Management Issues

Management Issues: 'Organizational Change Management'
Author: Keith R. Dutton, M.S.

Editor's Note: We are pleased to bring you this NEW monthly feature, "Management Issues"
at EMSvillage.com written by Keith Dutton. We think you will find the information grounded
in management theory but explained to be useful in your day-to-day professional activities.
We would love to hear your feedback, comments and suggestions.
"When one door closes another opens. But we often look so long and so
regretfully upon the closed door that we fail to see the one that has opened
for us."
Alexander Graham Bell
The old adage, the only thing constant in the world is change, has never
been more prevalent than in todays society. As an EMS leader, manager, or
supervisor, are you prepared for change within your organization? Can you
get the necessary support you need to make things happen? How are your
coaching and facilitating skills?
Most management textbooks define organizational change as any
substantive modification to some part of the organization. But how does that
change occur? And what factors affect the degree of change within the
organization?
Overview
There are usually two forces that cause change in an organization: external
forces and internal forces. Understanding where they come from is one of the
keys to properly preparing for change. External forces are usually those
outside of the organization that you have no direct control over. These might
include local, state and federal regulations, the economy, court decisions,
unemployment levels, inflation and the cost of living. Changes in these areas
could have a direct bearing on your EMS operations. Internal forces may also
cause change to occur, and would include top managements change in
company strategy, increased productivity standards, and quality control
standards. Internal forces for change may also reflect external forces upon
the organization.
Can you prepare yourself for change? The simple answers are sometimes,
yes, and sometimes, no. Planned change is by far the best method its
designed and implemented in an orderly and timely manner through
anticipation of future events. Reactive change is harder on the organization.
Usually put together in a hurry, changes of this nature have a multitude of
problems; thus, the potential for further reactive change within your plan
increases tremendously.
Resistance to Change
Perhaps the biggest challenge to the EMS manager/supervisor/leader who
acts as the change agent within the organization is employee resistance to
the change. Change usually brings about the 10/80/10 rule: 10% of
employees will actively embrace the change, 80% will be fence-sitters, and
10% will actively fight it. Your job is to recognize this and understand it. The
10% against the change will have the influence and ability to negatively
infect the 80%. As such, you need to focus your efforts on influencing the
negative 10% -- they are the threat to the change. Their resistance to change
usually falls into one of these areas:
Uncertainty: employees usually become nervous and anxious about the
change and are primarily concerned about their job security and ability to
meet new job demands. You may present them with the facts and answer all
of their concerns, but their own internal emotional controls may not allow
them to fully comprehend how the change will affect them.
Threatened Self-Interests: concerns in these areas usually relate to personal

power and position power within the organization. No one wants to see their
influence diminish within the organization, so they fight the change.
Different Perceptions: everyone will have their own idea about the change.
Thus, they may not see the change as benefiting them, their workgroup, or
the customers that are served.
Feelings of loss: over the course of time, social networks develop within
organizations and change disrupts these networks. By way of example, a
schedule change might adversely affect a relationship through a change in

partners, or status, security, power and the employees self-confidence.
Overcoming resistance to change is not easy, but it is manageable by

keeping these goals in mind:
Participation: keep employee involvement in the planning process at a very
high level. When employees can express their ideas and listen to others in
the planning process, their own personal buy-in increases and makes the
change easier for the organization. It also has the potential to reduce the
negative 10%.
Education and Communication: keeping communications as wide open as
possible reduces the anxiety and uncertainty about the change. When
rumors are spread about the change (this always happens!), quickly put the
facts back out through the information process. Consider having different
methods of getting the same message out to staff. For example, a change
could be communicated four different ways: at a general staff meeting,
through email from the supervisor or senior administrators, work group
discussions and press releases.
Facilitation: several different facilitation tools can be utilized, including a)
making small changes, b) making only necessary changes, c) planning
changes well in advance, and d) training employees before the change
occurs.
Force-Field Analysis: the title may imply that this idea is from outer space,
but FFA is simply a tool that measures forces that act for and against the
change. Change agents list these positive and negative criteria
(assets/deficits) and then attempt to tip the balance so that the forces for the
change outweigh those against the change.
Steps in the Change Process
EMS leaders can use a variety of methods and models in a change process.
The most comprehensive approach utilizes these principles and goals:
Recognition of the need for change: Many changes come as a result of
problems within the organization or reaction to planned or unplanned
external forces. One of the first steps is to identify those problems and pick
the most important problem that is adversely affecting the organization.
Within this area of planning, it is important to define the problem precisely

dont assume you know what the problem is.
Establish goals for the change: What is it that you want to accomplish from
the change? Increased productivity? Increased efficiency? Decreased
expenses? Once you form general goal areas, then you need to define the
parties that will be affected by the change and enlist them in the change
planning efforts.
Diagnose relevant variables: What are all of the issues? What will be
negatively affected by the change? What external and internal forces will
modify your goals?
Select the appropriate change technique: Will you employ a change agent
from outside the organization? What specific techniques will you employ?
How long will the change take place?
Plan for the implementation of the change: In other words, communicate,

communicate, and communicate. Accurate planning is essential for this
change to be successful. And make sure everyone is aware of the timeline
and make sure your timeline is fair and accurate! Adopt the slogan Go Slow
to Go Fast! In other words, put your best efforts up front during the planning
process this will allow the actual implementation to move rapidly and
successfully.
Implement the change: This can be the hardest step taking action. With
proper planning, by now you have 90% of your employees supporting the
change so you can continue to focus on the positive benefits of the change.
Evaluate and follow-up: This is perhaps one of the most important areas that
we overlook. How successful was the change? Did things take place as they
were supposed to? What do you need to go back and fix? What did you learn
from the experience?
Feedback, comments or suggestions? Send us an e-mail, or talk to us in the

message forums!
Next month well look at more change issues that deal specifically with
technology, operations, structure, design and organizational development.
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Home Business Management Report on Meghna Cement Mills Limited

Report on Meghna Cement Mills Limited
Executive Summary
Man is social being and lives in a society. They want to live in more happiness in
future than previous days. For this reason they invent some things. Cement is one of
them. Cement is very much needed for modern civilization. That civilization touched
our country. The demand of cement increased day by day from that time. After that
cement industry was grown in Bangladesh.
Private enterprises dominate production and import of cement to cater to the local
market. The manufacturing of cement is based on both locally available raw
materials and imported clinker. The two cement plants of the first type, one at
CHHATAK and the other at Ayeenpur, have a total installed capacity of 260,000 tons
a year. They produce cement from local LIMESTONE and use NATURAL GAS as fuel.
The mills that produce cement from imported clinker are located mostly around
DHAKA, CHITTAGONG and MONGLA. There were 62 registered cement factories in
the country in 1999, but only 13 of them were in production. The total installed
production capacity of these factories is about 3.8 million tons a year. Their actual
production, however, is much lower. A 50-kg bag of cement produced locally sells at
Tk 250-260, while a bag of imported cement is priced at Tk 230-250. Local raw
material based cement production depends on limestone deposits that lie in ST
MARTINS ISLAND, JOYPURHAT and SYLHET areas. The deposits in Sylhet support the
production of Chhatak and Ayeenpur cement factories.
In 1992 Bashundhara Group introduced another enterprise Meghna Cement Mills

Ltd. In January 1996 they commercially produced cement called King Brand Cement.
From then this brand get a strong position in the market with very good corporate
image. The factory of King Brand Cement is situated beside the river of Pashur at
Mongla, Bagerhat. The production capacity is 15 Lac MT per year. The weight of
each marketed bag is always perfect of 50 kg due to the adoption of an automated
packaging system.
At present MCML is producing three types of cement. One is Ordinary Portland
Cement (OPC) and another two types are Portland Composite Cement (PCC) { CEMII/B-M (S-V-L) and CEM-II/A-M(S-V-L) }. In Bangladesh many high-rise building, road,
bridge, culvert, hospital, shopping mall etc. have made by King Brand Cement. The
Company has been awarded the coveted ISO-9001-2000 Certification in the year
2000 by the National Quality Assurance (NQA), registered by the National
Accreditation of Certificate Boards, UK. The factorys environmental standards are
high.
My major achievement is that I came to know the marketing mix analysis of King
Brand Cement. As I had continuous touch with the management, customers, dealers
and other personnel in the organization and record their sales, collection etc. I
learned the total distribution and selling process of this company. I personally very
closely observed the working style and decision making process of different
executives. My internship has a very good relationship with my major field of study.
The reason is that I did my major in marketing and worked in the marketing
department of King Brand Cement of Meghna Cement Mills Limited.
Any company is not fully independent and can not 100% to their customers.
Meghna Cement Mills Limited is not different from them. They have some limitations
in production, distribution, promotion and others. But King Brand Cement has very
good image in the market for their quality and already captured 9% share of the
market (3rd position). Now it can not capture more market share because of some
constraints inside and out side of the organization. They should be suited with the
out side constraints of the organization. But it can be remove the inside constraints.
For this I tried to give some recommendations to the organization.
The promotional activities must be increase and proper way like TV commercial
need to moderate for gaining attention of customers. On the other hand print media
should be attractive toward customer. Consumer scheme is more attractive other
than other promotional activities. The quality of King Brand Cement is so good but
price is high. It should be price competitive and reasonable. To provide well
advantage toward the dealers for fulfilled their objectives and will be created
smooth distribution Mechanism.
Since the starting of the operation King Brand Cement confident that they are quite
capable of challenging others and positioning themselves in the highest rank by
increasing the sales per day, introduction of the consistence quality blended
cement, with integrating supply and distribution chains and logistics, securing an
exclusive distribution network and buildings strong relationship all over the country
segmented on the basis of consumers use. Though King Brand Cement is in good
position in the market, it should think critically to generate new ideas for existing
and potential consumers to hold the consistent growth in the market.
2.0 ORGANIZATIONAL PREVIEW
2.1 INTRODUCTION
The Meghna Cement Mills Limited (MCML) was the first undertaking Bashundhara
Group in the manufacturing sector. This enterprise produces world-class cement
and, as a testimony to this, stands the fact that the concern has been awarded the
ISO-9001 certification for sustained quality control effort. The Company markets its
cement under the registered trademark of King Brand Cement. The factory of this
Company is located in the southwestern part of Bangladesh at Mongla Port
Industrial Area, in Mongla, Bagerhat under the Khulna Division.
2.2 ORGANIZATION
Bashundhara is a premier industrial group in Bangladesh business area.
Bashundhara started its journey in 1987 as a real estate concern East West
Property Development (Pvt.) Ltd popularly known as BASHUNDHARA. This project
turned out to be very successful and had helped foster the growth of trust and
confidence of the urban people in Bashundhara.
Now a day Bashundara operates fifteen vital enterprises of highly esteemed
commercial and technological caliber. They include city development, cement, steel,
LP gas, tissue, sanitary napkin, trading, import-export, paper, newsprint,
technology, communication and network, sack, paper etc.Current value of the total
assets of the enterprises of Bashundhara Group would be Tk. 15000 million
(approx.). Total turnover of the businesses amounts Tk. 16000 million (approx.). Now
about 8100 people are employed in various enterprises of the group. The Groups
publicly traded company, the Meghna Cement Mills limited, is currently listed on the
two stock Exchanges of Bangladesh.
Name of the Company/Group
: Bashundhara Group
Year of inception of the Group : 1987
Form of Business of the Group : Private Limited Company
Type of Business of Group : Manufacturing, Constructing, Trading, and Service
oriented
Market : Whole Bangladesh
Customer pattern : All classes of people especially middle
Total Units of the Group : 17
Location of the Group (Head office) : Bashundhara City
13/Ka/1, Panthapath, Dhaka.

