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management in Bangladesh.
PhD thesis
http://theses.gla.ac.uk/4137/
Copyright and moral rights for this thesis are retained by the author
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IN
BANGLADESH
by
UNIVERSITY OF GLASGOW
August 1987
ACKNOWLEDGEMENTS
for their help in analysing the data through the computer and to
wife, Mithu, for her help in typing out the first draft of the
TABLE OF CONTENTS
Page
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS V
LIST OF TABLES XI
ABSTRACT XVII
CHAPTER 1
INTRODUCTION 1
CHAPTER 2
Traditional school 67
Behavioural school 69
Quantitative school 74
Contingency school 76
The process 99
CHAPTER 3
Observation 140
CHAPTER-4
Minister 151
Corporation 154
Enterprises 157
CHAPTER 5
Educational 189
Societal 193
Training 200
CHAPTER 6
Page
CHAPTER 7
CHAPTER 8
APPENDICES 391
BIBLIOGRAPHY 413
Xl
Page
LIST OF TABLES
Page
LIST OF FIGURES
ABSTRACT
Bangladesh along with the role that are being played by the
with very little realisation and thus has been generating wide
sector managers have been found very much concerned about the
interests but they are less concern about the changes which
procedures.
XIX
and efforts would have been worth investing if these could have
INTRODUCTION
growing conviction that they hold the key of trade, commerce and
low Gross Domestic Product (GDP) growth. Though the economy has
had some modest structural change over the last two decades, it
cent and the small scale industries slightly over 4 per cent
industry group accounted for around 2.44 million or 8.8 per cent
applicable to Bangladesh.
fulfilled even when the resources within the country and the
1973) who would give shape to the process. Again, there must be
and the context within which they have to work because these are
that end.
three headings:
1. Personal Characteristics
2. Managerial Attitudes
3. Organisational Context.
6
Personal Characteristics
Under this heading the study has tried to findout the important
Managerial Attitudes
with their job and its advancement prospects and their motivation
in the job. Here the study has also tried to see whether the
Focus also has been made to examine their attitudes and reactions
Organisational Context
Among the contextual issues the study has tried to examine the
examined the p rog ress of indus trialisa tion along wi th the role
concerned.
emerged from the study that the Bangladesh public sector managers
thirties and have appeared into the scene after the independence
although some of them had some nominal private job experience and
from the vast rural areas of the country. Most of them were
explained when it was found that there has been very little
life, since the urban people are the most privileged section of
All these have been the main obstacles in the way of smoother
organisation.
It was also found that by all possible ways the subordinates try
The non availability of the desired jobs and the tighter over-all
job market has made them desperate to keep their jobs on going.
their jobs since they are enjoying the freedom of not being so
is simply impossible.
that too much labour unrest has been creating problems in the way
The required power, authority and freedom has not been allowed to
the industrial sector towards the GDP is about 10.1 per cent and
also because of the role which they are playing in the economy of
the country.
12
The public enterprise managers for their part are not ready to
diagnostic viewpoint.
may be added that the legal form may indicate the formal nature
very useful both from the practical and the academic viewpoints.
which published in 1979 (Ali, 1979). This study was carried out
during the period of July 1973 and August 1974. The main focus
technique'. The score of all odd and even number items were
project was divided into two phases. The first phase sought to
15
study public enterprises from the macro point of view and the
enterprises from the micro point of view. The macro study has
employment and external trade, and also have examined the trends
enterprises.
collecting data from the units under study, which has been
interesting in some aspects. There has been only one study which
effectiveness.
18
actualisation.
For this study data has been collected by determining the degree
has used questionnaires for interview, one for obtaining the bio-
data and need satisfaction of the samples and the other for
difficult but peer rating was taken for this purpose. There was
also a risk because the peer rating can not be taken as the check
(2) The managers put to use five- sixth of the skill and
several reasons for which more of the talented people were not
analysis was done organisation wise and then industry wise for
As it has been stated earlier that this study has been conducted
the present study which has been supported by both the primary
in the past few decades. In many countries, they are the main
The guiding force behind the war of liberation was the intense
the consumers they served, and the producers who supplied them"
people who were hired by both the British and Indian managing
agents were from Britain and Europe. But gradually they were
industrial management at that time was far away from the todays
Pakistan, her industrial base, in true sense, was very poor and
per cent and large scale enterprises has contributed just over
The then Pakistan government, from the very beginning, has been
(Islam, 1979). It was not difficult to find out that the inner
carefully choose the sectors or areas where they have got the
(Siddiqui, 1983).
Pakistan :
"(1) That there was the need to fill up the entrepreneural vacuum
in the economy for which the private sector had neither the
(2) That there was the need for appropriate agencies to absorb
countries.
(3) That there was the need for an agency which had the full
(4) That there was the need for a specialised body to carry out
(5) That there was the need for developmental and promotional
(6) That there was the need for standard setting in particular
(7) That there was the need for rendering financial and technical
(8) That there was the need for nursing some particular business
the rate of industrial growth averaged at 6.6 per cent per annum.
Because of the new start and small base, the large scale industry
Compared to only 2.5 per cent per annum for small scale industry,
the growth rate of the large scale industry was about 14.5 per
public sectors contribution was only 3 per cent towards the GDP
nationalisation.
TABLE 1 .1
TABLE 1.2
themselves were the entrepreneurs and in most cases they were the
other than the owner family, was absolutely under the discretion
the EPIDC head office was entitled to recruit the top management.
(Khan, 1986).
them to visualise that the partition did not bring them true
feeling grew more and more bitter between the two wings of
the ever hold general election of 1970 with a mandate to draw the
country.
this region. And in the long run she was successful to become a
1972). From almost every aspects the cultural habits of the East
oppression.
organisations.
1976 this number has been reduced to five. Right at the moment
to take over the abandoned properties and put them back into the
track. Thus, the vacuum which has been created by West Pakistani
The preceding table (1.1) has shown the relative position of the
periods. It can be seen from the table that the public ownership
also shows that out of a total 3051 modern units, 2659 units
assets. Definitely those were the very small scale units with
sectors.
36
170
.... (c) Private Sector
160 /"
150 /
./
/
/
All Industries
(0)
14.0 r
I
I
." •..•• (b) Public Sector
I
130 (
1,' / . • • - .......
Indices
120 .~
~
.,
",-
I
..;.'//
110 f /
..",.
-
/
/
I
100 , ,~
.
..... ' •
,
•
I
# •.'
,, /
'
90 .'
80 I X
-.j- lJl ~ r--- co 0-- C) ...- ('-I
r--- r---I r--- r--- r--- t(- o:> co 00
I I I I I I
(T) ~ Ln r--- co a- I
~ C)
r--- r--- r--- r--- t:-- r--- r--- 00 00
a- ~
a- a- a... a- 0- 0- 0-
...- ...- ...- ...- ...- ..-- ...- ...-
Year
FIG.I.I COMPARATIVE PERFORMANCES OF PUBLIC AND
PRIVATE SECTORS. BASE YEAR-1973~74= 100
1973-74 as the base year. Graph 'a' shows the combined indices,
'b' for public and 'c' for private sectors. From the figure
substantial- the index for the private sector rose from 90 (1973-
sector's rise during the same period was from about 99 to 138.
Banking:
Through their 1970 election manifesto the ruling Awami League was
Insurance:
Transport:
Foreign Trade:
cotton yarn, cotton goods, iron and steel products, and baby
Import of petroleum products and crude oil are all handled by the
had a 100 per cent monopoly of raw jute, jute goods, newsprint
and paper which cover about 87 per cent of total exports (Sobhan
The following measures also can help to assess the role of the
8.2 per cent of the GDP, and public sector inclusive of the
TABLE I.)
,,
8. Public
Administration 100.00 100
9. Banking and
Insurance B6.50
I
,, 8.20 5.30
,,,
100
10. Professional
Servj ce . 100.00 100
Total B.20 ,, 8.10 B3.70 100
--------
Source: Sobhan and Ahmad, 19110, p. 369
prices (percentages).
TABLE 1.4
Sectoral share of GOP of Bangladesh at constant
(1972-73) prices (Percentage)
Years
Se ctors 1990-\31 19\31-\32 1992-83 9\33-\34 I9\!4 -~5
(provisional)
I. Agr icul tural 4\3 .7 4\3.\3 49.3 413.0 47.0
Savings:
( Khan, 1 986 ) •
Employment:
1.75 per cent of the total civilian labour force of the country.
Ahmad, 1980).
43
tax, excise tax and business income taxes. "If public sector
Export earnings:
previous years it's share was even more. For example, in 1980-
81, it's share in the export earning was about 54 per cent and in
private sector. The investment ceiling has been raised from Taka
a large number of small units other than big and vital jute,
continues.
(Bennett, 1985).
for jute goods increased sharply. As a result for the first time
in its history BJMC could avoid losses, and made profits of Taka
respectively.
(BTMC) was although somewhat better than that of BJMC but not
monopolist, has not raised sugar cane price in line with other
prices.
TABLE 1.5
£:'i~i1.~C i ~.Ll".',T~:Qr·r·.~ct> ~f_ J:.'_iU!.l_r ?ulJlic Indus trial S,;c t nr_C~-,-,-r" ~i.,.:'n2,
T'l7:?-7t. to :~8:J-:~I (in rniJi.J ;Jj.(\s, of Taka)
3CI~ 25 T"")C:
"~~ -I89 18~ 41 47 51 92
I
TOTAL -21 2Q5 -36C -888 -344 806
-39I
I 1399 I
I
I
3. GROSS SALES ! I I
I I
I
"RSF IT/S;'LES
RflTIO ( 7- ) -l.1l3 3.22 -ll.le -4.12 -7. LI -2.48 S.71 1..17
The following table (1.6) shows the profit and loss position of 3
TABLE 1.6
NET PROFIT
GROSS SALES
It is evident from this table that except the BSEC other two
Within this two extreme edge, the in-between chapters have also
Efforts have also been made to give a general idea about the
country.
in chapter 2.
51
Chapter 3 mainly deals with the research design and methods used
the field work data and thus constitute the core of the study.
examined here.
52
Representativeness:
was not possible to cover all the five corporations and their
visited.
Information disclosufJ6r:
The country is under martial law regime since 1982. So, there
Nature of data:
The very nature of the field data will not permit the use of
Changing situation:
circumstances.
54
CHAPTER-2
relevant to the present study. The chapter has been divided into
four sections:
46) •
FIG. 2.1
,....
4000 Egyptians Recognised need for <
planning, organising I-- Vi'
C\)
and controlling. -..
o
::l
~.
-..
2700 Egyptians Recognised need for :::r
honesty or fair play r--: V\
o
in management. ru
-..
III
Cl.
III
<
2600 Egyptians Decentralisation in f-- III
::l
organisation. -..
V\
("I
<'
600 Nebuchadnezzar Production control and r-- Vi'
wage incentives. <lJ
-..
----------------------------------------- a
::l
~
50 Varro r--1 ~
Use of job specification.
