LETTER OF TRANSMITTAL

Date: March 20, 2013 Professor Dr.Md.Ataur Rahman Professor Department of Management Studies University of Dhaka Subject: Submission of OB Practice in Linde Bangladesh Ltd Dear Sir, I am hereby submitting my report,which is a part of the EMBA Program curriculum. It is great achievement to work under your active supervision. This report is based on, OB Practice in Linde Bangladesh Limited. I have got the opportunity to work in Linde Bangladesh Limited in Operations Department under Technology Division for three years supervision of Mr. Khalilur Rahman, Area Manager , Operations. This project gave me both academic and practical exposures. First of all I learned about the organizational culture of a prominent organization of the country. Secondly, the project gave me the opportunity to develop a network with the corporate environment. I shall be highly obliged if you are kind enough to receive this report and provide your valuable judgment. It would be my immense pleasure if you find this report useful and informative to have an apparent perspective on the issue. Sincerely Yours ------------------------------Kafi Mahmood Nahin Department of Management Studies ID:18-03-20132 University of Dhaka

Acknowledgement
First of all, I wish to express my gratitude to the almighty ALLAH for giving me the strength to perform my responsibilities as an intern and complete the report within the stipulated time. I am deeply indebted to my Faculty Advisor Professor Dr.Md.Ataur Rahman, Professor, Department of Management Studies,University of Dhaka for his whole-hearted supervision during my organizational attachment period. I am also grateful to Mr. Khalilur Rahman, as my organizational supervisor. It would have been very difficult to prepare this report up to this mark without their guidance. My gratitude goes to entire Department of Management Studies, of University of Dhaka for arranging EMBA Program that facilitates integration of theoretical knowledge with real life situation. Last but not the least, I would like to convey my gratitude to Mr. Khalilur Rahman, Area Manager, Ops and Mr.Bashir Hussein, Maintenance Manager, Ops, for helping me in furnishing the report. Moreover, I would also like to express my gratitude to my Linde Bangladesh Ltd fellows, seniors and colleagues who gave me good advice, suggestions, inspiration and support. I must mention the wonderful working environment and group commitment of this organization that has enabled me to deal with a lot of things

EXECUTIVE SUMMARY This report is prepared on the basis of my three years practical experience at Linde Bangladesh Limited. This program helped me to learn about the practical scenario of a Multinational oil & Gas Company. Linde Bangladesh Limited is a dynamic and leading countrywide Medical and Industrial Gas solution provider., formerly known as Linde Bangladesh Ltd(Bangladesh), commenced its operation in 1997 under the brand name LINDE BANGLADESH among the pioneer Gases service providers in Bangladesh. Later, on 20th November 2011 the company started its new journey with the brand name Linde. This report has been presented based on my observation and experience gathered from the company. The organization has many divisions and departments but the focus is given more on the level of OB practice in Linde Bangladesh Ltd as I got the opportunity to work in this organization. The report mentions about the facilities and benefits Linde Bangladesh Limited provides to their employees. A research is conducted to draw a conclusion on the effects of these facilities and benefits. The result that is found is quite considerable. However Linde Bangladesh Limited should work a lot to convince and sustain their existing employees. The result of the research is described in details in this report in the later chapters. After knowing the scenario of Linde Bangladesh Limited in terms of their employee satisfaction a lot of recommendation came up. The report also consist recommendations and conclusion according to my point of view, which I think would improve the environment of the organization if implemented

TABLE OF CONTENT Chapters Chapter 1.1 1 Topics Introduction Origin of the Report /Background of the Study Rational of the Study Objective of the study Limitation Research Methodology Data Collection Primary Data Collection Secondary data Collection Population Parameter Computer Software Used Page Number 6 6 6 6 6 7 7 7 7 7 7

1.2 1.3 1.4 Chapter 2 2.1 2.1.1 2.1.2 2.2 2.6

Chapter 3 3.1 3.2 3.3 3.4 3.5 Chapter 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11

Organizational Profile Organizational Profile Organizational Chart Existing Program Future Program SWOT Analysis Finding & Analysis Nature of OB of Executives Nature of OB of Employee OB culture Motivation Leadership Empowerment Decision Making/Participation Teamwork Moodiness Organizational Councelling Organizational Commitment

8 11 11 11 18 21 23 23 23 24 25 26 27 27 27 28 28 28

4.12 4.13 4.14 Chapter 5 5.1 5.2 Reference

Organizational Justice Organizational Responsibility Organizational Loyality Recommendations and Conclusion Recommendations Conclusion Conclusion

31 31 31 32 32 32 34

CHAPTER ONE-INTRODUCTION

1.1 Origin of the Report

This report is prepared to fulfill the partial requirement of EM513 of EMBA Program University of Dhaka on the Organizational Behavior Practice of a company, business organization Linde Bangladesh Ltd. So we are discussing on different aspects of this company and also of this industry over three years from 2010 to 2013. We did this report on Organizational performance requirement of Management course I have tried to reflect my experience on this report in terms of OB practice in Linde Bangladesh Ltd.

