TABLE OF CONTENTS

ACKNOWLEDGEMENT.................................................................................................................................2
EXECUTIVE SUMMARY.................................................................................................................................3
OVERVIEW OF TEXTILE INDUSTRY IN PAKISTAN..........................................................................................4
INTRODUCTION OF THE COMPANY.............................................................................................................5
VISION.........................................................................................................................................................6
MISSION......................................................................................................................................................6
VALUES........................................................................................................................................................6
ORGANIZATIONAL STRUCTURE....................................................................................................................7
ORGANIZATIONAL CULTURE........................................................................................................................8
Organizational Culture of Alkaram:.........................................................................................................8
Promoting work-life balance and diversity:.............................................................................................8
Professional growth and risk taking:........................................................................................................9
LEADERSHIP...............................................................................................................................................10
MOTIVATION.............................................................................................................................................11
TRAINING AND DEVELOPMENT.................................................................................................................11
CONCLUSION.............................................................................................................................................12
REFERENCES..............................................................................................................................................13
 ACKNOWLEDGEMENT

We sincerely thank Ma’am Bilqees Ghani for her guidance and encouragement in carrying out
this project and spending extra time in order to help us in achieving a clearer structure of the
topic.

We wish to express our sincere gratitude to Malik Ahsan, Assistant Manager, who linked us
with his department representatives. We would like to acknowledge the support of the
management of Alkaram who gave us generous access to their Head Office.

Lastly our thanks and appreciation to the Director of Institute of Business Management (IOBM),
Professor Dr. Irfan Haider and HOD of Management and HR Department, Dr. Nadeem A. Syed.
We are highly indebted to the Institute of Business Management for their constant supervision
and their support to improve our academics.
 EXECUTIVE SUMMARY

This report highlights the Organization Behavior of Alkaram Textile Mills. It starts with the brief
introduction of the Textile Industry of Pakistan. It discusses the company’s vision, mission and
core values and also explains the organizational structure of Alkaram Textile mills. Due to the
nature of the industry the organizational structure is divided into two parts.

Furthermore, it covers the Organizational culture of the company which includes how the
company celebrates its achievements, promotes work-life balance for its employees and helps
in their professional growth. This report also covers the leadership style of Alkaram Textile Mills
and explains what a manager of this company thinks should be the qualities of a leader.

Lastly, it explains the motivational as well as training and development techniques used in the
company.
 OVERVIEW OF TEXTILE INDUSTRY IN
PAKISTAN

The textile sector of Pakistan is one of the major contributor to Pakistan’s exports. Almost 57%
of Pakistan’s total exports in the year 2017-18 were from textile industry. Textile industry of
Pakistan is 8th largest exporter of textile commodities in Asia. Pakistan has the third largest
spinning capacity in Asia and is the fourth largest producer of cotton in the world. Currently the
textile industry of Pakistan has 1221 ginning units, 425 small scale spinning units and 125 large
scale spinning units. This sector also provides 40% jobs to the industrial labor force in the
country. The major cities in which textile industries are located include Karachi, Lahore and
Faisalabad.

The six sectors of textile production in Pakistan are as follows:

 Spinning

 Weaving

 Processing

 Printing

 Garment manufacturing

 Filament yarn manufacturing

Overall the textile sector of Pakistan produced $10.395 billion of exports in the year 2015-16.
The textile industries registered in Pakistan stock exchange are as follows:

 Nishat Mills Limited

 Feroze1888 Mills Limited
 Sapphire Textile Mills Limited
 Gul Ahmed Textile Mills Limited
 Ibrahim Fibers Limited
 Kohinoor Textile Mills
 INTRODUCTION OF THE COMPANY

Alkaram started its journey back in march 1986 with a propelling vision of providing innovative
textile solutions across the globe. It offers a diverse product line ranging from apparel to home
line products. The ability to generate forward-thinking solutions permits their clients to achieve
a competitive edge is what sets up apart.

The core services of the company consist of:

 Fiber manufacturing
 Spinning
 Weaving
 Knitting
 Dyeing and printing of woven and knitted fabrics Designing
 Cutting and Stitching

By operating on a territory of more than one million square feet, Alkaram is able to cater small,
medium and large scale orders. They acknowledge themselves as one of the few vertically
integrated operations in Pakistan. Consumers are allowed to mix and match by providing them
broadened scope of items such as print, yarn dyed, solids, dobby and jacquard. It also deals in
twill, sateen, basket weave and percale, knitted to woven fabric; and thread counts ranging
from 130 to 1000 The Company has more than 80000 employees and has international offices
in USA and Portugal, they have a client base including the likes of Walmart, IKEA and Pottery
Barn. Although its state of art facilities, the company is also capable of providing products that
delivers greater satisfaction to its clients.
 VISION

“To be a global partner integrating vertical textile solutions with values and sustainability”

MISSION
To be a leading competitive global textile company delivering improved Stakeholders' value by
being a Preferred Partner for our Customers, Suppliers and Society through Innovative and Cost
Efficient Quality products guided by Technology and Competitive Workforce in a Sustainable
manner through Continuous Improvement.

