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"When one door closes another opens. But we often look so long and so
regretfully upon the closed door that we fail to see the one that has opened
for us."
Alexander Graham Bell
The old adage, the only thing constant in the world is change, has never
been more prevalent than in todays society. As an EMS leader, manager, or
supervisor, are you prepared for change within your organization? Can you
get the necessary support you need to make things happen? How are your
coaching and facilitating skills?
Most management textbooks define organizational change as any
substantive modification to some part of the organization. But how does that
change occur? And what factors affect the degree of change within the
organization?
Overview
There are usually two forces that cause change in an organization: external
forces and internal forces. Understanding where they come from is one of the
keys to properly preparing for change. External forces are usually those
outside of the organization that you have no direct control over. These might
include local, state and federal regulations, the economy, court decisions,
unemployment levels, inflation and the cost of living. Changes in these areas
could have a direct bearing on your EMS operations. Internal forces may also
cause change to occur, and would include top managements change in
company strategy, increased productivity standards, and quality control
standards. Internal forces for change may also reflect external forces upon
the organization.
Can you prepare yourself for change? The simple answers are sometimes,
yes, and sometimes, no. Planned change is by far the best method its
designed and implemented in an orderly and timely manner through
anticipation of future events. Reactive change is harder on the organization.
Usually put together in a hurry, changes of this nature have a multitude of
problems; thus, the potential for further reactive change within your plan
increases tremendously.
Resistance to Change
Perhaps the biggest challenge to the EMS manager/supervisor/leader who
acts as the change agent within the organization is employee resistance to
the change. Change usually brings about the 10/80/10 rule: 10% of
employees will actively embrace the change, 80% will be fence-sitters, and
10% will actively fight it. Your job is to recognize this and understand it. The
10% against the change will have the influence and ability to negatively
infect the 80%. As such, you need to focus your efforts on influencing the
negative 10% -- they are the threat to the change. Their resistance to change
usually falls into one of these areas:
Uncertainty: employees usually become nervous and anxious about the
change and are primarily concerned about their job security and ability to
meet new job demands. You may present them with the facts and answer all
of their concerns, but their own internal emotional controls may not allow
them to fully comprehend how the change will affect them.
Different Perceptions: everyone will have their own idea about the change.
Thus, they may not see the change as benefiting them, their workgroup, or
the customers that are served.
Feelings of loss: over the course of time, social networks develop within
organizations and change disrupts these networks. By way of example, a
Diagnose relevant variables: What are all of the issues? What will be
negatively affected by the change? What external and internal forces will
modify your goals?
Select the appropriate change technique: Will you employ a change agent
from outside the organization? What specific techniques will you employ?
How long will the change take place?
Implement the change: This can be the hardest step taking action. With
proper planning, by now you have 90% of your employees supporting the
change so you can continue to focus on the positive benefits of the change.
Evaluate and follow-up: This is perhaps one of the most important areas that
we overlook. How successful was the change? Did things take place as they
were supposed to? What do you need to go back and fix? What did you learn
from the experience?
Assignment
Article
Presentation
Lecture
Term Paper
Thesis Paper
Research Paper
Report
Internship Report
Questionnaire
Letter
increasing the sales per day, introduction of the consistence quality blended
cement, with integrating supply and distribution chains and logistics, securing an
exclusive distribution network and buildings strong relationship all over the country
segmented on the basis of consumers use. Though King Brand Cement is in good
position in the market, it should think critically to generate new ideas for existing
and potential consumers to hold the consistent growth in the market.
2.0 ORGANIZATIONAL PREVIEW
2.1 INTRODUCTION
The Meghna Cement Mills Limited (MCML) was the first undertaking Bashundhara
Group in the manufacturing sector. This enterprise produces world-class cement
and, as a testimony to this, stands the fact that the concern has been awarded the
ISO-9001 certification for sustained quality control effort. The Company markets its
cement under the registered trademark of King Brand Cement. The factory of this
Company is located in the southwestern part of Bangladesh at Mongla Port
Industrial Area, in Mongla, Bagerhat under the Khulna Division.
2.2 ORGANIZATION
Bashundhara is a premier industrial group in Bangladesh business area.
Bashundhara started its journey in 1987 as a real estate concern East West
Property Development (Pvt.) Ltd popularly known as BASHUNDHARA. This project
turned out to be very successful and had helped foster the growth of trust and
confidence of the urban people in Bashundhara.
Now a day Bashundara operates fifteen vital enterprises of highly esteemed
commercial and technological caliber. They include city development, cement, steel,
LP gas, tissue, sanitary napkin, trading, import-export, paper, newsprint,
technology, communication and network, sack, paper etc.Current value of the total
assets of the enterprises of Bashundhara Group would be Tk. 15000 million
(approx.). Total turnover of the businesses amounts Tk. 16000 million (approx.). Now
about 8100 people are employed in various enterprises of the group. The Groups
publicly traded company, the Meghna Cement Mills limited, is currently listed on the
two stock Exchanges of Bangladesh.