1.2 Scope of the study

In the following pages we sorted the parts in according with the text. At first we gave an Introductory part of Linde Bangladesh Ltd. Then we presented the planning part which includes OB technique & mechanisms, organizations behavior and strategically planning and the SWOT analysis of the organization. The next part includes the organizing procedures of Linde he next part we discussed about the motivational tools and leadership practices in the Linde. At the last section we discussed about the controlling procedure of the company, and then we terminated our report with a summary and conclusion. 1.3 Objective of the study The specific objectives aimed for this report is: 1. To fulfill the partial requirement of the course under the guidance of course coordinator. 2. To gain experience and knowledge of analyzing the OB practice from the real life, this will help us in the practical working environment. 3. To find out the Organizational Behavior practiceof Linde Bangladesh Limited 4. Identify Organizational Behavior environment. 5. Forecast the value of the OB Practice in Linde Bangladesh Limited. 1.4 Limitations of the Study Lack of availability of information and data, some time there are some back dated information they provide. The record system of the annual report is not efficient Lack of access in many section of the organization. Time is not sufficient to complete the study perfectly.

CHAPTER TWO- RESEARCH METHODOLOGY

2.1 Data Collection The information of this report has been collected from the following sources Primary Secondary 2.1.1 Primary Data Collection To get primary information the following sources had been contacted Personal interview with experts(Management and Non Management staff) Questionnaire 2.1.2 Secondary Data Collection To get secondary information we went to the Head office of Linde. We also discussed the policies and methods, which are implemented by Linde with the employees and subordinates of that organization. Collect the Details data from Linde portal and the official wev site of Linde Bangladesh Limited. 2.2 Population Parameter Linde is a truly Medical and Industrials Gas-oriented brand in Bangladesh. We stand as the people's champion and are there for the people of Bangladesh where they want and how they want. With local tradition at its core, Linde marches ahead with innovation and creativity. More than 240 employee working with Linde Bangladesh Limited. The management profile of Robi Axiata Limited. Erphan S Matin Managing director Iftekhar Karim- Head of supply Nazmul Hossin- Finance Director Saiqua Mazed-GM,human Resource Department Sayed Asgar Ali-Head of Supply Chain Md.Abdul Matin- Country SHEQ Head. 2.3 Computer software used: IS department of Linde Bangladesh Ltd has developed software for in house use. HR department is using this software for preserving data. To prepare the report, author used the MS Office.

CHAPTER THREE - ORGANIZATIONAL PROFILE

3.1Organizational Profile Company Profile The Linde Group is a world-leading gases and engineering company with approximately 62,000 employees working in more than 100 countries worldwide. In the 2012 financial year, it generated revenue of EUR 15.280 bn. The Linde Spirit Our values

Passion to excel Innovating for customers Thriving through diversity

We have the commitment and drive to pursue ever higher standards of excellence and we celebrate success. We relentlessly pursue new ways to add value to external customers.

Empowering people People are given the space to contribute and grow.
Diversity results in enriched collaboration and enhanced solutions.

Our foundational principles We dont want to harm people. Safety

Integrity

Our actions are honest, fair and ethical. future generations.

Sustainability We are preoccupied with todays success, but accept our responsibility for Respect
Every human being deserves to be treated with respect.

Our strategy is geared towards sustainable earnings-based growth, and it focuses on the expansion of its international business with forward-looking products and services. Guidelines Our internal guidelines and standards define how we implement values and principles throughout the company. The Code of Ethics describes rules for a conduct that aligns with legal and internal corporate regulations. It defines clear standards that govern our relationships with our customers and suppliers, with authorities and other business partners, and with each other. The Code of Ethics is binding for all employees of Linde AG and its affiliates worldwide. Linde also encourages business partners to apply the

standards defined in the Code of Ethics. We have developed additional, internal guidelines and standards that further outline our commitment in core areas. Our corporate responsibility policy defines the key areas and fundamental principles that shape responsible business at Linde. In our global Group policy on safety, health, environment and quality, we set out our commitment to mitigating harm to people and the environment to the best of our ability. Our procurement principles provide a framework for our dealings with business partners and outline how we expect them to behave. Compliance guidelines help ensure compliance with laws. International standards We also recognise and promote international standards and guidelines, and align our corporate responsibility activities with these benchmarks. They include: The United Nations Universal Declaration of Human Rights OECD guidelines for multinational enterprises The principles set down in the conventions of International Labour Organisation (ILO) The United Nations Guiding Principles on Business and Human Rights Responsibility Linde acts responsibly towards its shareholders, business partners and employees and is committed to society and the environment in every one of its business areas, regions and locations across the globe. We are committed to technologies and products that unite customer value and sustainable development. Corporate History Linde stands for over 130 years of technological progress. Technology, innovation and an inventive spirit have characterised our company from the very beginning.

Carl von Lindes curiosity as an inventor, his persistence in the implementation of his ideas and theoretical concepts, as well as his ability to recognise the requirements of his customers and fulfil their desire for reliability and quality are all timeless factors for success.

A Journey Through Time

The Linde Group can look back at special milestones in its history since the 1880s. Take a trip through time and learn about Linde from its first beginnings to the present day. Linde Bangladesh Ltd LINDE Bangladesh Limited is both an old and a relatively new company. Old because it has been present in what is now Bangladesh, in one form or the other, since the days of British India. New because it was registered under it's own identity only in 1973. The Company began, after the independence of Bangladesh, with a modest turnover of a little over Tk.6 million. The turnover in 1999 exceeded Taka 1 billion.