------------------------------------------J I ~ .....-
~
~
1100 Ghazali Listed traits of a manager!--i ~
ro
<
OJ
~
.....-
=r
1436 Arsenal of Checks and balance for
~
Venice control, Use of assembly 3
line technique, Use of r----i ro
::J
personnel management, 0.
n'
Inventory control, OJ
.....-
Standardisation of parts. 0'
::J
------------------------------------------~ a
~
'<
3
a
1800 James Watt Standard, operating proce- Cl.
ro
Mathew Boulton
...,
dures, specifications, ::J
Soho, England. work methods, planning, ro
...,
incentive wages, standard OJ
sized, specialisation
emphasized, division of
labour, motion and time r---
study, effect of various
colours on employee
efficiency.
a
:::J
1-- ....
a
1881 Joseph Wharton Established college course
in business management. 3
OJ
r------------------------------------------- ~
:::J
--------------------------------------------- -t-
::::r
Frank B Science of motion study; r-I ~
-,
Gilbreth therbligs. ro
II'
OJ
1901 Henry L Gantt Task and bonus system; :::1
a.
humanistic approach to
'0
labour; Gantt charts;
management's responsibility
r--I ~!:!.
'0
Eor training workers; ro
VI
service as an objective
1---
1910 Hugo Application of psychology ~
Munsterberg to management and workers.
61
,..,
management; functions of a
::l
n
management; principles of (1)
::J
n
-13'
1949 Norbert Wiener Emphasized systems analysis
Claude Shannon and information theory in r-l[
management.
It can be seen from the above listing that most of the early
back to the days when human being first started to take joint
for the vital contributions they made than the others. Although
which the chain of ideas evolve through time into one or more
There have been a number of categories in this area over the last
two and a half decades; but all of them were not equally
If the minor issues are overlooked, perhaps with some pushing and
"The jungle still exists, and, in fact, there are nearly double
the approaches to management that were identified nearly two
decades ago" (p. 176).
Major
Schools of thought contributors
F. W Taylor
F. B Gilbreth
L.M Gilbreth
M.R Boulton
Traditional James Watt Jr.
School Charles Babbage
H.R Towne
Elton Mayo
H.Munsterberg
iA H.L Gantt
Behavioural <
f'f Vilfredo Paretc
School
Henri Fayol
h
J.D Mooney
Management
process Luther Gulick
School
Traditional School
The first and most prevalent view that immediately comes to mind
schools of thought.
human engineering.
work and those who perform it and finally, management and labour
should share equal responsibility for the work for which they are
principles and practice were not purely new with him. There have
280) •
Behavioural School
work of Elton Mayo and his associates during the late 1920's and
Human
Relations
Movement
Philosophy of
Industrial
Humanism
Threat Hawthorne
of Studies
Unionization
(George, 1975).
What Fayol has tried to show how the complex management process
basic foundation for this school of thought despite the fact that
levels.
Quantitative School
research into the areas of palnning and control was the most
1976). They argued that through its use management planning and
Johnson, 1970).
Contingency School
upon the human factor and the quantitative theorists have clearly
" There is no one best way to plan; there is no one best way to
lead; there is no one best way to organize a group; and there is
no best way to control the activities of an organisation" (p. 7).
Scholars like Lorsch and Lawrence (1967 and 1970) have also
At the same time they do not agree that the management theories,
• A multivariate approach.
attention in time.
come out from the above discussion is that while dealing with the
with the subject matter. Because each one of the approaches has
its own way of viewing the situation and has been suggesting
thought fits into it because the study has tried to depict the
In the course of the study it was discovered that there has been
complex and the human elements are also involved there. Any kind
rrrr
Basic Managerial
1l ~
Basic Characteristics
~
Role Requirements of Managerial work
One Manager's
Work
been made to review the views of some of the present day writers
to what have been said and argued about this distinct group of
people.
Manager:
managers are those who are responsible for the work of a group of
people, money and all other facilities and resources - for which
more or less the same. More specifically, the manager will look
82
after the matters under his jurisdiction and will lead up to the
the words of Lorsch et al (1978) managers are the people with all
sorts of human strengths and weaknesses; they are "made not born"
that the goals of the people who are controlling it, are being
preferences and ultimately will show the way how both could be
other jobs in the present day society. "It is the manager who
1975, p. 61).
Management:
that these writers have given much attention and value to the
"management is one of the most nebulous and at the same time most
the present day society. Almost every body tends to use the term
is the person who can not escape from the situation. He has to
no way out!
without criticism. Some people may think that things would have
p. 7).
Managerial Characteristics:
is true in all cases. They are to make decisions and also make
sure that those decisions has been implemented. They are to face
people who are neither the owners nor the workers; instead hold
light.
of different from each other in several ways yet the basic nature
central to management.
views about their jobs and industry, their role and position as
provide the spotlight for improving the things. Because any kind
great. "If we dont know what managers do, how can we claim to
everywhere.
Leonard 'Managerial work and Intensive observation Managerial actions Managers arc mOlli tor, Leader and
Sayles behaviour. and interVIew. and environment. Participallt ill the exterllal work flows
1964 75 middle and lower in tht!- w:JY of achievin~ "moving
level managers equilibrium".
(American).
Rosemary Variations in manageria Diary method. Similarities and Differences in total time spending.
Stewart jobs. 160 senior and middle differences of the Differences in time allocation among
1967 managers managerial jobs on the actions. Hanagers had to spend most
(Bri tish). the basis of time time with somebody else (subordinates).
spending. Works are fragmented and wide spread
interruption is also there.
Henry Nature of Managerial jobl Structured Observation1Managerial job not Jobs are more or less the same which can be
Mintzberg informal discussion & the man, basic expressed in terms of some basic roles.
1973 interview. similarities not Some difference due to the multiple
5 top level managers the differences, influence from environment variables, job
(American). essential content variables, person variables and situational
of the job not the variables. Jobs are at time challenging at
peripheral time routine. Managers are at time
characteristics. generalist and at time specialist.
Possesses power and strength since
all information pass through them.
Open ended nature of jobs ask for
many things to do. Presence of complex
environment. Non existence of management
science. Managers assume an unrelenting
pace. Managers work can be characterised
by brevity, variety and fragmentation.
Managers are over burdened due to
increasing complexities of modern
organisations.
Rosemary Managerial job demands Observation and interview Impact of job demands Pattern of contact:
Stewart Three stage survey: upon the managers' Some jobs require no outside contact,
1976 Pilot stage 180, behaviour. Variation Some require more outside contact and some
~~in stage 274 & of demands in differ- essentially require outside contact.
Intensive stage 16 jobs ent types of jobs. Pattern of work:
all three levels above Varification of jobs Recurrent with fragmented trouble shooting,
the foreman level on the basis of recurrent with some deadlines, non-
(British). demands. Evaluation recurrent needed much attention & mixed.
of the nature and ~~nagerial practice and behaviour is
amount of demands. influenced by the environment, the country,
Choices offered by the stage of industrialisation, the
the managerial jobs locality, the industry and the background
etc. of the managers.
J. P. Investigating General Multiple method. To know the nature Significant interpersonal and intellectual
Kotter Hanagers' jobs 15 General Managers of general management challenges and dilemmas among the incum-
1982 (American) • jobs, its effective- bents arising out of severe job demands.
ness and funct ioning. Little similarity and more diversity among
the jobs. General managers tend to consider
themselves as generalists and widely fit
for any situation. A historical develop-
ment process spread over the entire period
of a managers life help him in coping with
the diverse and demanding situation.
Situational appropriateness instead of
universal application of principles.
Very complex environmellt difficult to
understand even by the general managers.
the managers jobs are demanding in nature and they have to cope
own jobs.
the external work flows, (2) Leader and (3) monitor. He claimed
been found working alone and in other cases with somebody else
finding agrees with that of the Carlson's study (1951) which has
She argued that managers jobs are so varied and complex in nature
and also mixed nature of works performing her managers. She also
nature of choices that his job offering and work accordingly, his
In her words "what managers think, and how they behave, are
has been conducted by Henry Mintzberg (1973) which has given its
going'. He also argued that a manager has to play the dual role-
their jobs asked them to do many things what simply they cannot
are not in the same line which POSDCORB (Gulick, 1937) suggests.
pp. 49-61).
well.
society, its cultural, religion, and ethical values etc. also can
social system.
1981. Some of the major conclusions that emerged from his study
are as follows:
• The demand associated with the general manager jobs are very
proved.
with the nature of managerial work and their behaviour within the
(Fig. 2.7).
It has been stated earlier that all of the above stated studies
contemplating.
TASK AND GENERAL ENVIKONMENT OF ORGAIHSATlON AND MANAGEMENT
fQrces ~:1. t/"le Managers and their Job nature and requirement
c:1v:.onment organisation Managerial success t:nc res:.Jlts
in tackling the
situation depends on
Sometimes
enormously
H
Coc::pe ~ 1 ters Non routine I ill-defined I comPlicated &
unprogrammed & unpredict- challenging.
$.:.p;: 1 ~ e rs U R G A N~ \ SAT \ U N able Jobs. Require much
'-..-____________ intellect.
Cus to:::ers
interaction Capaci ty:
Other (experience I training & edu.)
organisations Authority: Organisa tional
Superior (Formal & informal) equilibrium
~I
:ecnr.ology FleXibil1tY: L-...J. affected and
,
(Allo .... ed to devia te to cope [ - - , - recove red.
Government
?olicies &
regulations
j&'' ' ' 'l
Subordinate
with situational need)
Availabilty of Information:
(Both routine & strategic).
Progress towards
stability and
growth.
CO
Cl'\
I ?olicies
Econc:nic Comparatively
inte action Routine reasonably
I easier & less
defined I programmed L__ -.lchallenging.
?ol~tical
and to some extent r---fRequire less
s1's :ec predictable Jobs.
o R G A N'I SAT ION intellect.
CL.:l ture etc.
nG. 2.1 THE SIMPLIFIED MOOn OF MANAGERIAL WORK NATURE AND ITS
ENVIRUNMENT (Ot::VELOPEO COUNTRY PERSPECTl VEl
99
The Process:
both the managers and the managed jointly constitu~e the labour
have a very great role to play. The role of this group would be
100
forces which may result into creating pressures etc. The writers
since they have been found working as the change agents in the
modernising process.
and it wishes to overcome this. They have got the honest urge to
raise the standard of living of the general masses and also for
conforms with the above then it can be expected that the actual
tradition and status based upon family, class, religion, race and
cas te. Science and technical knowledge should have high values
science and technology is non national and non local wealth- this
that some powerful human agent could mould the shape of the
developing the grounds and the logics for taking the journey into
responsibility.
the society who helps in shaping the values and strategies for
the eli te. It has been observed that the following generalised
tends to take the shape of an open market. The approach may vary
society. Employer, union and state are the basic rule making
benefits.
Communist Leaders)
controlled.
