Managerial Problems of nationalized organizations of Bangladesh
In Bangladesh management has not been developed asa profession. Managers are not professionally oriented to serve their country as those of other developed country .They do not feel that they do have a social responsibility toperform. In the private sector, managers are mostly the relations and family members of
owners and a distinct type of management called ―family management‖ has developed
which is basically against professionalism.
Bangladesh suffers from an acute shortage of skilled labor. Large scaleexport of manpower over the years since independence has caused a severe shortage of skilled workers in our industries.
Democracy is almost absent in our industrial management. Owners/managersconsider workers as a mere factor of production. Thus a master-servant relationshipprevails in between the managers and workers. This demotivates the workers in ourindustrial enterprises.
Productivity and profitability at the lowest:
Because mainly of a lack of commitmentand of skill on the part of both managers and workers ,the productivity and profitabilityof Bangladesh industries is one of the lowest in the world. In most cases productivity isso low that it does not justify the existence of management at all. This is the mostsignificant sign of ill management and explains why Bangladesh is industrially backward.
Strained industrial relations:
Neither the owners nor the workers are happy in ourindustries. The results are frequent strikes and/or lockouts. Interferences by theGovernment and the political parties in the internal affairs of trade unions also causesome problems which management finds much too difficult to solve.
Management means discipline and indiscipline indicates mismanagement.Our industrial management is characterized by indiscipline. Neither the managers, nor theworkers have been used to industrial discipline. Absence of a code of discipline and a setprinciple of accountability has allowed the workers and also the managers to avoiddiscipline.