LINDE BANGLADESH Bangladesh Limited started out as Bangladesh Oxygen Limited with 3 small Oxygen plants and Dissolved Acetylene plants, one of each in Dhaka, Chittagong and Khulna. In addition, it had an operating contract to run the Oxygen plants of Chittagong Steel Mills (CSM), which is still there today. For the manufacture of Welding Electrodes the Company had only one very small extruder. From inception, the Company had remained the sole supplier of Medical Oxygen in the Country. In the mid 70's a Nitrous Oxide plant still the only one in Bangladesh, was imported and installed in Dhaka to provide the nation with this vital anesthetic gas. Later in the decade a Carbon Dioxide plant was bought and installed in Dhaka and this was the first in the Country to produce dry ice. In the early 80's the first liquid gas plant was imported from New Zealand and again installed in Dhaka, where the demand for Oxygen was concentrated. Shortly after that came the first boom in ship cutting and demand for Oxygen "went through the roof". The Company invested immediately in additional compressing capacity for the surplus Oxygen at CSM while simultaneously pursuing the Government to permit it to invest in new production capacity. Eventually the Company was permitted to import 400 cubic metres per hour air separation plant from Australia, capable of producing Liquid Oxygen, Nitrogen and, for the first time in Bangladesh, Agron. This was installed in Chittagong, essentially to feed the ship cutting market on the beach. In the early 90's booster was added to this to increase output, pending investment in further capacity. Meanwhile, the welding business of the Company was also growing fast and in the early 80's a state of the art RAM extruder was added to the production line, dramatically improving output and quality of electrodes. The Company, in another innovative move, invested in a wire drawing machine for the electrode factory. A second RAM was added in the late 80's to keep up with demand. The Company went "public" in 1985 when the Government renounced its right shares in favor of the public. Today, LINDE BANGLADESH Bangladesh is one of the premier companies in the Country. Bangladesh Oxygen Limited changed its name to LINDE Bangladesh Limited in March 1995 in line with a world wide program of the LINDE Group. The 90's witnessed another change in the fortunes of the Company with deregulation and liberalisation of the economy. A site was specially purchased at Rupganj, near Dhaka, where the Company installed a 30 tonnes per day air separation plant, the largest in the country. The US made plant produces Oxygen, Nitrogen and Argon and is technologically, as advanced as any in the world. It came on stream in 1995. At the same time, the Company also invested in a modern integrated welding electrode plant, made by the largest welding electrode manufacturers in the world, which was imported and installed at the new site in Rupganj. A technical collaboration arrangement was also made with the suppliers ESAB AB of Sweden and the plant went into production in 1995. Welding business received ISO 9002 certification in the following year. A distribution agreement has been signed with world class Welding Company, The Lincoln Company of USA. In March 1998 a second line of production was added to the integrated Welding Electrode Factory at Rupganj, doubling the capacity. Same year, in November 1998 a new site with a 20 TPD liquid plant was acquired in Shitalpur, Chittagong.

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The LINDE BANGLADESH Group, of which LINDE BANGLADESH Bangladesh Limited is a member, has its headquarters at Windlesham in the UK. It employs in excess of 40,000 people and contributes to the economies of nearly 60 countries world wide, with an annual turnover of E3.3 billion

3.2Organizational Chart Lindes Organizational Hierarchy

3.3Existing Program Operator Training Working with Experts - Learning from Experts. Benefit from the exchange of information. To ensure that you take advantage of all the opportunities our products offer our most experienced specialists can help you to train your staff in the usage of our equipment. Our service-experts provide worldwide operator training to improve productivity, reduce equipment and maintenance cost and to increase operator safety. 11

We offer various customized courses which can be tailored to meet your individual requirements and your standards. Our aim is to create a profound understanding of process operations and process facilities in order to avoid problems and to operate your plant safely and efficiently for a long period of time.

Our Linde Engineering training centre offers courses covering the following topics:
Safety Rules, regulations, standards and norms General mechanics and mechanical maintenance of equipment Electric equipment and control systems Heat exchanger maintenance and processing Understanding of process operations and maintenance of process facilities General maintenance and troubleshooting Start up, shutdown, restart Plant optimisation, update, revamp Plant lifecycle management Spare Part Management Please contact our training centre to get more information and design your individual training programme. Fair remuneration Our different remuneration components encourage our employees to identify with the companys long-term, strategic objectives. This mix includes target- and performancerelated remuneration for managers as well as a global performance management system that ensures regular feedback between employees and line managers. Our employees are paid on the basis of their role, qualifications and performance. We do not differentiate payment based on gender. Our global performance management system includes assessments of all management positions. These evaluations focus on transparency, equality and fair-market-value remuneration. We benchmark remuneration levels internally and externally to ensure payments are appropriate and in keeping with established market practice. Social benefits We offer our employees various benefit plans beyond their salaries. These are organised at local level and vary from location to location. Occupational pension plans are just one example of the types of schemes we provide. We offer around 39,200 employees in over