Apart from the above, two floating forces- the intellectuals and
new ideas which may not conform with the old. As a consequence
perspective.
attraction of the new and the resistance of the old creates some
competence;
• the customs and the social norms can be replaced by written law
the choices are not always conscious. For example, the elites
must decide how fast the journey would proceed, how shall it be
no way they are alone there. In all the three stages other
to carry out the plans and sometimes help in shaping the frame of
109
be limi ted.
These groups have been found occupying the less important shares
society into its future and they have very little role to play in
towards the destination. even .so. _ they are vital since the
suitable for taking the journey into the next step. The inner
the human agents in this regard. The sequence of these two steps
be developing simultaneously.
When the logics and the elites are there the next step would be
Again, this model may be used for the purpose of comparing the
comparison may well provide some guide line to cope with the
situation.
of time; where the places and the forces have to play the most
of the process. The other way round may also happen where the
special role and some desired level of competency from the part
:=:
Human Agents: conflicting elements Evolving professionalised Conditions
ndustrialiSing Elites (emergence of of cultural an~ . ts management/structured conforming
minority groups, particular type or economic cons rain labour force consistent .... ith the
Plural istic
combination).
Elites either "orking with or in the
Different strategy
~y differ~nt elites
we.b qf,rules: sectoral
priorities etc. I~ industrially
developed Industrialism.
middle of diversified" groups or entities. In cOIT!qahng th~ \IIodd. (combination of
'v; k i
Government Management
1=::J scale Cgerationsi
~
Workers
policy playing the actually
instructions catalytic performirg
role the 'Work
I
I
Oiversifdied. qroupsfo~ entlity influenc-
ing the ecl$'lons 0 the e lIes and also
assisting them in carrying out the
historic responsibilities.
discussion.
Most of the human history has shown that the people in the
has shown that the need for competent managers has gradually
less importance. With the passing of time this factor has come
The managers are now considered as the "seed of future" who have
serves and influences rather than dominates despite the fact that
in shaping the process they may perform the catalytic role when
115
171) •
along with the general role that are being played by the
rule making authority over the workers who perform the actual
the demands and settling the disputes arising from the side of
move and what qualities they are required to possess to keep pace
with the specific needs when the society is passing through the
phases of industrialisation.
116
elements cannot proceed from their own unless there are some
how stronger the background factors and the 'inner logics' are
and how sincere and good the national level planning is, the
different sources, eg., the family, the dynasties, the new middle
has made it clear that the process requires, among other things,
a matter to be resolved.
Negandhi (1968) have also tried to define the term. They have
group.
managers.
process (Fig 2.10) has clearly shown that the process in the end
This stream has got its own characteristics which are best
thus had been playing the vital role. Managers current position
broader groups.
The above stated issues can be better presented with the help of
a diagram (Fig. 2.9) which has clearly shown the dimensions and
The attributes which have emerged from the above discussion can
enterprise level which has been the vital point for such
development.
triggering the process etc. are also involved. What has been
r;=========================~IThe process is
Vitriggered by
General Role societal need. Specific Role
National Level expectation and Organisation Level
pressure
~ r - - l ....--. . - - - - -
Managers unknO'Wingly
working in developing
the logics in the mid(Jle
of a traditional society
Managers not taking
~!
I the leadership role
I ;::fbut indirectly helping
Managers emer9ing as the process from the
the industrialising elite ~ I organisation level
• r---
taking the leadership ,
role of the process
:=J'
Adop'r different strate9i~
to give shape to the
process
~
LJ
-<
co :J
Take measures to over-
come the cultural and
o
lJJ economic constraints
lJJ
u...
L - - , .-,- - - - - - - - - '
~
G06dS af'ldservicesJJl -
Sustain growth ..
Increase standard c{ liVing
her deep rooted problems which has been inherited from years of
(Kerr et aI, 1973) and in both the cases, in the end they take
with the part that are being played by the managers with respect
124
involved there.
125
CHAPTER-3
2. Access
3. Sampling
4. Data collection
5. Analysis
6. Field problems.
sector', and 'public enterprise'- have been used through out this
nationalise it.
government, nor run by local authority, nor given the joint stock
self support.
cover all types of public enterprises. But the time, money and
trading firms and public utility services have been excluded from
The focus of this study was on the public sector managers' roles
middle and the junior, representing both the corporation and the
Data Access
following headings
Initial contact
that they would allow the visit into their enterprises and
positive. Thus, there was every hope that the field visit would
be a successful one.
After going back to Bangladesh for the field work personal visits
some surprise to find that their prior approval was not enough to
Sampling Design
Selection of Corporations:
It has been stated earlier that there are five big public sector
cover all those corporations which would have required more time,
slice out a part for investigation. Again, there was doubt that
extend cooperation and take part in the study, despite the fact
was later excluded from the study when it was found impractical
miles away from the capital city. The road communication is very
the assumption that they will be able to yield the desired number
be visited along with formal requests. Time and money being the
visi ted.
starting the field work, it was found that less than that number
TABLE 3.1
BCIC - 4
BSEC - 3
BTMC - 4
Selection of Interviewees
There were two groups of managers in the study. One group belong
that there were such big enterprises, that even one of them could
the chain of command, namely the senior, middle and the junior
(Table 3.2).
136
TABLE 3.2
the three corporations under study, only three Directors one from
were also interviewed who report to the mid level officers in the
system did not work where the enterprise concerned decided the
enterprises.
• Direct Interviews
• Internal Documents
• Observation
Direct Interviews:
some detail account about the issues already raised. Note taking
Internal Documents:
• Performance Report
Observation:
Some information for the study were also available from the
journal articles.
142
time consuming and challenging task, because of the fact that the
department.
The SPSS programme has been mainly used for processing and
Minitab (Ryan et al, 1976) statistical package has also been used
Apart from the above stated computer packages, some of the field
Access
tiresome job.
Personal Inability
Lack of politeness
In some cases it was felt that the respondents had very little
regard for the researcher's time and effort. Some of them again
Heavy pre-occupation
Some respondents who were pre- occupied with their heavy duties,
could not afford much time for interview. Sometimes some of them
felt disturbed when approached more than one time for interview.
Relevance in interviews
very hard even during odd hours to collect as much data and
purpose of the study and their general attitude was also very
CHAPTER-4
that the issues raised and the comments contained in the course
same.
Maximum Power
and Authority
MI NISTRY
Limited Power
and Authori ty
CORPORATION
Nomina [ Power
and Authority
ENTERPRISES
o Minister
and regulations.
During the period of 1974, there were three cabinet ministers and
among the three cabinet ministers has been shown in Fig. 4.2.
Both the Jute Industries Corporation and Mineral Oil and Gas
Ministry of Natural
Resources, Scientific & One Cabinet Minister Mineral Oi l & Gas
Technical Research Corporation
and Atomic Energy
among the ministries and thus at the end the cabinet of ministers
o Corporation
since they are responsible for ensuring that the overall targets
audited accounts and annual reports and to lay the same before
First, the needed rules had not been framed in order to introduce
o Enterprises
individually by corporations.
at the same time, in some cases they do tend to make use of this
It has been argued (Rab, 1985) that the enterprises are "plagued"
inappropriate.
As the enterprises are the actual productive units, the needs for
said that this crucial point has been missed (Ahmad, 1974) and
enterprise.
commercial consideration.
corporation.
this process and the process started right from the President of
chain of authority.
161
President /
Chief Martial La 'vi
Administrator
Cabinet!
National Economic Counei l
I I
Planning Commission
R P R
Attempt has been made here to discuss the above stated issues to
projects.
163
for the same enterprise. The Head office organogram of BCIC has
I I I I I
DIREC TOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR
FINANCE TEC HNICA LZ. COMM ERCIAL PRODUCTION& PLANNING &.
ENGINEERIN G RESEARCH IMPLEMEN -
TA nON
SECRETARIAT
I
COST &
I
CONSTRUC -
I
PURCHASE
I
PRODUCTION
J
PLANN lH~
BUDGET TION DIVISION DIVISION DIVISION
DIVISION DIVISION
PERSONNEL ACCOUN TS MARKETING IMPLEMEN -
DIVISION DIVISION t DISTRIBU- TATION
MAINTENAN - TION DIY. RESEARCH &. DIVISlON
-.:t
-0
CE.& TEC H. PRODUCTIVlTY
.-<
AUDIT &. FINANCE SERVICE EXPORT FERTI USER
INVESTIGA- DIVISION DIVISIO N DIVISION DIVISION & PAPER
nON DIV. INDUSTRIES
REHABILITA -
MIS DIY. nON
& PROJECT
PU B. REL. or V. DIVISION
Law and Parliamentary Affairs, 1976). As 30th June 1984 BSEC had
BSEC has its own board of directors headed by the chairman of the
and control. The organisation chart of BSEC head office has been
I
I I T I
DIRECTOR DIRECTOR DIRECTOR DIRECTOR
FINANCE PLANNING E.NGINEERING MARKETING
& DEV. g.PRODUCTION
I I I I
SECRETARIAT ACCOUNTS PLANNING ENGINEERI NG MARKETING
DIVISION &. I MPLEMEN- DIVISION- 1 DIVISION
TATION DIV.
PERSONNEL FINANCE CONSTRUCTION ENGI NEER ING PURCHASE
DIVISION DIVISlON DIVISION DIVIS1ON- 2 DIVISION
'"
'"...... COST &. RESEARCH
AUDIT BUDGET & DEV. ENGINEERI NG
DIVISION DIVISION DIViSION DIVISION- 3
PUBLIC MIS STEEL
RELATIONS DIVISION DlV1SION
DEPARTMENT
ENQUIRY SHIP
DIVISION BUI LDIN G
DIVISION
1972.
mills and rests are composite. They do produce Cotton yarn and
84).
I I I I I
SECRTARY DIRECTOR DIRECTOR DIRECTOR DHHCTOR DH<ECTOR
PLANNING &. PURC~tSE
FINANCE AUDIT &. INSP. 1~~E~~~~~~l DEVELOPMENT &. SAL S
l
adm in istration
1
cost budget
I
~
audit and production
J
planning
i
purchase
&. discipline & misceliane- inspection
ous
board affairs
&. coordination
establishment
accounts maintenance development sales &. display
co trainin~ and public
-.0
,....;
-recrui ment relations I-
employees finan ce and co t·to:! seed cotton
relations qua lity control purchase
insurance development
medica l
common servii:e company enquiry sales
I-
secu ri ty affairs
law
directors who are also the members of the board. The chairman of
the government.
corporation.
time.
171
corporation.
existing procedure.
properly.
No 27 of 1972.
It can be seen from this list that he has been made responsible
for lot of things- but his actual power and authority has
he can go, was not made clear. Again, he has given the
chairman can not play the deciding role since he is under the
and authority because they are the people who have been carefully
more than 39 per cent, would not go for anything against the
the other 61 per cent also try to understand the mood and
act accordingly.
During the early periods the composition of top position was not
alike. In their study Sobhan and Ahmad (1980) have shown that
and some others are appointed by the government from amongst the
functional directors.
