ob final report .

1. Report On “Influential factors of OB and their
influences on workplace”

2. 1
Course Name: Organizational Behavior
Course Code: THM 321
Date of Submission: 09.11.2017
Submitted to
Samia Afrin Shetu
Lecturer
Dept. of Tourism & Hospitality Management
Faculty of Business Studies
University of Dhaka
Submitted by
Md. Mamun Hasan Biddut.
THM-8th Batch
Section- ‘B’

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Samia Afrin Shetu
Lecturer
Department of Tourism & Hospitality Management,
University of Dhaka.
Subject: Submission of the Report
Dear Madam,
I am very pleased to submit the report on " Influential factors of OB and their influences on
workplace " that you have assigned to identify the problems associated with this tourist place and
prospects remains of this tourist place in Bangladesh. In this report, I have tried to find out the key
factors that the customers are characterized as major problems associated in tourism marketing.
After finishing the project work, I think that I have gathered a lot of knowledge about the
consumers' insight and based on the findings and how to implement them. Thus, this project works
my research knowledge regarding target audience as marketing major student. This report
extended my knowledge and will definitely be helpful in the future. Thank you very much for
giving me such kind of opportunity to enrich my knowledge. I would like to thank you for your
valuable guidance in every problem T had and the precious time that you gave me. I will be
available for any further clarifications required.
Thank you
Yours truly,
Mamun hasan
Id- 96
Department of Tourism and Hospitality Management,
University of Dhaka

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Contents
Acknowledgements ............................................................................................................................5
1.1 Background of study......................................................................................................................6
1.2 Objective of the Study:..................................................................................................................7
1.3 Significance of the study:...............................................................................................................7
1.4 Limitations of the study:................................................................................................................7
1.5 Rationality:...................................................................................................................................8
1.6 Methodology:...............................................................................................................................8
Literature review................................................................................................................................9
Organization profile..........................................................................................................................11
3.1 Hotel 71 .....................................................................................................................................11
3.2 Amazing Tours BD.......................................................................................................................12
3.3 Lions International Travels...........................................................................................................12
Tour packageswith a difference........................................................................................................13
3.4 Sonali bank.................................................................................................................................13
3.5 BD Finance:.................................................................................................................................14
3.6 China-Bangla Ceramic Industries Ltd:............................................................................................14
3.7 BRAC:.........................................................................................................................................15
3.8 ALLIANCE KNIT COMPOSITE LIMITED............................................................................................16
3.9 Biman Bangladesh:......................................................................................................................17
3.10 Intelligent Tourist Aid (ITA) ........................................................................................................17
Data Analysis:...................................................................................................................................18
4.1 Demographic Profile:...................................................................................................................18
4.2 Influencing factors: .....................................................................................................................18
4.3 Challenges..................................................................................................................................19
4.4 Absenteeism and Turnover..........................................................................................................20
4.5 Security Level..............................................................................................................................21
4.6 Teamwork ..................................................................................................................................21
4.7 Making Decision..........................................................................................................................22
4.8 Job Performance:........................................................................................................................23
4.9 Making Money............................................................................................................................24

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4.10 Enthusiasm for Job Performance................................................................................................24
4.11 Conflict Resolved.......................................................................................................................25
4.11 Workforce Diversity as constraint...............................................................................................26
5.1 Recommendations:.....................................................................................................................28
5.2 Conclusion:.................................................................................................................................29
Appendix

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Acknowledgements
First, we would like to express our humble gratitude to the Almighty Allah who has helped
us to complete the Assignment successfully. We must acknowledge our debt to our course
instructor Department of Tourism and Hospitality Management, University of Dhaka for
his valuable time, consideration and expert touch on the assignment. He has continuously
helped, co-operated and advised us how to prevail over the problem; we have faced in
preparing the Assignment. We are also thankful to him for his valuable suggestions
regarding the Assignment.
We are grateful to the department of Tourism and Hospitality Management, University of
Dhaka to give us such opportunity.
Thanks to all
Group Innerstar
Section: “B”
THM 8th Batch.