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50 countries company and employee-financed pension schemes and healthcare benefits. Almost 78 percent of the Group-wide workforce is thus covered by company benefit schemes. Work-life balance Our employees should be given the opportunity to balance personal and professional goals. We help them do this by offering flexible work schemes, childcare support and assistance for employees with family members who are ill or require special care. In addition to flexitime and teleworking options, we offer part-time work models. In 2011, 2 percent of The Linde Group workforce were part-time employees. Also in 2011, we approved a new works agreement on teleworking options for employees in the Engineering Division. In the same year, a total of 714 employees worldwide took parental leave. 129 of these were men. Our employees work in countries with varying requirements governing hours of work per week. These standards are based on national regulations and collective wage agreements. As a rule, contracts for full-time employees stipulate a maximum working week of 48 hours worldwide. Co-determination We maintain good working relationships with employee representatives and unions.. Employee representation at Linde is two-tiered, consisting of decentralized works councils in the individual units and a central works council for the Group as a whole. In Germany, one of the main outcomes of talks between employee representatives and the company was a works agreement regarding variable remuneration, which was agreed during the period under review. Winning talent Recruiting and training qualified young talent is a central aspect of our HR strategy. For a technical company such as Linde, our ability to recruit highly qualified engineers is particularly important. We are actively involved in partnerships with universities and the research community beyond national boarders. Our aim here is to win students as soon as they graduate. We have numerous programmes of this kind in place in different regions, including our graduate programme for talented engineering students in Africa and our collaboration with six target universities in the South Pacific region. We also offer work placements to give school children and university students the opportunity to get to know our company or to complete dissertations under the guidance of our specialists. In Germany, we maintain contact with past interns and trainees at Linde Engineering via our loyalty programme Continue and regularly organise talks, business exercises, workshops and other activities as part of this programme. Entry programmes for graduates Our in-house trainee and graduate programmes equip college and university graduates for a successful career at Linde. We offer business and technical development schemes within the different divisions and lines of business. These usually last between 16 and 24 months and include at least one stay abroad. The programmes provide an ideal, international platform for graduates to gain early professional experience in a range of areas and quickly build networks. We also offer regional opportunities for talented

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university graduates. At the start of 2012, for example, we launched a new graduate training programme in China. Training We offer industrial/technical and commercial training opportunities worldwide. In Germany, for example, we offer apprenticeships in twelve professions. Depending on the division, either 94.9 or 95.5 percent of young people who completed their training were offered at least temporary contracts in 2011. In Germany, we partner with universities and third-level institutes that offer dual study programmes to train up-and-coming engineers in process technology, industrial engineering, construction and electrical engineering. In 2011, apprentices continued to account for 1.3 percent of the entire workforce. Over 60 percent of these were based in companies outside of Germany. Talent development activities Our talent development programmes are designed to meet the audience-specific and regional needs of various professional profiles across the company. Training initiatives primarily focus on practical learning and skill-building. Every employee spent an average of 2.3 days in training in 2011 (2011: 2.0). Employees who have taken up training opportunities (in percent) The Linde Group

The number of employees who took up training opportunities rose by 5 percent in 2011. A total of 64.4 percent of employees took part in training measures in 2011 (2010: 59.1 percent). The company spent EUR 267 on training per employee (2010: EUR 241). We provide an online training platform for employees and also hold regular employee review meetings to help steer professional development. In this context, we continued to expand our Group-wide performance management system in 2011 and assessed the current system worldwide. The results of this process form the basis of a new, uniform, Group-wide performance management module, which we aim to launch in 2012. Responsible leadership Our managers have an important role to fulfill. They have to support and inspire their teams, also identifying and embracing the opportunities inherent in the cultural diversity and experience of each member. And they must also lead by example. Our advanced training program help managers rise to these challenges. We have bundled international training and development program in leadership and business management under the umbrella of the Linde University. Our offering here includes: Junior and Regional Talent Circles for gifted young employees. These program enable us to identify potential leaders, strengthen their interpersonal, leadership and management skills, and build long-term loyalty to the company. 14

Diversity and equal opportunities Diversity is one of our key values and a crucial factor for our future success. Our aim is to build the best teams worldwide that understand customer needs on the ground, know the local markets and understand and respect cultural differences. Our diversity management programme gives us a framework to capitalise on the opportunities presented by a varied workforce. 70% International managers A German company with an international team: In 2011, over 70 percent of senior managers at Linde were from countries other than Germany, representing over 40 different nations in total. At the end of 2011, The Linde Group employed over 50,000 people from more than 90 countries. Each member of our workforce brings unique perspectives, experiences and skills to the table. In our German companies alone, our workforce comprises people from over 60 different countries. In 2011, over 70 percent of senior managers at Linde came from countries other than Germany representing over 40 different nations in total. At our sites in the emerging economies of China, India and South-East Asia, around 70 percent of managers come from the regions in question. More than 200 of our employees were seconded to affiliates abroad in 2011. We further underscored our commitment to diversity in 2011 by signing the diversity charter, a corporate initiative in Germany that supports diversity in companies. Equal opportunities . Gender equality We identified a number of HR management priorities for 2011 and 2012, including the targeted development of female talent at management level. Although the percentage of women in The Linde Group has risen slightly over the past years, it has remained relatively constant at almost 20 percent. 23 percent of new hires in 2011 were women. In the same year, 11 percent of senior managers were women. The percentage of women in management positions has thus also increased slightly compared with previous years. Proportion of women The Linde Group in percent 2011 2010 2009 2008 Total staff 19.5 19.3 19.9 20.2 Senior management positions 11.0 10.3 9.3 9.1 Executive Board 0 0 0 0 Supervisory Board 8.3 0 0 0 Our objective is to increase the proportion of women in management positions to between 13 and 15 percent by 2018. The number of women in our most important development programmes rose during the period under review: The proportion of female employees in the Global Leadership Development Circle rose from 6.5 percent in 2010 to 15.2 percent in 2011. In our Global Talent Circle programme, female participation rose to 26.8 percent (2010: 16.9 percent). Supporting older employees

