"Partex Group": (The Beginning )

HUMAN RESOURCE PLANNING (HRM 360)
PART 1
PARTEX GROUP
(The Beginning)
NORTH SOUTH UNIERSIT!
1
Introduction
The Partex group has so far earned a reputation and established its position in
the national economy. This is a great success even for the Bangladeshi
economy. Partex group is considered as one of the leading manufacturer of
quality consumers and industrial products. The company believes in serving to its
nation the quality product and service.
The group has established in 1962 and at present it has operating 1 of its
industries. The factory sites and locations are situated in different areas in the
country. The group!s offices have been divided in many sections. "t has so far
employed more than #$$$ employees in different location of its factories and
offices. The group has over %&$ distributors around the country and is
successfully distributing the products. "t has over '&#$$$ outlets all over the
country (here its products are available and meeting the demand of its customer.
The net (orth of the group at current mar)et price is nearly *+ , 1&$ million.
The group!s estimated gro(th is around 1&- per annum. "t has achieved a
turnover of *+ , 16$ million per annum in the year 2$$$.2$$1
The group is already prepared for the next phase of development and investment
in the country. The main ob/ective of the group is to penetrate into the
2
international mar)et and remain as the mar)et leader of Bangladesh in this
t(enty first century. 0or that# they are ensuring the challenge and )eep on
changing to serve the quality product.
Company Background
1ll the (ay to this position# the Partex had to fight a lot in a battlefield# as the
mar)et place (as totally unpredictable than it is today. The competition (as a
cutthroat one. +o far# Partex had to struggle to (in the hearts and souls of the
people by adopting proper mar)eting strategy since the price (as an important
factor to Bangladeshi people (hich is still no( competing (ith a 2quality to price
ratio!!.
Partex on the (ay to its /ourney# focused especially on the quality and service by
no means# they (anted to loose the service and quality and fought battle in a
mar)et place li)e Bangladesh. 3o(# it is such a succeeding company and termed
as one of the leading company of Bangladesh.
The main history of Partex 4roup is no different than any other group. "t had its
modest beginning in the Tobacco trade in 19&9. *nder the prudent ste(ardship
3
of its founder chairman 5. 1. 6ashem it has gro(n steadily over the years to
become one of the leading industrial conglomerate in the country.
"n the early seventies# 57+ 6ashem 8orporation (as established (ith
headquarters in the port city of 8hittagong. The missionary 9eal and unflinching
commitment to quality and service too) the group to higher elevation# today.
The way how the Partex Group has designed
their executive management
Position 7designation 3ames of the current The industries they are
Board of :irectors responsible for
8hairman 5.6.6asham
;ice 8hairman 19i9 1l <aiser
+tar Particle Board
5ills =td.
5anaging :irector
+tar ;egetable >ils
=td.
8omplex "
8orvee 5aritime
8o. =td
Partex ?eal @state
=td.
Partex =td
Partex 0urniture =td
0errotechnic =td
4
+tar 8oconut >ils
=td.
5anaging :irector 19i9 1l 5ahmood :anish 8ondensed 5il)
AB:B =td.
8omplex ""
:anish 0ood
Products
:anish 5il) Bangladesh
=td.
?ubel +teel 5ills
=td.
:anish :istribution
3et(or) =td
5anaging :irector 19i9 1l 5asud 1mber Pulp and Paper
5ills =td.
8omplex """
5anaging :irector +ha()at 19i9 ?ussell 1mber 8otton 5ills =td
8omplex "; :ha)a 8om =td "+P
5anaging :irector 1shfaq 19i9 ?ubel Partex Beverage =td
8omplex ; 0otoroma =td
:irector +ultana 6ashem ..
Present scenario of the Partex Group
5
1t present# Partex 4roup o(n and successfully operating 1 manufacturing and
service oriented industries. They are concern of offering the best value for money
to their customers.
"t has at present 1 chairman and & managing directors The group has divided
their management into five complexes 1nd under each complex a managing
director has been assigned to loo) after the respective industries. The company
consists of various numbers of corporate and sales offices. The staffs are divided
accordingly to these offices.
PART "
PARTEX GROUP
(Re#$%& P'%&)
6
H()'n Re*$(%+e M'n'ge)en&
6?5 refers to the policies# practices# and systems that influence employees!
behaviors# attitudes# and performance. The strategy underlying these practices
needs to be considered to maximi9e their influence on company performance.