7. 6
Chapter 1
1.1 Background of study
Organizational behavior is a form of acting with organization. Certainly, large numbers of people
have been doing work for a long time to understanding the impact that individual’s groups and
structure have on behavior within organizations for the purpose of applying such knowledge
towards improving an organizational effectiveness. Pyramids and many other huge monuments
and structures were built, armies and governments were organized, Civilizations spread over vast
territories. This took organization and management. There are some writings from antiquity that
suggest that systematic approaches to management and organization can influence its employees
and were transmitted to others. But the primary influences in organizations behavior today stem
from more recent events. Some would claim that to begin to understand our organizations today
we need to look at the Protestant Reformation and the Protestant Ethic. Organizational behavior
has been influenced by developments in a number of related disciplines including: Sociology,
organizational politics and conflicts, organizational psychology, and economics.
We already have survey a number of OB practitioners documented their ideas, view, knowledge
and experience about management and organization influence on employees. The most influencing
theories today originate from Henri Fayol, Chester Barnard, and Mary Parker Follet.to understand
the influencing factors on employees we have selected 10 organizations. We have selected five
Tourism and five Non-tourism organizations. Five tourism organizations are Hotel 71, Amazing
Tours BD, Lions International Travels, Biman Bangladesh, Intelligent Tourists Aid and Five Non-
Tourism organizations are Sonali bank, BD Finance, China-Bangla Ceramic Industries Ltd,
BRAC, Alliance knit composite limited. We have already made a survey over 100 employees of
different positions of those organizations. We visit the organizations and collect their opinion
regarding some influential variables of organizational behavior. This survey is basis on how to
identify how organizational performance, employee’s satisfaction, employee commitment to the
organizational goal, turnover rate, organizational politics and conflicts and so on that can be
influenced on employee’s performance.
We have made a questionnaire including 12 variables of organizational behavior. We analyzed
those questionnaire with the aid of Microsoft excel and Microsoft word, we have showed the result
of survey by different chart like pie chart, bar etc. Finally, we have given some opinion on how to
increase the overall performance of organization by influencing employee.

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1.2 Objective of the Study:
This research project aims to explore the quantitative relationship between factors that have been identified
previously in the literature as influencing the extent and intensity of training. The methodology, with some
notable exceptions, borrows (by design and intent) heavily from the earlier study noted above this current
project explores these relationships in two specific Australian industries not covered in the previous work
the process manufacturing and entertainment industries.
The project seeks to build on the early research work by finding answers to the following questions:
1. What is the actual volume and diversity of training activities in the process manufacturing and
entertainment industries?
2. What are the key factors influencing the organization?
3. What are the key barriers to training involvement in these industries?
4. What can be learnt to add to the capacity to predict training involvement by specific
enterprises?
5. To enhance practical knowledge.
6. Find out the impact of the organization behavior.
1.3 Significance of the study:
1. Increase our knowledge about desired organizational behavior.
2. This study will help us to avoid deviant workplace behavior.
3. This paper will help graduated people to make aware about the influential factors of
organizational behavior.
4. This study will help to develop educational activities for local people to preserve our folk
culture.
5. This study will help to know about the influential factors and their impact on the overall
performance.
1.4 Limitations of the study:
We have faced different problems while conducting this study. So, there are some limitations in this study
that must need to be mentioned. And so, some limitations are of this study are mentioned below.
1. Due to time limitation many aspects could not be discussed in the present study.
2. The small sample size and locality of the research.
3. Lack of practical experience, some errors might be occurred during the study. The sample size is too
small to convey the scenario perfectly.

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4. Lack of perfect information from the employees. Unwillingness of employees to cooperate with us.
5. Lack of accuracy level.
6. Lack of secondary data.
1.5 Rationality:
As we survey based on primary data and interact with employees of various organizations. We
hope our research paper shows the real output that is consistent with the other organization. We
try our best to collect appropriate information so that our research will be more pragmatic. we
directly visited the organization, observe their work environment and their communication
process, behavior, roles and organization structure and also communicate different levels of
management and employees and try to find out real situation. Our survey is questionnaire based
and we filled up the questionnaire from the employees and managers, hopefully they provide us
appropriate answer.
1.6 Methodology:
The sourcesof data are bothsecondaryandto some extent,primary.Itinvolvesthe collectionof data
aboutthe organizationbehavior.Secondaryinformationhasbeengatheredfromwebsites,seminar
proceedings, newspapers,magazines,articles,journalsof distinctorganizations.
All data used in this report were collected from primary as well as secondary sources.
Nature of the study: Research Based.
Sources of information: both primary and secondary information sources were used to complete
this Study.
Surveys, Observations and Qualitative Research
Two primary source of data collection, namely and observation has been used for data collection.
In addition, primary data have been collected through personal interviews.
Primary sources: we are visited different Organizations and spoke with the employees.
Following factors were considered to collect information:
a. Sampling method: Convenient sampling
b. Information collection instrument: Structured questionnaires for the respondents.
c. Sample size: 100 employees.
Secondary sources: Secondary information was collected from the internet and books Analysis
and organization website.
Analysis techniques: Statistical techniques were used to analyze the collected information.
Frequency distribution, one sample T -test, crosstab and regression analysis.
Presentation of information: Collected information and findings of the analysis are presented in
text as well as in a graphical form (using excel).

