SHANGU

TEX LIMITED

SHANGU TEX. LIMITED

THROUGH THE LENS OF ORGANIZATIONAL BEHAVIOUR

TERM PAPER 2021

GROUP 3 | SECTION B
ORGANIZATIONAL BEHAVIOUR
ALD 2201

SUBMITTED TO
Mafi Rahman
Lecturer
Department of BBA General
Faculty of Business Studies
Bangladesh University of Professionals (BUP)
GROUP MEMBERS

FARHAN ISRAQ HAQUE

ID 2023011012

FAHIM SHAFAYET
ID 2023011034

NILADRI RAIAN
ID 2023011054

TAHMID IQBAL
ID 2023011060

FAYEZA FAHMIDA
ID 2023011092

FARAH FIROZ PIU

ID 2023011094

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 LETTER OF TRANSMITTAL
09.10.2021
Mafi Rahman
Lecturer
Department of BBA General
Bangladesh University of Professionals (BUP)
Mirpur Cantonment, Mirpur, Dhaka 1216

Subject: Letter of Transmittal

Dear Ma’am,

It is indeed a great pleasure for us to be able to hand over the result of our hardship of the report
on “Shangu Tex. Limited: Through The Lens of Organizational Behaviour”. Though we are in the
learning curve, this report helped us to gather key insights into the core facts regarding the
importance of Organizational Behaviour as a front liner in determining the ultimate success of a
company in the long run.

We attempted our level best for setting up this report. The data of this report is for the most part
dependent on the formal interview we took of Mr. Tushar Ahmed Nishu, Production and
Merchandizing Manager, along with other Internet resources. We all gave our hundred percent for
making this report meet up.

We fervently hope that you will be kind enough to find this plan worth reading. Please feel free
for any query or clarification that you would like us to explain. Hope you will appreciate our hard
work and excuse the minor errors.

Sincerely,
Farhan Israq Haque Fahim Shafayet Niladri Raian
ID 2023011012 ID 2023011034 ID 2023011054

Tahmid Iqbal Fayeza Fahmida Farah Firoz Piu

ID 2023011060 ID 2023011092 ID 2023011094

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TABLE OF CONTENTS
EXECUTIVE SUMMARY | FARHAN ISRAQ HAQUE ......................................................... 6

CHAPTER ONE | FARAH FIROZ PIU ..................................................................................... 7

COMPANY OVERVIEW........................................................................................................... 7

NATURE OF THE PROBLEM ................................................................................................ 10

Overall Prospect: Covid-19 And The Employees’/Workers’ Mentality ............................... 11

Career Progression: Communicational Barriers Faced ......................................................... 12

Workforce Diversity and Promoting Inclusion: The Company’s View ................................ 13

Employee Evaluation: Performance And Turnover Rate ...................................................... 14

Company’s Take On Mental Health ...................................................................................... 15

Further Tangible and Intangible Benefits .............................................................................. 16

CHAPTER TWO | FAYEZA FAHMIDA ................................................................................ 18

Mental Health & Organisational Behaviour.............................................................................. 18

Mental Health & Job Satisfaction ............................................................................................. 18

Emotions At Workplace ............................................................................................................ 20

Personality and Organisational Behaviour ................................................................................ 21

Motivation and Organisation Behaviour ................................................................................... 22

Inclusion and Organizational Behaviour ................................................................................... 24

CHAPTER THREE | FAHIM SHAFAYET............................................................................. 25

Recommendation ....................................................................................................................... 25

Women Empowerment .............................................................................................................. 25

Mental Health and Wellbeing ................................................................................................... 26

CHAPTER FOUR | FARHAN ISRAQ HAQUE ..................................................................... 28

POTENTIAL BARRIERS & OBSTACLES ............................................................................ 28

Stereotypical Believe ............................................................................................................. 28

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 Family Pressure ..................................................................................................................... 29

Harassment ............................................................................................................................ 29

Work Environment ................................................................................................................ 29

Extra Cost of Safety Precautions ........................................................................................... 30

Employees Fear ..................................................................................................................... 30

CHAPTER FIVE | TAHMID IQBAL ....................................................................................... 31

POSSIBLE UNINTENDED CONSEQUENCES ..................................................................... 31

In Context Of Shangu Tex- ................................................................................................... 31

Workplace Environment And Harassment ............................................................................ 32

Repercussions Of The Following .......................................................................................... 32

CHAPTER SIX | NILADRI RAIAN ......................................................................................... 33

FEEDBACK FROM CLIENT .................................................................................................. 33

Building Positive Relationships and Support ........................................................................ 33

Implement Changes Fairly..................................................................................................... 33

Stratagem ............................................................................................................................... 34

Involvement ........................................................................................................................... 34

Curb Selective Perception ..................................................................................................... 34

Subjugate Emotions ............................................................................................................... 34

Streamlining Communication ................................................................................................ 35

REFERENCES............................................................................................................................ 36

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 EXECUTIVE SUMMARY
FARHAN ISRAQ | 2023011012

This paper is an investigation into the organizational behavior of Shangu Textile Limited's
employees and workers. This is a readymade garments company with 25 product lines. The
organization and its top management are discussed in the paper. There is a glimpse of production
capacity, financial data, and export numbers. The paper identifies issues with organizational
behavior that affect both employees and workers. The majority of these issues arose when the
pandemic hit the economy last year. The RMG industry was one of the first to be impacted by the
pandemic's economic woes. The majority of the employees were in danger of losing their jobs.
This presents a challenge for ShanguTex management in terms of keeping employees motivated
and financially secure. We aligned these issues with the specific OB issues that have been
academically proven in organizational management systems. We talked about some of the
organization's actions and how they affected the ground level workers. We also discussed the
impact on employees and their career advancement within the organization. The paper also
considers how open the organization is to diversity. The paper demonstrated how management
evaluates the performance of workers and employees. The paper examines the effect of workers'
and employees' mental health on organizational success. Then we attempted to make some
recommendations based on the problems and possible solutions based on the OB concept. Based
on Bangladesh's socioeconomic situation, we discussed some of the potential barriers and
obstacles that exist. We also attempted to incorporate some of the feedback provided by our client,
ShanguTex's management.The feedback sheds light on the viability of our ideas and validates the
discussion. We hope that this paper will assist any management dealing with workers and mass
production in understanding the workers' wants and needs. Finally, employee satisfaction is the
path to a positive work environment and company growth.