Name of the Company/Group
: Bashundhara Group
Year of inception of the Group : 1987
Form of Business of the Group : Private Limited Company
Type of Business of Group : Manufacturing, Constructing, Trading, and Service
oriented
Market : Whole Bangladesh
Customer pattern : All classes of people especially middle
Total Units of the Group : 17
Location of the Group (Head office) : Bashundhara City
The BLPG is the first liquefied gas (LPG) producing facility in the private sector in
Bangladesh. The enterprise was initially known as Union LP Gas Ltd after it was
set up by the Bashundhara Group in 1997. The name was changed in 2002 in order
to bring an element of uniformity in the Groups nomenclature. It has an annual
production capacity of 1, 36,000 metric tons per annum. The product is comprised
of propane (30%) and butane (70%). There are six major reservoirs in the factory
premise that are used to store the LP gas. The company has its own distribution
mechanism through appointed dealers and distributors. There are more than a
thousand dealerships for Bashundharas LP Gas, many located in remote areas of
Bangladesh. The entire distribution operation is carefully monitored by the
companys regional sales representatives for ensuring timeliness of delivery. The LP
Gas produced at this plant has become a popular brand among many rural
households and its market share continues to grow
The name was changed in 2002 in order to bring an element of uniformity in the
Groups nomenclature. It has an annual production capacity of 1, 36,000 metric tons
per annum. The product is comprised of propane (30%) and butane (70%). There
are six major reservoirs in the factory premise that are used to store the LP gas. The
company has its own distribution mechanism through appointed dealers and
distributors. There are more than a thousand dealerships for Bashundharas LP Gas,
many located in remote areas of Bangladesh. The entire distribution operation is
carefully monitored by the companys regional sales representatives for ensuring
timeliness of delivery. The LP Gas produced at this plant has become a popular
brand among many rural households and its market share continues to grow.
The Bashundhara Newsprint & Duplex Board Manufacturing Industries Ltd (BNDBIL)
is a massive complex situated on the banks of the Meghna River in Naryangonj
District. Built in 1994, it has three plants one producing duplex boards used
commonly by the packaging industry, the second produces simplex boards and
newsprint paper. The print media of the country uses the newsprint manufactured
at this unit. The third plant manufactures sturdy cement sacks which are used for
packaging industrial grade cement. The product is used by Bashundharas own
cement plant as well as other cement producers in the country.
The BNDBIL is an environmentally friendly enterprise that uses de-inked pulp
instead of forestry ingredients as raw material. In this manner, waste paper is
recycled to provide feed stocks to the end-product-manufacturing unit. As a
consequence, the company makes little use of felled timber and helps preserve
environmental balance. The BNDBIL mainly produces newsprint for the nations
newspaper industry. It also produces duplex boards. The principal raw material for
these products is old newsprint paper and other waste paper. Due to the fact that
old and used paper are utilized, the technical production process saves forest
resources of the country and minimizes tree-felling. As a result, the general
environmental balance is preserved.
The steel re-rolling unit was established in the year 2000 with a capacity of
producing 25,000 tons of deformed bars per annum. In order to meet increased
domestic demand, a second plant was commissioned. As a consequence, the
production capacity rose to 50,000 tons per annum and the range of products was
enlarged to include angles, channels, and flat bars, in addition to deformed bars.
The enterprise uses imported steel scrap that is mixed with segregated scraps
obtained from ship-breaking yards. This selected proper charge mix is then melted
in high-frequency induction melting furnaces to obtain a homogenous molten metal
at proper temperature. Appropriate quantities Ferro-alloys are then added to the
molten metal. Through a series of other technical processes and after careful
chemical control, the product of these induction-melting furnaces is rolled in a 16inch roughing mill to obtain billets of desired size and specifications. These billets
are then fed into a 10-inch finishing mill that is equipped with repeaters in order to
ensure a continuous production line of deformed bars. The BSCL also manufactures
MS and GI pipes that are mainly used for modern water supply systems and
irrigation. The pipe mill has a precision-engineered welding plant, imported from the
UK. The unit has a galvanizing section with a zinc kettle imported from Japan. The
plant uses imported zinc slabs of near-perfect purity level.
The pipes are made as per British Standard Specification of BS-1387/1998. The
pipes are marketed under four brand titles and they come in varying bore sizes and
wall thickness. The LP gas cylinder-manufacturing unit was set up in 1999 with an
installed capacity of producing 500,000 cylinders per annum. The principal raw
material, hot rolled coil of 3.2 mm thickness is imported from Japan and is cut to
specified sheet sizes in a shearing machine. After cutting the sheets into a circular
shape, they are pressed in a hydraulic power press of 500 metric ton capacity to
form a half-capsule. Two halves of capsules thus made are then welded in a
submerged welding unit under controlled pressure and temperature. The valve
guards and foot rings are also manufactured at the BSCL. The finished cylinders are
tested for stress-taking capability through hydraulic tests (burst test) and gas
pressure tests. The finished cylinders are normally used to hold natural gas, butane
and propane.