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Chapter 2
Literature review
McShane and Travaglione 2007 defined Organizational Behavior as the study of what people
think, feel and do in and around organizations. This study is done by taking a systematic approach
when viewing the relationships between employees and management or organization. It tends to
study individuals, teams or the organization and its characteristics and try to influence them and
shape them in terms of organizational settings. The study of OB helps both organizations and
people to improve relationships, working towards common objectives. In this literature review,
closer looks will be taken at specific behaviors people in an organization tend to adopt, such as
counterproductive behaviors, organizational citizenship, and the reasons why people adopt those
behaviors, and how to influence or shape negative behaviors in a way that meets organizational
objectives. Also, the role of communications between employees and managers will be discussed
as a way to avoid such negative work behaviors .Counterproductive work behaviors can be viewed
as a form of protest in which organizational members express dissatisfaction with or attempt to
resolve injustice within the organization (Kelloway, Francis, Prosser & Cameron 2009) .Common
forms of counterproductive behaviors may include ineffective job performance, absenteeism,
turnover, unsafe behaviors and it may even include criminal activity and sexual harassment, which
clearly have very negative consequences and can be very destructive and costly to the organization
example, organizations set goals and objectives that they (with help of employees) want to
achieve, whether in the short or the long term. These objectives may include, profitability, safe
workplace, the reputation of being socially responsible, and so on. According to Jex’s definition
of counterproductive behavior, any employee who hinders the achievement of organizational
objectives is being counterproductive. Counterproductive behavior is also a result of the inner
motive of the employee. For instance, a retail employee who steals merchandise from his/her
employer is obviously doing it intentionally and most likely, for a personal gain. On the other
hand, it is entirely possible for an employee to engage in counterproductive behavior without
intending to. For example, an employee who is poorly trained or lacking in ability may want very

11. 10
badly to perform well, but may not accomplish that goal (Jex 2002). Based on the definition
provided by Kelowna, Francis, Prosser and Cameron, counterproductive behavior (whether it was
intentionally or unintentionally done) occurs with no doubt, in most (if not all) organizations, and
in many forms. Poor job performance is a common example of counterproductive work behaviors.
It is often difficult for an organization to recognize poor performance and in which level of the
organization it is occurring. It simply consumes a lot of time to detect it, and difficult to measure.
And sometimes, managers of an organization take poor performance as an intentional action, while
in some cases, it is not. The level of training and the technologies adopted highly influence the
level of productivity of an employee. If an employee does not receive adequate training, he/ she
will not be able to be productive enough.