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The proportion of Linde employees aged 50-plus has increased steadily in recent years and now accounts for a quarter of the entire workforce. As a result, we are developing measures aimed at maintaining the physical and mental performance of our employees. Age structure of employees 2011 The Linde Group

In 2008, we created the work/life balance taskforce. It brings together employer and employee representatives to address issues such as the effects of demographic change. Recently, we also carried out a demographics analysis in Germany, the US, GB and China. Our Engineering Division introduced the ROCK (Retention of Critical Knowledge) programme to hold on to valuable knowledge that we might otherwise run the risk of losing when employees leave the company to retire for instance. Integrating severely disabled employees Our commitment to equal opportunities includes supporting employees with severe disabilities or health issues. A Group works agreement governing the reintegration of employees who were not able to work for extended periods back into working life has been in place since 1995. A new Group works agreement on occupational reintegration management is currently under discussion. The aim is to find tailored solutions that enable individuals to return to work. In our German companies, the percentage of employees with disabilities has remained constant over the years: In 2011, 266 people with severe disabilities were employed at Linde Germany. This corresponds to a ratio of 3.6 percent (2010: 3.5 percent). At around EUR 80,000, the value of orders that we placed with German workshops for people with disabilities remained at the previous years level. We also offer people with disabilities appropriate work opportunities at sites beyond Germany where there are no comparable legal regulations. Labour and social standards We are committed to protecting and promoting human rights. Our Code of Ethics advocates the core principles of the United Nations Declaration of Human Rights and the principles anchored in the conventions of the International Labour Organisation (ILO). Our endorsement of the UN Global Compact means that we also commit to upholding Global Compact principles governing human rights and labour standards. Labour and social standards are also covered by our procurement principles and supplier guidelines.

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We hold training courses to familiarise our employees with the Code of Ethics. Suspected instances of non-compliance with our Code of Ethics or our Ethical-legal Principles Procurement perpetrated by Linde employees or suppliers can be reported at any time to our Linde Integrity Line reporting system. For the first time in 2011, we conducted an assessment on labour and social standards as well as human rights on a globally uniform basis. Our aim here is to determine the extent to which systems ensuring compliance with global standards have been implemented. This global survey contained questions on central labour standards such as those defined by the International Labour Organisation (ILO). The survey covered all countries in which we do business and it revealed that our companies have put processes in place to ensure that social standards are upheld. These include the avoidance of child and forced labour, anti-discrimination and the right to exercise freedom of association and negotiate collective bargaining agreements. A very small percentage of Group employees work in countries where the right to exercise freedom of association and negotiate collective bargaining agreements is limited by national legislation. Occupational health and safety We protect our employees and contractors against any safety risks that might arise in connection with the work they do for Linde and help them to stay healthy through various preventative healthcare programmes. Our management systems enable us to identify workplace risks worldwide and define measures to mitigate these. We evaluate our progress here using key performance indicators (KPIs) and dedicated processes, including, for example, analyses of workplace incidents and audits. In addition, we tailor our occupational health and safety activities to the varying needs of our business units and regions. To raise awareness of health and safety issues among employees and contractors, we provide targeted training opportunities, regularly assess the need for training at our locations and develop training programmes accordingly. In parallel, we also run campaigns and initiatives focused on health and safety. Occupational safety measures Our aim is to further reduce the number of work-related accidents. To achieve this, we continually evolve our safety management programme and implement a wide range of measures to strengthen our safety culture and reduce risks. Workplace accidents per million hours worked (lost time injury rate; LTIR) The Linde Group

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In 2011, the number of workplace accidents among employees dropped further to 1.4 per million hours worked. During the same period, the number of workplace accidents among our contractors also fell, and is now at 1.6 per million hours worked. It is with the greatest of sadness that we report five work-related fatalities involving Linde employees and three fatalities involving contractor employees working for The Linde Group in 2011. Two employees lost their lives following an accident at one of our plants. Six of the fatalities resulted from traffic accidents involving our employees and contractors. We stepped up our plant and transport safety activities in 2011. Occupational health measures Environment and safety 100% of sites covered by management systems for safety and environmental protection Drop in number of workplace accidents and serious transport incidents New goal for sustainable use of water

Safety and environmental protection are top priorities at Linde. Our activities here focus not only on our internal business processes, but also on how our products are used. We have defined global guidelines and standards for occupational health, safety and environmental protection. We anchor these principles into our day-to-day business activities through our SHEQ management systems which cover all of our sites. Our safety and environmental management systems also extend to contractors and other business partners. We deploy a wide range of tools and measures to check compliance with our standards, including regular audits carried out by Linde and independent third parties.

