhakatribune.com/business/commerce/2018/07/03/bangladesh-sees-rise-in-
export-earnings-over-fy2017-18

T. (n.d.). Bangladesh Imports, percent of GDP - data, chart. Retrieved January 11, 2021, from
https://www.theglobaleconomy.com/Bangladesh/Imports/

What is Polycentric Approach? definition and meaning. (2016, June 13). Retrieved January 10,
2021, from https://businessjargons.com/polycentric-approach.html

Part 3: Controlling (Ismail Jubair)

https://www.businessmanagementideas.com/management/controlling/types-of-control-in-an-
organisation-3-types-management/7941
https://www.iedunote.com/control-process-steps
https://www.economicsdiscussion.net/management/controlling/what-is-controlling/31916

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Part 4: Leadership (Humiyun Alam Shoaib)
References
Moniquet, E. (2017, 06 27). Moniquet and company. Retrieved from

https://www.moniquetandcompany.com/en/our-insights/the-importance-of-power-in-organizations-
and-what-you-can-do-with-it

https://www.moniquetandcompany.com/en/our-insights/the-importance-of-power-in-
organizations-and-what-you-can-do-with-it

WARD, S. (2020, september 17). The balance. Retrieved from The balance smaill business:
https://www.thebalancesmb.com/leadership-definition-2948275

https://www.thebalancesmb.com/leadership-definition-2948275

Cards:
Chairman and Managing Director:

Director:

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 Thank you

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