VALUES

 HONESTY
 TEAMWORK
 TRANSPARENCY
 PASSION
 LEADERSHIP
 POSITIVE MENTAL ATITUDE
 HUMBLENESS
 SIMPLICITY
 ORGANIZATIONAL STRUCTURE

The organizational structure of a company serves as a system that shapes how tasks are
directed in order to achieve the goals of an organization. Due to the nature of the industry
Alkaram’s organizational structure is divided into two parts.

HR,FINANCE,
SERVICE SECTOR
MARKETING, etc
TOP
MANAGEMENT
(BOD, CEO etc) PRODUCTIONS
LABOR
SECTOR
The top management of the company consist of CEO, COO, CFO and board of directors. The
board of directors hold the top position in the company, they are also a part of export
committee of Alkaram textiles. The CEO of Alkaram textiles takes all the important decisions of
the company, COO leads all the operations of the company while CFO deals with all the finance
related issues of Alkaram textiles.

In the production sector the manager dictates activities to the labors, as the business of the
company lies on their production. The labors are not allowed to take decisions, their only task is
to convert the cotton into quality fabric.

Whereas, in service sector there is a decentralized organizational structure which allows the
employees to take their own decisions to some extent, especially the marketing department of
Alkaram allows the employees to be innovative and take majors according to the current
market situation in order to promote the business of the company. The HR department of
Alkaram textile mills deals with the diversity of opinions as well as the conflicts which arise
within the organization, as Alkaram has a diverse workforce due to the nature of their industry.
Sometimes the conflicts are also solved by the mutual understanding.

The policies and procedures of the service sector of Alkaram allows the employees to have a
good relationship with each other and with their supervisors, the employees can directly talk to
their GMs. There is also a job rotation policy in Alkaram which allows the employees to switch
their jobs to different department given that they have worked in the organization for over a
year.

ORGANIZATIONAL CULTURE

Organizational culture is the set of working standards that decide how individuals carry on
inside the setting of the company. Fundamental the discernible practices of individuals are the
convictions, values, and presumptions that direct their activities. Having a positive and adjusted
culture benefits the association in numerous ways.

Organizational Culture of Alkaram:

Organizational culture varies from organization to organization. It is influenced by the type of
industry you work. As the Alkaram Textile Mills is a production oriented industry so it has semi-
professional environment. The service side has professional environment while the production
side has casual environment.

The PR team looks after the events regarding achievements & success. By celebrating events
like “Children’s Day” etc. the company celebrates the success & achievements with public in an
indirect way while by giving “Incentives & Promotions” to staff the company celebrates the
success & achievement in a direct way.

The company has an open door policy which means that an employee can easily approach their
Mangers or Head of the Departments for their matters as the company share a friendly
environment with each other.

Promoting work-life balance and diversity:

The nature of the work-life balance totally depends on the organization & the department, an
employee is working. In a production oriented industry, there are annual & sick leaves which an
employee can avail but there is no as such work-life balance for employees because the
industry is running on production. The production is done regularly as per season, exports & on
public demand. So the employee stays even late hours in the office at the starting of every
season as there is a lot of work pressure at the start of every season. Also, it is considered to be
the sales time period of the company. As, the Alkaram is a Textile Industry, so, it is more
concerned about the time an employee is spending in the organization.

At Alkaram Textile Mills, there is an equal opportunity employee policy. The company has
implemented Gender Diversity as well as Religious & Cultural Diversity which means that they
have people from different religions working in their organization. They not only hire men &
women in their organization but they also hire trans-genders in their organization. They
implement the cultural diversity by accepting the ideas of their foreigner designers or artists
who are associated with Alkaram Textile Mills.

Professional growth and risk taking:

Alkaram Textile Mills promotes the professional growth & development to its employees by
providing them different kinds of trainings as per the organization need. Also, for the
professional growth & development, the company tries to take their respective department
employees on foreign visits to look upon the designing used in the foreign countries. The
company also takes their respective department employees in the International Fashion Shows.

Alkaram Textile Mills is basically divided into two sides. One is production & the other is service
side. At the production side, risk taking is not really encouraged because a slight quality defect
in the raw material of clothing can damage the product & could cause a loss for the company.
The company’s production department does risk assessment before taking any kind of risk or
making any new product. But, at the service side, the company consider to take risk in some of
their decisions but still they are not really engaged in the risk taking as the employees have the
defined job descriptions on which they perform their duties.
 LEADERSHIP

Main priority is given to the customers. When Alkaram receive an order, it ensures that the
finished goods comply with the quality standards so that the customers not only cherish the
brand for its style and look but instead for its preeminent sewing and texture quality and
shading. This aids in building good long term relationship with the clients. Therefore for the
production sector, managers adopt an authoritative leadership style where each labor has to
strictly adhere to the policies and criteria and all their activities are closely monitored without
allowing any meaningful participation by them. In such situations, managers are in full control
of their team leaving low autonomy within the group.