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3.4 Future Program Employees Strategic goal Planned measures Employees Review of employee satisfaction

Timeline

Progress

Status

Analysis of results from the first global employee survey Evaluation of current status and definition of improvement action plans Follow-up survey to assess the impact of new measures

2012

First global employee survey carried out (2010 target achieved) Following evaluation of the survey results, team meetings in all lines of business Over 70% of teams implemented the agreed measures Follow-up survey planned for 2012 > More Percentage of women in senior management positions increased Percentage of women in our most important development programmes increased > More Number of daycare places at our headquarters in Munich increased from 20 to 37 in 2011 > More Global survey of processes to ensure

Increase in the proportion of women in management positions to between 13 and 15% by 2018

Development of measures aimed at promoting talented female employees

2018

Expansion of childcare support

Assessment of support needs Increase in the number of daycare places to match rise in demand

Longterm goal

Evaluation of Evaluation of compliance monitoring systems to

2015

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Employees Strategic goal with labour and social standards

Planned measures ensure compliance with labour and human rights standards Global survey of processes that protect social standards

Timeline

Progress compliance with social standards and respect for human rights New indicator on maximum working hours included in CR report > More

Status

Definition of key performance indicators for this area Expansion Harmonisation of and occupational healthcare harmonisation guidelines of healthcare Expert training on management occupational healthcare programmes management

Ongoing

Seven global healthcare guidelines approved between 2010 and 2012; during the same period, over 100 employees completed occupational healthcare training > More

Occupational health Reduction of health risks associated with manual tasks

Ongoing

Occupational health and safety audits carried out at 54.2% of our sites Research collaboration on safe handling of small gas cylinders Number of workrelated accidents among employees fell to 1.4 per million hours worked Number of workrelated accidents among contractors fell to 1.9 per million hours worked

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Employees Strategic goal

Planned measures

Timeline

Progress

Status

Reduction of Development of potential risks preventative measures from for dealing with psychological psychological strain stress to a such as stress minimum Harmonisation of existing local guidelines on psychological health Approval of a global guideline Social engagement Strategic goal Planned measures

Longterm goal

> More Subject of workload covered in global employee survey

Stress management training for 60 managers in the Engineering Division > More

Timeline

Progress

Status

More on financial targets and goals within the framework of our high performance organisation (HPO) efficiency programme Social engagement Evaluation of corporate citizenship strategy

Development of a global strategy for measuring the impact of projects

Assessment of all corporate citizenship projects Development of a global strategy for corporate citizenship Development of a global approach to corporate volunteering Definition of corporate citizenship key performance indicators (KPIs) Collection and

2012

Global survey of social engagement projects New goal to benchmark the impact of social engagement and community involvement projects > More

2013

Corporate citizenship KPIs defined

Global pilot survey

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Employees Strategic goal

Planned measures

Timeline reporting of corporate citizenship KPIs worldwide Development of efficiency checks for donation and sponsoring projects Identification of flagship projects

Progress on corporate citizenship KPIs

Status

New indicators on corporate citizenship included in CR report > More

3.5 SWOT Analysis Strength : The Management Employee relationship Job Satisfaction Job security Professional, devoted and motivated technical work force System, policies and procedures are transparent and well established

Weakness : lack of Team Spirit. Resist on change. Failure to recognize opportunity. Negative Competition Opportunity: Employment opportunity.` In future there is a scope of introducing pension system in Linde Bangladesh Ltd. .Change of management style will be introduced I + 10 Programmed will be launched within a few days. Threat: Political Environment Resignation of skilled manpower Delay in decision making CBA and Trade Union Inflationary Trend

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CHAPTER FOUR - FINDING & ANALYSIS

4.1Nature of OB of Executives By studying the HR report and interview in different times the following findings are found in case of executives1. Democratic attitude 2. More dynamic 3. Innovative Mentality 4. More or less good relations of junior level managers and employees 5. Strictness to non-union attitudes 6. Less bureaucracy 7. Conservative financial behavior 8. Liberal attitude toward Publicity 9. More or less benevolent leadership style followed 10. Close relationship with high officials elite people 11. Discriminatory/heterogeneous/irrational behavior 12. Corporate social responsibility 4.2Nature of OB of Employee 1.Enthusiastic Participation 2. Visible Leader ship 3. Unite about their Labor right and policy 4.3 OB Culture The Linde Bangladesh combines an enduring heritage with the drive for continuous improvement, innovation and high performance. Our vision is to become the leading global gases and engineering company, admired for its people who make a difference to the world. Accompanied by our values and principles, a performance mindset and an emphasis on personal development are deeply anchored in our company culture. Here at Linde, every one of us is committed to achieving our joint vision and to living up to the values and principles we have set for ourselves, day by day.

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Adhering to our Code of Ethics and Compliance at all times is another important part of our company culture. We treat each other and the environment with integrity and respect. Safety and sustainability are therefore key priorities to us as we live up to our corporate responsibility. 4.4 Motivation Rewards & Appreciations. Awarding employee of the Month. Employee of the year. No Monitory Rewards. Double Increment of Salary Upgradation Other Motivational Factors. Bonuses. Medical Allowances. The process that accounts for an individual, intensity, direction and persistent efforts towards attaining a goal. Reward systems: The only way employees will fulfill your dream is to share in the dream. Reward systems are the mechanisms that make this happen. "However, reward systems are much more than just bonus plans and stock options. While they often include both of these incentives, they can also include awards and other recognition, promotions, reassignment, non-monetary bonuses (e.g., vacations), or a simple thank-you. ANALYSIS: We asked the question related to rewards that how rewards motivate employees in Linde Bangladesh Ltd. Linde and we found that there are different kinds of rewards Linde Bangladesh gives to their employees which are as follows: Cash Bonuses Promotions Spot Recognition GPB(Good Performance Bonus) Make team leader ESOP Increment in salaries Allowances like (Travel allowance, mobile allowance) We found one very different kind of reward in Linde Bangladesh that they motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank so as to motivate their employee. We asked the question from the employees related to reward system that to what extent they are being recognized and rewarded on their good performance and how these rewards motivate them to work. We ascertained that most of the employees in Linde Bangladesh are satisfied but very few of employees showed that there are not rewarded for their performance but the overall result is positive and this shows the level of

