01.

INTRODUCTION.

For Bangladesh, the readymade garment export industry has been the proverbial go ose that lays the golden eggs for over fifteen years now. The sector now domina tes the modern economy in both export earnings, secondary impact and employment generated. The events in 1998 serve to highlight the vulnerability of this indu stry to both internal and external shocks on the demand and supply side. Given the dominance of the sector in the overall modern economy of Bangladesh, this vu lnerability should be a matter of some concern to the policymakers in Bangladesh . Although in gross terms the sectors contributions to the countrys export earning s is around 74 percent, in net terms the share would be much less partially beca use the backward linkages in textile have been slow to develop. The dependence on a single sector, no matter how resilient or sturdy that sector is, is a matte r of policy concern. We believe the policymakers in Bangladesh should work to r educe this dependence by moving quickly to develop the other export industries u sing the lessons learned from the success of apparel exports. Support for the a pparel sector should not be reduced. In fact, another way to reduce the vulnera bility is to diversify the product and the market mix. It is heartening to obse rve that the knit products are rapidly gaining share in overall garment exports as these products are sold in quota-free markets and reflect the strength of Ban gladeshi producers in the fully competitive global apparel markets. Bangladesh has emerged as a key player in RMG (Ready Made Garment) sector since 1978. Textiles and clothing account for about 85% of total export earnings of Ba ngladesh. Out of which, 76% comes from the apparel sector which covers the major products of knit and woven shirts, blouses, trousers, skirts, shorts, jackets, sweaters, sports wears and many more casual and fashion items. The sector curren tly employs approximately 1.5 million workers, mostly females from underprivileg ed social classes. I have completed this report on the basis of all the departm ent of RMG sector such as Merchandising Department, Commercial Department, Produ ction Department, Supply Chain Department, Human Resource Department, Compliance Department, MIS Department, and relevant organization like BGMEA, BKMEA, Export Promotion Buru, Yarn suppliers, Chittagong Port, Insurance Company, Shipping Co mpany. So by completing this report I get overall idea about RMG sector, so its carry more value than any books. Objectives: Objective means the purpose of this report. The objectives of this report are as follows: Its documents for future. To know about the management and technical process of apparel industry. Knowledge gather about RMG sector related other organization . Getting idea about shipping procedure. Comparison between class room learning and practical learning. Starting my planed based program to achieving my aim. Start my mission from garments industry for achieving my mission. To point out all kinds of achieving system for all kinds of information and requ ired matters. To find out how much problem are related with merchandising and production system in garments industry. Condition of merchandising and production system in Bangladesh garments industry . To develop garments sector. To more export & less import.

To To To To sh. adesh.

established organization and management also. have skill labor for quality product. keep up with the current trends and fashion with the time and demand. study and evaluate the growth and development of garment industry in Banglade

To examine the contribution of garment industry to the national economy of Bangl To study the trend of garment product development and its composition in order t o analyze the product portfolio and its diversification. To study the present market composition for the Bangladeshi garment product abou t Market diversification. To analyze the recent labor unrest in the garment industry of Bangladesh. Opportunity of behavioral theory practice in our garments sector. Regularly behavioral theory practice in garments industry. Identifying the trade agreements that might affect the export growth. Finding out the type of linked industries that might be affected. Identify the total prospect for financial companies. Identify and assess the measures that would help the firms to grow. Identify the opportunities for knitwear and the linked industries. Understand how to develop good leaders. Understanding the employees better. To do a merchandising practice in the factory. Identify the additional services that the existing companies are going to avail. Identify the factors that will lead to the knitwear in the post MFA period. To investigate the manager s roles and responsibilities prior to using groupware and collaborative systems. To identify advantages and disadvantages of using groupware and collaborative sy stems into the managers roles and responsibilities. To distinguished challenges and issues regarding groupware and collaborative sys tems implementation with the managers roles and responsibilities. To relate the use of groupware and collaborative systems with future trends in m anagers roles and responsibilities. To identify merchandising and total production system. Methodology: Methodology means how we make this report. How many ways I have used are as foll owsI. Different organization II. Books III. Discussion IV. Internet V. Class lecture VI. Class sheets VII. Library VIII. Magazine IX. Periodicals X. Annual report Study in apparel industry: Management Principles: Participants learn to integrate production needs, personn el management, accounting, compliance, supply chain, merchandising and working c onditions for an efficient and productive garment factory, and explore technique s for leadership and decision-making. Effective Supervision: participants will review the technical foundation of time and work study, then focus on production system and cycle control and the chall enges of leadership, supervision, motivation, authority. 1.3. Scopes: Scope means how many space uses for completing this report. The scopes are given