174
three corporations under study (BCIC, BSEC & BTMC) and out of
responsibilities.
and the chairman has combined in him much of the functions of his
assigned to him by the board and the chairman from time to time.
are bound to carry out such duties of the corporations with such
27, 1972) the line of demarcation has not been always clear. As
it seems that the directors enjoy much power but in practice they
that their jobs were not precisely defined. There has been no
As has been stated earlier that at the base of the managerial and
sector since these were the units where production was actually
in Bangladesh.
Forms of organisation
attention had been given to this problem. Despite the fact that
During the period of field work it was found that all eleven
But in majority cases they were mere guide lines which simply
reported that they have 2-4 direct subordinates. But at the top
Iforeman l
BTMC.
chief has been made responsible for many things for which he has
such cases, for obvious reasons can not run the units
1977).
The government has not given due weight to the fact that team
concerned.
The main points which have emerged from the above discussion are
as follows:
• Policy inconsistencies
• Delayed decisions
• No/inadequate delegation
CHAPTER-5
This is the first of the chapters which have been based on the
field work data. Efforts have been made here to discover the
this present study with that of a previous one to see whether any
his explicit context, and this is arguably more true in the case
used to occupy the key positions and control the major aspects of
work without giving much scope for them to develop (Khan, 1979).
So, these early managers did not have much chance to experience
Table 5.1 shows that out of the 150 respondents, 113 (74.3 per
cent) have joined into their jobs after the independence of the
13 to the private job and of the rest 3 to other jobs while the
remaining one had a fresh entry into the corporation job (Figure
5.1)
TABLE 5.1
0- 4 1982-1985 11 7.3
people used to occupy major key posts both in public and private
this way they could better maintain lias ion with the non-Bengali
monitary treatment (Khan, 1979). This is one key reason why the
25
20 ,---
15
FREQUENCY r----
10
c=J X
::r::
if)
w
0::
LL
and it came to an end with his transfer to some other job because
the scheme did not find approval with his successor (Islam,
1975).
Educational
TABLE 5.2
Up to s. S.C 4 2.7
H. S.C 5 3.3
Diploma 16 10.7
Graduate 92 61.3
Masters 33 22.0
------ ------
Total 150 100.0
educated people, they could not made any real break through as
this was the case. Because the salary, other benefits and job
Those who have public sector jobs during the period prior to
The study reveals that those managers who did manage to reach the
slightly less than 50 per cent of the total, were able to reach
having 14 in the mid level and 3 in the junior. So, the trend of
worthy and argues against the feelings of some managers who fell
management' cadre.
TABLE 5.3
S.S.C 0 0 4 4
H.S.C 0 2 3 5
Diploma 2 10 4 16
Graduate 15 48 29 92
Masters 16 14 3 33
--------------------------------------
Total 33 74 43 150
the study shows that the managers belonging to BSEC and BTMC have
(5. 4).
192
TABLE 5.4
S.S.C., H.S.C.&
Diploma 4 (7.00) 9 (24.00) 12 (21.00)
Graduates 33 22 37
] ] ]
Masters 20 (93.00) 6 (76.00) 7 (79.00)
Total 57 37 56
liberation period it was only 46 per cent. One reason for this
The comparison between the senior level managers alone in the two
~present trend
S°l
Vl
L.
ill 4{)
Q'l
ro
c
ro
E
......
0 30 ,,
/
,
+-
QJ
Dl
ro 1 --'Previous trend
c
ill
u 20
<-
ill
(L
10
x
s.s.C to Diploma Graduation Masters
Educational Elualification
Societal
Efforts have also been made to find out the societal background
word "societal" has been used here just to identify the boyhood
encountered through out his life time, are very likely to create
the total population lives in the primitive rural areas far from
of the total. On the other hand the urban category was the base
has been used here to indicate the thana (Police Station) and sub
TABLE 5.5
Rural 60 40.0
Sub-urban 37 24.7
Urban 53 35.3
managers in the case of Bcrc and BTMC do not show any significant
This is also not in line with the rest of the two corporations.
But if the rural and sub-urban categories are taken together than
to combined percentages.
because the man who was born and brought up in an urban society
Table 5.6
drive of the rural people to make themselves fit for the fight
per cent of the total. None was found to be very satisfied with
somewhat satisfied with their pay which is 51.7 per cent of the
managers who were somewhat satisfied accounting for 54.7 per cent
TABLE 5.7
Sub-urban 3 9 19 6 0 37
(8.1) (24.3) (51.4) (16.2)
Urban 2 11 29 11 0 53
(3.8) (20.8) (54.7) (20.7)
-------------------------------------------------------
Total 11 33 79 27 150
198
more satisfied with the money what they are getting from their
jobs. They are most likely to be less interested and less formal
with them was higher than the others. One possible answer may be
TABLE 5.8
Rural 36 24 60 (40.0)
Sub-urban 21 16 37 (24.7)
Urban 37 16 53 (35.3)
Total 94 56 150
enterprise managers, 62.7 per cent of the total, feel that they
group. This finding has also got some relevance to the previous
Training
lies in the fact that holders of the degrees have shown patience,
spent on them.
202
TABLE 5.9
Seminar 71 6 10 63 150
(47.3) (4.0) (6.7) (42.0 )
The four categories are Seminar (1-7 days duration), Short course
TABLE 5.10
Senior 18 4 7 4 33
(54.5) (12.1 ) (21.2) (12.1)
Middle 39 2 3 30 74
(52.7) (2.7) (4.1 ) (40.5)
Junior 14 0 0 29 43
(32.6) (67.4)
-------------------------------------------------------
Total 71 6 10 63 150
The data collected (Table 5.10) in this study showed that 12.1
per cent, 40.5 per cent, and 67.4 per cent of the senior, middle
those who have participated, (44 out of 87) most were in the
middle level which is about 50.57 per cent. Out of those who
have participated 18.39 per cent (16 out of 87) have gone to
out of 16).
TABLE 5.11
Senior 12 9 6 6 33
(36.4) (27.3) (18.2) (18.2)
Middle 55 4 3 12 74
(74.3 ) (5.4) (4.1 ) (16.2)
Junior 31 0 0 12 43
(72.1) (27.9)
-------------------------------------------------------
Total 98 l3 9 30 150
cent, 16.2 per cent, and 27.9 per cent of the senior, middle and
per cent) were in the middle level and the percentage of foreign
TABLE 5.12
Senior 4 9 2 18 33
(12.1) (27.3) (6.1) (54.5)
Middle 10 15 5 44 74
(l3.5) (20.3) (6.8) (59.5)
Junior 8 3 0 32 43
(18.6) (7.0 ) (74.4)
Total 22 27 7 94 150
participation were 54.5 per cent, 59.5 per cent, and 74.4 per
managers. Among those who have participated 39.29 per cent were
at home, 48.21 per cent foreign and 12.5 per cent went to both
TABLE 5.l3
Senior 1 2 3 27 33
(3.0 ) (6.1) (9.1) (81.8 )
Middle 2 2 0 70 74
(2.7) (2.7) (94.6)
Junior 3 0 0 40 43
(7.0 ) (93.0)
--------------------------------------------------------
Total 6 4 3 137 150
205
in long course training 46.15 per cent were from the senior
level, 30.77 per cent from the mid level and rest 23.08 per cent
in the long course training 4 per cent had home based long course
training, 2.7 per cent foreign and 2 per cent had both types of
most cases. On the other hand, the present study found 80 per
whereas the present study does not include them. Again that
more years have passed and the present day public enterprises are
for all three levels of the managers under the study. This
result more and more managerial people were getting job related
trend was rather the opposite when the ownership and control of
The field data indicates that all 150 respondents age ranged from
59, which is slightly over 13 per cent of the total. The highest
per cent of the total. One possible reason for the concentration
the people has been recruited from various sources mainly from
job experiences.
Managers who have been recruited from the above two sources were
y
50 r---
r--- (Y)
r-:. (Y)
'D
'"
-ct (Y) n'l
40
30
Percentage
20
10
o I x
C>
rn
.
0-
.
0- D'
::. (Y) -ct t.n
0
Q}
,
C> C> C>
co (Y) -ct t.n
Age group
judgement and activities, could not bring any real good for the
experiences, 42.6 per cent have had private job experiences and
The following table (Table 5. 14) shows that the top level
the age group of 40-49 years (48.5 per cent), a slight majority
of that age group did join the corporation during the period of
1972-75 having 11-14 years experience (39.3 per cent). 51.4 per
cent (38) respondents of the mid level fell into the age group of
30-39 years, 50 per cent managers (32) of that age group did join
represent 53.5 per cent of the group total and 50 per cent of
One easy inference can be drawn from the above discussion is that
the managers who joined during the early years of the public
corporation job goes back to that period which was 40.7 per cent
of the total in comparison to 24.7 per cent who did join prior to
that period and 27.3 per cent and 7.3 per cent respectively in
TABLE 5.14
This table has showed the functions as has been identified by the
comes in the second place having 18.7 per cent respondents and
TABLE 5.15
The frequency distribution of managers
according to functional responsibility
Production 32 21.4
Purchasing 11 7.3
Commercial 6 4.0
Engineering 4 2.6
Maintenance 3 2.0
Export 1 0.7
Publicity 1 0.7
Estate 1 0.7
Security 1 0.7
them have got a permanent buyer for their products so they do not
and one assistant commercial officer were looking after all sorts
commercial consumption.
managers (Table 5.16) that more than 1/5 of them (21.2 per cent)
senior managers.
214
TABLE 5.16
Production 4 12.1
Purchasing 3 9.1
Engineering 1 3.0
MIS 1 3.0
Total 33 100.0
some times these are not well established and well circulated.
(Table 5. 17) 43.75 per cent have not had any experience of
training, 16 per cent foreign and 12 per cent have had both types
of training experiences.
TABLE 5.17
Seminar 13 2 3 14
(40.6) (6.25) ~9.4) (43.75)
Short course 17 5 4 6
(53.12) (15.62) (12 .5) (18.75)
Medium course 5 11 2 14
(15.62) (34.4 ) (6.25) (43.8)
Long course 3 2 1 26
(9.4) (6.3) (3.1 ) (81.25)
participation are as high as 43.8 per cent and 81.25 per cent
Span Of Control
number should not exceed four. Sir Ian Hamilton (1921) suggested
that the number should range from three to six. Actually this is
organisation itself.
217
wide span of control is one of these. Sob han and Ahmad (1980)
subordinates.
table (Table 5.18) that for 112 cases (75 per cent) the span of
TABLE 5.18
1 - 5 112 75.17
6 - 10 28 18.80
11 - 15 3 2.01
16 - 20 4 2.68
21 - 25 2 1.34
-------
Total 149 100.00
senior, middle and the junior levels. Some of them were found
The study reveals that the span of control at the senior level in
manager (Table 5.19), whereas as has been stated earlier that the
above stated writers case the span was 8. The reason for this
'senior level' used for the purpose of this study was mainly
TABLE 5.19
BCIC l3 51 3.92
BSEC 11 43 3.91
BTMC 9 46 5.1l
control was found to be very much in line with the senior level
4.76. If the three levels are taken together than the span of
TABLE 5.20
under their control. They have to look after almost every thing
of the enterprises.
