Final Report.docx

5/19/2018 Final Report.docx

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JAHANGIRNAGAR UNIVERSITY


2/17

Assignment on:

Management Practice at Rahimafrooz t!"

Submitted To: Md. Awal Al Kabir (Lecturer)

Department of Human Reource Mana!ement"

#acult$ of %uine Studie

Submitted b$: &roup: &reen Re'olution

Seion: Summer*+,

Section%

Member:

Sl no. -ame D E-mail

01 /roen0it Kumar Sa1a *+,*, Sa1a2proen3$a1oo.com

02 Md.Kamru44aman *+,++5 6amru44bnrobi3$a1oo.co

m03 Md. Saiful Haan *+,+*77 mdaiful1aan3!mail.com

04 Mo1anul Ha8ue *+,*9 mo1anul1a8ue3$mail.com

Date of Submiion: *7;*;*+,

Letter of Tranmittal


3/17

September 06, 2014

Md. Awal Al Kabir

Department of Human Resource Manaement!

"acult# of $usiness Stu%ies

&a'anirnaar (ni)ersit#

Sub0ect: Re*uest to accept assinment

Dear Sir,

+e 'a)e been pri)ilee% to present our roup assinment or set b# #our permission an% ui%ance. +e

are oblie% to #ou for i)in us suc' an opportunit# to mae a stu%# on t'e topic/ Manaement ractice

at Ra'imafroo t%. as rante% b# #ou.

+e are t'anful to #ou as t'is c'allenin stu%# or i)en b# #ou 'as brou't out our potentials to

mae a stu%# or.

"inall#, e see #our fa)orable consi%eration as for permittin us to submit t'is assinment an% present it

before #ou.

Sincerel# 5ours,

rosenit 7umar Sa'a

M%.7amruaman

M%. Saiful Hasan

Mo'sanul Ha*ue

CKNOWLEDGEMENT


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8'is stu%# is a conse*uence of classroom lecture an% obser)ation of compan# un%ertaen b# t'e course

name%


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8'is report is ma%e as a %eman% of t'e ;lass :ssinment of t'e $$: proram. 8'e topic of t'e report

is Manaement ractice at Ra'imafroo t%.Ra'imafroo is one of t'e trustable an% renone%

companies of $anla%es'. More t'an 60 #ears t'e# are %oin t'eir business successfull# not onl# in

$anla%es' but also t'e 'ole orl%. 8'eir *ualit# pro%ucts an% inno)ati)e ser)ices 'a)e taen t'em

to%a#!s position.

Report 'as %one for t'e subect rinciples of Manaement on be'a)e of Ra'imafroo. :s e 'a)e closel#

monitor of t'e oraniation an% compare it to our class lecture. So, t'is compare 'as create% an e9tra

effect of or stu%# an% report also. "ee%bac an% information are collecte% from a 'uman resource

manaer of t'e compan#. $# t'e con)ersation it' manaer e are trie% to no about manaement

practice of t'e oraniation lie /< plannin, oraniin, lea%in, moti)atin an% controllin. "inall# e

compare% t'is manaement practice it' our class lecture 'ate)er pro)i%e% our respecti)e course

instructor.

T BLE OF CONTENTS


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8opic ae no.

;'apter 1 =>8R?D(;8=?> 01

1.1 ;ompan# ?)er)ie/ 01

1.2 ?becti)e of t'e Report 0@

1.3 imitations of t'e stu%#/ 0A

;'apter 2 Researc' Met'o%olo# 0B

2.1 Samplin lan 0B

2.2 Data ;ollection 8ec'ni*ues 0B

2.3 Sources of Data ;ollection 10

;'apter 3 "=>D=>CS :>D :>:5S=S 11

3.1 Maret offerins of (nile)er 11

3.2 8'e maretin strate# of (nile)er 2A

3.3 8'e maretin rot' s'are matri9 of (nile)er 30

3.4 8'e ro%uctmaret e9pansion ri% strateies of (nile)er 32

3. Maretin Mi9 of (nile)er 3..1 ro%uct

3..2 lace


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Ra'imafro is one of t'e trustable an% renone% ener# pro%ucer companies in $anla%es'. : ; :b%ur