The Bashundhara Tissue industries Ltd (BTIL) was launched in collaboration with a
German firm in 1995. Initially, it was named as Frey Schmidt Tissue Limited. In the
year 2002, the name was changed to reflect the Groups corporate identity as was
named as the Bashundhara Tissue Industries Limited. The company maintains
excellent quality standards and has aimed the coveted quality management
certification, the ISO 9002.
The BTIL is currently the largest retailler if tissue paper products in Bangladesh. The
products manufactured at the BTIL are listed in the Products link. This company
was established at a time when the tissue and allied products was not so common
people. The BTIL plays a vital role as an import-substitution industry and has
recently begun limited exports.
The Bashundhara Group has on going housing and land development projects, and
a number of backward linkage industries that provide support and raw material for
the building and landscaping industries. It supplies, on contract terms, constructionsupport equipment and well trained expertise. Additionally, BTL in collaboration with
government, city corporations and other government authorities is exploring
business opportunities for construction of footpath, highways, car parking terminal,
taxi way, port and bus terminal.
Bashundhara Trading Company Ltd
The Bashundhara Trading Company Ltd (BTCL) serves as the general trading arm of
the Group. It supports the import, export, marketing & sales endeavors of the
Groups many enterprises. It helps develop marketing channels and methods. This
unit also operates as a private trading company engaged in the acquisition of basic
raw material and finished products for private buyers-outside the domain of the
Bashundhara Group. It was launched in the year 1993, initially to support backward
linkages and marketing strategies for the Group.
Bashundhara Logistics Ltd
Shipping and logistics have emerged as one of the most important service
industries in the present world. Over 80% of worlds international trade is
transported by sea. The scope of sourcing, securing, transportation, timely delivery
and distribution of all sorts of commodities and raw materials has become an
important factor in the global economic activities. Bashundhara Logistics Ltd. was
founded in December 2004. A logistic infrastructure contributes to develop
territorial competitiveness, inter modality, logistic network and supply chain
including freight, transport services, communications and transport pattern. BLL
seeks to serve the above requirement for its client. Globalization and its effect have
brought and are brining major changes in the way companies are handling logistics
and related operations.
2.6 HISTORY OF CEMENT
In the 18th century a big effort started in Europe to understand why some limes
process hydraulic properties.John smeaton often referred to as father of civil
engineering in England concentrated his work in this field. In 1822, the production
of British Cement had been started by James Frost at Swanscombe based on a
patent for a new cement or artificial stone.
The invention of Portland cement is generally credited to Joseph Aspedin, an English
Bricklayer in 1824. It involves a double kilning such as was described by Vicat. In
1838 a young chemical engineer, Isaac Johnson, burned the cement raw material at
high temperature until the mass was nearly vitrified producing the modern Portland
cement.
The earliest bottle or dome kilns were open kilns with tapered chimney to increase
the draft. They were burned in a batch rather than in a continuous fashion and were
charged with alternating layers of raw feed and solid fuel. The chamber kiln was an
improved design developed and patented by Mr. Johnson. The combustion gases
from the kiln dried the raw material so that when the kiln was burned out a new
charge of dried material is immediately ready for use.
In 1898 Atlas Portland cement company according to Lewis improved the design by
using what is called a rotary kiln, this improvement was a big revolution in the
cement industry because the new kiln could produce 200 cement barrels per day
compared to a shaft kiln which produced only 40 to max 80 barrels per day; in
addition to quick improvement in this new design regarding the mixing, grinding
equipments for raw material, grinding equipments for coal, belt conveyor using mix
kind of fuel such as natural gas (1904, Iola Portland cement, Iola Kansas).
In 1899 Atlas Cement Company improved the technology of the rotary kiln and fuel
economy by replacing fuel oil with powdered coal dust. Furthermore, modifications
to the kiln were made by addition of two auxiliary clinker coolers, in which the first
hot discharged clinker was received as it fell from the kiln and air flowing over it was
heated and helped to ignite the coal dust in the rotary kiln.
After 1900 there was rapid growth in both rotary kiln and auxiliary equipment
technology in the United States. Coal grinding mills were developed and coal
burning in cement kilns became the predominant combustion process in the
industry. All the equipments related to cement production crusher, raw mill, belt
conveyors, bucked elevators were improved.
2.7 EARLY HISTORY OF PORTLAND CEMENT
Ever since civilizations first started to build, weve sought a material that would bind
stones into a solid, formed mass. The Assyrians and Babylonians used clay for this
purpose, and the Egyptians advanced to the discovery of lime and gypsum mortar
as a binding agent for building such structures as the Pyramids.
The Greeks made further improvements and finally the Romans developed cement
that produced structures of remarkable durability.
Most of the building foundations in the Roman Forum were constructed of a form of
concrete, placed in some locations to a depth of 12 feet. The great Roman baths
built about 27 B.C., the Coliseum, and the huge Basilica of Constantine are
examples of early Roman architecture in which cement mortar was used.