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motivation employees get from rewards. Many of the employees told us they are being rewarded after accomplishment of their sales target in such a way that their management take them to the picnic or invite them for dinner and the rewards like picnic and dinner from Linde Bangladesh Ltds management is being rewarded most frequently. And other very interesting thing which we found in Linde Bangladesh is that their management doesnt fire their employees even their performance level is not up to the standard of the company. For example if an Linde Bangladesh Ltds employee continuously does not achieve its target for the period of three months the management does not fire that employee and we can say that this is kind of surety from Linde Bangladesh Ltds management to its employees and this kind of relaxation motivate employees a lot and employees secure and they are not always threaten from their management to achieve sales target. 4.5 Leadership Leadership Styles In Linde Bangladesh Ltd Democratic Leadership Style Autocratic Leadership Style Laissez-Fair Leadership Style Leadership Behavioral Theories In Linde Bangladesh People oriented leaders Task oriented leaders From Mahatma Gandhi to Jack Welch and Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, business people and psychologists have developed useful, shorthand ways of describing the main leadership styles that can help aspiring leaders to understand and adapt their own styles and leadership impact.

We asked different questions relating to the leadership style from Linde Bangladesh employeesto know which leadership style their leader uses and we found that two of the leadership styles that are task oriented and people oriented or relations-Oriented. The

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results we got from employees of Linde Bangladesh that 53% of the employees feel that their managers are relationship oriented leaders and remaining 47% feels that their managers are task oriented leaders so this shows that the Linde Bangladesh has got the combination of leaders that are task oriented and relationship oriented. This shows that Linde Bangladesh have the leaders that perform better in all situations and can manage their teams more effective in favorable conditions and also in very unfavorable conditions.

4.6 Empowerment Empowerment is the process of enhancing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes. Central to this process are actions which both build individual and collective assets, and improve the efficiency and fairness of the organizational and institutional context which govern the use of these assets Linde Bangladesh Limited believes that people are the driving forces of the organization and it is the people who make the real difference. The Company is committed to create an environment where people will have the opportunity to learn and grow with the organization and deliver to the best of their potential. The company has a dynamic learning opportunity to develop the individual competencies so that people can utilize their potential to the fullest. Development Objectives To align skills training with the existing and future business goals and employees career paths. To accustom employees to the Companys ethics, values and a unified work culture. To continually foster and enhance team-spirit and teamwork. To continually develop the Companys potential, existing and future leaders. To ensure training is fully integrated with Talent & Leadership Management, Career & Succession Planning, Reward & Recognition and Performance Management. Talent Management Based on Linde Groups vision of having a steady supply of business leaders by 2020, a talent management strategy has been put in place that lays down the framework of identifying talents through rigorous assessment and grooming them through focused development initiatives for deployment in future roles either at home or across OpCo.

The objective of introducing a universal talent management framework across the organization is to create a common platform of defining and evaluating talent to bring about synergy within the group. In doing so, prepared talents will be exposed to deployment across the group through open resourcing, new business, expertise sharing and so on. By adopting this framework, Linde is in an advantageous position of providing diversified career opportunities to its high performing talents. Capability Assessment Competencies are the skills and knowledge required to perform ones job or role. To do a specific job and perform the role, the employee will require leadership competencies and functional competencies, which encompass technical and generic skills. Competencies assessed are those of the Linde Leadership competencies namely:

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1. Strategic Thinking 2. Business Acumen 3. Results Achievement 4. Coalition Building 5. Customer Orientation 6. People management and Development 7. Personal Attribute Benefits _ Employees participating in the talent program will get to learn and grow at an accelerated pace. _ They will also get to learn with highly talented peers. _ They will be considered first for emerging job openings, particularly those that are good fit to your skills or that will enhance your capabilities. _ They will enjoy increased visibility to Top Management of Linde 4.7 Decision Making and Participation Linde Employee working in different formal groups which is divided into different departments like finance, sales, HR, etc. These groups working independently and controlled by the group leader (Head of the department). Task group Group Decision Making Linde Employee follow the group shift technique for decision making. The leader has the final authority either toward conservatism or greater risk. This decision making style suite them to compete with others.

4.8 Teamwork Types of Team Virtual Team It may not be practical to travel to meet face-to-face Team members may work different shifts Problem Solving Team Conduct meeting once in a month. Taking response from all team member and solve it. Cross Functional Team Same hierarchical level, but from different work areas, who come together to accomplish a task.

4.9 Moodiness As per observation on Linde Bangladesh Ltd,we have found that Employee Moodiness is not constant over all the time .It depends on following factors Working environment Workload Personality

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 Education Motivation Reward and appraisal 4.10 Organizational Counciling In Linde we generally arrange a counseling session for both individual and group in each month. In this Technique we want to develop our High skill, Low will employee/executive. It is actually two way communication or feedback session 4.11 Organizational Commitment Linde Organizational commitment is the relative strength of an employees attachment or involvement with the organization where he or she is employed,. There are three dimensions of Linde organizational commitment: Affective commitment is a feeling of emotional attachment. For example, I work here because the people are great and the work is fun. Normative commitment is a feeling of obligation. For example, I work here because they hired me when I needed a job so I owe it to them. Continuance commitment is a feeling that the costs of leaving are too high or it is too much trouble to go somewhere else. For example, Id leave if I knew I could get another job that paid as much. Obviously, an employer wants valuable employees to feel affective commitment, normative is OK too, but continuance commitment may not be desirable., Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature. Meyer and Allen's model has also been critiqued because the model is not consistent with empirical findings. There has also been debate surrounding what Meyers and Allen's model was trying to achieve. 4.12 Organizational Justice In fact, organizational justice in Linde is a term used to describe the role of fairness as it directly relates to the workplace. Specifically, Linde organizational justice is concerned with the ways in which employees are treated. If they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables. Organizational justice can explain why employees retaliate against inequitable outcomes or inappropriate processes and interactions. Employees perceptions relate to three dimensions of organizational justice: distributive justice, procedural justice, and interactional justice (See figure 1).