6?5 practices includedC .
Analyzing . :esigning the (or)D
HR plans E :etermining 6? needsD
Recruiting E 1ttracting potential employeesD
Selection E 8hoosing employees.
Training and Development ETeaching employees ho( to performance their /obs
and preparing them for the futureD
Compensation E re(arding employeesD
Performance management E evaluating employees! performanceD
Employee relations E creating a positive (or) environmentD
7
1ll this support business goals and strategies.
ki!!s and a"i!ities re#uired for $R managers
6? mangers in any company need certain s)ills and abilities to ma)e the
company successful in achieving its target. They need to manage their human
resources effectively and efficiently to exert the highest quality of output out of
them. The s)ills and abilities that are required by the 6? mangers are divided
into four categories. These areC .
8
Analytical Leadership
Fact-Based Conceptual
Decision deas
!a"in# $isionin#
Co%pliance nterpersonal
&e#ulation 'ea%(or"
Ad%inistration
Control
These include developing ne( 6? practices and partnering (ith mangers to align
these practices (ith the business strategy# managing change and representing
employees concern to senior management a (ell as increasing employees
concerns to increase efficiencies and lo(er costs.
Responsi"i!ities of ro!es of $R %epartment
?ecently# companies have reali9ed that effective 6?5 can contribute to
profitability# quality and business goals# of an organi9ation# through
enhancing# and supporting business operations.
Therefore# the responsibilities and role of 6? department have become
critical to the success of any and every organi9ation.
)
?esponsibilities of 6? department are listed as follo(sC
1* Employment and Recruiting E "ntervie(ing# recruiting# testing#
temporary labor coordination.
2* Training and Development E >rientation# performance management#
s)ills training# productivity enhancement.
3* Compensation E Fage and salary administration /ob description#
executive compensation# incentive pay# /ob evaluation.
4* Benefits E "nsurance# vacation leave# administration retirement plans#
profit saving# starch plans.
5* Employee services E @mployee assistance programs# relocation
services# outplacement services.
6* Employee and community Relations E 1ttitude serve# labor relations#
publications# labor la( complaints discipline.
7* Personnel Records E "nformation system records.
8* Health and safety E +afety inspection drug testing# health# (ellness.
)* Strategic planning E "nternational human resources# forecasting#
planning# mergers and acquisitions.
3o( if (e loo) at 6? department of Partex# (e see that they perform most of
these nine important responsibilities# except for the last one Gstrategic planning!
1+
$uman Resource %epartment in Partex
There is one main human resource department (hich is located at the
head office of Partex 4roup in 25oti/heel.+hena)alyan BhavanH. "t has
sub units# (hich loo) after each business unit under 2PartexH.
!ain ,&
Depart%ent
11
-u. -u. ,& -u. ,& -u. ,& -u. ,&
,& Dept Dept* Dept* Dept* Dept*
1 2 3 4 5
&RGA'IATI&'A( TR)CT)R* PART*+
"t follo(s the decentrali9ed structure# (hich means# it has a flat structure.
"t delegates authority up to some extent and has the central tendency of
/udging ho( much delegation is necessary. Therefore# (e can say that
2PartexH regards its different businesses as strategic business units
A+B*B s.
ACTIVITIES IMPATTED BY THE HR DEPARTMENT OF THE
PARTIX GROUP:
12
*ntil recently have Partex 4roup loo)ed7recogni9ed 6uman ?esource
management as a means to contribute to profitability# quality and other business
goals through enhancing and supporting business operations. Partex 4roups 6?
deportment is most li)ely to collaborate (ith the companies other functions on
employment intervie(ing# performance management and discipline# and efforts
to improve quality and productivity. +ince human resource is one of the quotient
strengths of the Partex group# they tend to recruit and select only the best people
for the /ob accomplishment. There are five 6? managers in Partex group in five
different complexes.(hich means one for each complex. Their /ob is to abide by
policies# develop and promote practices and systems.
The 6? department performs all activities starting from /ob applicants
intervie(ing to training and development. Thesis 1ctivities includeC
ACQUSITION AND PREPRATION OF HUMAN
RESOURCES IN PARTEX GROUP

ANALYSIS AND DESIGN OF WORK:
13
"n 2PartexH# starting from the lo(er level to upper level of (or)# each
and every /ob and tas)s are analy9ed and designed clearly. "nfact#
before recruiting# each (or) is analy9ed. Partex# al(ays focus on
ho( to ma)e the (or) environment friendly and to identify the
necessary s)ills required to perform every tas)# (ithin each (or)#
effectively. The analysis is done by the combined effort of 6?
manager and the line manager of the specific department. Then# the
(or) is designed to carefully and clearly# )eeping in mind the safety
and understandability of the employee# (ho (ould be performing the
particular (or). Partex# al(ays focus on ho( to ma)es the (or)
environment friendly and more structured for its respected
employees.