2.8 CEMENT INDUSTRY IN BANGLADESH
Cement Industry a relatively fast growing industry, is developing in pace with
increasing building and construction activities. Cement has long been used as a
bonding agent to unite particles or to cause one surface to adhere to another. The
most common form of cement, Portland cement, is a powder obtained from burning
together a mixture of lime and clay, which when mixed with water and sand or
gravel, turns into mortar or concrete. The amount of cement now annually
consumed in the country is about 5 million metric tons. The production however,
falls short by about 3 million tons per year. This shortage is met through imports.
Per capita consumption of cement in the country (38 kg) is fairly low compared to
India (89 kg), Indonesia (127kg), Malaysia (582 kg) and Thailand (642 kg).
Private enterprises dominate production and import of cement to cater to the local
market. The manufacturing of cement is based on both locally available raw
materials and imported clinker. The two cement plants of the first type, one at
CHHATAK and the other at Ayeenpur, have a total installed capacity of 260,000 tons
a year. They produce cement from local LIMESTONE and use NATURAL GAS as fuel.
The mills that produce cement from imported clinker are located mostly around
DHAKA, CHITTAGONG and MONGLA. There were 62 registered cement factories in
the country in 1999, but only 13 of them were in production. The total installed
production capacity of these factories is about 3.8 million tons a year. Their actual
production, however, is much lower. A 50-kg bag of cement produced locally sells at
Tk 250-260, while a bag of imported cement is priced at Tk 230-250. Local raw
material based cement production depends on limestone deposits that lie in ST
MARTINS ISLAND, JOYPURHAT and SYLHET areas. The deposits in Sylhet support the
production of Chhatak and Ayeenpur cement factories.
2.9 BACKGROUND OF MEGHNA CEMENT MILLS LTD
Meghna Cement Mills Ltd. is an enterprise of Bashundhara Group. King Brand
cement of MCML is well-known throughout Bangladesh. MCML is the largest cement
production industry in Bangladesh which started its commercial activities from 15th
January, 1996. The factory is situated beside the river of Pashur at Mongla,
Bagerhat. The production capacity is 15 Lac MT per year. The weight of each
marketed bag is always perfect of 50 kg due to the adoption of an automated
packaging system. There is a laboratory, equipped with modern equipment within
the mill premises to conduct tests at each hour for every shift covering every stage
of the production process. It has its own cement bag factory in Meghna Ghat. It can
meet the most demand of cement bag in Bangladesh which uses the modern
technologies and imported paper from Sweden.
The Company has been awarded the coveted ISO-9001-2000 Certification in the
year 2000 by the National Quality Assurance (NQA), registered by the National
Accreditation of Certificate Boards, UK. The factorys environmental standards are
high.
At a glance of Meghna Cement Mills Limited:
2.10 PRODUCTS OF MCML
Name of the Company
: Meghna Cement Mills Limited
Year of Incorporation : March 1992
Year of Commercial Production : January 1996
Form of Business : Public Limited Company
Business Lines : Cement Manufacturing
Market : Whole Bangladesh
Bashundhara City
Suvastu Nagar valley
Shahid Ziaur Rahman Medical college Hospital
Rupsha Bridge
Mobile Companys Network Towers
Baropukuria Coal Mine
Testa Bridge is going on etc.
Advertising
Personal selling
Sales promotion
Public Relations
Direct Marketing
Advertising: The Advertising department of Meghna Cement Mills Limited they show
their products both are print and electronic media. Television ads are the most
important part of advertisement. Now it shows their advertisements on different
channels.
In print media Bashundhara publishes advertisements in all the leading newspapers
the Prothom Alo, Ittefaq, Daily Star, Inquilab, Jugantar etc. Other than this it
4. Locations
5. Inventory
6. Transportation
7. Logistics
Channel structure:
Meghna has its own selected distribution covers the market of the whole country.
Every possible point the country is being reached. It overcomes the major times,
place and possession gaps that separate goods and services from those who would
use them. King Brand Cements distribution channel is given below:
Source: Primary
Coverage:
King Brand Cement already covered the whole country now they are trying to enter
international market.
Assortment:
For making easy in marketing work King Brand Cement divided whole country into
two part East zone and West zone. East zone consist of Dhaka, Gazipur,
Maymansing, Bhairob, Jamalpur, Chandpur etc. and Faridpur, Rajshahi, Kustia,
Khulna, Barishal etc. are in West zone.
Location:
The factory of King Brand Cement is situated beside the river of Pashur in Mongla,
Bagerhat, Khulna. Dealers point are Pagla, Narayangonj for East zone and other
locations for West zone. The Corporate office in Bashundhara City, 13/ka/1
Panthapath, Dhaka-1215.
Inventory:
King Brand Cement maintain inventory of raw materials as well as produced goods.
Produced goods are inventoried in dealers point but not in factory. Always they
follow FIFO method for inventory.
Transportation:
The choice of transportation carries affects the pricing of products, delivery
performance and condition of the goods when they arrive. All of which will affect
customer satisfaction. They have its own and hired ships and other types of
transportations to carry raw materials to factory and produced goods to dealers
points. But it has no any own transport to carry cement to customers. Then they use
dealers transport.