Ra'im foun%e% a small tra%in compan# an% pa)e% t'e a# for main of one of to%a#!s lea%in

$anla%es'i business conlomerates. ?)er t'e %eca%es, Ra'imafroo 'as ron in sie, scale, an%

%i)ersit#. Ra'imafroo operates in t'ree broa% sements G automoti)e aftermaret, poer an% ener#, an%

retail. +'ile t'eir Croup acti)ities are coor%inate% from t'e Ra'imafroo ;orporate ?ffice


8/17

Stora!e /ower/ Ra'imafroo Croup is t'e larest manufacturer an% e9porter of automoti)e an% in%ustrial

batteries in $anla%es' an% 'as t'e larest batter# e9port plant in Sout' :sia.

Ra'imafroo :ccumulators t%.

Ra'imafroo $atteries t%.

Ra'imafroo Clobatt t%.

Automoti'e and @lectronic:Ra'imafroo Croup marets an% %istributes )arious automoti)e after-

maret pro%ucts suc' as automoti)e batteries, t#res an% lubricant as ell as electronics ranin from

'ome appliances, poer bacup s#stems, li'tin pro%ucts, an% electrical accessories. 8'e Croup is also

one of t'e lea%in complete ;>C solution pro)i%ers in t'e countr#.

Ra'imafroo Distribution t%.

Ra'imafroo Castec' t%.

@ner!$:Ra'imafroo Croup 'as a sinificant presence in t'e ener# sector of $anla%es' an% offers a

i%e rane of reneable an% con)entional ener# solutions.

Ra'imafroo Reneable Ener# t%.

Ra'imafroo Ener# Ser)ices t%.

Retail:Ra'imafroo Croup intro%uce% t'e first retail c'ain of superstores in $anla%es' an% 'as pla#e% a

maor role in re%efinin e)er#%a# s'oppin.

Ra'imafroo Superstores t%.

+., /icture of Ra1imafroo4 /roduct:


9/17


10/17

+.

?b0ecti'e of t1e Report: E)aluate an% compare our class lecture into practical nole%e.

8o complete our M$: %eree it is a must.

8o no t'e manaement strate# t'at ma%e t'e compan# %ifferent from ot'ers.

Different manaement practice b# t'e e9ecuti)e of t'e compan#

8o no t'e oraniation o)erall information

8o implication of our nole%e into practical orl%

8o no t'e internal an% e9ternal en)ironment of t'e oraniation

+.7Scope and Delimitation of t1e Stud$:

E)er# time, 'en a stu%ent %oes reporte% acti)ities, 'e or s'e oul% must 'a)e to face some limitations.

:s ell as, e also face% some limitations an% scope also.

?ne of t'e biest scopes of t'is stu%# is 'ate)er e 'a)e learne% at t'e classroom t'at a%%e%

an e9tra a%)antae to no t'e practical nole%e. +e 'a)e ot oraniational information t'rou' an e9ecuti)e.

+e cannot tae enou' time to prepare our report, as e ere i)en a s'ort perio% of time b# our

course instructor.

+e faile% to contact it' t'e HRM 'ea% of Ra'imafroo %ue to some oraniational barrier.

+e 'a)e not an# financial supportI it as also a problem to us.

8'e %ifferent time sc'e%ules of t'e courses taen b# our roup members, %i% not matc' it' eac'

ot'er, so t'at e felt problem to meet it' eac' ot'er.