$R P(A''I'G,
1fter the (or) has been analy9ed and designed in relation to the specific s)ills
required. Partex!s 6? department (ith the help of the line manager of particular
department of (or) area ma)es a list of individuals (ho (ill have those
necessary s)ills# such as an engineer# or a BB1 graduate and on the basis of
that# they design their recruitment criteria.

14
Recruiting,
Partex does not follo( any hard and fast rule in case of recruiting. They do not
necessarily follo( the internal recruitment policy or the external policy. "f Partex
group thin) li)e ta)ing ne( ideas from the fresh graduates they usually follo( the
external recruitment policy. Fhich are the university and college graduates. "n
that case# they usually advertise in ne(spapers and periodicals. 5oreover
recruiting from external sources depends on the specific (or) criteria.
Partex does not generally rely on referrals APeople (ho are prompted to apply for
a /ob either by someone (ithin the company or by someone (ho may be
influential in the societyB. ?ather they in recruiting the right candidate through
proper recruiting procedure. 6o(ever for lo(er level or less speciali9ed (or)#
such as guard or certain clerical posts referrals are accepted and preferred.
3evertheless thy usually recruit employees through internal recruiting. Fhich
they find has its o(n benefits. That (or)ers are happy# satisfy# secured and loyal
to(ards the company. This )ind of recruiting in Partex can avoid 2ripple affectH.
vacancies created for promotions. This is mainly because of t(o reasonsC
The vacancies are filled from other areas that (ere experiencing a labor
surplus.
@xternal recruiting at the upper level# (hich indicates that the )ey
positions in 2PartexH are filled (ith# )no(ledgeable# highly qualified and
15
experienced people inside the organi9ation. 0or these cases# they prefer had
hunting.
*(*CTI&',
Partex has its o(n method of selection# (hich is very simple and clear They
prefer 2"ntervie(sH for any external recruitment because (hen they are internally
recruiting they )no( about the s)ills and )no(ledge of their employees through
performance analysis. 6o(ever# in case of internal recruitment Gconcurrent
validation! E a criterion.based validity study in (hich a test is administered to all
the people (ho are chosen for the specific promotion or transfer and then
incumbents scores are correlated (ith existing measures of their performance on
the /ob are used. 0urther# they use situational intervie(s especially chosen
applicants. 1ll these are based on the actual scenario. +ometimes# (or) samples
are also used. "n case of external recruitment the emphasis is on intervie(s# as
mentioned earlier# specifically# +ituational "ntervie(. 1s this is one of the
reno(ned group (hich includes as)ing questions regarding past experience of
16
the applicant in the past (ords or future scenario regarding ho( the applicant (ill
react or perform given a particular situation. This type of intervie( is applied for
recruiting someone at executive or )ey level in the company.
-ode!, .Interviewing #uestion/
"n case of recruiting a production manager for :anish 0ood Product#
2Partex 4roupH follo(s the follo(ing 8riteria for selecting the ideal
candidate.
1. The candidates past experience in managing production line of this
)ind.
2. @xperience and abilities in managing employees both permanent and
temporary in charge of production.
%. :ynamism of the person.
'. The candidate!s ability to assess ris)s.
&. 1bility to create an assess production processes.
6. 1bility to maintain equilibrium in quantity and quality.
17
. 1bility to assess the financial effects of plant do(ntime.
I. 1bility of finding the parameter of quality control.
9. 1bility to (or) at any given time of the day.
1$. 4ood s)ills in 5anagement "nformation +ystem A5"+B and :ecision
+upport +ystem A:++B.
11. The candidates long term aim of life.
12. 1ll about personal interest.