bellowFactory Buying House Library work Discussion Class lecture Internet

1.4. Limitations: Limitation means obstacle. For completing this report I have faced many obstacle s such asTime limitation. Merchandiser dont have enough time to give the information elaborately. Short time visit in different organization. To complete this report above all the constraint is arisen, otherwise it would b e more resourceful. 2. CORPORATE OFFICE 2.1 What is Corporate Policy Strategy The Council provides a wide range of specific services (Education, Planning, Soc ial Work, Cleansing etc) but there are also a number of issues which require a c orporate approach. These include such regular matters as Equalities, Best Value, Public Performance Reporting, the Citizen Panel and strategic issues like Asylu m Seekers and Refugees. Generally speaking the Chief Executive, as principal policy advisor to the Counc il, has responsibility for providing a corporate policy and strategic lead to th e Council. Sometimes individual services are requested to take the lead on relev ant issues. The Councils Social Work Service is building a partnership with the l ocal health board in response to the Governments Joint Futures initiative for exa mple. The Corporate Policy Unit within the Chief Executives Department has the lead res ponsibility for several key policy areas; develops relevant strategies to handle significant policy issues and supports both senior elected members and the Coun cils Corporate Management Team. 2.2 Visions Mission and Objectives Vision Quality is always the combination of the highest intent, sincerest effort with a n accurate execution, and delivering high-valued-added products and quality serv ices, all tailored to the specific needs of every one of our individual customer s. Mission The Mission Statement is a crucial element in the strategic planning of a busine ss organization. Creating a mission is one of the first actions an organization should take. This can be a building block for an overall strategy and developmen t of more specific functional strategies. By defining a mission an organization is making a statement of organizational purpose. "A good mission statement captures an organizations unique and enduring reason fo r being, and energizes stakeholders to pursue common goals. It also enables a fo cused allocation of organizational resources because it compels a firm to addres s some tough questions: What is our business? Why do we exist? What are we tryin g to accomplish?" Objectives: Source quality

 Make quality Delivery quality 2.3 Group Organogram Till now, I have visited huge factory among that it is best one. I spent nearly 4 hours within this time I observe CAD to Finishing department. Really it is ama zing factory and very much organize. When I see one big room for changing breaka ge needle I astonished. It is hundred percent foreign oriented. On other hand, t he recruitment policy of this factory marvelous. Organizational Structure of Opex Style Wear LTD.(COMPOSITE PROJECT)

2.4 Management Styles & Approaches Everyone is different. Everyone has their own unique styles, quirks, and person alities that make us different. Some people are outgoing, some are quiet and wh ysome are funny and others not so much. Because of this, what works for some wont work for others? This is why one style of organization wont work for everyone. Everyone cant and wont get organized and stay organized in the same way. Before OPEX GROUP embark on any organizational project their really need to figu re out what their organizational style is first. A great place to look to get an idea about their organizational style is their calendar. How do they keep and maintain calendar? Are they driven by details to the point of color coding each family members sched ule for the entire year? If so, they are a detail-driven organized person. Perhaps it works better for them to take a couple of extra seconds and figure ou t who has to be where instead of getting lost in color coding stress. If this i s their, theyd say they are a generally thorough organized person. Someone who typically manages to get to appointments on time but doesnt spend muc h time consulting their calendar would be generally organized. Someone who misses appointments altogether because they cant even find their cale ndar would be truly unorganized. Organizational efforts are causing increased stress and pressure then reassess y our efforts. The goal is to get organized and stay organized in a way that work s for your family. Figure out what is comfortable for them. The goal of organization is to decrease stress and increase productivity with le ss effort. Figure out what the highest level of organization is for TIL and the ir family that does not create additional stress. Each of these organizational styles will work for people except for the last one . An important thing to understand is that getting organized is a process - not a result. The result of being organized should bring you and your family less