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 SHANGU
TEX LIMITED

SHANGU TEX. LIMITED

THROUGH THE LENS OF ORGANIZATIONAL BEHAVIOUR

FARHAN ISRAQ | FAHIM SHAFAYET | NILADRI RAIAN | TAHMID IQBAL | FAYEZA FAHMIDA | FARAH FIROZ PIU

CHAPTER ONE
FARAH FIROZ PIU | 2023011094

COMPANY OVERVIEW
Shangu Textile Limited is a Garments manufacturing company formed by an entrepreneur and is
dedicated to manufacturing garments. It is established in 2001 following the idea of inspiration
that a river near port city Chittagong opens the door of opportunity to its neighbor. Shangu group
is a family-owned company that consists of different units with a long tradition and heritage of
craftsmanship and superior customer service.

The factory initially consisted of only 5 production lines, focusing on woven tops. The company
has been maintaining a constant production for more than 19 years. Shangu Group is a fast-growing
readymade garments both in the sectors of Woven and Knit manufacturing alongside the top
exporter and sourcing agent here in Bangladesh. The headquarters of Shangu Textile Ltd. Is in

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Dhaka, Bangladesh. Shangu Textile Limited is one of the pioneering trailblazer garments exporters
in Bangladesh. Equipped with modern machinery, the total number of machineries are above a
thousand and increasing. The company is deemed with the honor of working for and alongside
many International fashion brands, like Volcom, Pierre Cardin, Muji, Vertbaudet, Atlas, Coleman,
Monoprix, Ellos, Bel&Bo, Mcs, Jeans Fritz, Ebound, House, TXM, My Wear, Stripe, and Cotton
& Silk and so much more.

SHANGU TEX. TEAM

DEPUTY MANAGING DIRECTOR DIRECTOR

MAHEER MANNAN ENG. MD YUNUS ALI
2019 2010
MANAGING DIRECTOR
HASINA MANNAN
JANUARY 2010
Mrs. Hasina Mannan came into active duty
as Managing Director in January 2010
because of the untimely demise of our
Chairman. Under her leadership, Shangu Tex
ADVISOR EXECUTIVE DIRECTOR MARKETING DIRECTOR
Limited has expanded from 11 Production
MD. NURUL HUDA MOHAMMAD NAZAM UDDIN RASHID AHMED
lines to 26 Production Lines.
2009 2001 2008

Figure 2.1: Shangu Tex. Team

Figure 2. 1
The company was formed by Mr. Mannan. He navigated Shangu Textile’s success through the
competitive garment manufacturing business of Bangladesh, securing its position as a
Figure 2. 2
manufacturing powerhouse in woven garments in 2001. 2010 was a quite an unfortunate session
for Shangu Textile because the foundation of driving force behind the success, Mr. Mannan, passed
away. He suffered from a heart attack in Guangzhou, China whilst on a business trip. Mrs. Hasina
Mannan came into active duty as Managing Director in January 2010 because of the unexpected
death of the Chairman and the founder of the company. Under her leadership, Shangu Tex Limited
has expanded from 11 Production lines to 26 Production Lines. The leadership is a strong and core
aspect of Shangu Textile Ltd. That is why the appointments of the company is held by a number
of wise, experienced and intellectual individuals. The team is very diversified in every dimensions.

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As of present Deputy Managing Director position and director position is held by Maheer Mannan
and Md. Yunus Ali respectively. On the other hand, the Advisor, Executive Director and
Marketing Director positions are held by Md. Nurul Huda, Nazam Uddin and Rashid Ahmed
respectively.

The success of Shangu Textile Limited is noteworthy. As mentioned before, it has one highest
production lines of garments inside the borders of the countries. Apart from a constant production
from 26 production lines, the company manages a Current production capacity of nearly 750,000
pieces per month with a daily production capacity of 28,000 pieces. This exerts an annual revenue
of $35-40 million. By the dints of providing the best service with advanced garments equipment
and other technologies to its customer since its inception, Shangu group is now one of the leading
garments manufacturer in Bangladesh. It is rewarded by WRAP, BSCI, K-MART, OEKOTEX,
TAKKO, NEXT, SEARS and ICS by taking care of every elements of compliance issue.

25 28,000 $ 35-40
PIECES PER DAY MILLION

25 production lines. Current production capacity of nearly The annual export is in the
750,000 pieces per month with a daily range of
production capacity of 28,000 pieces . $35-40 million

Figure 2.2: Current financial and production state of Shangu Tex.

Figure 2. 3

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NATURE OF THE PROBLEM

Despite being an employee friendly company and taking steps to address any issue that arise in the
company, the management department still feels there lies sectors that need more attention. We took and
interview of Tushar Ahmed Nishu, Production and Merchandizing Manager of Shangu Tex. who gave us
in depth idea of the positives and not so positives of the company. We asked him questions regarding many
vast issues. Where some questions had broad ranges of possibilities and others were brought to address
more core issues.