Cognitive A"i!ity Test, This refers to the verbal comprehension E the
persons! capacity to understand and use (ritten and spo)en languageD
quantitative ability E the speed and accuracy (ith (hich one can solve
arithmetic problems of all )indsD reasoning ability E capacity to invest
solutions to many diverse problems. 6ere# they mostly use (or) sample#
i.e. Gin.bas)et! tests. +ometimes# they use Gpredictive validation! E a
criterion E based validity study that see)s to establish an empirical
relationship bet(een applicants# test scores and their eventual
performance on the /ob. "n this case# the hire temporarily these applicants
say for three or six months. This type of tests one done for mainly fresh
graduates from colleges or universities# (ho apply for entry.level
managerial (or)s.
18
Physica! A"i!ity Tests, There are seven classes of this test. They areC A"B
muscular tension# 2B muscular po(er# %B muscular endurance# 'B cardio vascular
endurance &B 0lexibility# 6B balance# and B coordination. This test is especially
done for lo(er.level factory (or)ers. 6o(ever# this is not very often used Aunless
externally recruitedB because these level (or)ers are employed on the basis of
referrals.
Persona!ity Inventories! There are five dimensions# (hich Partex loo) for
in a potential applicant# (hich they try to discover (hile intervie(ing. They areC 1B
extraversions 2B ad/ustment# %B agreeableness# 'B conscientiousness and &B
inquisitiveness. Then again# these dimensions are more importantly scrutini9ed
depending on the type of (or)# such as mar)eting personnel.
Partex basically evaluate the ans(ers and information they get from their
different candidates. 5ore over# they often go for informal conversation to ma)e
the candidate# ease. The one (ith more experiences and )no(ledge are usually
preferred. 0urthermore# after evaluating all the given information. They usually
find out the right one from a good number of potential candidates. This is often a
hard tas) for the top.level manager to decide.
Training and deve!opment,
1)
Partex 4roup has invested substantially to improve the quality of their
human ?esources. They are their )ey assets of its success (ho translate
the company!s dream into reality. Partex 4roup believes in having
potentially qualified people# training them to become better and getting the
best out of them. They provide career opportunity to their employees that
in turn# motivate them (ith the requisite impetus for the group!s
excellence. 6o(ever# (hether it is an in.house training E learning
programs carried out (ithin the organi9ation by using internal trainers or
consultantsD or by using computer.literate employees (ithin the
organi9ation to carryout tests and (or) samples via computer training
purchased from an external consultant via independent training
organi9ations. 3evertheless# Partex 4roup argues that they are a
learning organi9ation E (hose employees are continuously attempting to
learn ne( things and apply them to improve product or service quality.
They say# their employees are (ell motivated to do so because their
managers and peers support each other. The (or)ing environment itself is
encouraging the employees to learn more and be efficient. Besides# there
is al(ays the performance appraisal from the top management to
recogni9e the employee!s efforts.
2+
-otivation and Compensation of *mp!oyees at
Partex Group
Pay tructure %ecision
Partex use to offer a pay scale# (hich is very attractive# and more
importantly their payments are open.ended# for every level of
employment. 0or example# the orthodox pay system in Bangladesh is
Asay for a driverB
1. T). 1#$$$ starting salary# (hich (ill remain constant for next
seven years.
2. 0irst increment on eighth year# and the salary amounts to T)
2$$$# (hich (ill again remain constant for another seven years.
%. 1nother increment on the fourteenth year and the salary amounts
to T) %#$$$# (hich (ill remain forever# as long as the employee is
(or)ing for the organi9ation.
Partex reali9ed that this demotivates the (or)er because# he7she
believes that no matter ho( hard he7she (or)s the salary remains
21
the same. Therefore# Partex changed their pay system. They
introduced open.ended pay system that is as follo(sC A1gain caring
bac) to our example of a driverB.
1. +tarting salary T).1#$$$ to remain constant for next sever years.
2. 0irst increment# the salary becomes T). 2#$$$ on the eighth year
and remains constant for next seven years.
%. 0rom the fourteenth year# there (ill be a gradual increase in the
pay# says T) 2$$ each year as long as the employee is (or)ing
for the organi9ation.
1ccording to Partex 6? department# this (ill motivate the (or)ers to
remain loyal and efficient to(ards the organi9ation.
0urtherC 5r. +.1. 5ansoor# :irector of 6uman ?esource :epartment#
(ants to incorporate a ne( salary brac)et# (hich (ould loo) li)e the
follo(ing graphC .
Assumption! +uppose it is an entry Elevel managerial /ob.