Supply Chain Management:
Meghna is situated at a strategic location which is rich with raw materials such as
lime stone clay, gypsum, and iron ore. The mines of these raw materials are owned
by the factory. These raw materials are transported to the manufacturing plant
through trucks. The raw materials such as coal and furnace oil are imported.
Although Bangladesh land is rich in coal mines, but the quality of the coal produced
is not good. It produces greater amount of fumes and ashes and even catches fire if
exposed to sunlight. Hence good quality of coal is imported from countries such as
Indonesia and china.
Source: Primary
2.13 MARKET SEGMENTS
King Brand Cement divided their whole market into two zones, one is East Zone
another is West Zone. East zone consist of Dhaka, Gazipur, Maymansing, Bhairob,
Jamalpur, Chandpur etc. and Faridpur, Rajshahi, Kustia, Khulna, Barishal etc. are in
West zone.
Cement market can be segmented based on customers characteristics. Such as
price sensitive customers, quality conscious customers and quality and price
tolerance customers.
Source: Primary
2.14 MARKETING ENVIRONMENT OF MCML
Marketing environment of MCML is the actors and forces outside marketing that
affect marketing managers ability to build and maintain successful relationships
with target customers. Marketing environment is divided into two parts
microenvironment and macro environment of the company.
Micro Environment:
Marketing microenvironment contains suppliers, marketing intermediaries,
customers competitors and public. In the case of MCML the component company
itself almost works well with all departments. Suppliers of raw materials are mainly
from China, India, Indonesia, Malaysia and Korea.
So any types of change in government policy, international policy, and cost of raw
materials or inflation directly affect the microenvironment of MCML. Customers of
King Brand Cement are mostly affected that time.
On the other hand quality ensuring is a big concern here. In the case of marketing
intermediaries, company fame, managers strong liaison! Network with business
buyers are the main strategy of MCML to sell products. Government policies
(favorable) is the another publics here. Competitors of King Brand Cement are local
producers of Bangladesh and strongly multinational companies.
Source: Primary
Macro Environment:
Macro environments major forces are discussed bellow:
(a) Demographic factor:
South Asian region is suitable for cement industry. Big working population and easy
to transport through the river but raw materials are not sufficient.
3.0 PROJECT
3.1 DATA ANALYSIS AND INTERPRETATIONS
Objective 1:
To find out the brand preference of customer while purchasing cement.
Related Question: Question number 2(For customer) was asked to identify
consumers brand preference in purchasing the cement. In question 2 consumers
were asked to mention the brand of cement they use.
Data Collected: There were total 36 respondents. The result of the data collected for
question 2, which companys cement the customers prefer are as under
Table 4: Brand Preference of various brands
Which brand of cement you like most?
Cement
Frequency
Percentage
08
22%
Shah Cement
10
28%
Scan Cement
09
25%
05
14%
Others
04
11%
Total
36
100%
Objective 3:
To identify the consumers perception about the customer service.
Objective 4:
To identify the consumers perception about the easy availability.
Related Question: Question number 6(For customer) was asked to identify
consumers perception about the quality, customer service, easy availability and
credit facility of Meghna Cement.
Analysis Technique Used: MS Excel software and simple arithmetic were used to
ascertain the percentage and other interpretation.
Data Collected: There were total 36 respondents. The result of the data collected for
question 6, customers perception about quality, customer service, easy availability
and credit facility of Meghna Cement are as under
Table 5: Satisfaction Level Regarding Quality
What is your satisfaction level regarding quality?
Scale
Frequency
Percentage
Very Satisfied
08
22%
Satisfied
15
42%
Neutral
06
17%
Dissatisfied
05
14%
Very dissatisfied
02
5%
Total
36
100%
Frequency
Percentage
Very Satisfied
04
11%
Satisfied
11
31%
Neutral
08
22%
Dissatisfied
08
32%
Very dissatisfied
05
14%
Total
36
100%
Frequency
Percentage
Very Satisfied
04
11%
Satisfied
10
28%
Indifferent
06
17%
Dissatisfied
11
31%
Very dissatisfied
05
13%
Total
36
100%
Frequency
Percentage
Very Satisfied
03
8%
Satisfied
12
33%
Neutral
05
14%
Dissatisfied
10
28%
Very dissatisfied
06
17%
Total
36
100%
Frequency
Percentage
Quality
36
64%
Price
20
36%
Total
56
Source: Primary data
100%
Frequency
Percentage
Discount
05
25%
Sales Commission
06
30%
Credit Sales
06
30%
02
10%
Any other
01
5%
Total
20
100%
What is the main reasons for not to buy king Brand Cement?
Reasons
Frequency
Percentage
High Price
12
33%
Low Quality
05
14%
07
19%
Lack of advertising
05
14%
Not available
07
20%
Total
36
100%
Frequency
Percentage
Strongly agree
18
32%
Agree
22
39%
Neutral
05
9%
Disagree
07
13%
Strongly disagree
04
7%
Total
56
100%
Source: Primary data
Analysis Technique Used: MS Excel software and simple arithmetic were used to
analyze the data collected for the question.