The interview evolved around many crucial concepts that we have so far learned in our Organizational
Behaviour course. We have tried to cover concepts related to

• The changes that occurred during the pandemic, both in the administrative and manufacturing level
• How the company has tried to ameliorate the adversity of the situation when the country was facing
high lay off rate amidst Covid-19.
• Is the company accepting towards promoting diversity and inclusion in the workplace?
• If the company faces issues related to labour union and how badly it affects the whole workforce
productivity rate
• Steps take by the organization to tackle these issues and further motivate the employees and
workers
• How does the company evaluate performance of the workers and employees?
• Internal and external communication policies
• What are the initiatives taken by the company to ensure the overall well-being of the workers?

Each of the topics where deeply scrutinized to better understand the main drawbacks of the company. We
didn’t want to end up any anchoring biases so, we tried to have both open ended and close ended choices
to each of our core concepts intended to be discussed.

The relevant OB concepts that are intertwined with the issues faced by Shangu Tex.

• Workforce Diversity and Improved Customer Service (Tenure, stereotyping gender roles,
intellectual levels)
• Attracting, Selecting, Developing, and Retaining Diverse Employees
• Upskilling programs and work-life balance conflicts
• Positive work environment (Group cohesion, productivity)
• Job satisfaction, involvement, motivation, perceived organizational support and it’s
implications

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 • Emotion regulation, Organizational constraints (performance evaluation, reward systems)
• Motivation: Theory X and Y, Two-Factor Theory, McClelland’s Theory of Needs,
Reinforcement Theory, Expectancy Theory
• How Different Personality Types May Adapt to Life After COVID-19

OVERALL PROSPECT: COVID-19 AND THE EMPLOYEES’/WORKERS’

MENTALITY

During the initial stage, the company faced extremely low productivity rate. Many were skeptical of the
safety measures that had been taken and how effective they are. The new virus circulating everywhere and
increased concerns of the workers safety had pulled down the level of productivity that existed in the pre-
pandemic time. Also, many other companies in the industry were laying off employees in an escalating rate
that made the workers very apprehensive of their job security. Many were looking for alternative choices
back in their home as the lockdown was announced. Even after the lockdown was lifted the workers were
taking an extended amount of time to get back to their workplace pushing back the work deadlines to many
folds and the productivity rate kept on declining.

As a result, the company was left behind with a lot of empty positions. However, they quickly adopted the
required safety measures and revamped the whole work from home/office policies. The company initiated
few strict measures along with providing the workers with justified incentives to keep them motivated. The
changes in the worktime policies:

• 3-Day Rotation
In order to maintain social distancing effectively.
• Free Hand Wash & Sanitization At Critical Places

• Other safety measures

The company started regular temperature checks and mandatory mask wearing alongside
granting sick leaves immediately if someone exerts minimum covid symptoms.

Moreover, they adopted all the possible measures to get the workers vaccinated as soon as possible.
Right after the lockdowns were listed the company adopted full force employment activities and
got the company back to pre-pandemic productivity level in no time.

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Besides the safety protocols during the pandemic the company also looked after the financial
security of the workforce. When the whole country saw news of employees being laid off in an
escalating scale Shangu Tex. stood by their workers.

• Continued payments
• On time payments
• Zero salary cuts/ discounts
• Free supply of food and other resources

As Mr. Tushar Ahmed, Production and Merchandizing Manager of Shangu Tex. said in the
interview, “We tried to give all-out support to our workers because otherwise it would be very
hypocritical of us to claim Shangu Tex. as an employee friendly company.”

CAREER PROGRESSION: COMMUNICATIONAL BARRIERS FACED

Despite the positives, there were few things on the downside. Lack of clear communication media
caused crisis during the pre pandemic to ongoing pandemic transition. A lot of confusion brewed
with no system in place. When people got used to the work from office concept, the strict official
protocols started running smoothly. However, unofficial communication was hampered and raised
quite a few concerns among the workforce.

Career progression has a lot to do with the amount of facetime one person gets with the upper-
level management. Many felt left out as their work was no longer being evaluated directly. Some
felt that their opinions and strategies in the official matter is not being heard or reaching to the top
management. The barriers were tried to be minimized with technology but the facetime clicks in
conversation were missing and hard to be mend. This raised a little disappointment among the
employees who were eager for sharp/quick changes in their stairway to promotion. Matters came
a little under control as majority of the positions were required to visit office quite frequently since
on-site presence is highly required in a manufacturing company.

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WORKFORCE DIVERSITY AND PROMOTING INCLUSION: The Company’s View

Shangu Tex. has taken up many initiatives to empower women right from the root level. The
company has many programs to facilitate higher participation of women in supervisory roles. The
programs upfront encourage and train women to acquire the skillsets required to take up more
responsibility and further managerial roles. Shangu tex. believes that as the company has 80%
women concentration in the workforce so, it’s high time for them to empower the women as much
as possible. For this they have introduced the:

• Upskilling Programs For Female Workers

Here, the main goal is to transform the women workers into supervisors. Before due to being
workers they had access to only street language. Now, they are equipped with more technical
knowledge. Their previous thought process of working with intuition is currently channelled into
more math-based logical thinking. For gaining more comprehensive understanding over the whole
production system they are introduced with advanced technology and provided with formalized
training. Later on, they are rewarded with promotion in accordance with progress. To equip them
with the whole production cycle and increasing decision making skills the women workers are
given training on LINGO. It is a advanced technology that teaches how to conduct the whole
production procedure more effectively. The women workers can number up-to 60% to 90% of the
workers population, yet they are lagging in case of supervisory roles. Thus, Shangu Tex. pays
special attention to this matter and provides specialized training to them and upskilled them.

UPSKILLING PROGRAMS FOR WOMEN 1 Introducing to LINGO

Goal: Make the supervisors

2 Shift from INTUITION TO MATH
Need: Comprehensive understanding
3 Street knowledge to TECHNICAL
Benefit: Formalized training
KNOWLEDGE
Reward: Promotion in accordance with progress 4 LINE BALANCING

Figure: Upskilling programs for women by Shangu Tex.