22

payscale
$
&$$$
1$$$$
1&$$$
2$$$$
2&$$$
%$$$$
%&$$$
$ 1$ 2$ %$ '$ &$ 6$
Age of employees
s
a
l
a
r
i
e
s
salaries
This curve sho(s# that at entry level the salary should be minimum (hen
the age of the employee is about 2$. Thus# he 7she is not yet married.
0irst increment should be sufficient about T) 1$#$$$ depending on the
initial salary# because the employee (ill get married no( or at least by
this time. +econd# increment should be reasonable but (ithin a short
period because the employee is planning to have children. Third
increment should be a big one and it should last for a long.time Aperhaps
use open.ended system# (hich (ould be up(ard tendingB because the
employee has to raise his7her children# educate them and etc. 0ourth#
(orld be a reverse increment because by this time the employee!s
children (ould be self.reliant. 0ifth# (ould be further reverse increment#
23
because ho( the employee (ill be left (ith his7her spouse# as the
children (ould have their o(n family and independent.
Compensation and -otivation,
Partex 4roup has many compensation policies# (hich are practiced by
the company. These includesC
1. Performance bonus. Based on employees individual performance
2. @id bonus. t(ice a year before @id vacation.
%. Jearly increment in salary for executives and top.level managersC
1long (ith the bonuses and increments.
'. Transportation facility. 0acilitate employees (ith transport facilities
*mp!oyee Bene0t chemes
Partex has some benefit schemes for its employees li)e mutual fund and
provident fund. They cut off a portion of money from the employee!s salary every
24
month. 1t the end of their (or)ing period# they are given the (hole amount
together or a certain amount every month for the rest of their life.
Promotion and Transfer
Promotion ta)es place (hen there is a post become vacant and needs to
fill up by internal recruiting. Then somebody from immediate /unior level
gets promoted according to his or her performance measurement
Transfer is done in t(o (ays. 0irst# (hen somebody is promoted to a
superior level he or she may be transferred to a ne( area or office to
perform his or her /ob. +uch asC . an employee is promoted and
transferred from branch office to head office. +econd# an employee may
be transferred on the basis of his or her performance level. "f h or she is
not capable (ith the (or)load of his or her present position# he or she
may be transferred to a different position or area (here the (or)load is
much lo(er and suitable for that particular employee.
P*R1&R-A'C* -A'AG*-*'T
25
Partex 6? department is very cautious about their employee!s
performance. They spend hours (ith their employees# discussing
informally about their employees (or)s Aboth merits and demeritsB.
"f an employee is performing (ell# they send that employee
appreciation letterD performance bonus Aas mentioned earlierB is
provided to encourage further improvement and consistency. They
evaluate their employees by filling up questionnaires# (ith space for
comments# for a particular employee by his7her peers and line
manager and the same is done for others as (ell as the line
manager.
6o(ever# 5r. +.1. 5ansoor is trying to introduce the %6$.degree
evaluation process# (here his7her peers# themselves# managers and
subordinates (ill evaluate a particular employee.
26
"anager
Peers E Self

Su#ordinates
"t is expected to be more effective for the employee# as the employee
(ill more specifically reali9e his7her competencies as (ell as
lac)ings.
*-P(&2** R*(ATI&'C
Partex has a very friendly (or)ing environment. "t is informal and the 6?
managers spend time (ith employees by visiting them at their (or) and
sometimes# the employees visit 6? manager at their offices. 1ltogether# it
is a desired place to (or) in.
27
(I'3AG* B*T4**' $R- A'% T$* TRAT*GIC
-A'G*-*'T PR&C* I' PART*+
Two5way !inkage, E This allo(s for consideration of human
resource issues during the strategy formulation process. This integration
occurs in three sequential steps.
0irst# the strategic planning team informs 6?5 function of the
various strategies the company is considering.
Then 6?5 executives analy9e the human resource implications of
the various strategies# presenting the results of this analysis to the
strategic planning team.
0inally# after the strategic decision has been made# the strategic
plan is passed on to the 6?5 executive (ho develops programs to
implement it.
The strategic planning function and the 6?5 function are
independent in this (ay.
28
*#ua! *mp!oyment &pportunity in Partex
"n general# it refers to the employment opportunity to everyone
irrespective of age# race# gender# religion and physic.
"n 2PartexH# they strictly follo( this rule of equal employment opportunity.
They say# 2it depends on the qualification of the applicant# (hether it be a
he or a she. 0urther# the race age# religion is no bar as long as the person
is (ell qualified for the /obH. 6o(ever# for entry.level /obs# they prefer
younger people.