221
personnel. The reasons for this practices will be clear from the
following discussion.
Nowadays, except the very top (directors and chairman) and very
from the following table (Table 5. 21) that among all three
respondents did not agree that internal source is the mostly used
source.
TABLE 5.21
Senior 2 0 3 28 33
(6.1) (0.0) (9.1) (84.8)
Middle 0 3 4 67 74
(0.0) (4.1) (5.4) (90.5)
Junior 0 0 2 41 43
(0.0) (0.0) (4.7) (95.3)
------- -------- ------ -------
Total 2 3 9 136 150
(1.3 ) (2.0) (6.0) (90.7) (100.0 )
corporation.
(Islam, 1975).
sense.
• They came from two main societal sources: rural and sub-urban
CHAPTER-6
on the field work data. It was thought that the study of this
study to see how far the things have changed over the years.
227
lead his people for the achievement of the corporate goals of the
organisation.
(Davis, 1977, p. 12) the manager cannot but to try his own way of
on a particular situation.
enterprise managers.
take initiative' in job related matters. Only 3.3 per cent felt
that they have got rare encouragement from their superiors and
none of the responding managers felt that they have not got any
36.7 per cent have got it sometimes and 8 per cent felt that they
recognition was nil. The most convincing finding was about the
per cent found them sometimes approachable and only 2.7 per cent
ready, 6.7 per cent were rarely ready and 1.3 per cent were found
commit any mistake, if they fight for any legitimate right and
of the 150 respondents 74, which is 49.3 per cent of the total,
found them sometimes ready, 5.3 per cent rarely ready and 1.3 per
things to them.
231
not be the whole truth. Most of the cases there exists no system
within which they work. Because the system does not provide
such cases superiors and peers do not come forward to share the
of the organisation has got some power. For example, the general
pressure from the operating group, who raise their voice, when
candidate, that they are also eligible to get reward so they want
the chief executive. So the chief executive does feel safe when
respondents were not feeling safe when they were rating their
superiors because they were not sure whether their ratings will
and will be used anonymously for the academic purpose. This fear
Davis (1977, p. 113) were slightly modified and adopted for this
1. Autocratic,
2. Participative and
3. Free-rein.
For the purpose of this study the classification has been made in
1. Overt autocratic,
2. Covered autocratic,
4. Free-rein.
< . . ~
Executive's control over Influence of subordi-
decision outcome increasing nates increasing
managers nearly 73 per cent (108 out of 148) did opted for the
Which refers to the situation where the superior takes the final
80+
~ 60
o
+--
4-
o
OJ
=
ro 40
+--
c
OJ
u
<-
OJ
Q 20
01 J IStyle-2 I IStyle-3
IStyle-1 x
Own Mere Equal share
decision consultation decision
Table 6.1 shows that the style-1 managers, who were considered
styles. One possible reason for this trend may be that the
TABLE 6.1
Hiddle 9 51 14 0
(60.0) (47.2) (56.0)
Junior 3 30 8 0
(20.0) (27.8) (32.0)
--------- --------- -------- --------
Total 15 108 25 o= 148
(10.1) (72.97) (16.89 ) (100)
concerned the data (Table 6.2) indicates that the executives who
that the issues which normally undergo joint decisions are either
236
TABLE 6.2
were found related with the power style of the managers in the
following way. That the executives who came from a rural and
TABLE 6.3
It is evident from the above table (6.3) that 86.7 per cent of
the style-1, 63 per cent of the style-2, and 56 per cent of the
superior-subordinate relationship.
with them rather they feel safe when they say something positive.
to the left hand side of the power sharing continuum (Fig. 6.1).
discussion:
normal human being. The degree and propensity of which may vary
from person to person but the basic urge is there for all the
time.
and try for innovating something which may bring them fame and
opportunity for trial and error practice. The cost of any error
Myers, 1965).
organisation.
(Reynolds, 1959).
(c) Education
Job seniority was the first component of promotion which had been
6.4), about 9 per cent senior, 32 per cent middle and 35 per
TABLE 6.4
-----------------------------------------------------------------
Senior 0 7 23 3 33
(21.2) (69.7) (9.1)
Middle 1 7 42 24 74
(1.4 ) (9.5) (56.8) (32.4)
Junior 1 6 21 15 43
(2.3 ) (14.0 ) (48.8) (34.9)
150
proportion of the managers at the higher (30 per cent) and mid-
levels (38 per cent) thought that their corporation gave too much
lower level (12 per cent) thought that their corporation simply
TABLE 6.5
Senior 2 3 18 10 33
(6.1) (9.1) (54.5) (30.3 )
Middle 1 5 40 28 74
(1.4 ) (6.8) (54.1) (37.8 )
Junior 8 9 21 5 43
(18.6) (20.9) (48.8) 01.6)
150
extent since the expectation was 35 per cent (Table 6.4) and the
was much higher nearly 2.5 times more than the expectation (30.3
per cent versus 9.1 per cent). This situation may bring
with the passing of time they should be considered for the next
244
terms of promotion for the competent person from among the lot'-
per cent middle and 30 per cent junior level managers felt that
TABLE 6.6
Senior 0 0 1 32 33
(3.0 ) (97.0)
Middle 0 1 17 56 74
(1.4 ) (23.0) (75.7)
Junior 0 0 9 34 43
(20.9) (70.1)
150
TABLE 6.7
Middle 0 8 40 26 74
(10.8) (54.1) (35.1)
Junior 2 13 15 13 43
(4.7) (30.2) (34.9) (30.2 )
150
management group.
246
8). 27.3 per cent, 28.4 per cent, 25.6 per cent of the senior,
component in most of the cases not the top priority (Table 6. 9).
TABLE 6.8
Senior 0 1 23 9 33
(0.0) (3.0 ) (69.7) (27.3 )
Middle 0 5 48 21 74
(0.0) (6.8) (64.9) (28.4 )
Junior 0 3 29 11 43
(0.00) (7.0 ) (67.4) (25.6)
150
247
TABLE 6.9
Senior 2 5 21 5 33
(6.1) (15.2) (63.6) (15.2)
Middle 0 6 60 8 74
(0.0) (8.1) (81.1) (10.8)
Junior 0 11 24 8 43
(0.0) (25.6) (55.8) (18.6)
150
junior level managers were not giving that much importance (Table
6.10) to this component at the same time the corporation was also
TABLE 6.10
middle 0 5 60 9 74
(0.0) (6.8) (81.1) (12.2)
Junior 0 9 26 8 43
(0.0) (20.9) (60.5) (18.6)
150
248
TABLE 6.11
Senior 2 6 20 5 33
(6.1 ) (18.2) (60.6) (15.2)
Middle 2 20 37 15 74
(2.7) (27.0) (50.0) (20.3)
Junior 2 6 24 11 43
(4.7) (14.0) (55.8) (25.6)
150
It was thought that the family connection, social tie and social
of promotion.
TABLE 6.12
Senior 21 11 1 0 33
.(63.6) (33.3 ) (3.0 )
Middle 38 26 8 2 74
(51.4) (35.1) (10.8 ) (2.7)
Senior 21 16 5 1 43
(48.8) (37.2 ) (11 .6) (2.3 )
150
249
junior level managers 2.7 per cent and 2.3 per cent respectively,
TABLE 6.13
Middle 17 27 16 14 74
(23.0) (36.5) (21.6 ) (18.9)
Junior 6 12 15 10 43
(14.0 ) (27.9) (34.9) (23.3)
150
But the above table ( 6.13) shows that this component was also
getting top priority in some cases e.g. 12.1 per cent senior,
18.9 per cent middle and 23.3 per cent junior level managers have
social standing from the strategic view point e.g. the public
organisation.
giving too much value to this component. 30.3 per cent senior,
28.4 per cent middle and 41.9 per cent junior level managers have
the boss for the rest of his time with that organisation. He is
251
the organisation.
TABLE 6.14
Senior 15 6 12 0 33
(45.5) (18.2) (36.4 )
Middle 33 25 13 3 74
(44.6) (33.8 ) (17.6) (4.1)
Junior 21 13 7 2 43
(48.8) (30.2) (16.3) (4.7)
150
252
TABLE 6.15
Senior 5 9 9 10 33
(15.2) (27.3) (27.3) (30.3 )
Middle 16 16 21 21 74
(21.6 ) (21.6) (28.4) (28.4)
Junior 7 8 10 18 43
(16.3 ) (18.4) (23.3) (41.9)
150
does not provide any concession for trial and the cost of any
Which clearly indicates that the system has got loopholes in it.
ethics etc. were nearly absent there. The family and political
the indications that the society still has a very long way to go
some cases the pre and post liberation situation has not been
managers have not changed at all since both the studies found
a days, when the 'ownership feelings and sensation' has been made
mid level are getting seniority based promotion more than what
has not been changed between the two periods. Although the
-luawa5euew JO 510Ml
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256
shown that the average expectation was 56 per cent with 26 per
same time the gap between the expectation and the realisation of
the present period has become wider than that of the previous
period:
-------
Difference 30 47
improved.
257
This has been shown in the following figure (Figure 6. 4). When
that he will be motivated to perform his job with more care and
Steps: 2 3 4 5
Individual
handle this group of people, one must know beforehand what the
got some relevance .to the Maslow's (1954) need hierarchy model.
their ranking:
Job security,
Promotional opportunity,
Job status.
TABLE 6.16
Job s9curity 90 26 12 5 2 6 5 2 2
68.0 17.3 B.O 3.3 1.3 4.0 3.] 1.3 1.3
Promotional Opportunity 3 26 38 29 16 13 12 8 4
25.3 19.] 10.7 8.7 8.0 5.] 2.7
~I7.]
ChanLes of receiving
Recognition 2 5 6 6 12 16 17 29 I 55
1.3 3.] 4.CJ 4.0 8.0 10 7 Ir.] 19.3136.7
Recognition for good
performance
---_.
]
2.0 7.]
II 17
11.]
14 3] 27 17 18
9.3 22.0 18.0 I1. 3 I2.CJ 6: 0 I
Power and authority 5 7 II 18 14 28 28 29 10 1
4,'
7.3 12.0 9.3 Ie.7 10.7 19.] 6.7
It has come to view from the data that the Bangladesh public
hierarchy. It was found that 30.3 per cent senior, 63.5 per cent
middle and 76.7 per cent lower level managers have attached
job loss for which managers of that period (1969-70) did opted
their very nature. While visiting the managers during the period
of field study it has been clearly noticed that the managers were
seen that some of their friends failed to save their jobs when
their unit was denationalised during past few years. What they
feel is that at any time their unit may become the reality of
them all the time since no body knows which unit is going to be
denationalised.
the important reason for which they are not in a position to make
profitabili ty.