Figure 4. 1
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 The women workers are taught how to handle the production floor with better vigor and efficiency.
This in-turn upscales their worker performance and production capacity. They are introduced to
logical decision making processes and Line Balancing, where a greater line is broken down into
smaller segments and each segment is dealt with a supervisor along with a supporting supervisor
for assistance. From then till the next one week they spend a probation period after which feedback
is provided. After the first probation period further training is given if needed. Now, according to
progress promotion is given that motivates the workers to join more in the training programs.

Breakdown a Supporting Feedback after 1 week Further training

longer line supervisor of probation period as per feedback

Figure: Line balancing taught by Shangu Tex.

Figure 4. 2
Through this the workers are familiarized with advanced technology that upskills then helps in an
harmonious production system and creates ease in communication in the whole production floor.
This generates a motivation in the workers’ mentality, and they have better commuting capabilities
while dealing with the critical tasks. The harmony is only possible due to the adoption of the
advanced technologies introduced through the upskilling programs by Shangu Tex.

However, the company lacks in women representation in the top management level roles. The
company has seen fair involvement of women empowerment in the supervisory roles, but the
company has very limited women representation while going upwards in the company hierarchy.

EMPLOYEE EVALUATION: PERFORMANCE AND TURNOVER RATE

Monitoring is a very crucial department for the company. Shangu Tex.

• Follows an hourly basis performance evaluation

• Integrated ERP (Enterprise Resource Planning) system
• Manual recording of KPIs

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Mr. Tushar states that the performance evaluation methods are still very ‘Old-School’. The chances
of infiltration and loopholes remain as the KPIs are evaluated manually. However, the ERP system
in force has lessened the loopholes and increased the efficiency rate.

ERP (Enterprise Resource Planning)

Shangu Tex. has an extensive use of ERP (Enterprise Resource Planning) system which tracks and
reports the whole cycle of production from start to finish including all the interdepartmental
communication required in between. Enterprise resource planning (ERP) refers to a type of
software that organizations use to manage day-to-day business activities such as accounting,
procurement, project management, risk management and compliance, and supply chain operations.
ERP systems tie together a multitude of business processes and enable the flow of data between
them. By collecting an organization’s shared transactional data from multiple sources, ERP
systems eliminate data duplication and provide data integrity with a single source of truth. ERP is
mainly a category of business management software—typically a suite of integrated applications—
that an organization can use to collect, store, manage, and interpret data from many business
activities. The use of ERP widely improved flow of communication and raises the bar of efficiency
and productivity within the workplace.

The turnover rate has always been low for Shangu Tex because of the following points:
• No delayed payments to workers/employees
• No discounts/deductions were made in the salary
• Even took high amount working capital loans at high interest rates from bank to ensure on time
payments for the employees (employee friendly workplace)
• Completely formalized the payment system; brought all employees under the banking system (faced
some technical difficulties related to paperwork initially)

COMPANY’S TAKE ON MENTAL HEALTH

In words of Mr. Tushar, the concept of mental health is still very new here. Moreover, it isn’t
considered a critical issue. Although they have a doctor acting, the importance of mental health
and trauma recovery period is a lacking department. Shangu Tex. considers mental health a
personal matter should be dealt personally.

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The interviewee thinks that as the management level positions are filled with people with age
seniority is still a new age concept for them. Although the management is open to change, the
gravity of the changes is very slow paced. Only severe cases (eg. Death of family member) are
taken into consideration for taking leave. The company has a long time to go before such matters
will be discussed openly and taken more seriously.

FURTHER TANGIBLE AND INTANGIBLE BENEFITS

The company offers many training and development programs besides the on-the-job training
facilities.

The disadvantaged compatriots of our country have access to almost no financial facilities. Such
infrastructural constraints create a major barrier for them which results from their lack of
communication skills. Shangu Tex. has taken this into account and given many financial program
trainings to the workers.

BEFORE
Physical cash 1

Private credit unit 2

AFTER
Saving schemes 3 1 Introducing to govt. schemes

2 Basic financial planning knowledge

3 How to channel right

Figure: Financial programs by Shangu Tex.

Figure 4. 3
Previously, the workers had access to only the private cash units and could only control their
physical cash. This hardly gave them any financial security. Often, the female workers could face
difficulty in keeping their finances safe as it would be mistreated by their spouses. Some had
facilities of private saving schemes, but they would not provide any guarantee of money retrieval
in case of emergency. But now, the workers are introduced to more government schemes that give

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a concrete platform to keep their money safe. The workers are imparted with basic financial
planning knowledge that would give them better financial literacy and help the assist their finances.
Moreover, the women are taught how to channel their money and other financial belonging, so
that they can stay safe.

Thus, the financial security and literacy provided will help them gain better control on their lives
and work better in the organization.

Furthermore, there are other benefit offered.

• Over time payment: 1.5 times the basic hourly rate

• Eid bonuses on both the Eid i.e. 100% of their salaries
• Attendance bonuses: for no late days on the month
• Permanent employee bonuses: employed for more than 12 months. Get a permanent increase in their
salaries

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 CHAPTER TWO
FAYEZA FAHMIDA | 2023011092

MENTAL HEALTH & ORGANISATIONAL BEHAVIOUR

In the context of Bangladesh, mental health is considered such a stigma even in the 21st century
that seeking help for mental health issues is not normalized yet. According to an article, there are
only 260 psychiatrists for over 166 million people in the country (The Financial Express, Oct,
2020). The conventional idea about mental health topics being redundant is an alarming issue.
Mental health problems contribute to less productivity, more absenteeism and reduced OCB
(organizational citizenship behaviour) among employees.