E-mail: bgc@bdcom.com
Web: www.bashundharagroup.com
2.3 ORGANIZATION STRUCTURE
The span of control of MCML is almost tall. In office high officials control the
subordinates and subordinates are liable for their work to their authorized superior
boss. In this organization all the people works in relaxation. As per job character job
threatening is very low here. Very naturally job satisfaction is very high for all
working people. On the other hand job-switching tendency for the mid level, highlevel officers and expert peoples is very low here. Working environment is all over
satisfactory here. Here the chairmen and directors take crucial decision.
2.4 MISSION STATEMENT
Bashundhara Group (BG) is a leading private-sector industrial conglomerate in
Bangladesh. It currently has 14 on-going concerns, ranging from real estate
development and management to manufacturing and services. The BG strives to
work in partnership with the Government for promoting sustainable development,
environment preservation, and employment-generation and poverty reduction.
Bashundhara Group has no any specific vision. But BG has a particular focus on
urban housing, recreation center and commercial ventures. Thus the motto of the
Group is For the People, for the Country. At the crux of all industrial processes
deployed at the Groups enterprises stands the need to ensure environmental
stability. As a result, conscious efforts are made to use re-cycled material as
industrial input.
The Groups Efforts Seeks to:
Create affordable housing (developed land & homes) for people.
Foster better living environments and pleasant surroundings.
Ensure environmental balance and sustainability.
Use re-cycled raw material in industrial production.
Treat industrial effluents.
Establish recreational and shopping facilities for people.
Develop a meaningful partnership with others for development.
Provide better working conditions for its staff members.
2.5 COMPANY REFLECTION
In the year 1987, Bashundhara was lunched, initially as a real estate developer,
moving in the later years into other areas, including manufacturing. Over the past
two decades, the challenges in the fields of urban housing civic amenity provision
have been unprecedented. In keeping with rapid population growth in metropolitan
Dhaka, Bashundhara stretched itself to cover new boundaries and respond

effectively to long-term needs of the mammoth city populace.
With the passing of time Bashundhara Group expanded its business activities and
undertook various projects in different fields. At present the group owns following
companies:
East West Property Development (PVT) Ltd.
Bashudhara City Development Ltd.
Meghna Cement Mills Ltd.
Bashundhara Paper Mills Ltd.
Bashundhara Tissue Ltd.
Bashundhara Newsprint & Duplex Board Industries Ltd.
Bashundhara LP Gas Ltd.
Bashundhara Steel Complex Ltd.
Paver Manufacturing Plant.
Bashundhara Communication & Network Ltd.
Bashundhara Trading Company.
Bashundhara Shipping Ltd.
Bashundhara Logistics Ltd.
Bashundhara Cement Sack Plant.
The East West Property Development (Pvt.) Limited (EWPD) was the first venture of
the Bashundhara Group. Initially it was launched as a land development
undertaking for housing in the year 1987, but was later transformed to cover the
entire gamut of housing. Currently, the EWPD is engaged in the development of
apartment blocks, recreational facilities, schools, hospitals and parks, commercial
and in-complex shopping centers. It is now the largest real estate concern in the
country. In the backdrop of the mammoth success of the first land project, new
projects were subsequently launched in quick succession.
The EWPD has so far been involved in three large projects. Two of these, the
Baridhara Land Project and the Riverview Land Project, are now ready for allotment
of developed individual land plots, while another, the Savar Land Project, has
already been completed and handed over to its owners for home construction. The
Baridhara Land Project also has an apartment complex within the Project site
wherein over 900 apartments shall be completed by the year 2007.
The BLPG is the first liquefied gas (LPG) producing facility in the private sector in
Bangladesh. The enterprise was initially known as Union LP Gas Ltd after it was
set up by the Bashundhara Group in 1997. The name was changed in 2002 in order
to bring an element of uniformity in the Groups nomenclature. It has an annual
production capacity of 1, 36,000 metric tons per annum. The product is comprised
of propane (30%) and butane (70%). There are six major reservoirs in the factory
premise that are used to store the LP gas. The company has its own distribution
mechanism through appointed dealers and distributors. There are more than a
thousand dealerships for Bashundharas LP Gas, many located in remote areas of
Bangladesh. The entire distribution operation is carefully monitored by the
companys regional sales representatives for ensuring timeliness of delivery. The LP
Gas produced at this plant has become a popular brand among many rural
households and its market share continues to grow
The name was changed in 2002 in order to bring an element of uniformity in the
Groups nomenclature. It has an annual production capacity of 1, 36,000 metric tons
per annum. The product is comprised of propane (30%) and butane (70%). There
are six major reservoirs in the factory premise that are used to store the LP gas. The
company has its own distribution mechanism through appointed dealers and
distributors. There are more than a thousand dealerships for Bashundharas LP Gas,
many located in remote areas of Bangladesh. The entire distribution operation is
carefully monitored by the companys regional sales representatives for ensuring
timeliness of delivery. The LP Gas produced at this plant has become a popular
brand among many rural households and its market share continues to grow.
The Bashundhara Newsprint & Duplex Board Manufacturing Industries Ltd (BNDBIL)
is a massive complex situated on the banks of the Meghna River in Naryangonj
District. Built in 1994, it has three plants one producing duplex boards used
commonly by the packaging industry, the second produces simplex boards and
newsprint paper. The print media of the country uses the newsprint manufactured
at this unit. The third plant manufactures sturdy cement sacks which are used for
packaging industrial grade cement. The product is used by Bashundharas own
cement plant as well as other cement producers in the country.
The BNDBIL is an environmentally friendly enterprise that uses de-inked pulp
instead of forestry ingredients as raw material. In this manner, waste paper is
recycled to provide feed stocks to the end-product-manufacturing unit. As a
consequence, the company makes little use of felled timber and helps preserve
environmental balance. The BNDBIL mainly produces newsprint for the nations
newspaper industry. It also produces duplex boards. The principal raw material for
these products is old newsprint paper and other waste paper. Due to the fact that
old and used paper are utilized, the technical production process saves forest
resources of the country and minimizes tree-felling. As a result, the general
environmental balance is preserved.
The steel re-rolling unit was established in the year 2000 with a capacity of
producing 25,000 tons of deformed bars per annum. In order to meet increased
domestic demand, a second plant was commissioned. As a consequence, the
production capacity rose to 50,000 tons per annum and the range of products was
enlarged to include angles, channels, and flat bars, in addition to deformed bars.
The enterprise uses imported steel scrap that is mixed with segregated scraps
obtained from ship-breaking yards. This selected proper charge mix is then melted
in high-frequency induction melting furnaces to obtain a homogenous molten metal
at proper temperature. Appropriate quantities Ferro-alloys are then added to the
molten metal. Through a series of other technical processes and after careful
chemical control, the product of these induction-melting furnaces is rolled in a 16inch roughing mill to obtain billets of desired size and specifications. These billets
are then fed into a 10-inch finishing mill that is equipped with repeaters in order to
ensure a continuous production line of deformed bars. The BSCL also manufactures
MS and GI pipes that are mainly used for modern water supply systems and
irrigation. The pipe mill has a precision-engineered welding plant, imported from the
UK. The unit has a galvanizing section with a zinc kettle imported from Japan. The
plant uses imported zinc slabs of near-perfect purity level.
The pipes are made as per British Standard Specification of BS-1387/1998. The
pipes are marketed under four brand titles and they come in varying bore sizes and
wall thickness. The LP gas cylinder-manufacturing unit was set up in 1999 with an
installed capacity of producing 500,000 cylinders per annum. The principal raw
material, hot rolled coil of 3.2 mm thickness is imported from Japan and is cut to
specified sheet sizes in a shearing machine. After cutting the sheets into a circular
shape, they are pressed in a hydraulic power press of 500 metric ton capacity to
form a half-capsule. Two halves of capsules thus made are then welded in a
submerged welding unit under controlled pressure and temperature. The valve
guards and foot rings are also manufactured at the BSCL. The finished cylinders are
tested for stress-taking capability through hydraulic tests (burst test) and gas
pressure tests. The finished cylinders are normally used to hold natural gas, butane
and propane.
The Bashundhara Tissue industries Ltd (BTIL) was launched in collaboration with a
German firm in 1995. Initially, it was named as Frey Schmidt Tissue Limited. In the
year 2002, the name was changed to reflect the Groups corporate identity as was
named as the Bashundhara Tissue Industries Limited. The company maintains
excellent quality standards and has aimed the coveted quality management
certification, the ISO 9002.
The BTIL is currently the largest retailler if tissue paper products in Bangladesh. The
products manufactured at the BTIL are listed in the Products link. This company
was established at a time when the tissue and allied products was not so common
people. The BTIL plays a vital role as an import-substitution industry and has
recently begun limited exports.
Bashundhara Paper Mills Ltd.