stress - not more. You should see an increase in productivity as a result of ha ving your home and life organized. The whole idea is to organize to the point w here you are improving your life. This is the first post in a new organization series where they will share their thoughts and experience about organization in general and more specifically what has worked for them as theyve refined their organizational system over the years . 2.5 CSR (Corporate Social Responsibility) Procedure Corporate social responsibility (CSR), also known as corporate responsibility, c orporate citizenship, responsible business, sustainable responsible business (SR B), or corporate social performance, [1] is a form of corporate self-regulation integrated into a business model. Ideally, CSR policy would function as a builtin, self-regulating mechanism whereby business would monitor and ensure its adhe rence to law, ethical standards, and international norms. Business would embrace responsibility for the impact of their activities on the environment, consumers , employees, communities, stakeholders and all other members of the public spher e. Furthermore, business would proactively promote the public interest by encour aging community growth and development, and voluntarily eliminating practices th at harm the public sphere, regardless of legality. Essentially, CSR is the delib erate inclusion of public interest into corporate decision-making, and the honor ing of a triple bottom line: People, Planet, and Profit. The practice of CSR is subject to much debate and criticism. Proponents argue th at there is a strong business case for CSR, in that corporations benefit in mult iple ways by operating with a perspective broader and longer than their own imme diate, short-term profits. Critics argue that CSR distracts from the fundamental economic role of businesses; others argue that it is nothing more than superfic ial window-dressing; others yet argue that it is an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations. Corporat e Social Responsibility has been redefined throughout the years. However, it ess entially is titled to aid to an organization s mission as well as a guide to wha t the company stands for and will uphold to its consumers. Social awareness and education The role among corporate stakeholders to work collectively to pressure corporati ons is changing. Shareholders and investors themselves, through socially respons ible investing are exerting pressure on corporations to behave responsibly. Nongovernmental organizations are also taking an increasing role, leveraging the po wer of the media and the Internet to increase their scrutiny and collective acti vism around corporate behavior. Through education and dialogue, the development of community in holding businesses responsible for their actions is growing (Rou x 2007). Ethics training The rise of ethics training inside corporations, some of it required by governme nt regulation, is another driver credited with changing the behavior and culture of corporations. The aim of such training is to help employees make ethical dec isions when the answers are unclear. Kullberg believes that humans are built wit h the capacity to cheat and manipulate, a view taken from (Trivets 1971, 1985), hence the need for learning normative values and rules in human behavior (Kullbe rg 1996). The most direct benefit is reducing the likelihood of "dirty hands" (G race and Cohen 2005), fines and damaged reputations for breaching laws or moral norms. Organizations also see secondary benefit in increasing employee loyalty a nd pride in the organization. Caterpillar and Best Buy are examples of organizat ions that have taken such steps (Thiemann 2007). Crises and their consequences Often it takes a crisis to precipitate attention to CSR. One of the most active stands against environmental management is the CERES Principles that resulted af ter the Exxon Valdez incident in Alaska in 1989 (Grace and Cohen 2006). Other ex amples include the lead poisoning paint used by toy giant Mattel, which required a recall of millions of toys globally and caused the company to initiate new ri

sk management and quality control processes. In another example, Magellan Metals in the West Australian town of Severance was responsible for lead contamination killing thousands of birds in the area. The company had to cease business immed iately and work with independent regulatory bodies to execute a cleanup. Stakeholder priorities Increasingly, corporations are motivated to become more socially responsible bec ause their most important stakeholders expect them to understand and address the social and community issues that are relevant to them. Understanding what cause s are important to employees is usually the first priority because of the many i nterrelated business benefits that can be derived from increased employee engage ment (i.e. more loyalty, improved recruitment, increased retention, higher produ ctivity, and so on). Key external stakeholders include customers, consumers, inv estors (particularly institutional investors), regulators, academics, and the me dia). Globalization and market forces As corporations pursue growth through globalization, they have encountered new c hallenges that impose limits to their growth and potential profits. Government r egulations, tariffs, environmental restrictions and varying standards of what co nstitutes labour exploitation are problems that can cost organizations millions of dollars. Some view ethical issues as simply a costly hindrance. Some companie s use CSR methodologies as a strategic tactic to gain public support for their p resence in global markets, helping them sustain a competitive advantage by using their social contributions to provide a subconscious level of advertising. (Fry , Keim, Meiners 1986, 105) Global competition places particular pressure on mult inational corporations to examine not only their own labour practices, but those of their entire supply chain, from a CSR perspective