In Shangu Tex, the managers and executives have a very different idea about the issues at hand
than the younger employers. As most of the managerial posts are filled by senior members of the
organisation, the concept of mental health awareness is a very new concept to them. However,
while interviewing one of their employees, Mr. Tushar Nishu Production and Merchandizing
Manager, concerns about a lack of proper mental health monitoring and training were
stated. Shangu Tex, being a garment manufacturing company, deals with both white and blue-
collar employees. A cross sectional survey conducted at a Thai beverage factory, indicated that
more than 33.5%, which was 1/3rd of the workers, had poor mental health (K Janyam. The
Influence of Job Satisfaction on Mental Health of Factory Workers). Moreover, the devastating
effects of COVID-19 in 2020 has left the workers with even more stress, depression and
hopelessness.

MENTAL HEALTH & JOB SATISFACTION

Job satisfaction is strongly correlated with mental/psychological health problems, which was
revealed by a meta-analysis study (Faragher EB, Cass M, Cooper CL. The relationship between
job satisfaction and health: A meta-analysis). According to OB, job satisfaction is one of the major
job attitudes which evidently leads to job involvement and commitment.

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 Mental Health

Job Satisfaction

Job Involvement

Organisational
Commitment

Even though Shangu Tex, with incredible efforts, has tried to keep the workers and employees
satisfied, improvement regarding mental health concerns is highly recommended. As the factory
operates at a higher-than-average level in the industry, monetary facilities are being given to
workers fully even when COVID-19 was in full swing. But, due to the current condition,
employees and workers even after getting their expected pay and wage, cannot help but be more
and more anxious and stressed due to organisational changes during the pandemic.

• A counselor to monitor an employee's mental well-being could come handy in situations

like this.
• MHL intervention should be encouraged by the managers through Mental Health Literacy
training among the workers and employees. MHL intervention means “knowledge and
beliefs about mental disorders which aid their recognition, management, or prevention”
(Jorm et al., 1997, p. 182).

With increased POS (perceived organisational support), the employees and workers feel more at
ease and a sense of belongingness encourages them to be more satisfied and display OCB
(organisational citizenship behaviour). When the sense of security and belongingness is provided
by the organisation in the guise of counseling and MHL intervention training, productivity and job
satisfaction elevates.

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EMOTIONS AT WORKPLACE
After decades of neglect, the birth of ‘The Affective Revolution’ has radically changed the
perspective of organisations regarding emotions at the workplace. Affective revolution puts
emphasis on how affect and emotion can play important roles in the decision-making process.
Hence, the importance of its study is something the management should definitely consider. In the
past, employees were discouraged to show any type of emotion at work. Emotions have a direct
relation with the behaviour of an employee. Frost (2003) said “Unhappy employees tend to be
disconnected from their work”. This in turn affects the major job attitudes in the workplace.
Disconnected employees tend to be more dissatisfied and show less job commitment.

Figure: Five-level model of emotions in organisations.

Neal M. Ashkanasy (2003) proposed a multilevel perspective model of emotions in organisations.

• Level 1 covers temporal variations in emotions and behavior and is referred to as within-
person variability
• Level 2 refers to between-person variability, such as personality and emotional
intelligence

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 • Level 3 deals with the role of emotions in interpersonal relationships including perception
and communication of emotion—and emotional labor
• Level 4 shifts to group phenomena including team leadership, group cohesion
• Level 5 focuses on the organization as a whole, such as emotional culture and emotional
climate (Emotions in Workplace, 2017).

Shangu Tex should focus on the emotions and moods of employees based on organisational level
rather than individual level. The five-level model of emotion assists the managers to understand
roles of emotions as a set of interlocking phenomena that exist across five levels of organizational
analysis.

PERSONALITY AND ORGANISATIONAL BEHAVIOUR

The concepts of OB try to explain the underlying reasons of how and why an individual or a group
behave in the workplace. Individual’s personality highly influences his/her behaviour. Post
pandemic world won’t be the same for all. To go back to previous routine, a lot of effort is required.
Different personality types will cope in varieties of way in the post pandemic work environment.

Special emphasis on individual personality should be given in order to help employees deal with
their problems. For example, employees who are introvert are more likely to have a difficult time
coping with the changed routine. The managers should use the Big Five personality model to
determine the level of 5 main factors related to workplace- conscientiousness, emotional stability,
extraversion, openness to experience and agreeableness. Even though in the nature vs nurture
battle, nature won, we cannot dismiss the fact that a person’s environment can highly influence
changes in his/her personality.

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 Conscientiousness Emotional Openness to
Stability Experience

• Conscientiousness- A highly conscientious person tends to be more organized, dependable

and persistent. But being locked up at home for a long time might make a person less organized
and dependable due to lack of social interaction. So, managers should focus on ways to bring
back the conscientiousness.

• Emotional Stability- Being able to understand one’s own emotion and withstand stress is
something that is required in an organization. However, even an emotionally stable person
might become victim to stress and uncertainty due to the devastating effects of COVID-19.
Managers should try their best to motivate employees and generate positive emotions.

• Openness to Experience- During lockdown, the employees have changed their previous
routine and have been following that routine for almost 1 and a half year. So, openness to new
experience in the post pandemic workplace environment is highly required. In this tough
situation, one must be flexible and open to new changes in work life.

MOTIVATION AND ORGANISATION BEHAVIOUR

Motivation at the workplace since long has been considered one of the important aspects for higher
productivity and job performance. The MARS model, developed by Dr Steven McShane and Dr
Mary An von Glinow (Organizational Behaviour, Seventh Edition - 2009) explains how individual
behaviour is affected by four major factors-Motivation, Abilities, Role Perception and Situational
Factors. The model shows how these four factors both directly and indirectly affect job attitudes.
The study of motivation has been so extensive and vast, which goes to prove how much importance
it is given in an individual’s personal and professional life.