Findings: From the above Table we can see that, about 71% of the respondents were
agreed about the price of King Brand Cement is comparatively high. On the other
hand 20% of respondents were disagreed with the statement.
Interpretation: Here total respondents are 56. This question asked both consumers
and retailers. Among them 40 respondents were agreed with the statement. So
price of King Brand is comparatively high. They should decrease the price to survive
in the competitive market.
3.2 HYPOTHESIS TESTING
Hypothesis 1:
Step 1: Formulation of Hypothesis
Null Hypothesis: Less or equal to 40% consumers prefer King Brand in purchasing
cement.
Alternative Hypothesis: More than 40% consumers prefer King Brand in purchasing
cement.
Step 2: Selection of an Appropriate Test
In this case the researcher has selected z-statistic. This statistic is computed as
follows:
Z= (p-)/p
Where , p= (1- )/ n
Step 3: Choose the Level of Significance,
Here, the researcher has considered the Level of Significance is 5%. Thus, the
confidence level is 95%.
Step 4: Collection of Data and Calculation of Test Statistic
Here, sample size is 36. In this case 36 users were surveyed and 8 respondents
were preferred King Brand Cement in purchasing cement. Thus the value of the
sample proportion is
p= 8/36= 0.22
The value of p can be determined as follows:
p= (1- )/ n
= (0.40) (0.60)/36
= 0.082
Hypothesis 2:
Step 1: Formulation of Hypothesis
Null Hypothesis: More than or equal to 60% customers are satisfied regarding
quality provided by Meghna Cement Mills Ltd.
Alternative Hypothesis: Less than 60% customers are satisfied regarding quality
provided by Meghna Cement Mills Ltd.
Step 2: Selection of an Appropriate Test
In this case the researcher has selected z-statistic. This statistic is computed as
follows:
Z= (p-)/p
Where , p= (1- )/ n
Step 3: Choose the Level of Significance,
Here, the researcher has considered the Level of Significance is 5%. Thus, the
confidence level is 95%.
Step 4: Collection of Data and Calculation of Test Statistic
Here, sample size is 36. In this case 36 respondents were surveyed and 23
respondents were satisfied regarding quality offered by Meghna Cement. Thus the
value of the sample proportion is
p= 23/36= 0.64
The value of p can be determined as follows:
p= (1- )/ n
= (0.60) (0.40)/36
= 0.082
Where
, p= (1- )/ n
Here, sample size is 56. In this case 40 of the respondents were agreed about the
price of King Brand Cement is comparatively high. Thus the value of the sample
proportion is
p= 40/56= 0.71
The value of p can be determined as follows:
p= (1- )/ n
= (0.60) (0.40)/56 = 0.065
The test statistics z can be calculated as follows:
Z= (p-)/p
= (0.71-0.60)/ 0.065 = 1.69
Step 5: Determination of Probability (Critical Value)
Our calculated value of Z is equal to 1.69. Now we get the Z value for 95%
confidence level from the standard normal distribution table is 1.64.
Step 6 & 7: Comparison of Probability (Critical Value) and Decision Making
Hence, the calculated value of Z = 1.69 is more than the table value Z =1.64. So we
can not accept the null hypothesis.
Figure 16: Hypothesis Test 3.
Source: Primary Data
Step 8: Marketing Research Conclusion
As the Null Hypothesis (H0) is rejected and Alternative Hypothesis is accepted, so
more than 60% customers believe the price of King Brand Cement is comparatively
high. So to increase the sales they should decrease the price of King Brand Cement.
Hypothesis 4:
Step 1: Formulation of Hypothesis
Null Hypothesis: More than or equal to 40% customer think that high price is the
main problem for not to buy King Brand Cement.
Alternative Hypothesis: Less than 40% customer think that high price is the main
problem for not to buy King Brand Cement.
Step 2: Selection of an Appropriate Test
In this case the researcher has selected z-statistic. This statistic is computed as
follows:
Z= (p-)/p
Where , p= (1- )/ n
Step 3: Choose the Level of Significance,
Here, the researcher has considered the Level of Significance is 5%. Thus, the
confidence level is 95%.
Company
Total
Well known
High
14
04
18
Low
04
14
18
Total
18
18
36
18*18
=
36
=9
n r nc
Here, expected frequency (r1c2) = n
18*18
=
n r nc
Here, expected frequency (r2c1) =
=9
18*18
=
n r nc
Here, expected frequency (r2c2) =
36
36
=9
18*18
=
36
=9
(fo-fe)2
2 = fe
(14-9)2
(4-9)2
(4-9)2
(14-9)2
= - + + +
9
= 11.11
Step 5: Determination of Probability (Critical Value)
Our calculated value of 2 is equal to 11.11.
Degree of freedom = (r-1) (c-1)
= 1*1 = 1
Critical value with degree of freedom 1 and confidence level 95% = 3.841
Step 6 & 7: Comparison of Probability (Critical Value) and Decision Making
Calculated value > Critical value
So, H0 cannot be accepted. There is an association between the two.