261
keeping only those people who are inevitable for the organisation
and at the same time who are competent enough for their job. The
smoothly keep pace and can continue. So, logically there should
his job, nothing good and extraordinary can be expected from him.
The need for pay and bonuses etc. has got the second place. Here
should have come first. Out of 149 respondents who did rank this
item- 42, which is slightly over 28 per cent did opted for it as
The way in which those need items have got preference - two broad
grouping has emerged out of that. First four needs in one group
the first group which to a great extent conform with the Maslow's
lower order needs (Davis, 1977). First of all they wanted their
262
has been secured, now they logically want money. If they get it,
then it is alright if they would not, they are still hopeful- may
yet having a secured job with handsome pay now they would go for
passing through all those stages, time would certairily come when
they will have to leave their jobs. So they want some sort of
facili ties. After these things have been settled down they are
ready for second category needs which would not bring them any
about the future of their job. They can see a possible threat of
they are still fighting for immediate type of things such as pay
areas of the world. Each day there arise battles between those
who own land and those who must work it. Managers are also the
product of this very society, who are still fighting for more
1939) •
of a chart known as 'X' chart- where he has shown that the change
response.
attitude. Here attitudes refers the way in which they feel about
These feelings are caused not the result of chance. One cause is
place. And the work environment reflects the fact that the
l Change
FIG.6.S II X II CHART
(Adopted from Roethlisberger, 1941)
the change events relating to their job and towards the public
There has been major policy changes during the regime of the
the change events has got its highest manifestation during the
The policy which was a matter of concern for all concerned was
the private owner). Since public sector managers are very likely
of the study they were asked to give their opinion regarding the
public sectors control- the study showed that (Table 6. 17) all
highly desirable category was 28 (18.7 per cent) and 5 (3.3 per
TABLE 6.17
Frequency Percentage
Desirable 28 18.7
} 22.0
Highly Desirable 5 3.3
------
Total 150 100.0
It can be presume from the above picture that the government has
this decision.
268
the above findings (Table 6.18). It can be seen from this table
while 45.3 per cent felt that it should be sold out since they
under public sector despite the fact that they' disagree with the
TABLE 6.18
Frequency Percentage
Desirable 56 37.3
] 45.3
Highly Desirable 12 8.0
-------- -------
Total 150 100.0
this attack was carried out by the under cover support and
This incidence reflects the adamant nature of the group who are
nature and which are very unlikely to change the values and norms
of the society.
firms. It was thought~hat they are quite aware about the long
TABLE 6.19
Undesirable 5 3.3
Desirable 45 30.0
It can be seen from the above table (6.19) that the issue of
environment and job demand, they were found ready and courageous
reluctant about it (12.7 per cent); who felt that in the long
country.
TABLE 6.20
Undesirable 18 12.0
Desirable 97 64.7
From the above two tables (6.19 & 6.20) it is thus clear at once
feel about it. They were asked to give their intensity of desire
cent respondents have said that this should not be the decision
not ready to accept the fact that at all levels people could be
reduced. Again, it has emerged from the study that the senior
6.21).
TABLE 6.21
Total 33 74 43 = 150
This sub section mainly deals with different job related things
been used here because there must be some objectives behind every
Apart from these there may be some other reasons for which people
go for work.
also expect that their jobs should provide them the following
things as well:
(c) Some form of help (preferably very long term interest free
sacrifices for which the country and its people are not ready as
yet.
275
personal objectives.
It is clear from this table (6. 22) that nearly 73 per cent
contrary, slightly over 27 per cent felt that their jobs are not
TABLE 6.22
junior levels which was nearly 41 per cent of the group total.
39 per cent went to the middle level and 20 per cent to the
senior level.
276
Therefore it can be argued that the higher the position one tends
this area have clearly shown that pay as an incentive was able to
TABLE 6.23
Pay satisfaction
Dissatisfied 35 23.3
Satisfied 25 16.7
It can be seen from this table (6.23) that 7.3 per cent managers
with their pay. On the other hand 52.7 per cent managers were
dissatisfaction was with the middle level which was nearly 48 per
slightly over 39 per cent and rest 13 per cent went to the senior
level.
situation.
which was 84 per cent of the total and rest 16 per cent (24)
have said that they would prefer to go if they get any better
chance.
From the above discussion one thing has become clear that
private counterparts.
not be ignored.
disagree.
The study reveals that out of the total 150 respondents 78 per
74 per cent of the responding managers have argued that they have
for the minimum commitment period and without taking into account
exerting their limited power and sometimes they fail to cope with
feeling is that their 'hands are tied and lies with the
authorities as well.
the same way. The reverse situation may also arise in which he
organisation and the goals of the people who worked for that
subordinate.
282
headings:
1. Administrative capability
2. Technical capability
3. Ethical quality
4. Behavioural quality.
Administrative
Technical
coaching in the job related problems. They also want their boss
communication.
283
Ethical
They want their boss as just, impartial and fair in his dealings
and judgements who will not show partiality to any body on any
matter. They also feel that his dealings and behaviour patterns
Behavioural
rightful demands with the authority and they should make sure
effectively.
They do not want to understand that the superiors also might have
high.
285
CHAPTER-7
been discussed here to have a clear idea about the context within
Some findings of this chapter have been based on the field work
the belief "that neither the field of management nor the practice
O'Donnell, 1976).
Managers cannot but take into account the needs and desires of
(7.1).
287
Inputs I
I Transformation system I ..Gutputs
Flow of material/energy/information
about some of the criticisms which by their very nature were able
to generate pressures.
TABLE 7.1
Frequent changes of 3 14 3 13 o
policies (.09) ( .42) (.09) (.39)
Labour unrest 7 17 4 5 o
(.21) (.52) ( .12) (.15)
Insufficient o 19 2 12 o
operational autonomy (.58) (.06) (.36)
Bureaucratic system 3 19 1 10 o
(.09) (.58) (.03) (.30)
Excessive 11 14 o 7 1
government control (.33) (.42) ( .21) (.03)
changes'.
289
TABLE 7.2
Frequent changes of 9 40 5 19 1
policies ( .12) (.54) ( .07) (.26) (.01)
Labour unrest 10 39 3 21 1
(.14) (.53) (.04 ) (.28) ( .01)
Insufficient 16 42 3 12 1
operational autonomy (.22) ( .57) (.04 ) ( .16) (.01)
Bureaucratic system 5 31 6 30 2
( .07) (.41) (.08) ( .41) (.03)
Excessive 19 39 2 13 1
government control ( .26) (.53) (.03) ( .18) ( .01 )
for two criticisms. Those were (1) too much governmental control
Table 7.1 has shown that 19 senior level managers out of the 33
whereas in the case of mid level managers it was 78.4 per cent.
pressures.
TABLE 7.3
Frequent changes of 5 13 4 21 o
policies (.12) (.30) (.09 ) (.49)
Labour unrest 10 21 o 11 1
(.23) (.49) (.26) (.02)
Insufficient 4 30 o 9 o
operational autonomy (.09) (.70) (.21)
Bureaucratic system 6 26 2 8 1
(.14) ( .61) (.05) (.19) (.02)
Excessive 10 24 2 7 o
governmental control (.23) (.56) (.05) ( .16)
Since they were the junior level managers they did not think that
junior levels.
It can be seen from the above tables that in the case of senior
less than that of the middle level which in turn was also
sequence was almost the same as above. Since the senior level
In spite of all those variations it was found that for all the
Intensity of pressure
<: decreases increases:>
Other than those main areas the responding managers were found
research.
officials had been informed well ahead about the field work plan
before going back to carry out the actual work after one year of
work. Having done that the formal approval came from the
That was not the end of the procedure rather it took a new turn
at that point.
interviews.
the field work has been shown in the following figure (7. 3).
STAGE-1 STAGE- 2 STAGE-3 STAGE-4
Research er
l 10 I I1r I c
oQ
-<-
-<-
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:t: .....
-<- +-
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+- "- OJ 0
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....... 0... VJ u
-:t DMA
C)\
N
8 ISec retarxl
Notes: CPO= Chief Personnel Officer, DCPO=Dy, Chief Per sonne l Offi cer, CAM= Chief Admn, Manager
MA= Manager Administration, DMA= Oy. Manager Admn,
the time internal pressure comes in the form of demands from the
public enterprises.
sec tor. But they have shown that the actual impact of labour
Actually from the very beginning the trade union leaders had an
called the supervisor into room and then abused and physically
the labour leader guilty of severe misconduct. When his case was
this charge".
The net impact of these situations were thus more on the morale
who are very much organised under political platform. When there
manager, with only his life to lose, was to give in. 'Gherao' is
as:
298
etc. But whatever might be the causes his view was that public
Table 7.4 indicates that nearly 73 per cent senior, 66 per cent
TABLE 7.4
Senior 7 17 4 5 o 33
(21.2) (51.5) (12.1) (15.2) (0.0)
Middle 10 39 3 21 1 74
(13.5 ) (52.7) (4.1) (28.4) ( 1.4)
Junior 10 21 o 11 1 43
(23.3) (48.8) (0.0) (25.6) (2.3)
Column 27 77 7 37 2 150
Total (18.0) (51.3) (4.6) (24.7) ( 1.3) 100.0
enterprises.
300
The pressure which would be discussed here mainly arises from the
parties.
heart of the matter along with the minister himself. And the
from the fact that the country was under civil governments rule
for a period of only about 6 years starting from 1972. For the
• recruitment of officers,
stand in the way. The other time it may come in the form of
three phone calls in one and a half hour time. There has been
corporation's interest.
These are some of the ways through which public sectors own way
Raising capital:
steps to release the fund. All these tasks and procedures are
public enterprises.
Pricing limitation:
ironically they cannot charge the prices for them on the ground
that they are required to serve the members of the public so they
to fix prices for the goods and services produced by the public
prices in this regard. Thus on the one hand they are expected to
and on the other hand they are under pressure not to increase
prices. They have to justify their claim and also must satisfy
Employment limitation:
Public enterprises cannot hire and fire employees any time they
in the sense that government needs to see that public goals are
B. Financial affairs:
activities during the year and are also bound to submit any
report or the statement which the government may call for (Islam,
launch any new business venture without the prior approval of the
government.
c. Investment decision:
D. Personnel matters:
rules and to define salary and fringe benefits, minimum wages and
E. Procurement:
government control.
F. Production:
G. Pricing:
level.
H. Evaluation:
enterprises.
I. Foreign Tour:
output/production.
315
Denationalisation/Nationalisation Dichotomy
1975 with the fall of the Awami League government and the vital
government.
At one stage the responding senior level managers have been asked
came into being with genuine idelogical base behind it. The open
area. Some of them might have thought that the research kind of
Among them 8 have said that the policy of nationalisation was not
that Awami League was never a left wing party; so, there arise
there were competent people who sufficiently could have taken the
blame for creating division among people - mainly pro and against
the industrial sector. These findings can be shown with the help
of a pie-chart (Fig.7.4).