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 Situational
Motivation Factors
Values
Personality
Perception Individual
Ability
Emotions Behaviour

Attitudes
Stress
Role
Perceptions

Figure: MARS model (Dr Steven McShane and Dr Mary An von Glinow)

Based on the company's culture, values and goals, motivational theories are adopted and followed
by the managers. COVID-19 has more or less dampened the spirit of workers. Employees and
workers are not only stressed, they are also highly demotivated. Motivation works as the drive for
more productivity, job satisfaction, positive emotions and moods and can even improve mental
health of the employees. When asked how Shangu Tex ensured motivation among the workers
during the pandemic, Mr. Tushar said, “Perhaps the most significant thing is ensuring continued
salaries to the workers.” Thus, through continued salaries they were able to motivate the
employees. The concept of Reinforcement theory of motivation and Expectancy Theory was
used in this regard, the incentive being the continued salary and the expected action being the
continued job commitment.

• For Shangu Tex to further motivate their employees and workers, the managers need to
follow theory X and Y of motivation, while putting focus on theory X when dealing with
workers (since they work for the money only) due to the high requirement of monitoring
of production and quality. Using theory Y when dealing with office employees to promote
innovation by enabling and giving opportunities. But Theory X should be followed with
caution as to not put too much pressure on the workers and rather use incentives to motivate
them.

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 • The company needs to promote self-efficacy theory by giving periodic feedback which in
turn increases efficiency.
• Self-efficacy theory complements goal setting theory. People with high self-efficacy set
higher goals to achieve and put ten times more effort than people with low self-efficacy.
Higher goals set by employees at Shangu Tex will further improve productivity and
employees will be ecstatic when they achieve these goals. All these result in a very positive
workplace environment.

INCLUSION AND ORGANIZATIONAL BEHAVIOUR

Half of the world’s population consists of women. The centuries of misogyny and anti-feminism
have given birth to numerous stereotypes in today’s society. However, women are not falling
behind in the working environment anymore. There is an equal contribution of women as men in
today’s economy. Women empowerment around the world elevated women’s position from just
only being a homemaker to a career woman. However, empowerment has still failed to ensure
equal rights for women in the workplace. In the Uk FTSE, only 6 CEOs out of 100 are female in
2021, the same number as between 2017 and 2019. Again, a male CEO earns 17% more than an
average female CEO. The discrimination is clearly still prevailing and the gap is way too big to
fill up without combined efforts.

Shangu Tex Ltd has launched different programs to facilitate more women in supervisory roles.
However, women should also be included in the managerial roles. The contributions of the female
white-collar employees are no less than the male ones. But due to the misconception of women
being less productive or having less analytical and critical thinking skills create hurdles to
inclusion of women in managerial roles. The role of a manager is to give direction to a team,
communicate the company’s goals and vision, to take care of the employees’ well-being and more.

• Shangu Tex should be more inclusive in regards to handing over important managerial
posts to women.
• Moreover, a safe workplace environment for the female workers should be ensured in order
to tackle harassment, bullying and workplace deviance.

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 CHAPTER THREE
FAHIM SHAFAYET | 2023011034

RECOMMENDATION
ShanguTex has encountered numerous difficulties not only during the pre-pandemic period, but
also during the post-pandemic period, but they are doing their best to serve its appreciated users.
Numerous concerns have already been mentioned in this paper above, but we also need solutions,
and because the economy is in such a critical state, not all solutions will work. As a result, we've
identified a few measures or approaches that ShanguTex may use to resolve these issues.

(Problem)
Women empowerment
• Workforce level has seen fair involvement of women empowerment but it lacked in the
top level managerial level

WOMEN EMPOWERMENT
Shangu Tex has made amazing strides when it comes to recruiting women workers and
empowering women with higher responsibility to create a diverse workforce. However, the
company’s top managerials levels are still male dominant. This can be demotivating to a lot of
women employees.

A survey carried out by Renzulli, K. A. (2019, March 14) on female workers in big multinational
companies showed that when workers were asked to rate how inspired they felt by the purpose and
mission of their organization on a 10-point scale, women-led companies or companies with women
dominant top management positions scored 0.8 points higher. That might seem like a small
difference, but according to Peakon co-founder, Kasper Hulthin, during the survey, told Renzulli
that it is actually quite significant. Because of the survey’s large pool of respondents, Hulthin says
it is very rare to see large differences between groups, and that a 1-2-point difference would be
exceptional.

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So to further boost employee productivity and motivation Shangu Textile should:
1. Provide training programs for women to learn new skills
2. Empower more women with more responsibility
3. Give them opportunity to take ownership
4. Recruit more female professional employees for management positions
5. Introduce a safe and progressive workspace for women who want to progress in their careers

(Problem)

A lacking department of the company as mental health isn’t considered a critical issue here
• There is a doctor, but the concept of mental health and trauma recovery period are still a
new concept
• Only severe cases (eg. Death of family member) are taken into consideration for taking
leave

MENTAL HEALTH AND WELLBEING

The ideas of employee mental health and trauma recovery are still a new concept in Shangu Textile
like many other organizations in Bangladesh. Shangu Textiles does not have a department
dedicated to mental health and has an assigned doctor but only for severe cases. Considering that
Shangu Textile is a large manufacturing business, employees there has a higher chances of getting
hurt in comparison to other industry businesses i.e. banks. The fear of getting hurt and not being
fully taken care of could potentially lead to detrimental impacts in an employee’s mental health as
well.