The Bashundhara Paper Mills Ltd. (BPML) was established in 1993 at a time most of
the demand for paper and allied products was met through imports. This company
produces a wide range of industrial grade paper for home and office use. It
manufactures writing and printing paper, colored printing paper, blue match paper
and brown wrapping paper. These items come in varying thicknesses and
specifications. The plant has a modern waste treatment unit and effluent control
systems to minimize environment population.
The BPML has acquired the ISO 9002 certification in view of its sustained quantity
control effort. This company, like others, also makes use of recycled waste paper. It
has emerged as a leading import Substitution industry of the country.
Bashundhara Cement Sack Plant
In the 1970s, Bangladeshi cement producers had been using simple multi-wall
paper sacks for packaging cement. Scarcity of basic raw material for manufacturing
cement such as lime stone and gypsum and inadequate industrial infrastructure had
forced the country to import almost 90% of its requirement of cement till the late
nineties, most of Meghna Cement Mills Ltd. a concern of the Bashundhara Groupthe largest domestic cement plant in the country in January 1996, the nations
cement industry leaped into a new era of self-sufficiency. An accelerated economy,
supported by a booming construction and housing industry, had made Bangladesh
one of the most popular destinations for cement producers. Coupled with it, the
demand for cement packaging bags went up by mammoth proportions. At the peak
of this demand cycle, Bashundharas paper sack manufacturing unit went into
production in June 2000. At the beginning, this plant received orders from about 50
different cement producers, local and international.
Bashundhara Communication & Networks Ltd
Bashundhara communication and Networks ltd (BCNL) was founded in 2001 to
provide telecommunication and information communication services at affordable
cost to the people of the country. BCNL proposes to build high band width networks
to provide the various telecom services that are now in short fall. BCNL seeks to
provide a wide array of telecom services across the country that include Fixed
Wireless Access (basic services), GSM and data over optical backbone in the
medium term, and build its own International Gateway over the long term. BCNL
would also endeavor to create a high bandwidth optical fiber network across all
major traffic generating nodes in Bangladesh.
Bashundhara City Development Ltd
Bashundhara City Development Ltd (BCDL) was founded in 1998 to provide
integrated service facilities to the city dwellers of the country. The company has
developed an international standard integrated commercial complex on a major
avenue in Panthapath, Dhaka. It is South Asias largest shopping-cum-recreation

complex in Dhaka City. In this complex there are shopping mall, food court, theme
Park, multiplex Cinema Theater, Fitness centre, swimming pool as well as office
accommodations of many national and international companies and organizations.
BCDL will continue to expand and explore new business opportunities in the service
sector in line with the latest technological advancement and sophistication and will
make it a world class service providing company in the country.
Paver manufacturing plant
The Bashundhara paver manufacturing plant produces the following items:
Interlocking concrete paving blocks
Rectangular blocks
Super pave special blocks
Tulip-design paver blocks
Colored blocks
Hollow blocks
These products are much stronger than common bricks (which are commonly made
from clay and a primitive kiln-burning process). Since they are manufactured with
concrete as the basic ingredient, and a modern technology that was heavy
compressive pressure. Thus, the blocks are ideal for heavy traffic areas such as
main streets, airport runway strips and drive ways. The design laden blocks are
useful for landscaping.
Bashundhara Industries Complex Ltd
Bashundhara Industrial Complex Ltd (BICL) was founded in 2000 as part of
expansion program of cement manufacturing activities to cater to the need of basic
contraction materials in the country. BICL is the second independent cement
manufacturing unit of Bashundhara Group. It began production in 2002 and now it is
a profitable and viable enterprise of the Bashundhara family. It has immediate plans
to also deal in trading, clearing and forwarding, and shipping related business.
The BICL is now engaged in carrying out studies on a proposed project that will
enable the company to set up its own dockyards and shipyards in Chittagong,
Bangladesh. At a later stage, the BICL has plans to get more intricately involved in
inland water transport for movement of passengers and cargo within the country.
Bashundhara Technologies Ltd
Bashundhara Technologies Ltd (BTL) was founded in 2001 to provide civil
engineering services and products to the construction industry in the country.
Bashundhara played a pioneering role in bringing new technologies to the
construction industry of the country.
The Bashundhara Group has on going housing and land development projects, and
a number of backward linkage industries that provide support and raw material for
the building and landscaping industries. It supplies, on contract terms, constructionsupport equipment and well trained expertise. Additionally, BTL in collaboration with
government, city corporations and other government authorities is exploring
business opportunities for construction of footpath, highways, car parking terminal,
taxi way, port and bus terminal.
Bashundhara Trading Company Ltd
The Bashundhara Trading Company Ltd (BTCL) serves as the general trading arm of
the Group. It supports the import, export, marketing & sales endeavors of the
Groups many enterprises. It helps develop marketing channels and methods. This
unit also operates as a private trading company engaged in the acquisition of basic
raw material and finished products for private buyers-outside the domain of the
Bashundhara Group. It was launched in the year 1993, initially to support backward
linkages and marketing strategies for the Group.
Bashundhara Logistics Ltd
Shipping and logistics have emerged as one of the most important service
industries in the present world. Over 80% of worlds international trade is
transported by sea. The scope of sourcing, securing, transportation, timely delivery
and distribution of all sorts of commodities and raw materials has become an
important factor in the global economic activities. Bashundhara Logistics Ltd. was
founded in December 2004. A logistic infrastructure contributes to develop
territorial competitiveness, inter modality, logistic network and supply chain
including freight, transport services, communications and transport pattern. BLL
seeks to serve the above requirement for its client. Globalization and its effect have
brought and are brining major changes in the way companies are handling logistics
and related operations.
2.6 HISTORY OF CEMENT
In the 18th century a big effort started in Europe to understand why some limes
process hydraulic properties.John smeaton often referred to as father of civil
engineering in England concentrated his work in this field. In 1822, the production
of British Cement had been started by James Frost at Swanscombe based on a
patent for a new cement or artificial stone.
The invention of Portland cement is generally credited to Joseph Aspedin, an English
Bricklayer in 1824. It involves a double kilning such as was described by Vicat. In
1838 a young chemical engineer, Isaac Johnson, burned the cement raw material at
high temperature until the mass was nearly vitrified producing the modern Portland
cement.
The earliest bottle or dome kilns were open kilns with tapered chimney to increase
the draft. They were burned in a batch rather than in a continuous fashion and were
charged with alternating layers of raw feed and solid fuel. The chamber kiln was an
improved design developed and patented by Mr. Johnson. The combustion gases
from the kiln dried the raw material so that when the kiln was burned out a new
charge of dried material is immediately ready for use.
In 1898 Atlas Portland cement company according to Lewis improved the design by
using what is called a rotary kiln, this improvement was a big revolution in the
cement industry because the new kiln could produce 200 cement barrels per day
compared to a shaft kiln which produced only 40 to max 80 barrels per day; in
addition to quick improvement in this new design regarding the mixing, grinding
equipments for raw material, grinding equipments for coal, belt conveyor using mix
kind of fuel such as natural gas (1904, Iola Portland cement, Iola Kansas).
In 1899 Atlas Cement Company improved the technology of the rotary kiln and fuel
economy by replacing fuel oil with powdered coal dust. Furthermore, modifications
to the kiln were made by addition of two auxiliary clinker coolers, in which the first
hot discharged clinker was received as it fell from the kiln and air flowing over it was
heated and helped to ignite the coal dust in the rotary kiln.
After 1900 there was rapid growth in both rotary kiln and auxiliary equipment
technology in the United States. Coal grinding mills were developed and coal
burning in cement kilns became the predominant combustion process in the
industry. All the equipments related to cement production crusher, raw mill, belt
conveyors, bucked elevators were improved.
2.7 EARLY HISTORY OF PORTLAND CEMENT
Ever since civilizations first started to build, weve sought a material that would bind
stones into a solid, formed mass. The Assyrians and Babylonians used clay for this
purpose, and the Egyptians advanced to the discovery of lime and gypsum mortar
as a binding agent for building such structures as the Pyramids.
The Greeks made further improvements and finally the Romans developed cement
that produced structures of remarkable durability.
Most of the building foundations in the Roman Forum were constructed of a form of
concrete, placed in some locations to a depth of 12 feet. The great Roman baths
built about 27 B.C., the Coliseum, and the huge Basilica of Constantine are
examples of early Roman architecture in which cement mortar was used.
2.8 CEMENT INDUSTRY IN BANGLADESH
Cement Industry a relatively fast growing industry, is developing in pace with
increasing building and construction activities. Cement has long been used as a
bonding agent to unite particles or to cause one surface to adhere to another. The
most common form of cement, Portland cement, is a powder obtained from burning
together a mixture of lime and clay, which when mixed with water and sand or
gravel, turns into mortar or concrete. The amount of cement now annually
consumed in the country is about 5 million metric tons. The production however,
falls short by about 3 million tons per year. This shortage is met through imports.
Per capita consumption of cement in the country (38 kg) is fairly low compared to
India (89 kg), Indonesia (127kg), Malaysia (582 kg) and Thailand (642 kg).
Private enterprises dominate production and import of cement to cater to the local
market. The manufacturing of cement is based on both locally available raw
materials and imported clinker. The two cement plants of the first type, one at
CHHATAK and the other at Ayeenpur, have a total installed capacity of 260,000 tons
a year. They produce cement from local LIMESTONE and use NATURAL GAS as fuel.
The mills that produce cement from imported clinker are located mostly around
DHAKA, CHITTAGONG and MONGLA. There were 62 registered cement factories in
the country in 1999, but only 13 of them were in production. The total installed
production capacity of these factories is about 3.8 million tons a year. Their actual
production, however, is much lower. A 50-kg bag of cement produced locally sells at
Tk 250-260, while a bag of imported cement is priced at Tk 230-250. Local raw
material based cement production depends on limestone deposits that lie in ST
MARTINS ISLAND, JOYPURHAT and SYLHET areas. The deposits in Sylhet support the
production of Chhatak and Ayeenpur cement factories.
2.9 BACKGROUND OF MEGHNA CEMENT MILLS LTD
Meghna Cement Mills Ltd. is an enterprise of Bashundhara Group. King Brand
cement of MCML is well-known throughout Bangladesh. MCML is the largest cement
production industry in Bangladesh which started its commercial activities from 15th
January, 1996. The factory is situated beside the river of Pashur at Mongla,
Bagerhat. The production capacity is 15 Lac MT per year. The weight of each
marketed bag is always perfect of 50 kg due to the adoption of an automated
packaging system. There is a laboratory, equipped with modern equipment within
the mill premises to conduct tests at each hour for every shift covering every stage
of the production process. It has its own cement bag factory in Meghna Ghat. It can
meet the most demand of cement bag in Bangladesh which uses the modern
technologies and imported paper from Sweden.
The Company has been awarded the coveted ISO-9001-2000 Certification in the
year 2000 by the National Quality Assurance (NQA), registered by the National
Accreditation of Certificate Boards, UK. The factorys environmental standards are
high.
At a glance of Meghna Cement Mills Limited:
2.10 PRODUCTS OF MCML
Name of the Company
: Meghna Cement Mills Limited
Year of Incorporation : March 1992
Year of Commercial Production : January 1996
Form of Business : Public Limited Company
Business Lines : Cement Manufacturing
Market : Whole Bangladesh
Customer pattern : All classes

Year of Listing : Dhaka Stock Exchange 1995
: Chittagong Stock Exchange 1996
Authorized Capital : Tk. 400,000,000.00
Paid-up Capital : Tk. 225,004,000,00
Location of the Group (Head office) : Bashundhara City
13/Ka/1, Panthapath, Dhaka.
Web: www.bashundharagroup.com
At present MCML is producing three types of cement. One is Ordinary Portland
Cement (OPC) and another two types are Portland Composite Cement (PCC). Their
detail information are noted down for your king information.
Ordinary Portland Cement (OPC):
Table 2: Ingredients of OPC
Type of Cement Strength
Class Type Ingredients Standard Strengths
2 days (MPa) 28 days (MPa)
Ordinary Portland Cement (OPC):
52.5 N CEM-I Clinker = 95% 100%
Gypsum = 0% 5%
> 20.00
> 52.50
Source: Annual Report
Portland Composite Cement (PCC):
Table 3: Ingredients of PCC
Type of Cement Strength
Class Type Ingredients Standard Strengths (PSi)
2 days (MPa) 28 days (MPa)
Portland Composite Cement (OPC):
42.5 N CEM-II/
B-M(S-V-L) Clinker = 65% 79%
Fly Ash + Slag + Lime Stone = 21% 35%
Gypsum = 0% 5%
> 10.00
> 42.50
CEM-II/
A-M(S-V-L) Clinker = 80% 94%
Fly Ash + Slag + Lime Stone = 6% 20%
Gypsum = 0% 5%
Source: Annual Report