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Findings & Analysis Level of organizational justice In order to achieve the first objective of the present study, three tables were arranged, each deals with one dimension of the organizational justice. Distributive Justice: Table 2 gives information on the means and standard deviations of the responses studied employees' attitudes toward distributive justice exercised by their managers. Employees had negative attitudes toward their workload and level of pay. However, they showed a positive attitude toward work schedule, rewards and job responsibilities.

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4.13 Organizational Responsibility Thus far we have dealt with Linde at their role level, where the task-allocation and the organizational structure range. Responsibilities concern instead agents and arise in relation with task-allocation and structure once there are agents enacting the roles of a given organization. 4.14 Organizational Loyality The concept of Linde organizational loyalty In present modern world, human resource has become a competitive privilege in organizations. Unsuitable staff can result in failure of business. Normal staff can keep the business and reach the head to head point, while fine staff ever can lead to summit of even moderate businesses. In order to become successful in future, the organizations must thus not only employ the best staff, but also must make them loyal to the organization to keep them . Linde Organizational loyalty is usually determined by three factors: - Identification and belief in goals, values, and mission of the organization; - Tendency to carrying out those activities which are profitable firstly to the organization; - Tendency to stay and continue working in organization. In brief, the staff who is organizationally loyal is the one who: - shares the goals, values, and mission of the organization; - feels necessary to be with the organization; - stays with the organization in good and bad conditions. - pays attention to perform the job accurately in an ordered way.

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CHAPTER FIVE - CONCLUSION & RECOMMENDATIONS

5.1Recommendation 1. Linde Bangladesh should offer more training and development sessions for their executives and employee on Changed style of Organizational Behavior; 2. Linde Bangladesh should reduce conformity by giving rewards to employees for suggesting more effective idea in the benefit of the organization this will not only provide wider range of ideas but also act as a motivational tool for their employees. 3. Linde Bangladesh should arrange extra curricular activities like Sports, cultural activitiess on inter Linde level to further improve relations between employees as other organizations 4. LINDE Bangladesh Ltd should introduce Process excellence Peoples Creativity i.e. employees can show their competencies towards organization so that their value is Evaluated properly. 5.2 Conclusion After studying and a analyzing the results of our research on the various issues related to the organizational behavior within the organization that are affecting the performance of its management and particularly its employee, followed by several general and specific list of questions we asked and the interviews we conducted during our visit to the Linde Bangladesh we are able to draw out our conclusions about this report. Linde Bangladesh is a global Linde which is also operating in Bangladesh. The organization behavior regarding goal setting for employees we have concluded that the management of Linde Bangladesh is effective in setting goals according to the competition in the Lindeing sector of Bangladesh. As the requirement of growing Lindeing sector it is necessary to set challenging and effective goals so as to become market leaders. Despite of setting challenging goals the employees of Linde Bangladesh are satisfied with these challenging goals and performing well to achieve the goals which were provided to them. The management style in Linde Bangladesh is kind of participative management in which employees are given chance to share their ideas for decision making so the Linde Bangladesh is utilizing its employees by getting different ideas from different employees this provides greater chances for getting better and innovative ideas. Not only this but from this activity employees feel motivated because they think they also have the authority in decision making process and they are also a part of an organization. During the interview of an employee Linde Bangladesh he told us All the employees here are given title of relationship officer rather than any other designation and at the beginning of each month the top level management visits every branch and arrange meeting with all the employees of the branch and discuss the problems faced by every employee and immediately tries to resolve the problem and this is the major motivating factor for us. For motivating their employees management uses different types of motivating tools the

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innovative ones we found are ESOP (Employees Stock Ownership Plan) and the pay plan for less productive workers. By providing ESOP the employees gains the ownership of an organization and work hard not only for their benefit but also to maximize the profit of the organization. The next thing about the pay plan for less productive workers the company motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank. As the motivation and reward systems are up to the expectation of the employees so the employees are very much satisfied and dont want to leave the organization. The leadership styles in Linde Bangladesh are mixture of both the task oriented and relationship oriented but it is little lien towards relationship oriented leadership style. The leaders behavior consisting of all the leaders behavior provided by Houses Path Goal Theory having almost same percentages with very low variation. Overall we concluded Linde Bangladesh inherits strong organizational culture having values for leaders and as well as for employees and the organization behavior is up to the mark for any company being in Bangladesh.

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REFERENCES 1.Rahman, Dr. M.Ataur (2012), Organizational Behavior, Neela Publications of Dhaka, Bangladesh 2.Davis,Keith(2012)Organizational Behavior Prentice hall, New Delhi, India 3.Linde Group , www.linde.com 4.Web Portal of Linde Bangladesh Limited, www.linde.com.bd

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