According to recent research (Soron, 2020) like many other developing countries Bangladesh is
no exception, as it struggles with inadequate public mental health care due to a shortage of
competent mental health practitioners, insufficient resources, widespread stigma associated with
mental illness, and weak governance. Despite the country's economic boom, garment workers'
working conditions are far from satisfactory. Their unhealthy working environment, excessive

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workload, low wages, substandard living conditions, lack of recreational activities, repeated
exposure to abuse, and widespread discrimination expose them to a wide variety of mental
disorders, resulting in absenteeism, decreased productivity, and impaired concentration. A recent
investigation demonstrated the pervasive incidence of depression, personality disorders, and
somatization among workers in Bangladesh's readymade garment and textiles industry. Employees
and other stakeholders interviewed indicated an acute need for cost-effective, and gender-sensitive
mental health care.

Therefore, Shangu Textiles to protect and boost the mental health and wellbeing of their workers
should:
1. Hire a psychiatrist to look after the mental health of people in the workplace.
2. Arrange all necessary precautions to make workers feel safe
3. Arrange mental wellbeing sessions for both blue and white collar workers.
4. Arrange training sessions to teach people about mental illness as it is something still
considered taboo in lower-class Bangladesh society.
5. Provide better health benefits to those workers working in dangerous conditions e.g
exposure to hazards such as toxic chemicals.

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 CHAPTER FOUR
FARHAN ISRAQ HAQUE | 2023011012

POTENTIAL BARRIERS & OBSTACLES

In the way of making recommendations for ShanguTex, there are certain obstacles that we need to
consider. ShanguTex is an organization that has a vast working force that has a majority of women.
These women are mostly aged between 20-35. Although these women workers are very hard
working & have a huge contribution to the workplace, they have to struggle a lot in their personal
life. Most of these women belong to lower socio-economic backgrounds. A lot of the workers have
a fear that they will be facing harassment & inequality because of their gender. ShanguTex needs
to ensure that these women workers feel safe & and have an equal workplace.

Sikdar, M. H., Sarkar, S. K. &Sadeka, S. (2014) highlighted some obstacles faced by women
employees like working without sitting, getting less wage, very rough and bad behaviour to the
workers especially to the aged workers by supervisor and sometimes beaten up by line chief or
supervisor.

Salam, A. (2016) showed 30% of working women face stereotypical obstacles and 25% faced
challenges with children care. They also faced challenges of balancing between work and home,
sexual harassment, gender discrimination and challenges related to transportation.

Stereotypical Believe
Most of the people related with textile industry are aged & belong to the ideas that holds
stereotypical thoughts on women. They still believe to conservative ideas like women aren’t
capable enough for the works. Even at the workplace they face less salaries, long workhours, less
recognition by the higher authority. Even at woman in the higher authority often get bad comments
from colleagues.

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Family Pressure
Most of the women entered into these jobs at a very young age & they are mostly unmarried. After
certain time, when they get married, their husband or in-laws pressurize them to leave their jobs.
This is something that creates a hindrance for women working at management level. They often
have to leave jobs for family pressure. Maternity leave is also important. If your organization can’t
ensure maternity leave for women, then a lot of women in the organization might leave the
organization while they are pregnant. Most working mother feel pressure to take care of their
children while having jobs. So, women shouldn’t keep at working place long because they have
families to take care of.

Harassment
Most of the women in Bangladesh face harassment in workplace, public transports or even at
home. But workplace harassment is intense because it discourage women to continue their jobs.
They often exploited by the male coworkers by these harassment. Harrsements can be even done
verbally towards women. In those case, women feel they are less recognized & they often loss the
motivation to work.

Work Environment
The environment on which the workers are working is important because that is different for male
& female. Female workers & employees need good washroom, different room for them to fresh
etc. A workplace should keep vendor machine containing sanitary napkin because female workers
or employees might need it at any time.

On the way of ensuring health assurance for workers in ShanguTex, there are some challenges for
a traditional company which is working with uneducated employees. Here are the challenge:

Mental Health Awareness

Most of the workers of ShanguTex have very little idea on mental health. Even if they are having
mental health issues or anxities, the chances of them going to the psychiatrist is very low because

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they think mental health issues are only for insane people. They do believe that their social status
will be at stake if they go for mental health consultant.

Extra Cost of Safety Precautions

A company like ShanguTex which works in textile industry, these companies are very sensitive to
profits because their cost number are high & profit margin varies from time to time depending on
the orders they get. The industry standards for safety precautions for employees are very low. So,
they often face challenge to make expenses by ensuring safety precautions for workers.

Employees Fear
Even after ensuring safety precautions for workers, if one worker faces any accident it will
eventually install fear among workers. They might feel what will happen if that happens with them.
They are also concerns of their family because often time they are the only earning person in the
family.

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 CHAPTER FIVE
TAHMID IQBAL | 2023011060

POSSIBLE UNINTENDED CONSEQUENCES

The garment industry in Bangladesh has played a significant role in economically uplifting a large
cohort of poor and vulnerable women. The opportunity to be gainfully employed has served as a
repellent against early marriage and in turn reductions in fertility. Control over income also
provides the women with more decision making power at home, voice in the social sphere and
self-esteem. Today, approximately 80 percent of garment workers are women. Yet, the number of
poor women from impoverished northwestern districts joining the garment sector is much lower
than the number of poor women from other parts of the country. Research has shown that this is
in large part due to lack of awareness, the perceived and real risks regarding migration, uncertainty
about securing a job quickly. One of the main risks cited was finding safe and reasonably priced
housing upon arrival to urban centres, in the absence of existing networks. Female garment
workers constitute a highly vulnerable group: young, poor, unskilled, sometimes illiterate, and
often single women in a society dominated by strong gender hierarchies. With few support systems
in place, the first few months in the city and at the factory are the most hazardous, deterring many
women in desperate need of work from making the change.