2.11 ESTABLISHMENT BY KING BRAND CEMENT
In Bangladesh many high-rise building, road, bridge, culvert, hospital, shopping mall
etc. have made by King Brand Cement. For exampleo
o
o
o
o
o
o
Bashundhara City
Suvastu Nagar valley
Shahid Ziaur Rahman Medical college Hospital
Rupsha Bridge
Mobile Companys Network Towers
Baropukuria Coal Mine
Testa Bridge is going on etc.
2.12 MARKETING MIX OF MEGHNA CEMENT MILLS LTD

Marketing mix is defined as the set of marketing tools that the firm uses to pursue
its marketing objectives in the target market. MCML also using the concept of
marketing mix to pursue their marketing objectives.
2.12.1 Product
All the local and foreign cement companies in Bangladesh are offering different
quality of cement. As regards to the brand name, few renowned cement companies
could position itself among the target customers. King Brand Cement may be
described in following ways:
Product Variety: Meghna Cement presents their product in different ways. They
have both Ordinary Portland Cement (OPC) type CEM I/ 52.5 N and Portland
Composite Cement (PCC) which type CEM II/ B-M (S-V-L) 42.5 N and CEM II/ A-M (S-VL) 42.5 N in the market.
Quality: Product quality consists of the ability to satisfy customers needs and
wants as well as the ability of a product to perform its function; it includes the
products overall durability, reliability, precision, ease of operation and repair and
other valued attributes. King Brand Cement quality has two dimension that are level
and consistency. The quality of King Brand Cement is comparatively good; it can
compare it with any multinational cement. It is proved by BUET and certified by ISO9001-2000 and BSTI.
Design: The style of King Brand Cement is simply that describes the appearance
of a product. Design is a larger concept than style. They use modified design in
packaging also modified in product quality.
Feature: The company offered with varying features. They create higher level
models by adding more features. They have two types of cement OPC (ingredients;
Clinker = 95% 100%, Gypsum = 0% 5%) and PCC (ingredients; Clinker = 65%
79%, Fly Ash + Slag + Lime Stone = 21% 35%, Gypsum = 0% 5%).
Brand name: A good name can add greatly to a products success. Bashundhara
Group itself a strong brand. Meghna Cement Mills Ltd. is an enterprise of
Bashundhara Group. King Brand cement of MCML is well-known throughout

Bangladesh. It is very easy to pronounce, recognize and remember.
Packaging: Bashundhara Group has its own cement bag factory that meets
demand of the country. This bag is well furnished, environment friendly and pilfer
proof.
Sizes: King Brand cement is contains 50 kg in each bag. It is available in all over
the country.
Services: They try to give the customer best service. They deliver the product to
the customers address in their own responsibility.
2.12.2 Pricing
The cost of cement is very high at present. However, depending upon the quality
and brand name of company, the aggregate financial involvement also varies quite
significantly.
List price: The price is called which is written on the product. The King Brand
Cement do not write any price on the packet because this price is very much
unstable. Their ex-factory is 347/- and sale in 362/- in Dhaka city at present. It
varied on distance.
Discount: Meghna Cement Authority offer different type of discount system that is
depends on the party. The buyer can deduct 2%, if the bill is paid within 10 days.
2.12.3 Promotion
Meghna Cement Mills Ltd. operates its advertising and other promotional programs
by a separate advertising department. The department works for continuous
innovative advertising campaigns for the consumer and business products of
Bashundhara. The promotional activities for Meghna Cement are carried out by this
department. This company has wide range of promotional activities to attract the
target customers. The advertising department has some creative and energetic
personnel who launch frequent promotional programs. The existing promotional
tools used them are:
1.
2.
3.
4.
5.
Advertising
Personal selling
Sales promotion
Public Relations
Direct Marketing
Advertising: The Advertising department of Meghna Cement Mills Limited they show
their products both are print and electronic media. Television ads are the most
important part of advertisement. Now it shows their advertisements on different
channels.
In print media Bashundhara publishes advertisements in all the leading newspapers
the Prothom Alo, Ittefaq, Daily Star, Inquilab, Jugantar etc. Other than this it
also publishes advertisements in weekly, monthly, by-weekly, periodicals etc.The

advertisement department also publishes posters, leaflets for advertisements in out
door media.
Sales Promotion: Meghna Cement Mills Limited has three types of sales promotion
tools.
Consumer promotion tools:
Samples: Meghna Cement Mills Limited gives their sample in many institutions. This
company uses free sampling technique for increasing display of their products.
Trade promotion tools:
Specialty advertising items: These promotional activities some times company gives
their distributors or traders companys Calendar, Diary etc.
Scheme: Bashundhara Industries Limited sometimes gives consumer scheme, and
sometimes traders scheme. The marketing and sales division of Meghna Cement
Mills Limited has its own unique trade scheme i.e.a sales promotion tool for the
traders. The general manager developed the scheme and the first scheme was very
much effective to boost the sales of Cement.
Business promotion tools:
Trade shows: Sometimes Bashundhara participates in different national and
international trade fairs. It sells Cement in discount price there.
Public relations:
Bashundhara aims at getting closer to the public. So it has some public relation
programs that have made it unique. They take part in increase beauty of capital city
Dhaka.
Direct marketing:
For their new customer they try to follow direct marketing strategy. They have
strong marketing department to interact dealings with customers.
2.12.4 Place / Distribution
Meghna Cement Mills Limited covers the local market by allocating the distributors
their specific area of sales. The target of the company is to cover the market all
over Bangladesh. The factory is situated beside the river of Pashur at Mongla,
Bagerhat. The company has to bear lots of transportation cost for the distance,
which it has to, at the end add in the price of the cement bag. This will end up in
losing the customer despite of the claim of good quality. More over, due to long
distance and time, the packaging of the cement is affected which in results in
increased number of waste product.
Meghna Cement Mills Limited follows some rules to distribute their products.
They follow: 1. Channels
2. Coverage
3. Assortments
4. Locations
5. Inventory
6. Transportation
7. Logistics
Channel structure:
Meghna has its own selected distribution covers the market of the whole country.
Every possible point the country is being reached. It overcomes the major times,
place and possession gaps that separate goods and services from those who would
use them. King Brand Cements distribution channel is given below:
Source: Primary
Coverage:
King Brand Cement already covered the whole country now they are trying to enter
international market.
Assortment:
For making easy in marketing work King Brand Cement divided whole country into
two part East zone and West zone. East zone consist of Dhaka, Gazipur,
Maymansing, Bhairob, Jamalpur, Chandpur etc. and Faridpur, Rajshahi, Kustia,
Khulna, Barishal etc. are in West zone.
Location:
The factory of King Brand Cement is situated beside the river of Pashur in Mongla,
Bagerhat, Khulna. Dealers point are Pagla, Narayangonj for East zone and other
locations for West zone. The Corporate office in Bashundhara City, 13/ka/1
Panthapath, Dhaka-1215.
Inventory:
King Brand Cement maintain inventory of raw materials as well as produced goods.
Produced goods are inventoried in dealers point but not in factory. Always they
follow FIFO method for inventory.
Transportation:
The choice of transportation carries affects the pricing of products, delivery
performance and condition of the goods when they arrive. All of which will affect
customer satisfaction. They have its own and hired ships and other types of
transportations to carry raw materials to factory and produced goods to dealers
points. But it has no any own transport to carry cement to customers. Then they use
dealers transport.
Supply Chain Management:
Meghna is situated at a strategic location which is rich with raw materials such as
lime stone clay, gypsum, and iron ore. The mines of these raw materials are owned
by the factory. These raw materials are transported to the manufacturing plant
through trucks. The raw materials such as coal and furnace oil are imported.
Although Bangladesh land is rich in coal mines, but the quality of the coal produced
is not good. It produces greater amount of fumes and ashes and even catches fire if
exposed to sunlight. Hence good quality of coal is imported from countries such as
Indonesia and china.
Source: Primary
2.13 MARKET SEGMENTS
King Brand Cement divided their whole market into two zones, one is East Zone
another is West Zone. East zone consist of Dhaka, Gazipur, Maymansing, Bhairob,
Jamalpur, Chandpur etc. and Faridpur, Rajshahi, Kustia, Khulna, Barishal etc. are in
West zone.
Cement market can be segmented based on customers characteristics. Such as
price sensitive customers, quality conscious customers and quality and price
tolerance customers.
Source: Primary
2.14 MARKETING ENVIRONMENT OF MCML
Marketing environment of MCML is the actors and forces outside marketing that
affect marketing managers ability to build and maintain successful relationships
with target customers. Marketing environment is divided into two parts
microenvironment and macro environment of the company.
Micro Environment:
Marketing microenvironment contains suppliers, marketing intermediaries,
customers competitors and public. In the case of MCML the component company
itself almost works well with all departments. Suppliers of raw materials are mainly
from China, India, Indonesia, Malaysia and Korea.
So any types of change in government policy, international policy, and cost of raw
materials or inflation directly affect the microenvironment of MCML. Customers of
King Brand Cement are mostly affected that time.
On the other hand quality ensuring is a big concern here. In the case of marketing
intermediaries, company fame, managers strong liaison! Network with business
buyers are the main strategy of MCML to sell products. Government policies
(favorable) is the another publics here. Competitors of King Brand Cement are local
producers of Bangladesh and strongly multinational companies.
Source: Primary
Macro Environment:
Macro environments major forces are discussed bellow:
(a) Demographic factor:
South Asian region is suitable for cement industry. Big working population and easy
to transport through the river but raw materials are not sufficient.
(b) Economic factor:

Reasonable production cost, energy availability, workers availability and suitable
government policy is the economic factor for King Brand Cement.
(c) Technological factor:
Foreign machineries are available but cost is very high.
(d) Political factors:
Unstable political situation and various types of strikes plays negative roll on
King Brand Cement.
2.15 PRODUCT LIFE CYCLE OF MCML
At present Meghna Cement Mills Limited is at the decline stage. For few cases the
PLC goes down at present slowly. Generally high price, high competition, lack of
promotional activities, suddenly decrease of demand etc. make down the PLC of
King Brand Cement.
Source: primary
2.16 COMPETITOR ANALYSIS
Cement sector is the largest increasing sector in Bangladesh. There are more than
70 cement factories in our country. Its daily production capacity is 16.687 Million MT.
It is growth daily. Some competitors information is given below:
Unique Cement Industries Ltd: Unique cement industries ltd established in the year
2002. The factory is built with modern machinery imported from Germany and
China with production capacity of 1800 MT per day. Unique cement industries ltd.
has ISO 9001:2000 Certificate. They have two brands of cement in the local market
namely FRESH and MEGHNACEM.
Holcim (Bangladesh) Ltd: Holcim (Bangladesh) Ltd started its operation in this
country with of the acquisition of the-then Hyundai cement. Subsequently it
acquired United Cement and Saiham Cement. Holcim (Bangladesh) Ltd is affiliated
with the Holcim Group worldwide and is one the largest multinational cement
producers in the world with manufacturing in over 70 countries. The group has a
production capacity of more than 120 million tones of cement per year.
Lafarge Surma Cement Ltd: Lafarge/cement mills is setting up the only modern,
integrated cement manufacturing plan known as Lafarge Surma Cement Ltd. in
Bangladesh at Chattak under Sunamgonj district. The majority of Lafarge Surma
Cement Ltd. Shareholding (60%) is held by a 50/50 joint venture company between
Lafarge and cementos molins. Founded in 1833, Lafarge operates in 75 countries,
employing 77,000 people. In 2002, the group generated annual sales of Euro 14.6
billion and globally hold stop ranking positions in Cement, Aggregates & Concrete,
Roofing and Gypsum. Cementos Molins is a renowned Spanish cement company
with an annual revenue of Euro 485 million and net profit of Euro 70 million.
Operating in Spain, Argentina, Uruguay and Mexico, it produces Portland and
Calcium-Aluminates cement, Concrete and Precast concrete, Aggregates and
Special purpose mortars.

Lafarge Surma Cement Ltd. will extract and process the basic raw materials like
limestone and shale from its from its own quarry in Meghalaya, India. A 17 km cross
border belt conveyor will be installed to link the quarry with the cement plant for
transportation of raw materials.
A massive land filling and site development has been completed on the 90 acre
plant site. The construction and erection is also. The plant will initially produce 1.2
millions tons of cement per year.
2.17 MARKET SHARE OF VARIOUS BRAND OF CEMENT
Shah Cement (13%) and Heidelberg Cement (10%) are in strong position in the
market. Some brands are very weak in the market. Few brands are suitable position.
King Brand Cement and Holcim both are 3rd position in the market.
Market share of various brand of cement are shown in the figure below:
Source: Primary
2.18 PORTERS FIVE FORCES ANALYSIS
Porters five forces framework has been chosen for conducting the analysis,
because it provides a structured approach for examining a particular sector. From
the Porters five forces we can easily identify the new competitors, substitute
product, bargaining power of customers, suppliers, and its competing organization
of King Brand Cement. There are:
1. The potential entry of new competitors:
There is several numbers of new cement brand enter every year. Some are local
and others are foreign. There are few legal barriers at all in Bangladesh for
establishing a cement factory. So it is a threat to the King Brand Cement.
2. The market attempts of organizations in other areas to win your end users over to
their own substitute products and services:
Substitutes are cement and cement products include a variety of materials such as
wood, glass, steel, aluminum, fiberglass, stone, clay brick and asphalt. The
substitute chosen depends on the item being constructed and physical properties it
needs to have
3. And the bargaining power and leverage by the end users or buyers of the
product.
There are several numbers of Cement Company in our country. So customers
bargaining power is the ability to influence the setting the prices of cement industry.
4. The bargaining power and leverage of suppliers of the organization
The cement making industry faces the almost monopolistic power of raw material
suppliers that takes advantage of the supply concentration to achieve dominant

market share.
Porters five forces analysis
5. The rivalry of competing organizations:
There is a great competition among the cement company. Now most of the
customers are willing to get the cement with low price. So, the numbers of cement
company offer low price for their customers. They are trying to attract the
customers through some excellent offers, improving their quality of cement and
providing many other facilities.
2.19 BCG MARTIX ANALYSIS
From the BCG Matrix we can find out the organizational market position by
analyzing the market share and market growth. It will help to determine what
objective, strategy and budget to assign to each stage. Here the market growth rate
on the vertical axis indicates the annual growth of the market in which the business
operates. In the figure, it ranges from 0 percent to 20 percent. Relative market
share, which is measured on the horizontal axis, refers to the market share relative
to that of its largest competitive in the segment. At present Meghna Cement have
captured 9% market share, on the other hand market leader have captured 13%
market share. So relative market share of Meghna Cement is comparatively low
than the competitors. Now political crisis and world economy down turn causes low
market growth of cement industry.
Stars
Question
Marks
Dogs
\
From the above discussion, we can say, Meghna cement is in the dogs stage which
means they have week market shares in low growth markets. They should hold the
business, because they have a chance to capture the market leadership.
2.20 SWOT ANALYSIS
Meghna Cement Mills limited is a prominent cement brand in Bangladesh. Though
King Brand Cement already covered the whole country, the management feels the
necessity of SWOT analysis in perspective of the present market condition.
SWOT Analysis Of Meghna Cement Mills Limited
STRENGTHS WEAKNESSES
Large production capacity to meet the customers need.
The quality of King Brand Cement is better than other brands.
It uses environment friendly paper cement bag.

It measures its quality by using modern instrument in the laboratory.
Skilled management & financial soundness
Corporate image
The production of the cement in Meghna is completely automated.
The company has obtained the ISO 9001- 2000 making it a reliable producer for
production of quality products in the international market.
Meghna has reached every possible
nooks and corners of Bangladesh.
Well-developed distribution channel is one of the strengths of Meghna Cement Mills
Limited.
Meghna Cement has an effective and efficient Marketing & Sales department.
High price than national competitors.
The location where the cement plant of Meghna Cement Mills Limited is located is
far from Dhaka City.
Promotional activities are not strong in electronic media, printing media or out door
activities.
Replacement of wastage or damaged products is not quick.
No warehouse.
Transportation for the company is main problem at present for the company.
OPPORTUNITIES THREATS
Industrial product had very good image. So image can help to introduce new
consumer.
Advertising can help to increase the market share.
The demand of cement outside Bangladesh has been increasing rapidly, providing
Meghna cement a good chance to explore these markets.
Possible to improve the distribution system.
Meghna Cement Mills may be the chance to makes the position of market The
existing competitors who are market challengers andleader. followers may pose
threat by aggressive price cut policy.
Promotional activities are strong of the other competitors.
Increase the price of raw materials & depend on international market for raw
materials.
Customers intention to buy foreign products.
Supplier dependency.
The company is highly vulnerable to price competition since it faces higher cost of
production per bag.
The day after day terrorist attacks and the suicidal bombing have caused the
unrest in the world.
3.0 PROJECT
3.1 DATA ANALYSIS AND INTERPRETATIONS
Objective 1:
To find out the brand preference of customer while purchasing cement.
Related Question: Question number 2(For customer) was asked to identify
consumers brand preference in purchasing the cement. In question 2 consumers
were asked to mention the brand of cement they use.
Data Collected: There were total 36 respondents. The result of the data collected for
question 2, which companys cement the customers prefer are as under
Table 4: Brand Preference of various brands
Which brand of cement you like most?
Cement
Frequency
Percentage
King Brand Cement
08
22%
Shah Cement
10
28%
Scan Cement
09
25%
Seven Ring Cement
05
14%
Others
04
11%
Total
36
100%
Source: Primary data

Analysis Technique Used: MS Excel software and simple arithmetic were used to
ascertain the percentage and other interpretation.
Findings and interpretation of the survey: In this question respondents were asked
to answer which brand of cement they like most. The frequency table below shows 8
respondents were most like King Brand Cement. Here 28% of respondents prefer
Shah Cement. According to preference Shahs position is number one and King
Brand Cement is number third. So they have huge possibility to capture the market
according to brand preference, if they increase their promotional strategy.
Objective 2:
To identify the consumers perception about the quality of Meghna Cement.
Objective 3:
To identify the consumers perception about the customer service.
Objective 4:
To identify the consumers perception about the easy availability.
Related Question: Question number 6(For customer) was asked to identify
consumers perception about the quality, customer service, easy availability and
credit facility of Meghna Cement.
Data Collected: There were total 36 respondents. The result of the data collected for
question 6, customers perception about quality, customer service, easy availability
and credit facility of Meghna Cement are as under
Table 5: Satisfaction Level Regarding Quality
What is your satisfaction level regarding quality?
Scale
Frequency
Percentage
Very Satisfied
08
22%
Satisfied
15
42%
Neutral
06
17%
Dissatisfied
05
14%
Very dissatisfied
02
5%
Total
36
100%

Findings: About 64% of the respondents were satisfied regarding quality offered of
Meghna Cement. About 19% of the respondents were dissatisfied regarding quality.
The frequency table shows the Satisfaction level of the Meghna Cement user.
Table 6: Satisfaction Level regarding customer service
What is your satisfaction level regarding customer service?
Scale
Frequency
Percentage
Very Satisfied
04
11%
Satisfied
11
31%
Neutral
08
22%
Dissatisfied
08
32%
Very dissatisfied
05
14%
Total
36
100%
Source: Primary Data

Findings: The frequency table shows the satisfaction level of the Meghna Cement
users regarding customer service. Here we see about 42 % (Cumulative) are
satisfied with their current customer service and 36% are dissatisfied.
Table 7: Satisfaction Level regarding easy availability
What is your satisfaction level regarding easy availability?
Scale
Frequency
Percentage
Very Satisfied
04
11%
Satisfied
10
28%
Indifferent
06
17%
Dissatisfied
11
31%
Very dissatisfied
05
13%
Total
36
100%

Findings: The Frequency table above shows the satisfaction level of Meghna Cement
users regarding easy availability. About 39% of the respondents are satisfied
regarding easy availability of Meghna Cement and 44% customer are dissatisfied.
Table 8: Satisfaction Level regarding credit facility
What is your satisfaction level regarding credit facility?
Scale
Frequency
Percentage
Very Satisfied
03
8%
Satisfied
12
33%
Neutral
05
14%
Dissatisfied
10
28%
Very dissatisfied
06
17%
Total
36
100%