+e also suffer a lot for t'e 'ea)# loa%-s'e%%in


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#"$ Metho!o%og&

Met'o%olo# is t'e proce%ure t'at is aime% to ui%e t'e con%ucte% researc' or in or%er to reac' its

ultimate %estination. +'ile con%uctin t'e stu%#, sources ere e9plore% for secon%ar# information an%

%ata. "irstl# e starte% our ourne# b# t'ose secon%ar# %ata collecte% from %ifferent ebsite an% ournal

report. 8'en e realie% t'at to no t'e manaement practice of t'e oraniation secon%ar# %ata is not

enou' to fulfill our oal. So, e trie% to manae t'e primar# %ata. 8'e a# e 'a)e collecte%

information of t'e compan# is calle% face to face inter)ie. ?ne of t'e HRM e9ecuti)e of Ra'imafroo

as familiar to us. So, t'rou' 'im e ere able to collect information about t'e compan#.

>1apter Two: /lannin!

2.1 T$pe of plan:

S1ortTerm /lan:S'ort-term plannin loos at t'e c'aracteristics of t'e compan# in t'e present an%

%e)elops strateies for impro)in t'em. E9amples emplo#ee trainin courses, e*uipment ser)icin an%

*ualit# fi9es are s'ort-term solutions. =ts %uration is it'in 1 #ear. So, Ra'imafroo 'as some s'ort term

plans.

;ontinuous impro)e of t'eir ser)ice *ualit#

=mpro)e to t'eir pro%uct feature an% con%ition

Emplo#ee trainin

Restructurin of t'e oraniation

E9pert in 'uman resource %e)elopment


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ntermediate /lan: Me%ium-term plannin

applies more permanent solutions to s'ort-term problems. =f trainin courses for emplo#ees sol)e%

problems in t'e s'ort term, companies sc'e%ule trainin prorams for t'e me%ium term.

8rainin sc'e%ule of t'e oraniation

+ill increase t'eir outlets number

Establis' a ser)ice *ualit# %epartment

Lon!Term /lan:=n t'e lon term, companies ant to sol)e problems permanentl# an% to reac' t'eir

o)erall tarets. on-term plannin reacts to t'e competiti)e situation of t'e compan# in its social,

economic an% political en)ironment an% %e)elops strateies for a%aptin an% influencin its position to

ac'ie)e lon-term oals.

8o be t'e most a%mire an% truste% oraniation t'rou' e9cellin in e)er#t'in e %o, folloin

et'ical business practices an% a%%in )alue to t'e stoc'ol%ers.

: billion %oller %i)ersifie% roup committe% to a%%in )alue to all stae'ol%er an% communit#.

. Strate!ic %uine Bnit (S%B)

Ra'imafroo C t%.

Ra'imafroo :ccumulator t%. Ra'imafroo Clobate t%.

Ra'imafroo Reneable Ener# t%.

E9cel Resources t%.


13/17

.5 SC?T Anal$i of Ra1imafroo4:

Stren!t1:

Ra'imafroo is t'e maret lea%er amon ener# pro%uce companies.

Ra'imafroo Croup is t'e larest manufacturer an% e9porter of automoti)e an% in%ustrial

batteries in $anla%es' Has t'e larest batter# e9port plant in Sout' :sia.

Ra'imafroo outlets locations are at con)enient places of D'aa cit# an% ot'ers larest cit# of

$anla%es'.

Has a reat reputation for its pro%ucts an% ser)ices.

Ra'imafroo 'as 'i' bran% )alue in t'e perspecti)e of $anla%es' an% o)ersees also.

;ustomers are satisfie% it' t'e *ualit# an% ser)ice of t'e pro%ucts.

8'e oraniation 'as stron et'ical )alues an% an et'ical mission statement as follos, reen

en)ironment.

Cea6nee:

Ra'imafroo 'as a reputation for ne pro%uct %e)elopment an% creati)it#. Hoe)er, t'e# remain

)ulnerable to t'e possibilit# t'at t'eir inno)ation ma# falter o)er time.

ricin are 'i'er as compare% to t'e competitors.

Hi' operatin cost.

Ra'imafroo 'as less control o)er stores outsi%e t'e D'aa cit#.