IN CONTEXT OF SHANGU TEX-

There are some challenges that we must consider when providing recommendations for
ShanguTex. ShanguTex is a company with a large workforce, the majority of whom are women.
The majority of these women are between the ages of 18 and 35. Despite the fact that these women
workers are extremely hardworking and make a significant contribution to the workplace, they
face numerous challenges in their personal lives. The majority of these ladies come from low-
income families. Many employees are concerned that they would be subjected to harassment and
discrimination as a result of their gender. ShanguTex must ensure that these female employees are
safe and have an equal working environment.

The challenges a obstacles the women might face are-

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Society Stereotypes-The majority of persons working in the textile business are older and hold
stereotypical views of women. They still believe in conservative ideals such as women being unfit
for employment. Even at work, they confront lower pay, longer work hours, and less recognition
from higher-ups. Even women in positions of more power frequently receive negative feedback
from coworkers.
The majority of the women in these positions started at a young age and are typically unmarried.
When they get married after a particular period of time, their husbands or in-laws pressurize them
to quit their occupations. This is something that makes it difficult for women to work.

WORKPLACE ENVIRONMENT AND HARASSMENT

The workplace environment is significant since it differs for male and female employees. Female
employees and workers want a good washroom, as well as a separate space in which to freshen up.
Because female workers or employees may want sanitary napkins at any time, a company should
keep a vending machine stocked with them.

The majority of Bangladeshi women endure harassment at work, on public transportation, and
even at home. Workplace harassment, on the other hand, is severe since it discourages women
from continuing to work. These harassments are frequently utilized by male coworkers.
Harassment of women can also be done verbally. Women in these situations often feel
unappreciated and lose enthusiasm to work.

REPERCUSSIONS OF THE FOLLOWING

Ultimately these following barriers discourage women to continue their work at textile
industry.Even if they continue they lack enthusiasm to work which ultimately creates a hindrance
in the workflow of the company.Apart from that women are great workers in textile industry but
due to these barriers the industry is losing its potential workers.

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 CHAPTER SIX
NILADRI RAIAN | 2023011054

FEEDBACK FROM CLIENT

From our interview and research, we detected that ShanguTex has a pretty decent workplace, and
that has been made possible by the numerous steps they’ve taken to ensure that. But, as the
conciliatory saying goes, “Pobody’s Nerfect!” and ShanguTex too has some areas that needs some
alterations and revamping.

Our findings and recommendations primarily point to 3 areas: Fewer women in supervisory roles,
less to none mental counseling facilities and monitoring process not being up to date. Finding the
problems and developing solutions is relatively easier than the next part which is implanting and
communicating the necessary changes to the concerned parties. Although change is a goal-oriented
activity, it will face resistance so the best way to implement is by initiating Planned Change.
Since the steps taken to tackle or change those aforementioned problems will be met by resistance
from the employees, the executives must develop a program or arrange discussions to help people
become familiar with the new changes and let them ease into it instead of dumping the changes on
them. There are also some effective methods that can help us communicate our findings:

• Building Positive Relationships and Support

It’s not rocket science that people are willing to accept the changes more easily if they trust
the people implementing them. So, if managers are able to develop positive relationships with
the employees, that might help them overcome resistance to change. Also, even after all these,
if the employees’ fear and anxiety are high regarding the changes, counseling and therapy can
help to facilitate adjustment to change. But since for ShanguTex this is not a viable reason, this
point can be presented while communicating the need of mental counseling in the workplace
to the concerned clients.

• Implement Changes Fairly

One thing the organization must ensure that the changes are being implemented in a fair
manner. For instance, ShanguTex has very few women currently working in the top managerial

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 positions. To change this, they’ve taken on some projects that’ll help them diversify their
workforce and include more women in supervisory roles. This inclusion must be done fairly
so that the employees don’t perceive this change in a negative way.

• Stratagem
While communicating the changes, opting stratagem or manipulation can be a useful trick.
Twisting facts or withholding information regarding the change can help the managers
integrate it more easily. Although manipulation is a double edged sword, it is a relatively
inexpensive way to tackle the adversaries and gain their support.

Even after meticulous planning, changes still might face resistance because not every employee
sees it as a goal-oriented activity. In cases like that, there are some efficacious methods that the
managerial body can take to overcome potential resistance:

• Involvement
If we can include the people witnessing the change to the process in a meaningful way, it will
be difficult on their part to resist it and instead they’ll contribute. This will let the process earn
more commitment, increase its quality, and definitely reduce resistance.

• Curb Selective Perception

People who experience the changes see it based on their needs, understanding, expectations
and basic characteristics, so selective perception can be a significant barrier to change and has
to be subdued. For instance, ShanguTex has taken on projects to include more women in the
workplace and an employment interviewer there might think that a female job applicant will
put her family ahead of her career and the interviewer will likely see that characteristic in all
the applicants. This might not be true in all cases which will definitely work as a barrier in this
case. So, the organization must make sure that the people involved in the selection process are
devoid of selective perceptions.

• Subjugate Emotions
Extreme emotions (i.e., depression, stress, anxiety,etc.) heavily impede implementing changes
because these make us disregard our rational and objective thinking process. So, ensuring the

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 employees are in a sound state of mind with the help of psychological counseling while big
changes are being implemented is also a necessity.

• Streamlining Communication
Effective communication is more important than ever in times when changes are implemented.
As mentioned before, informal discussions will lessen employee anxiety regarding the
changes. Moreover, providing potent information to the concerned people will certainly
increase their commitment to it.

ShanguTex has a few flaws here and there, that’s not a big deal because they have a relatively nice
workplace. The bigger challenge here is to implement the changes properly and quash the
resistance that comes with it. In the end, it can be certainly said that if ShanguTex follows the
aforementioned methods properly, it’ll not only be able to carry out the necessary changes but also
transform themselves into a top-notch workplace.

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