Findings: The frequency table below shows that 41% of the respondents are
satisfied and 45% respondents are dissatisfied regarding credit facility.
Interpretation of the survey: It is clear that perception about quality is very high that
means they were satisfied regarding quality. On the other hand regarding customer
service, easy availability and credit facility are moderate satisfied. So they should
increase customer service and credit facility.
Objective 5:
To identify which of the two concepts, quality or price, consumers consider more
important in purchasing cement.
Related Question: Question number 7(Both customers and Retailers / Dealers) was
asked to give more preference while purchasing cement.
Data Collected: There were total 56 respondents. The results of the data collected
for question 7 are given below:
Table 9: Important criteria for purchasing decision
Which one you give more important while purchasing
cement?
Criteria
Frequency
Percentage
Quality
36
64%
Price
20
36%
Total
56
100%
Figure 11: Important Criteria For purchase

decision

Findings: It has been found that, out of 56 respondents; only 20 said that they
attach more important on price than quality, while 64% said that quality was more
prerogative to price in buying decision.
Interpretations: This has wide implications as regard the previous findings. This
means that although there was a price hike of King Brand Cement even than it had
less effect on sale, as consumers prefer quality than price. As such, quality is the
overriding attribute in making purchase decision.
Objective 6:
To identify the types of sales incentives received from different company.
Related Question: Question number 6 (For dealers/ retailers) was asked that means
what types of sales incentives they received from various companies.
Table 10: Sales incentives receive from various companies
What types of sales incentives they receive from the
company?
Items
Frequency
Percentage
Discount
05
25%
Sales Commission
06
30%
Credit Sales
06
30%
Gift and promotion
02
10%
Any other
01
5%
Total
20
100%
Figure 12: Different Sales Incentives

analyze the data collected for the question. The percentage of to use volume was
found out by simple arithmetic.
Findings: From the above Figure we can see that, about 25% of the respondents
were received discount, 30% received sales commission and credit sales facility and
rest of them received gift items from the various cement company.
Interpretation: From the above Figure we can see that, the important incentives are
sales commission, discount, credit sales, gift etc. For both retailers and dealers,
sales commission and credit sales facilities has the highest score meaning that this
are the most effective promotional tool for increasing sales, which is followed by
discount and gift item.
Objective 7:
To identify the problems that decreases the sales of King Brand Cement.
Related Question: Question number 3 (For customers) was asked to find out the
reasons for not to buy King Brand Cement.
Table 11: Reasons for not to buy KBC
What is the main reasons for not to buy king Brand Cement?
Reasons
Frequency
Percentage
High Price
12
33%
Low Quality
05
14%
Customer Service is not

enough
07
19%
Lack of advertising
05
14%
Not available
07
20%
Total
36
100%
Figure 13: The reasons behind not to buy KBC

analyze the data collected for the question. The percentage of to use volume was
found out by simple arithmetic.
Findings: About 33% of the customers were said high price is the main problem for
not to buy King Band Cement. About 19% said customer service is not enough and
14% respondents were not to buy King Brand Cement for lack of advertising. The
frequency table shows the reasons for not to buy King Brand Cement.
Interpretation of the survey: Out of 36, only 4 respondents said low quality is the
main problem for not to buy King Brand Cement. But 12 respondents said high price
is the main problem for not to buy this cement. So, the price increases of King
Brand Cement significantly contribute to the decrease of Meghna cements sales.
Objective 8:
To find out the consumers perception about the price.

Related Question: Question number 4 (Both Customer and Dealer/Retailer) was
asked to find out the perception about price.
Data Collected: There were total 56 respondents. In this question the respondents
were asked to answer about the price of King Brand Cement.
Table 12: Perception about price
The price of King Brand Cement is comparatively high
Scale
Frequency
Percentage
Strongly agree
18
32%
Agree
22
39%
Neutral
05
9%
Disagree
07
13%
Strongly disagree
04
7%
Total
56
100%
analyze the data collected for the question.
Findings: From the above Table we can see that, about 71% of the respondents were
agreed about the price of King Brand Cement is comparatively high. On the other
hand 20% of respondents were disagreed with the statement.
Interpretation: Here total respondents are 56. This question asked both consumers
and retailers. Among them 40 respondents were agreed with the statement. So
price of King Brand is comparatively high. They should decrease the price to survive
in the competitive market.
3.2 HYPOTHESIS TESTING
Hypothesis 1:
Step 1: Formulation of Hypothesis
Null Hypothesis: Less or equal to 40% consumers prefer King Brand in purchasing
cement.
Alternative Hypothesis: More than 40% consumers prefer King Brand in purchasing
cement.
Step 2: Selection of an Appropriate Test
In this case the researcher has selected z-statistic. This statistic is computed as
follows:
Z= (p-)/p
Where , p= (1- )/ n
Step 3: Choose the Level of Significance,
Here, the researcher has considered the Level of Significance is 5%. Thus, the
confidence level is 95%.
Step 4: Collection of Data and Calculation of Test Statistic
Here, sample size is 36. In this case 36 users were surveyed and 8 respondents
were preferred King Brand Cement in purchasing cement. Thus the value of the
sample proportion is
p= 8/36= 0.22
The value of p can be determined as follows:
p= (1- )/ n
= (0.40) (0.60)/36
= 0.082
The test statistics z can be calculated as follows:

Z= (p-)/p
= (0.22-0.40)/ 0.082
= 2.20
Step 5: Determination of Probability (Critical Value)
Our calculated value of Z is equal to 2.20. Now we get the Z value for 95%
confidence level from the standard normal distribution table is +1.64.
Step 6 & 7: Comparison of Probability (Critical Value) and Decision Making
Hence, the calculated value of Z = 2.20 falls in the acceptance region, so we
accept the Null Hypothesis (H0). We reject Alternative Hypothesis (H1)
Figure 14: Hypothesis Test1.

Step 8: Marketing Research Conclusion
As the Null Hypothesis (H0) is accepted and Alternative Hypothesis is rejected, so we
can say that less than 40% consumers prefer King Brand in purchasing cement. So
authority of King Brand Cement should decrease the price of King Brand Cement,
increase more advertising to increase consumers preference.
Hypothesis 2:
Null Hypothesis: More than or equal to 60% customers are satisfied regarding
quality provided by Meghna Cement Mills Ltd.
Alternative Hypothesis: Less than 60% customers are satisfied regarding quality
provided by Meghna Cement Mills Ltd.
follows:
Z= (p-)/p
Where , p= (1- )/ n
Here, sample size is 36. In this case 36 respondents were surveyed and 23
respondents were satisfied regarding quality offered by Meghna Cement. Thus the
value of the sample proportion is
p= 23/36= 0.64
p= (1- )/ n
= (0.60) (0.40)/36
= 0.082

Z= (p-)/p
= (0.64-0.60)/ 0.082
= 0.49
confidence level from the standard normal distribution table is 1.64.
Hence, the calculated value of Z = 0.49 falls in the acceptance region, so we do not
reject the Null Hypothesis (H0).
As the Null Hypothesis (H0) is accepted and Alternative Hypothesis is rejected, so we
can say that more than 60% customers are satisfied regarding quality provided by
Meghna Cement Mills Ltd. Though they were satisfied, any time they can be
dissatisfied. So, they should more improve in quality.
Hypothesis 3:
Null Hypothesis: Less than or equal to 60% customers believe the price of King
Brand Cement is comparatively high.
Alternative Hypothesis: More than 60% customers believe the price of King Brand
Cement is comparatively high.
follows:
Z= (p-)/p
Where
, p= (1- )/ n

Here, sample size is 56. In this case 40 of the respondents were agreed about the
price of King Brand Cement is comparatively high. Thus the value of the sample
proportion is
p= 40/56= 0.71
p= (1- )/ n
= (0.60) (0.40)/56 = 0.065
Z= (p-)/p
= (0.71-0.60)/ 0.065 = 1.69
Hence, the calculated value of Z = 1.69 is more than the table value Z =1.64. So we
can not accept the null hypothesis.
Figure 16: Hypothesis Test 3.
As the Null Hypothesis (H0) is rejected and Alternative Hypothesis is accepted, so
more than 60% customers believe the price of King Brand Cement is comparatively
high. So to increase the sales they should decrease the price of King Brand Cement.
Hypothesis 4:
Null Hypothesis: More than or equal to 40% customer think that high price is the
main problem for not to buy King Brand Cement.
Alternative Hypothesis: Less than 40% customer think that high price is the main
problem for not to buy King Brand Cement.
follows:
Z= (p-)/p
Where , p= (1- )/ n

Here, sample size is 36. In this case 12 of the respondents were said high price is
the main problem for not to buy King Band Cement. The frequency table shows the
reasons for not to buy King Brand Cement.
Thus the value of the sample proportion is
p= 12/36= 0.33
p= (1- )/ n
= (0.40) (0.60)/36
= 0.082
Z= (p-)/p
= (0.33-0.40)/ 0.082
= 0.85

Hence, the calculated value of Z = 0.85 is less than the table value Z =1.64. So
we can not reject the null hypothesis.
Figure 17: Hypothesis Test 4.

As the Null Hypothesis (H0) is accepted and Alternative Hypothesis is rejected. So
price is the main problem for not to buy King Brand Cement.
Hypothesis 5:
Null Hypothesis: No association between company name and quality.
Alternative Hypothesis: There is an association between the two.
(fo-fe)2
2 = fe
Critical value with degree of freedom 1 and confidence level 95%.
Here, sample size is 36. In this case 14 of the respondents were said well known
organization provide high quality cement.
Table 13: Cross- tabulation
Quality
Company
Total
Well known
Not well known
High
14
04
18
Low
04
14
18
Total
18
18
36

n r nc
Here, expected frequency (r1c1) =
18*18
=
36
=9
n r nc
Here, expected frequency (r1c2) = n
18*18
=
n r nc
=9
18*18
=
n r nc
36
36
=9
18*18
=
36
=9
(fo-fe)2
2 = fe
(14-9)2
(4-9)2
(4-9)2
(14-9)2
= - + + +
9
= 11.11
Our calculated value of 2 is equal to 11.11.
Degree of freedom = (r-1) (c-1)
= 1*1 = 1
Critical value with degree of freedom 1 and confidence level 95% = 3.841
Calculated value > Critical value
So, H0 cannot be accepted. There is an association between the two.
There is an association between company name and quality. Well known
organization provide high quality product.
3.3 FINDINGS
Among 36 customers only 8 prefer King Brand Cement and our hypothesis is less
than or equal to 40% customer prefer King Brand while purchasing cement. So our
hypothesis is accepted.
36 respondents were surveyed and 23 respondents were satisfied regarding quality