'-"-'-'~.
No ideological base
(
Compelling
situation No
natio nalisati on
25% but taking over
/
20% /
~...
that the task of framing the manifesto was entrusted to those who
came from the meeting because the party leader had given his
any rate, the Awami League found itself to the left of the
Apart from that there was never any radical tendency in the
the masses to secure their support (Sobhan and Ahmad, 1980). But
nationalisation policy.
time before taking any drastic action against them. They did not
of the public sector but to get rid of them through the process
of denationalisation.
Evidence have suggested that from the very beginning there were
side by side efforts to develop the private sector along with the
spectacular which has been shown below (Table 7.5 & Fig. 7.5).
TABLE 7.5
Industries, 1978).
....... 1200
::>
<
ro
Vl
-+
3
ro
::>
-+ 1000
3
o·
::> /
800
o:;i
A
OJ /
/1
600
400
200
..-----
x
WJ3-74 74-75 75--76 76-77 77-7S to-79 79-00
Year
(Table 7.6).
324
TABLE 7.6
Jute 6 2
Textile 3 7
ILeague
The Awami 16.12.71
to None I
government 15.08.75
Chemicals 38 19
The investment out lay for the Third Five Year Plan period (1985-
90), both for private and public, has been shown in the following
TABLE 7.7
""1
,--_-A_ _,\ ..~ ~
Amount (%) Amount (%) Amount (%)
l. Jute Textiles .. .. 64~ 2·4 25~
5. Basio Metal. (Iron and .tcel) .. 145~ 5 -6 650~ 20'31 795~ 13·7
6. Fortilizer .. •• 1,130~ 43·5 850~ 26 '511,980-0 34-1
7_ Cement .. .. 245~ 9·4 .. •• _ 245-0 4·2
8. PutI' and Paror ..
9. Chemkah an~ Pharmacouticals
.- 75~
25~
2-9
t -0
50~
200~
1·6
6·3 :
i 125~
225~
2·2
3'9
10. .Gtas<, Ceramics -- 15~ 0-6 50~ l-6i 65~ 1'1
f
II. Leather and Leather Products . 20-0 0·8 lOO~ 3·1 i 120~ 2·j
12_ Sus"r .. .- 20S .() 7 -s ·2S'() O-t: 230~ 4-0
13. Food and Allied Prod ucts .- 21 ~ 0-8 75 .() )'3 1 96.() 1'7
14. Mining and Mineral. Based .. 25 .() 1-0 -. 25'()
Industries
15. 'Vood, Bamboo, Cano Bnd ., 10'() 0-4 lOO~
··1
3·) I 11 ·0
0·4
1,9
Coir Products
..
I
16_ Printing .. IO ..() 0·4 50,()
1'5\
60~ I'()
17. Agr"-suf'portivo .mall Scala .. 6S~ 2-5 200'() 6·3 26S oO 4·6
Rural Ind,ustries
.. ..
.. !
18. EXp"rt Pro mot ion .- -- 2SOO 1-0 ~5 oO 0'4
19. Small and Cottage Industries -. 6OoO 2·3 -- 6OoO loO
Promnti(\n
20. Other Industrial Promotion 65'() 2 -5 -. .. 65 oO 1'1
Total _. 2,600-0 100·0 3.200.() 100'() 5.800oO 100oO
(% ) 44.B 55.2 100.0
years.
grounds:
the national exchequer of the country and (3) will result into
Unemployment
both white and blue collar, have been sacked by the private owner
affected by it.
Government exchequer:
(BCIC, BSEC & BTMC) contributed 6.53 per cent and 7.33 per cent
owner would not pay the same amount. There would be some form of
amount. This might cause the shortage of revenue earning for the
TABLE 7.8
Corporations Years
1982-83 1983-84
Since the private sector jobs are non permanent where the owner
from this fear his motivation and enthusiasm will come down. It
employees.
Most of the time the public sector managers were found facing the
create their own pressure group to press the issues and to uphold
country could have developed its own system and order then the
positive results.
The main points that has emerged from the above discussion are as
follows:
CHAPTER-8
The discussion has now reached in. the final stage whereby it can
summarise what has been found and argued throughout the preceding
some of the findings which might help the policy making people in
Personal Characteristics
• High education
• Low education relevance to profession
• Young in age
• New generation managers
• Direct entry with no previous job experience
• Rural background
• Received training
• Control narrower span
• Operate within a relatively closed managerial market.
entered into the public sector jobs after the independence of the
managerial commitment.
333
might be helpful for the officer who deals with the labour
officers all out efforts must be there to select the right person
sufficient attention.
standard; despite the fact that the urban population are the most
privileged section.
level of the rural background managers since they feel that they
background managers.
requires a very long term commitment from the part of one or more
remain unrealised.
and finding out the exact requirements of the incumbent and the
types.
likely that those managers did join into their jobs immediately
after 1971 since the study discovered that the single largest
sectors' jobs and quite a good number of them have had no job
experience at all. It was found that the managers who had their
Ahmad, 1980) have observed that the gap at the senior level was
The direct outside recruitment at the top level eroded the morale
they were working during the period of war. Otherwise they could
(Islam, 1975).
338
For all the three corporations the situation was almost likewise.
promoted to the next post. But the overall situation has been
hands and other officers who may be imposed by the government are
There should exist the system in which the outside talent may
also join into the corporation jobs. The system should be such
Managerial Attitudes
the following:
initiatives- neither from the side of the superiors nor from the
left hand side of the power sharing continuum who prefer that the
superiors are saying that they do not allow any meaningful power
try for something new and challenging for self advancement since
the system itself does not provide any provision in this respect.
they can try for something new and innovative which would have
more than the expectation. One may argue that the expectation of
unders tandable • But one must also acknowledge the need for a
the cases for promotion. There have been such situation where
is not free from bias and the superior managers' decision are
(11) The fear of job loss has been found to be the prime concern
was more severe at the lower level when nearly 77 per cent of
the rating was also much higher. The reason behind this threat
is that they can see a possibility of job loss when the unit will
loss may have some ground but more prominently it strengthen the
urge for the most immediate type of things such as the pay,
managers are still fighting for these things which are very much
are most likely to affect their jobs directly or in the long run
response that the events and policies which appeared to have some
sector managers on the ground that they cannot bring any real
seen that some of their friends and colleagues have lost their
been concerned at all with what is good for the economy or the
the public sector has been strengthened here in the sense that
Here the private owner would make sure that the things are
events which may affect this. Which means they are only happy in
relation to security.
performed far better if there were less labour unrest and less
Organisational Context
giving permission and all of them had to sign and countersign the
not have appeared if the authority could have taken the proper
measures. But the last category was the result of the overall
labourers into a position from where they can demand and expect
duties and the managers at the operating level do not have any
operations.
348
The order had clearly stated (Article-5) that the government may
control has not been clearly defined and formalised as yet and
the public sectors are facing too much trouble mainly because of
it.
Apart from the pressures originated from the above stated sources
people of the country and the government might have thought that
story. It was also found that the aspects such as the manageri al
with respect to their jobs have not got due attention in this
the industries in the public sector despite the fact that the
stated model (Chapter-2, Fig. 2.8). Before doing that let there
and the logics are there then the society requires some people
who could take the leadership of the process. These people have
routes and paths suitable for them and agreeable with their
personal philosophy.
The next step lies ahead for the elite is to go for shaping the
by the new and the industrial one. In shaping the process the
seems to be the only available ways out left with the country to
Bangladesh.
that the country still has a very long way to go. The workforce
from the point of view of logics the gap is indeed very wide with
inhabitants of Bangladesh".
here has been purely based on the Kerr et al (1973) model. This
that the authors had published their book containing the elements
of the said model in 1960 for the first time. At that time most
what was happening in the third world countries and that was from
1973).
emerging.
case that these are to be present there for the desired take off.
This is obvious that there must be some people who would play the
would bring forward and make the context available. But it may
Bangladesh managers to see how far they have moved towards the
destination of professionalisation.
the symptoms.
ATTITUDINAL
Perceptions and views as to dignity of
work & as to human qualities
• Urge for self advancement
Urge for need fu'lfilment
Thirst for pr~stige and status
CONTEXTUAL
BACKGROUND
.Education Priorit~
of technical Smooiher caree • Pressur es
• Training compe ence path • Constraints
• Operation of • Pervasiveness
labour market of control by the
0\
l/1
("'")
I. Division
la bour
of
High degree
of generalised
&. systematic
Active profession al
associations
Down graded
family, dynasty
and ~olitical
authority
• Authority's
• Early youth knowledge rela ionships decisions and
soc letal influence Dominanc e of actions
Nogrish norms community inte res is Guided by code • To 0 much and
Cln values over individualised of ethics too quick
s elf- interes t policy changes
present 8.4) has shown some direct flow of influence even so the
ethics and would also nourish certain norms and values of their
shop floor level. In the course of this study it was found that
the cases.
concerned the present situation has improved from the past since
the urge for ability and skill based promotion was 56 per cent
81 per cent. But the gap between the expectation and the
little exception at the higher level despite the fact that the
after and safe guard the interests of the group. And the code of
uncertain, even the job cannot provide any guarantee for the
managers were found to have moved all the way up to the top level
posts right form the lower level. This could have been an
tasks- but they are not in a position to ensure that the society
that managers are the 'seed of the future' and they should be
can ensure development from the unit level. Therefore, the main
a lot through providing the required web of rules and also acting
Centre etc., who are offering the courses and arranging the
training sessions for the managers. All these are the explicit
some modest claim can be made, infact Bangladesh has still a very
unemployment.
obstacles. Among the obstacles the following have been the most
capital.
per cent equities with the government. And in other cases, even
management has been neglected- when there were many reasons why
Because of all these reasons Fashoym (1980) has argued that "the
bureaucracy" (p .67).
At this stage efforts would be made to see how far the western
top level people, were found less interested to know and also
less aware about the latest development of the ideas and theories
management (principles).
use there.
and broader context have been demanding a lot from the managers.
theory.
372
sometimes the quite opposite. It was also found that the success
As has been stated above that the findings of this study has made
Their job nature and requirements also more or less conform with
that of the developed world. But they seem to have suffered from
373
where stability is not yet ensured and growth is either very slow
issues and act upon them as much and as quickly as possible for
Bangladesh context.
374
General Implications
The following are the most important areas which require utmost
attention:
Under this system the business people would come to the lecture
engaged in their jobs. Obviously all these are the long term
ventures.
often show their reluctance in this regard since they cannot see
frustration.
7. Career opportunity.
help obtain the skilled managers needed for the long waited
breakthrough.
1. Organisational clarity.
2. Discipline.
3. Flow of information.
operations.
4. Market orientation.
the market place. While accepting any bid they must be allowed
379
spare parts etc. Again while fixing the prices of the products
the demand and supply factor should be the main determinant. Any
impose price in this regard may not match with the market
nature one then the enterprise management should have the power
7. Better accountability.
minimised.