The 4eaknesses that we have found of the
Partex Group
The 4roup is not yet successful in the dha)acom# (hich is their "nternet
service providing company. The reason could be because they have ne(ly
introduced in this arena.
2)
They are totally dependent on the local mar)et. 1ll their products are
focused on the Bangladeshi mar)et.
Poor pay scale strategy does not motivate the employees.
The company do not have any formal 6?5 structure
They do not have proper hierarchy level.

1uture p!an of the Partex
The group has already earned a reputation and established its position in the
national economy. Partex is so far ready for the next phase of development and
investment to reach another ne( height. To expand into the international arena in
the future is their prime motto today.
Partex has already envisioned the idea of developing some of their existing
product ranges and moreover (ant to introduce the ne( items# (hich are at their
different implementation stage.
3+
They are hoping to go to public# by floating shares of :anish 8ondensed 5il)
Bangladesh =td. and are hoping to brea) ne( ground in the capital mar)et of
Bangladesh.
Partex is constantly see)ing export opportunities. The intention is of the further
diversification of the mar)et and establishing a base from (hich profitable /oint
ventures in different sectors can be launched.
5oreover# the management is )een to promote internationally reputed brands
locally.
The 4roup believes in the glo(ing prospect of the electronic information
technology# (hich they believe the bac)bone of the trade and industry in future.
Conc!usion
The ultimate responsibility of the Partex 4roup is to develop ne( ideas and (ays
to develop the country. 3e( equipment has been procured# more industries set
up# more facilities developed# product and services introduced and more /obs
created for a prosperous tomorro(. "n the year to come Partex hope to expand
their activities and clientele# not forgetting their innovative beginning in trade and
31
industry. Together (ith their customers and personnel they hope# to build a
prosperous future. They have initiated high level of safety and environmental
safety in their (or)place. >utside the (or)place they have supported (orth(hile
philanthropic efforts in education and health care sector among others. They
believe in social responsibility to the community as (ell. "n order to protect the
environment they have ta)en possible steps in minimi9ing adverse effect on the
ecosystem from the industrial process and by product. They also have invested
in methods and equipment for cleaning technology and maximi9e recycling of by.
products. Their pioneering industry is aimed at reducing the pressure on forestry
and encouraging plant (aste based lumber.substitute products.
Recommendation
Partex 4roup cherishes an enduring vision of prosperity for our nation.
Their commitment is manifest in the excellent of their product and the role
their enterprise play alleviating poverty and generating employment. Fell
in all aspect Partex is surely one of the leading companies in Bangladesh
and has achieved a great reputation over time and has established strong
ground domestically. Jet# there are a little bit of scope for suggestions
(hich might help the company get a clear picture of present time and
probably see the bigger picture for days to come.
32
Partex 4roup consolidates on consumer product as (ell as agro based
product to consider the huge domestic mar)et. 5ost of our population is
on poverty level# but (hen they (ill come up from there and (hen their
per.capita income (ill increaseD they (ill tend to spend money and en/oy
a better life style. Then they (ill buy more of these products and there (ill
be a huge demand for local consumer and agro based products. Thus#
should remain in the local mar)et and try to build a reputation and the
rest (ill la)e care of itself.
+ome of Partex!s 1 industries are not doing (ell at all. They are one of
their loosing concerns and are on the verge of shutdo(n# yet still running.
Because# of too much diversity of Partex!s industrial they should totally
shut do(n those industries (hich are not performing (ell and concentrate
on those sectors (hich made the mar)et dictators in the first place. These
speciali9ations (ill actually given them a competitive advantage and can
become their greatest strength.
/ntil recently 0arte1 2roup did not ha3e any ,u%an &esource depart%ent* And4 still
their ,& depart%ent is al%ost unreco#ni5ed and passi3e* 'heir4 in 0arte1 ,& depart%ent
e1ists only director o6 ,& and only he so%eti%es in3ites line %ana#ers o6 di66erent
depart%ents 6or in6or%ation (hich %eans that the 0arte1 ,& depart%ent does not ha3e
33
any proper strate#y4 roles o6 policies* 7e thin" they should really reco#ni5e the need o6
,& depart%ent in this co%petiti3e %ar"et to sustain in the 6uture* As (e all "no(n
(ithout the 8people po(er9 no co%pany can succeed in their #oals in the lon# run and are
sure to 6ade a(ay*
34

"Partex Group": (The Beginning )

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