Step 8: Marketing Research Conclusion
There is an association between company name and quality. Well known
organization provide high quality product.
3.3 FINDINGS
Among 36 customers only 8 prefer King Brand Cement and our hypothesis is less
than or equal to 40% customer prefer King Brand while purchasing cement. So our
hypothesis is accepted.
are audit division, IT division, commercial division, HR & admin division, marketing
and sales division, accounts and finance division, operation and engineering
division, construction division. But there is no research & development department.
It is recommended that the organization can have a separate research &
development department.
The quality of King Brand Cement is comparatively better than others. But the price
of King Brand Cement is high. For the high price it lost its market share. So they
should decrease the price.
At present, there are six dealers spread over the whole country. As such
transportation of cement from one place to another is a big hassle. This also
involves huge amounts of cost, as such decentralization of production facilities
including placement of portable production facilities at the strategic points can be
considered.
Company can not deliver the product in time to the customer. Its price is
comparatively high and price also fluctuates every day. There is no credit facility
from the company. So customer can not purchase the product on credit. Their
factory location is so much far from the Dhaka city. So they should solve this
problem.
In context of packaging, it is explored that to develop the packaging system is
essential. For said reason final user think that retailers mix less quality cement with
that bag and sometimes final user also think that cement weight is not accurate. It
means that 50 Kges cement is not there. Another problem is paper sack; during
rainy season cement looses its quality.
In pricing the products, Meghna Cement Mills Ltd follows premium pricing strategy.
In these they should keep in mind the psyche and attitude of the customers and
competitors in setting the price. They may resort to pricing methods like cost plus,
return investment, value pricing that means low price for high quality products etc.
In promoting products King Brand Cement puts emphasis on direct marketing and
personal selling, no advertising. MCML exercises a little effort in advertising their
products. The resulting effect of this practice is twofold; on the other hand, lack of
advertising makes King Brand Cement unknown to the some customers. Meghan
Cement Mills Limited should advertise more to focus on their product and high
standard of product.
Meghna Cement Mills Limited (MCML) may resort to both informal and formal
recruiting methods. Informal recruiting methods tap a narrower labor market.
Formal recruiting methods search the labor market more widely for candidates with
one having previous connection with the company.
From the analysis it is seen that the growth in sales is slow than the growth in
capacity of Meghna Cement. One of the main reasons is the higher price. MCML
should have to take care of this issue.
Cement market of the country is facing turbulence due to various environmental
factors. To overcome this MCML may consider giving sales incentives. Sales
commission is considered to be most attractive incentives followed by gifts and
similar items.
Competitors are very aggressive in providing best service to the customers in order
to survive in the competitive market and complete MCML in terms of customer
service. MCML needs to give more attention to this aspect so as to keep up its
image.
Meghna has lost its brand image. Retailers are not getting on time delivery. Price is
fluctuating tremendously compare to its competitors. Retailers are not enjoying any
kind of credit / commission from the company. Retailers are facing troubles for loose
packet of the product. There was a communication gap between retailers and sales
representatives.
Quality is considered as most important aspect in marketing a purchase decision.
Meghna Cement Mills Limited should strive hard to further improve this standard.
This research shows a decreasing trend in the cement market. Meghna Cement Mills
Limited should revise its price and marketing strategy to face the challenges.
d) Temporary Employees:
Temporary employee is an employee who has been engaged for work
which is essentially of temporary nature and likely to be finished within a
limited period.
e) Substitute Employees:
Substitute employee is a person whose employment is of casual nature.
g) Casual Employees:
Casual Employee is a person whose employment is of casual nature
Job Satisfaction:
Job satisfaction is the level of contentment a person feels regarding his or her job.
This feeling is based on an individual's perception of satisfaction. Job satisfaction
can be influenced by a person's ability to complete required tasks, the level of
communication in an organization, and the way management treats employees.
There are often two different levels of job satisfaction:
Affective job satisfaction
Cognitive job satisfaction.
It isn't always easy to measure job satisfaction, as the definition of satisfaction can
be different for different people. Whether a person is satisfied with his or her job can
impact their job performance.
However, that some high performing employees didn't feel satisfied with their job
at all. If an organization is concerned about job satisfaction of their employees,
management may want to conduct surveys to determine the current level of job
satisfaction experienced by employees and employees say would need to improve
to increase their level of satisfaction. Because job satisfaction can vary for
individuals, management may want to implement several different strategies in
order to help the majority of employees within an organization feel satisfied with
their place in the company. Human resources implement a series of positive
practices there is financial gain for the organizations, creating a belief that there is a
link between flexible work environments and shareholder value.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality. Job satisfaction can
be understood in terms of its relationships with other key factors, such as general
well-being, stress at work, control at work, home-work interface, and working
conditions.
Gupta & Joshi (2008) ,concluded in their study that job satisfaction is an important
technique used to motivate the employees to work harder. It had often said that , A
HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE. Job satisfaction is very important
because most of the people spend a major of their life at their work place.