offered by Meghna Cement and 19% were dissatisfied. So the quality of King Brand
Cement is comparatively good.
Our hypothesis is more than or equal to 60% customer believe the price of King
Brand Cement is comparatively high. Among 56, 40 respondents were believe the
price of king brand cement is comparatively high.
There are many reason for not to buy King Brand Cement. Among the 36
respondents 12 respondents said price is the main problem for not to buy King Band
Cement.
We have asked, if there any association between company name and quality. In this
case we have found, most of the respondents said there is an association between
company name and quality.
3.4 CONCLUSIONCement Industry a relatively fast growing industry, is developing in
pace with increasing building and construction activities. Cement has long been
used as a bonding agent to unite particles or to cause one surface to adhere to
another. The most common form of cement, Portland cement, is a powder obtained
from burning together a mixture of lime and clay, which when mixed with water and
sand or gravel, turns into mortar or concrete. The amount of cement now annually
consumed in the country is about 5 million metric tons. The production however,
falls short by about 3 million tons per year. This shortage is met through imports.
The growth of cement market in Bangladesh was not in satisfied. There was a
critical competition in the market. In that critical time King Brand Cement of Meghna
Cement Mills Limited start its operation in the country. Availability and awareness of
this brand is very good. Most of the people prefer quality cement and they are
willing to pay a little bit higher prices for that. As King Brand Cement has a
reputation about its quality it has a good market response.
As cement is the industrial product, reference group is important for its sale. King
Brand Cement should keep its close eye to generate new ideas for reference group
along with customers and users for its better growth.
3.5 RECOMMENDATIONS
Major findings and recommendations are as under:
From interview, it explored that end user purchase their cement based on
recommendation of the masons, Architects opinion, retailers pushing and some
others factors including weight, price, depends on use and loyalty towards the
particular brand. It also indicates that Meghna cement has a lack of brand image.
In designing organizational hierarchy Meghna Cement Mills Limited follow functional
strategy. In the whole organization hierarchy MCML have eight major wings. They
are audit division, IT division, commercial division, HR & admin division, marketing
and sales division, accounts and finance division, operation and engineering
division, construction division. But there is no research & development department.
It is recommended that the organization can have a separate research &
development department.
The quality of King Brand Cement is comparatively better than others. But the price
of King Brand Cement is high. For the high price it lost its market share. So they
should decrease the price.
At present, there are six dealers spread over the whole country. As such
transportation of cement from one place to another is a big hassle. This also
involves huge amounts of cost, as such decentralization of production facilities
including placement of portable production facilities at the strategic points can be
considered.
Company can not deliver the product in time to the customer. Its price is
comparatively high and price also fluctuates every day. There is no credit facility
from the company. So customer can not purchase the product on credit. Their
factory location is so much far from the Dhaka city. So they should solve this
problem.
In context of packaging, it is explored that to develop the packaging system is
essential. For said reason final user think that retailers mix less quality cement with
that bag and sometimes final user also think that cement weight is not accurate. It
means that 50 Kges cement is not there. Another problem is paper sack; during
rainy season cement looses its quality.
In pricing the products, Meghna Cement Mills Ltd follows premium pricing strategy.
In these they should keep in mind the psyche and attitude of the customers and
competitors in setting the price. They may resort to pricing methods like cost plus,
return investment, value pricing that means low price for high quality products etc.
In promoting products King Brand Cement puts emphasis on direct marketing and
personal selling, no advertising. MCML exercises a little effort in advertising their
products. The resulting effect of this practice is twofold; on the other hand, lack of
advertising makes King Brand Cement unknown to the some customers. Meghan
Cement Mills Limited should advertise more to focus on their product and high
standard of product.
Meghna Cement Mills Limited (MCML) may resort to both informal and formal
recruiting methods. Informal recruiting methods tap a narrower labor market.
Formal recruiting methods search the labor market more widely for candidates with
one having previous connection with the company.
From the analysis it is seen that the growth in sales is slow than the growth in
capacity of Meghna Cement. One of the main reasons is the higher price. MCML
should have to take care of this issue.
Cement market of the country is facing turbulence due to various environmental
factors. To overcome this MCML may consider giving sales incentives. Sales
commission is considered to be most attractive incentives followed by gifts and
similar items.
Competitors are very aggressive in providing best service to the customers in order
to survive in the competitive market and complete MCML in terms of customer
service. MCML needs to give more attention to this aspect so as to keep up its
image.
Meghna has lost its brand image. Retailers are not getting on time delivery. Price is
fluctuating tremendously compare to its competitors. Retailers are not enjoying any
kind of credit / commission from the company. Retailers are facing troubles for loose
packet of the product. There was a communication gap between retailers and sales
representatives.
Quality is considered as most important aspect in marketing a purchase decision.
Meghna Cement Mills Limited should strive hard to further improve this standard.
This research shows a decreasing trend in the cement market. Meghna Cement Mills
Limited should revise its price and marketing strategy to face the challenges.
Classification of Employees in Jamuna Group:

Employee means persons in the employment of the corporation and the
classification of employees of Jamuna Group. Are as follows:
Employees on Contract
Permanent Employees
Probationer
Temporary Employees
Substitute Employees
Casual Employees
In below the classification of Employees are as follows:
In below the classification of Employees are as follows:

a) Employees on Contract:
An employee on contract is a person with whom a specific contract of

employment has been entered into. An employee on contract bound by
these regulations except where otherwise expressly stated in the contract.
b) Permanent Employees:
A permanent employee is an employee who has been engaged on a
permanent basis and the expression`` Permanent Employee shall include
any person who has satisfactorily completed the probationary period of three
month.
c) Probationer:
Probationer is an employee who is provisionally engaged to fill a
permanent vacancy in a post and has not satisfactorily completed six-month
service. If a permanent employee is engaged as a prior a new post he may at
any time during the probationary period of three months be reverted to his
old permanent post. If his work is found unsatisfactory.
d) Temporary Employees:
Temporary employee is an employee who has been engaged for work
which is essentially of temporary nature and likely to be finished within a
limited period.
e) Substitute Employees:
Substitute employee is a person whose employment is of casual nature.
g) Casual Employees:
Casual Employee is a person whose employment is of casual nature
Job Satisfaction:
Job satisfaction is the level of contentment a person feels regarding his or her job.
This feeling is based on an individual's perception of satisfaction. Job satisfaction
can be influenced by a person's ability to complete required tasks, the level of
communication in an organization, and the way management treats employees.
There are often two different levels of job satisfaction:
Affective job satisfaction
Cognitive job satisfaction.
Affective job satisfaction is a person's emotional feeling toward the job as a

whole.
Cognitive job satisfaction is the extent of individual satisfaction with

particular facts of job such as pay, pension arrangements, working hours, other
aspects of jobs. In this report, importances are given to mainly identify cognitive
levels of job satisfaction.
Figure- 01: Components of Job satisfaction
It isn't always easy to measure job satisfaction, as the definition of satisfaction can
be different for different people. Whether a person is satisfied with his or her job can
impact their job performance.
However, that some high performing employees didn't feel satisfied with their job
at all. If an organization is concerned about job satisfaction of their employees,
management may want to conduct surveys to determine the current level of job
satisfaction experienced by employees and employees say would need to improve
to increase their level of satisfaction. Because job satisfaction can vary for
individuals, management may want to implement several different strategies in
order to help the majority of employees within an organization feel satisfied with
their place in the company. Human resources implement a series of positive
practices there is financial gain for the organizations, creating a belief that there is a
link between flexible work environments and shareholder value.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality. Job satisfaction can
be understood in terms of its relationships with other key factors, such as general
well-being, stress at work, control at work, home-work interface, and working
conditions.
Gupta & Joshi (2008) ,concluded in their study that job satisfaction is an important
technique used to motivate the employees to work harder. It had often said that , A
HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE. Job satisfaction is very important
because most of the people spend a major of their life at their work place.
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers productivity. These studies ultimately showed that novel
changes in work conditions temporarily increase productivity (called the Hawthorne
Effect).. This finding provided strong evidence that people work for purposes other
than pay, which paved the way for researchers to investigate other factors in job
satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of
job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies,
causing a shift from skilled labor and piecework towards the more modern
of assembly lines and hourly wages. The initial use of scientific management by
industries greatly increased productivity because workers were forced to work at a
faster pace.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life. Job
satisfaction can be understood in terms of its relationships with other key factors,
such as general well-being, stress at work, control at work, home-work interface,
and working condition
3.2 Measuring Job Satisfaction:

There are many methods for measuring job satisfaction. By far the most common
method for collecting data regarding job satisfaction is the Likerst scale (named
after Rensis Likert). Other less common methods for gauging Job satisfaction
includes: yes/ No questions, True/false, point system, Checklists and forced choice
answer.
The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly affective as
opposed to cognitive, measure of overall affective job satisfaction. The BIAJS differs
from other job satisfaction measures in being comprehensively validated not just for
internal consistency reliability, temporal stability, convergent and criterion-related
validities, but also for cross-population invariance by nationality, job level, and job
type. Reported internal consistency reliabilities range between .81 and .87.
The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction measure. It
measures ones satisfaction in five facets: pay, promotions and promotion
opportunities, coworkers, supervision, and the work itself. The scale is simple,
participants answer either yes, no, or cant decide (indicated by ?) in response to
whether given statements accurately describe ones job.
Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The
MSQ measures job satisfaction in 20 facets and has a long form with 100 questions
(five items from each facet) and a short form with 20 questions (one item from each
facet). The JSS is a 36 item questionnaire that measures nine facets of job
satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants
respond to by choosing a factor
3.2 Models of Job satisfaction:

Affect theory:
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in
a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/arent met.
Dispositional theory:
Another well-known job satisfaction theory is the Dispositional Theory. It is a very
general theory that suggests that people have innate dispositions that cause them
to have tendencies toward a certain level of satisfaction, regardless of ones job.
This approach became a notable explanation of job satisfaction in light of evidence
that job satisfaction tends to be stable over time and across careers and jobs.
Research also indicates that identical twins have similar levels of job satisfaction.
Discrepancy theory:
The concept of discrepancy theory explains the ultimate source of anxiety and
dejection. An individual, who has not fulfilled his responsibility feels the sense of
anxiety and regret for not performing well, they will also feel dejection due to not
being able to achieve their hopes and aspirations. According to this theory, all
individuals will learn what their obligations and responsibilities for a particular
function, over a time period, and if they fail to fulfill those obligations then they are
punished.
Job characteristics model:

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as
a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and
feedback) which impact three critical psychological states (experienced
meaningfulness, experienced responsibility for outcomes, and knowledge of the
actual results), in turn influencing work outcomes (job satisfaction, absenteeism,

work motivation, etc.).
Two Factor theories (motivator-hygiene theory):