?utlets are not enou' to i)e ser)ices of t'e customer. So, sometimes )er# %epen%able of t'eir

%ealer.

E9cept D'aa cit# t'eir business is not satisfactor# le)el.


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?pportunitie:

>e pro%ucts an% ser)ices t'at can be retaile% in t'eir outlets an% %ealer also.

8'e compan# 'as t'e opportunit# to e9pan% its lobal operations. >e marets for its batter# can

e9pan% Sout' :merica an% Europe.

;o-bran%in it' ot'er manufacturers can be increase%.

$# establis'e% factor# t'e# can increase% t'eir pro%uction because sometimes t'e# face% some

pro%uct crisis.

T1reat:

+'o nos if t'e maret for batter# or ot'ers ener# pro%uct ill ro an% sta# in fa)ors it'

customers, or 'et'er anot'er t#pe of substitute pro%uct ill replace coffee in t'e futureJ

Ra'imafroo are e9pose% to rises in t'e cost of batter#, =S an% ot'er pro%ucts.

8'ere are man# competitors of Ra'imafroo lie Hamco, Rans, >a)ana etc. Kariation in pro%uct price beteen t'eir outlets an% %ealer point.

Sometimes economics fall across t'e orl% t'en sell of t'eir pro%ucts.

., >ompetiti'e Strate!$:

: competiti)e a%)antae is strent' of a compan#. +'en a firm sustains profit t'at e9cee%s t'e a)erae

for its in%ustries, t'e firm is sai% to process a competiti)e a%)antaes o)er its ri)als. Mic'ael porter

i%entifie% to basic t#pes of competiti)e a%)antaes. : competiti)e a%)antaes e9ists 'en t'e firm is

able to %eli)er t'e same benefit as competitors but at a loer cost


15/17

8'e elaboration of $;C matri9 is a1 cow::ora, Ra'imafroo solar

Do!:Ra'imafroo electronics 1apter T1ree: ?r!ani4in!


16/17

5.+?r!ano!ram of Ra1imafroo4 Limited:

Ra'imafroo imite% is a lare $usiness oraniation. RD taes all strate# t'rou' b# Maretin,

:%min HR an% "inance %epartment. E)er# %i)ision 'as in%i)i%ual responsibilities. =n belo i)en t'e

structure of Ra'imafroo imite%. So, Ra'imafroo is a %i)isional oraniation form.

5. >entrali4ation and Decentrali4ation of Aut1orit$


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8'e e9tent to 'ic' aut'orit# is concentrate% at t'e top manaement le)els. Situation in 'ic' %ecision-

main poer is at t'e top of an oraniation an% t'ere is little %eleation of aut'orit#. =t is t'e opposite

of Decentraliation. "ull centraliation means minimum autonom# an% ma9imum restrictions on

operations of subunits of t'e oraniation. :s an oraniation ros in sie an% comple9it#,

%ecentraliation is enerall# consi%ere% to be effecti)e an% efficient.

8'e e9tent to 'ic' aut'orit# is %eleate% to loer manaement le)els. Deleation of %ecision-main to

t'e subunits of an oraniation. =t is a matter of %eree. 8'e loer t'e le)el 'ere %ecisions are ma%e, t'e

reater is t'e %ecentraliation. Decentraliation is most effecti)e in oraniations 'ere subunits are

autonomous an% costs an% profits can be in%epen%entl# measure%.

So, b# anal#sis of all acti)ities of Ra'imafroo e 'a)e come to a point t'at aut'orit# of Ra'imafroo is

totall# %ecentralie aut'orit# because some of t'e reasons.

Different S$(!s 'as in%i)i%ual ;E?.

+'en meetin accrue% mi%%le an% sometimes loer label manaer tae part of t'e meetin.

Manaer 'as lo poer control o)er emplo#ee.

reater manaerial input in %ecision-main 'as a %esirable moti)ational effect

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