Mostly all the managers especially the marketing, research and development and finance
departments prefer the democratic leadership style to deal with their subordinates by
encouraging them to actively participate in discussions relating to product development,
inventory management, etc. by exchanging their ideas and opinions freely. However, the
ultimate say in the final resolution lies in the hands of the manager. This leadership style helps
to promote collaboration and assertion among the employees. Employees yield high morale as
their ideas are brought to light and also create an atmosphere of engagement and team spirit.
Meetings are also held between the managers and employees in order to discuss work-related
issues.

Alkaram believes that there are certain traits that a leader should possess or should work on.
These qualities include:

1) Communication: The ability to convey or share thoughts and emotions effectively. Managers
should possess excellent communication skills in order to deal with the employees at work. It is
the responsibility of the leader to give equal opportunity to each and every member belonging
to diverse backgrounds to express his opinions so that effective decisions are implemented on
time and a better working environment could be established.

2) Control: Managers must ensure that targets are met on time. For this, they need to inform
what the company’s policies and procedures that need to be followed by the employees.
Developing strategies on how to best handle the employees on the job by supervising their
activities and providing them with important guidelines regarding work. Feedback is
encouraged so that any deviations may be corrected.
3) Accepting change: Every firm operates in a dynamic environment where change is
considered to be of paramount importance. Leader must be adaptable enough to welcome any
change with a positive attitude and should encourage his employees to do follow the same
approach so that everyone could adjust to the parameters of change.

4) Encouragement: Leaders should listen to the views of employees with patience and try to
learn something from it. They should not believe “They know it all” when dealing with complex
situations. Employees should be motivated to adopt this approach which will benefit them in
career advancement.

MOTIVATION
Alkaram motivate its employees by offering training programs which help to enhance their
technical skills. Employees can avail the benefit of open-door policy by being open and
transparent about certain issues. The company believes that an effective leader should
appreciate and reward (e.g. promotion) the good performance of its employees which will help
to boost their confidence and morale, this will make them more enthusiastic to accept
challenging tasks thus grooming their personality through acquiring valuable knowledge, first-
hand experience and many more. Currently, departmental KPIs and Bell Curve Appraisal are
being used to evaluate the performance of the employees.

TRAINING AND DEVELOPMENT

Training and development is the subsystem of any organization which strengthen the
improvement of performance of employees, so for Alkaram textiles quality and wellbeing of
employees is critical as its linked to the overall efficiency and success of the textile business so a
training is conducted more often to ensure the quality standards are up to mark.

In Alkaram textiles the training period is not fixed as for some employees it takes 10 days while
for others 20 days depending on their capabilities. The trainer is given preset targets to which
he ensures that by the end of the session all the targets are met effectively. During training the
trainer demonstrates how to minimize the time needed to monitor the machine performance.
Training is usually given to employees on the textile mills, they are given time to explore and
learn the practices and procedures of the company, the employees are also shown the how to
best use the updated software of the company and currently Alkaram is using Oracle as their
Database management software which is integrated to all its departments. The company
increased its productivity by 5% so the impact of the training on employee is tremendous and it
is gained in the form of employees’ feedback and survey report on Oracle.

Recently it was reported that one unit of Alkaram textile Mills Pvt LTD is now exclusively
equipped with pre-owned router machines delivered from China so with the aid of on the job
training by elevating rotor spinning operating skills to the next level and enhancing the core
competencies of employees by achieving a maximum machine performance.

CONCLUSION

Through this report we have concluded that Alkaram Textile Mills is a leading competitive
global textile company whose organizational structure deals with the production sector from
the front end whereas, the service sector works at the back end. The Organizational Culture of
the service side has professional environment while the production side has casual
environment. As Alkaram is a Textile Industry, so, it is concerned about the quality of its
products, the employees at Alkaram also are work oriented as they do not hesitate to work
overtime when needed. There is an equal opportunity employee policy at Alkaram. The
managers at the company prefer the democratic leadership style to deal with their
subordinates and their motivational techniques include creating a friendly environment at
workplace, acknowledging employee’s achievement and rewarding them. The company
currently uses bell curve technique for performance appraisal.
 REFERENCES

1) https://alkaram.com/
2) https://www.icap.org.pk/paib/pdf/guidelines/textileindustry.pdf
3) https://en.wikipedia.org/wiki/Textile_industry_in_Pakistan
4) http://shirazwasif.blogspot.com/2017/07/interactive-guest-speaker-session-by.html