There are different types of models to identify & evaluate job satisfaction levels of
employees at workplace. As to identify the levels of job satisfaction of employees
at Jamuna Group (Head office) factors used to measure the level of satisfaction and
dissatisfaction are influenced by the Two-factor theory (motivator-hygiene
theory).
Frederick Herzbergs Two-factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. Satisfaction and
dissatisfaction are driven by different factors motivation and hygiene factors,
respectively. An employees motivation to work is continually related to job
satisfaction of a subordinate. Motivation can be seen as an inner force that drives
individuals to attain personal and organizational goals Motivating factors are those
aspects of the job that make people want to perform, and provide people with
satisfaction, for example achievement in work, recognition, promotion
opportunities. These motivating factors are considered to be intrinsic to the job, or
the work carried out.]Hygiene factors include aspects of the working environment
such as pay, company policies, supervisory practices, and other working conditions.
In Jamuna Group (head office) people are satisfied with their salary, physical
working condition etc on the other hand they are dissatisfied about compensation
packages, working hours, conflict resolution procedures etc. so, here both
motivators & hygiene factors are present to measure employees job satisfaction
levels in the workplace.
Motivators
-Responsibility
Hygienes
- Supervision
-Re
cognition
-Salary
-Promotion
-Work environment
-Achievement
-Company Policy
-Intrinsic aspects of the job

with colleagues
Figure-02: Examples Two Factor Theory.
3.4 Factors of Job Satisfaction:
-Relationship
Figure-03: Factors influencing job satisfaction
There are number of factors affecting Job satisfaction .A number of research

studies have been conducted in order to establish some of the causes that
result in job satisfaction . These factors are given below3.4.1 Organizational factors:
1) Salaries & wages:
Making sure employee salaries and benefits are comparable to other
organization salaries and benefits will help raise satisfaction. If a company
wishes to produce a competitive product they must also offer competitive
wages. In addition, this can help reduce turnover, as employees will often be
more satisfied when paid competitive wages as opposed to being underpaid.
2) Promotion Chances:
Promotion Chances considerably affect job satisfaction. Employees take
promotion as the
ultimate advancement of the career when he realized he
feel satisfied.
3) Company Polices:
Policies that are clear, fair and applied equally to all employees will decrease
dissatisfaction. Therefore, fairness and clarity are important and can go a
long way in improving employee attitude. For example, if a company has a
policy for lunch breaks that are the same length and time for everyone,
employees will see this as the norm and it will help cut down on wasted time
and low productivity.
4) Strategic Employee Recognition
Employee recognition is not only about gifts and points. It's about changing the
corporate r to meet goals and initiatives and most importantly to connect
employees to the company's core values and beliefs. Strategic employee
recognition is seen as the most important program not only to improve employee
retention and motivation but also to positively influence the financial situation. It
also motivates employees and accelerates their working capacity.
3.4.2 Work Environment variables:

1) Supervision:
Supervisory style influence participate in decision making, employee who
participate in decision making that affect their jobs, display a much higher
level of satisfaction with supervisor with the supervisor and overall work
situation.
2) Work Group:
The nature of the work group or team will have effect on job satisfaction.
Work group will have stronger source of satisfaction when members have
similar attitudes and values.
3) Working conditions:
Keeping up to date facilities and equipment and making sure employees
have adequate personal workspace can decrease dissatisfaction. A cramped
employee is a frustrated employee plus faulty equipment provides frustration
in trying to get work done.
4)
Superior-subordinate communication:
Superior-subordinate communication is an important influence on job satisfaction in

the workplace. The way in which subordinates perceive a supervisor's behavior can
positively or negatively influence job satisfaction. Communication behavior such as
facial expression, eye contact, vocal expression, and body movement is crucial to
the superior-subordinate
relationship. Nonverbal messages play a central role in interpersonal interactions
with respect to impression formation, deception, attraction, social influence, and
emotional. Nonverbal immediacy from the supervisor helps to increase
interpersonal involvement with their subordinates impacting job satisfaction. The
manner in which supervisors communicate with their subordinates non-verbally may
be more important than the verbal content.
3.4.3. Personal Factors:
1) Emotional dissonance. Emotional dissonance is a state of discrepancy

between public displays of emotions and internal experiences of emotions
that often follows the process of emotion regulation. Emotional dissonance is
associated with high emotional exhaustion, low organizational commitment,
and low job satisfaction.
2)Social interaction. Taking the social interaction perspective, workers
emotion regulation might cause responses from others during interpersonal
encounters that subsequently impact their own job satisfaction. For example:
The accumulation of favorable responses to displays of pleasant emotions
might positively affect job satisfaction.
3)Equitable Rewards: Employees want pay system that they perceived as

just unambiguous and in line with expectations .when pay is seen as fairbased on job demands, individual skill level and community pay standards
pay standards- satisfaction is likely to result.
4) Genetics
It has been well documented that genetics influence a variety of individual
differences. Genetics also play a role in the intrinsic, direct experiences of job
satisfaction like challenge or achievement (as opposed to extrinsic, environmental
factors like working conditions). Genetic heritability was also suggested for several
of the job characteristics measured in the experiment, such as complexity level,
motor skill requirements, and physical demands.
5) Personality
Individuals high in negative affectivity are more prone to experience less job
satisfaction. Positive affectivity is related strongly to the personality trait of
extraversion. Those high in positive affectivity are more prone to be satisfied in
most dimensions of their life, including their job. Differences in affectivity likely
impact how individuals will perceive objective job circumstances like pay and
working conditions, thus affecting their satisfaction in that job.
6) Autonomy - Giving employees the freedom of ownership of their work may

help raise satisfaction. Job satisfaction may result when an individual knows
they are responsible for the outcome of their work.
7) Advancement - Allowing employees, who show high performance and

loyalty, room to advance will help ensure satisfaction. A new title and sense
of responsibility can often increase job satisfaction in an employee.
8) Job Security - Especially in times of economic uncertainty, job security is a

very high factor in employee's job satisfaction. Giving an employee
the assurance that their job is secure will most likely increase job
satisfaction.
3.4.4 work Itself:

Generally people prefer jobs that give them opportunities to use their skills
and abilities and offer a variety of tasks, freedom , and feedback on how well
they are doing . These characteristics make work mentally challenging.
Findings of the study:

Global competition has increased the importance of organizations improving
the productivity of their workforce and looking globally for the best-qualified
workers. In this purpose it is necessary to job satisfaction of employees. We
can find some important findings in according to objective of this report. In
below some following findings are as mentioned:
Employees are satisfied with good pay structure as the key motivating factor
for work efficiency.
Majority of the employees are extremely dissatisfied with their compensation
and benefit packages, as there is no structured system of compensation
packages provided by the company to its employees like- pension scheme,
retirement benefits , allowances, incentives etc.
Employees are not satisfied about the matter that they dont get freedom to
doing their work. As the higher authority always have control over each and
every work of employees.
Most of the employees are dissatisfied with their Career advancement
opportunities option prevail in their workplace.
In flexible working hours lead to employee dissatisfaction.
Employees have mix feelings regarding to the matter of recognition received
from superiors. They are neither satisfied nor dissatisfied about this matter.
Nearly everyone is satisfied about the level of communication with their
higher management.
Employees have no job security, they can be terminated, transfer any time
by top management decisions.
HR division is not properly structured there to recruit, train, motivate,
appraise, and compensate employees.
Majority of the employees prefer their job as they have opportunity to use
their skills/ abilities in their workplace.
Employees are satisfied with their physical working conditions prevail there.
Employees have good working relations with their superiors.
Most of the employees are highly dissatisfied with their conflict resolution
procedures. As sometimes the outcome of the conflict resolution may lead to
direct termination by top management.
Employees have overall mix feelings regarding to their job satisfaction
issues. They are neither satisfied nor dissatisfied.
Recommendations:
Jamuna Group(head office) is functioning efficiently, but to be more efficient,

some measures must take to improve its productivity& efficiency by
ensuring job satisfaction of its employees .
Attractive compensation packages would activate employees and increase

individualistic work efficiency. There must be transparency in providing the
appropriate compensation which must match their responsibilities.
Employees will be more satisfied when they have proper freedom and
authority to do their work. Higher authority should establish work goals but
let employee determine how they will achieve those goals.
Company has to give appropriate recognition to the employees for their
contribution.
Company must ensure job security of their employees. Proper Job security
leads to employee satisfaction in their workplace. Any time termination,
transfer system by higher authority should be changed to ensure job security
of employees. Local industrial labor act must follow for termination, transfer
of any employees.
Promote a balance of work and personal life. Distribute works evenly within
work teams. Offer employees benefits, leave, recreational facilities to
balance their work and personal life.
Higher management must design to solve conflict as quickly as possible. To
avoid further serious lockout, strike or protest.
Company must give proper opportunity for their career advancement.
Individual should give suitable training, assignment, challenging but
achievable goals to improve their efficiency of performance.
Higher authority must recognized employees through their contribution. ,
give employees reward and incentives or verbal appreciation. This will
motivate employees and accelerate their performance.
HR and Administration department must be reorganized. Proper and
proactive HR department can ensure accurate recruitment, training and
development, appraisal, compensation facilities etc.
As employees are neither satisfied nor dissatisfied about their job. Corrective
measures may improve their satisfaction level by ensuring all the above
suggestions.

Management Issues

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Management Issues

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Management Issues: 'Organizational Change Management'

Author: Keith R. Dutton, M.S.

Threatened Self-Interests: concerns in these areas usually relate to personal

schedule change might adversely affect a relationship through a change in

Overcoming resistance to change is not easy, but it is manageable by

Within this area of planning, it is important to define the problem precisely

Plan for the implementation of the change: In other words, communicate,

Feedback, comments or suggestions? Send us an e-mail, or talk to us in the

Assignment Point - Solution for Best Assignment Paper

Home Business Management Report on Meghna Cement Mills Limited

In 1992 Bashundhara Group introduced another enterprise Meghna Cement Mills

13/Ka/1, Panthapath, Dhaka.

Dhaka, Bashundhara stretched itself to cover new boundaries and respond

Bashundhara Paper Mills Ltd.

avenue in Panthapath, Dhaka. It is South Asias largest shopping-cum-recreation

Customer pattern : All classes

Source: Annual Report

2.12 MARKETING MIX OF MEGHNA CEMENT MILLS LTD

Bashundhara Group. King Brand cement of MCML is well-known throughout

also publishes advertisements in weekly, monthly, by-weekly, periodicals etc.The

(b) Economic factor:

Special purpose mortars.

suppliers that takes advantage of the supply concentration to achieve dominant

It uses environment friendly paper cement bag.

King Brand Cement

Seven Ring Cement

Source: Primary data

Source: Primary data

Source: Primary Data

Source: Primary data

Source: Primary data

Figure 11: Important Criteria For purchase

Source: Primary data

Gift and promotion

Source: Primary data

Figure 12: Different Sales Incentives

Source: Primary data

Customer Service is not

Source: Primary data

Figure 13: The reasons behind not to buy KBC

Source: Primary data

To find out the consumers perception about the price.

The test statistics z can be calculated as follows:

Source: Primary Data

The test statistics z can be calculated as follows:

Step 3: Choose the Level of Significance,

Step 4: Collection of Data and Calculation of Test Statistic

Step 5: Determination of Probability (Critical Value)

Figure 17: Hypothesis Test 4.

Not well known

Source: Primary data

36 respondents were surveyed and 23 respondents were satisfied regarding quality

Classification of Employees in Jamuna Group:

In below the classification of Employees are as follows:

In below the classification of Employees are as follows:

An employee on contract is a person with whom a specific contract of

Affective job satisfaction is a person's emotional feeling toward the job as a

Cognitive job satisfaction is the extent of individual satisfaction with

Figure- 01: Components of Job satisfaction

3.2 Measuring Job Satisfaction:

Other job satisfaction questionnaires include: the Minnesota Satisfaction

3.2 Models of Job satisfaction:

Job characteristics model:

actual results), in turn influencing work outcomes (job satisfaction, absenteeism,