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers productivity. These studies ultimately showed that novel
changes in work conditions temporarily increase productivity (called the Hawthorne
Effect).. This finding provided strong evidence that people work for purposes other
than pay, which paved the way for researchers to investigate other factors in job
satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of
job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies,
causing a shift from skilled labor and piecework towards the more modern
of assembly lines and hourly wages. The initial use of scientific management by
industries greatly increased productivity because workers were forced to work at a
faster pace.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life. Job
satisfaction can be understood in terms of its relationships with other key factors,
such as general well-being, stress at work, control at work, home-work interface,
and working condition
The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly affective as
opposed to cognitive, measure of overall affective job satisfaction. The BIAJS differs
from other job satisfaction measures in being comprehensively validated not just for
internal consistency reliability, temporal stability, convergent and criterion-related
validities, but also for cross-population invariance by nationality, job level, and job
type. Reported internal consistency reliabilities range between .81 and .87.
The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction measure. It
measures ones satisfaction in five facets: pay, promotions and promotion
opportunities, coworkers, supervision, and the work itself. The scale is simple,
participants answer either yes, no, or cant decide (indicated by ?) in response to
whether given statements accurately describe ones job.
Dispositional theory:
Another well-known job satisfaction theory is the Dispositional Theory. It is a very
general theory that suggests that people have innate dispositions that cause them
to have tendencies toward a certain level of satisfaction, regardless of ones job.
This approach became a notable explanation of job satisfaction in light of evidence
that job satisfaction tends to be stable over time and across careers and jobs.
Research also indicates that identical twins have similar levels of job satisfaction.
Discrepancy theory:
The concept of discrepancy theory explains the ultimate source of anxiety and
dejection. An individual, who has not fulfilled his responsibility feels the sense of
anxiety and regret for not performing well, they will also feel dejection due to not
being able to achieve their hopes and aspirations. According to this theory, all
individuals will learn what their obligations and responsibilities for a particular
function, over a time period, and if they fail to fulfill those obligations then they are
punished.
Motivators
-Responsibility
Hygienes
- Supervision
-Re
cognition
-Salary
-Promotion
-Work environment
-Achievement
-Company Policy
-Relationship
2) Promotion Chances:
Promotion Chances considerably affect job satisfaction. Employees take
promotion as the
ultimate advancement of the career when he realized he
feel satisfied.
3) Company Polices:
Policies that are clear, fair and applied equally to all employees will decrease
dissatisfaction. Therefore, fairness and clarity are important and can go a
long way in improving employee attitude. For example, if a company has a
policy for lunch breaks that are the same length and time for everyone,
employees will see this as the norm and it will help cut down on wasted time
and low productivity.
4) Strategic Employee Recognition
Employee recognition is not only about gifts and points. It's about changing the
corporate r to meet goals and initiatives and most importantly to connect
employees to the company's core values and beliefs. Strategic employee
recognition is seen as the most important program not only to improve employee
retention and motivation but also to positively influence the financial situation. It
also motivates employees and accelerates their working capacity.
4)
Superior-subordinate communication:
4) Genetics
It has been well documented that genetics influence a variety of individual
differences. Genetics also play a role in the intrinsic, direct experiences of job
satisfaction like challenge or achievement (as opposed to extrinsic, environmental
factors like working conditions). Genetic heritability was also suggested for several
of the job characteristics measured in the experiment, such as complexity level,
motor skill requirements, and physical demands.
5) Personality
Individuals high in negative affectivity are more prone to experience less job
satisfaction. Positive affectivity is related strongly to the personality trait of
extraversion. Those high in positive affectivity are more prone to be satisfied in
most dimensions of their life, including their job. Differences in affectivity likely
impact how individuals will perceive objective job circumstances like pay and
working conditions, thus affecting their satisfaction in that job.
Employees are satisfied with good pay structure as the key motivating factor
for work efficiency.
Majority of the employees are extremely dissatisfied with their compensation
and benefit packages, as there is no structured system of compensation
packages provided by the company to its employees like- pension scheme,
retirement benefits , allowances, incentives etc.
Employees are not satisfied about the matter that they dont get freedom to
doing their work. As the higher authority always have control over each and
every work of employees.
Most of the employees are dissatisfied with their Career advancement
opportunities option prevail in their workplace.
In flexible working hours lead to employee dissatisfaction.
Employees have mix feelings regarding to the matter of recognition received
from superiors. They are neither satisfied nor dissatisfied about this matter.
Nearly everyone is satisfied about the level of communication with their
higher management.
Employees have no job security, they can be terminated, transfer any time
by top management decisions.
HR division is not properly structured there to recruit, train, motivate,
appraise, and compensate employees.
Majority of the employees prefer their job as they have opportunity to use
their skills/ abilities in their workplace.
Employees are satisfied with their physical working conditions prevail there.
Employees have good working relations with their superiors.
Most of the employees are highly dissatisfied with their conflict resolution
procedures. As sometimes the outcome of the conflict resolution may lead to
direct termination by top management.
Employees have overall mix feelings regarding to their job satisfaction
issues. They are neither satisfied nor dissatisfied.
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