381
precisely know how and what direction and to what extent they can
much as possible.
experiments and then honestly decide the econmic system for the
done.
achieved then the causes for poor performance should be find out
give them power and freedom at the same time responsibility which
from the monetary costs, this programme has got other problems as
basis. On the other hand they cannot stay for long in groups
process. Before going for it, there has to be the consensus that
their rights. They have the power to resist the changes directly
not have any apparent adverse affect upon the labourers, even
though resistance may corne from some labour unions simply for the
are requi red. The introduction of those aids may cause concern
country.
commercial viability there may arise the need for reducing the
do operate within the successive five year plans. The Third Five
385
Year Plan (1985-90) which was prepared prior to 1985 and which
covers the present period has clearly mentioned that "there will
have their own special way of keeping records and producing facts
results. Because these are very likely to lead to the better and
control during the FFYP period- which the author thinks should be
have shown some agreement that they possess these qualities but
in other cases they were lacking far behind. The following areas
1. Efficiency orientation:
clus ter' • It was found that there has been the absence of
Bangladesh managers. They have the internal need for impact but
then there has to be the less checks and balances with respect to
3. Self-confidence:
clus ter ' • People with this competency feel that they know what
they are doing and they also feel that they are doing it well.
managers can know what they are doing and how far they are doing
it right.
4. Conceptualisation:
regarding what information they can examine and how they should
The authority should take necessary steps to make sure that the
389
The very nature of this study has influenced the suggestions for
achievements; (2) how far the existing training scope match with
the requirements and how narrower/wider is the gap. What are the
relationship can be ensured; and (4) why the society are not in a
available at a time.
in the area should always bear in mind the main findings of this
t::::J
H
(")
CI.l
392
Appendix-A
Pk::tT
--..-..~.-.- ..........-----.--
ONE......... mO--DATA;
_( .. ---..-.- ..... _._
.......
? ·Present designation
0, Qualifications
'::'~';) ining
8. Aee/Date of birth
( if indi.catc.1.
............................................................................................................................ ""
......................................................................................................................... JJ
3. Comments, if any
SignatureoftheMedTrC""-
Officer
(With name and designation
Da·te ........................ ..
394
u.
b~
c.
d.
e.
f.
395
.l:.d;~.I.: - L
... ~ • . . _& ................... _ ........ ~ • . - _. . . . _ .................... ~ ................... ~ .... ",.,.",,-p" ....... •. ~ . . . . . . _.... _ • ••. _ ....... ~ .......... .J • '._.4 ,_.
PJ,;,',' - FU\.J1o(
----~----------.- --- -- -.- .. '--'" ' " -'.' ..-- ---. - .-.. -.----~
7. Power of Expr0ssicn
1~.RGgula~ity/Punctunlity
16. Porscn2li ty
19 .. Intcf,rity
------~----------
.I"'STflliC7ElF
. .....~ ~
S
. . _. . .........
~
1. ;~~l,r:.l{):.ll.G.~:
d' ;iLlrks to be a].loted 0;1 each item 011 the: follo\ving bUf,i::::-
i) ·;·-tra-Ordin.Jry ( 91 .. 100 )
ii) Excellent ( 81 .- 90 )
iii) Best ( 65 .- 80 )
i v) i\verage ( 45 - 64 )
v) Belovl :,verag e 31 - 44 )
vi) Not satisfactory ( 20 30 )
b~ Each item carries .J. ffiilximum mark::; of 5, the total ma rk E" ~-,-,
100 Fractions upto 0.5 \'1ill be cowlted ii1 the total. FNctiol1s o',"er
0.5 will be converted, to the next whole number .3.ncl below 0.5 not be
t@ken into consideration in the total.
c) PerSons rated 'pi:lOr' in any item should be L,formed of the
same inwri tlng' and aSke&'toimprove. ;
:<, .p'~J.in~i_t~1l.?:
:: 2 .,
J. Pen-picture:
·~_----...+A~_~~
L!.• }t1.:r..it~f~J~...CB":
Appendix-Bl
E:C'etu;on
7410
Ref SJU!hw
Mr G A Matin
Sp'.'c~tary
Bangladesh Chemical Industries Corporation
Shilpa Bhaban
91 Moti~heel Commercial Area
Dhaka-2, Bangladesh
Dear Sir
My Ph.D programme supervisor, Professor A.W.J. Thomson, who has written the
attached letter suggested I write to you before beginning to carry out the
actual fieldwork in order to obtain your agreement before I arrive in
Bangladesh. With that end in view, I am sending au advance copy of the
questionnaire to you so that you can-have a prior look into it. If you have
any comment on it I shall be happy to take it into account.
In order to save the time of your officers, and not to go through a full
interview about the questionnaire, it will probably be more sensible for
them to have copies of the questionnaire to fill in in advance of my arrival.
Yours faithfully
~~
J~~1tc.'?,/~~
Appendix-B2 ,~'~~~~r
~
d1~rtll[LtXJ l(jl~(fi$I~ 251~lSi Cfll~
BANGLADESH CHEMICAL INDUSTRIES CORPORATION
SHILPA BHABAN. HOTIJHEEL C.A .. DACCA - I.BANGLADESH
. /
/~ ~ ~
"'~/1~\
. \Y'i'" ~
~~~
The Execu~; i.ve Direc t or
\ 1"
Kohinoo:L'.Group of Industries \J, b'l/
'\. li~f'
Tejgaon LA.
/ '.
I.-f.-!~~·
/: .I I J /;--:l:'.
( G.A. l1atin )
Secretary'
P. T.O.
CA3L~: CHEMICOQP TELEX: TANCOQP DAC. 841 PH ')N£: 1)2011 PABX· 10 LINES
401
Appendix-B3
~:
~}l.i..r!.fC~·~?{~I:) . r:,'~~' ~
Dy. Gener~l ~~~3ger(Mark~:ing).'KCI.
~:
1:;y. Gener;tl .r";;on:.ige.r(So.p),
...... . ,
KeeL.
r.~_~;tger( ['ubl,i.ci.ty), 'KGI.
yB', ~.n_ber(Purchas~), KGT.
Dy. ~!ar,azed.\dmini5tr,.tion), KGT.
~:
~
,.
11, ~"'<'i~
-~. ~ ,-:J -I ,
1.. .. ~$
I. .
Ass t t. M:.na ger( Fershll.l\.e\.), KCCL.
.~ ~: (lL- '.~
J
,<- •
Appendix-Cl
Corporation
COdec==J
on
MANAGEMENT IN BANGLADESH
This study has been intended for the doctorate degree in the area of
business management. The main aim of this study is to bring to light
the characteristics of Bangladeshi public enterprise managers. In
this respect, responses are needed from the Bangladeshi managers.
Your personal help would be deeply appreciated.
Not to be
used by tht:
respondent
t-3CL]
4 [-~
.................................................................................................................
~fj
Senior(reporting to a director or to the managing director)
Middle (reporting directly to a senior manager)
3U Junior (other managers)
403
General Information
Production
2 Sales and Marketing
3 Finance and Accounting
4 Personnel and Training
5 Purchasing
6 Quality Control
Labour Relations
~CI General Administration
Other (please specify)
90 ...................................................................
041 How many years have you worked?
051 What was your post when you first joined this corporation? 12 -13 c:r:=J
..............................................................................
061 How many subordinates do you control?
071 ~lat was the highest standard of education that you attained? 19 ]
~ I~~!
5.S.C. or below
H.S.C. (intermediate)
Diploma in
...................................................
41-1 Graduation (B.A./B.Sc./B.Com .)
51 I
.............................................................................
081 In which area did you spend most of the first 18 years of
your life? 20 0
~§
Rural areas
Suburban areas (Thanas and slIb-divisional towns)
Urban areas
404
Leader:ship Style
II I How much does your job give you a chance to fulfil your personal
objectives? 30 0
I~ No chance at all
2 _. Very little chance
3 Some chance
4 .. Fairly good chance
5 Very good chance
j
Very
Di~satisfied Dissatisfi
13 Do you feel that within the policy framework laid down by the
corporation, you have the necessary authority to discharge
1
your duties? 32 D
Il i n Yes
12 0 No
I! I 33-34 o
t
2 35-36 [J
I 3 37-38 0
I
151 Please mention the THREE most import~nt advantages of a job in a
private sector firm as compared to public sector corporations.
I
! 39-40 rI
2 41-42 [J
3 43-44 0
406
Policy
16 I How do you feel about the following? (Please tick the appropriate
column)
Highly Un- Highly Un-
Desirable Desirable desirable desirable
·Strongly Strong-iy
Agree Agree Disag.r-=.e.
(a)IExcessive government
I control 51 I I
I
(b)! Insufficient operational
autonomy at the enter-
prise level 52 I~
I" I
r-,
:~ __~~I. _ _ _
(e'l lnco,"pe'en t ion leVel!
management. 55 1-1
57
C=-J
l-=+=--~-J\ ____ I
(11)1 Poor service to
customers 58 C
(01 Any other crlUclsm
(please specify) 59 r---]
I \
407
(a) I Supervising/instructing
the subordinates in their
work 66 D
!
(b)ITalking with other people
(meeting, 'phone call all
inclusive) 67 D
(c)!Paper work (dictation,
writing, calculations,
reading letters, reports,
memos etc) ~-.~---- _. 68 L=-]
(d) IReading external material
(books, journals, news-
papers etc) 69 D
(e) !Travelling 70 C]
(f) !Entertaining outside
people 711
(g) 10ther (please specify) 1 1
72 [_J
PART-2 Corporation
code [==:J
c:::J EPIDC
c:::J Civil Service
c:::J Defence Service
c:::J Banking
c:::J Private Sector Firms
9-10 Cc:::J
3.IWhat is/was your father's main occupation?
11-12 Cc:::J
4.1 Please tell us about the training programme or seminar in
which you participated other than formal education.
HomelForeignlBothlNot applicable
________"________l________
long period and/or take
work home to get things
done 21 c:=:J.-
i
7·l Please
attach
rank the following items according to the importance you
to them (1st, 2nd, 3rd and do on. Please read every item
i beforehand)
37-38 D=:J
2 ••••••••••••••••••••••••••••••••••••••• 39- 40 I==r=:::J
3 •.•.•..••...••......•..•.••..•••••••••• 41-42 1=::r=J
Competence-skill and
ability 50 c:J
Educational background 51 I:::=J
Loyalty 52 CJ
Family connections,
social ties and
social standing 53 1:::=J
Interpersonal
Relations 54 CJ
---------~---------
411
Very
MostlylOftenlSometimeslRarely
13.1 How often do you feel that you will be promoted to the
next post?
c::::r
Very often
c::::r
Often
c::::r
Sometimes
c::::r
Rarely 60 c:J
14.1 Please state the FOUR most important things which in your opinio~,
if given to managers would stimulate them to work sincerely and
whole-heartedly for the prosperity of the enterprise?
Appendix-C2
C::I
r-'
H
-i>
0
W
GJ
:;d
:>
'"d
=:t:
><
414
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