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Chapter 3
Organization profile
3.1 Hotel 71
Hotel 71 was created to build a bridge between luxury and affordability. Hotel 71 opens the door
to all kind of clients with a promise to present an unforgettable hotel experience. It has a wonderful
team of 130 highly trained and looked after staffs who are always making sure that people stay in
hotel 71 remains unparalleled. Their value precedes them, they have come a long way ever since
their inception in mid-2010, and they now have over 83% foreign clients (of which about 70
percent are corporate clients, putting faith on them and visiting them frequently). Location wise,
they are just a few steps away from the core of Dhaka city adjacent to the soul of old Dhaka like
an oasis amongst the hustle and bustle. They own 56 rooms in total, assisted with all kinds of
facilities and if you are not a stayer, they are offering Restaurant and Rooftop Services to enchant
customer time to spend with family. If one expects to reach great heights in hospitality industry,
this is where he or she belong more than anywhere else. They all run to fulfill our dream, to have
security, to step up to a better life and most certainly to have fun along the way as we climb up the
life ladder. If they are lucky, hotel 71 might just be the place that gives them a rich and pleasurable
experience at work and that in turn will have a spillover effect and reflect a positive note in all
other areas of their personal life. It is the first HOTEL in BANGLADESH which is representing
the history of 1971 with its decoration. Hotel 71 is situated on a premium location, adjacent to the
main road; it sits on a high-profile position that is a leading commercial address.
Hotel 71 provides a highly convenient access to many destinations around the city; the notable
ones are the following; Hotel 71 is only 2 minutes’ drive from the commercial district of the capital,
5 minutes from the national museum, 3 minutes from Ramna Park (a perfect opportunity for your
morning jogging), 40 minutes from the Airport, 15 minutes from Bashundhara city, the biggest
shopping mall in the city. Hotel 71 are here 24/7 to cater for customer in all their hospitality needs.
Whether customers are vacationing or visiting Dhaka as a corporate traveler, be assured, they will
come to meet nothing short of an uncompromising experience in stay with Hotel 71. They will
find impeccable luxury at a truly affordable price. This hotel provides a boutique service which
allows them to dearly look after their clients. Hotel 71 have built great reputation with corporate
clients over the years which now allows us to see many local and foreign business travelers daily,
the prominent result of which is that 70% of their guests are overseas customer.

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3.2 Amazing Tours BD
Amazing tours is leading tour operator of Bangladesh and it is member of Tour Operators’
Association of Bangladesh(TOAB) and Pacific Asia Travel Association (PATA). They are not
only for tour operator but also established Software Company. This company provides many travel
related products. Amazing tour provides inbound and outbound tour operators. Inbound tour
provides experienced guide, standard hotel, best tour spot selection and traveller’s security. There
is no need to bogged down in each and every tour operator’s website individually, beacuse they
can offer you inbound tours Dhaka, Sundarban, Cox’s bazaar, ST. Mertin, Chittagong, Sylhet and
outbound tours Thailand, India, Singapore, Malaysia, Nepal, Bhutan, Chine, Egypt and cruises all
in one place.
As a leading tour operator company in Bangladesh, you might think of Amazing Tours as a vast
travel superstore that presents brochure upon brochure of exiting opportunities for you to travel
the globe. Not simply a tour operator, Amazing tours actually act as a massive online travel agency
where you can search and book holidays from virtually any major holiday company you can think
of, including bid name tour operators such as First Choice.
In the competitive world of tour operator companies Amazing Tours is becoming increasingly
well-known. And rather than search every tour operator on the Internet, an inincreasing member
of people have realized that for the sake of convenience, there’s simply no beating in the Amazing
Tours.
Location: 225/1, New Elephant Road, floor #03, Bata signal, Dhaka-1205.
Email: sales@amazingtoursbd.com
3.3 Lions International Travels
Lions International Travels is separate and individual entity and it is not linked with any travel
agency. The establishment was in 2001.
Lions International Travels is a proven success in its respective arena. The head quarter of this
well-managed travel company is in the capital city Dhaka. Offering some of the most attractive
tour packages for years, Lions International Travels is the name of credibility. A team of experts
is heading this enterprise successfully. It has made it possible for us to cater to the needs of their
customers properly. Theirs is a firm belief in striving hard to achieve a level of excellence in
providing travel and tourism services to our customers.

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Services:
Package Tours • River Cruise • City Sightseeing • Cultural and Festival Tour • Special Interest
Tour • Tailor made Tours • Hotel Reservation • Media Research and Filming • Development
studies co-operation • Interpreter & Guide Service • Meeting, Incentive, Conference & Events. •
Transport Rentals (Car, Bus, Train, Air etc.)
Tour packages with a difference
They are a travel service provider with a difference. Lions International Travels leaves no stone
upturned to make your pleasure trip in Bangladesh comfortable, memorable and full of newer
experiences. We are known for serving all our customers with same level of dedication and loyalty
whether you are a domestic or an international traveler. Along with providing you one of finest
travel experiences, they are following stringent quality standards and control throughout the
process. Lions International Travels Designs its tour packages very carefully resultant catering to
people’s passion for wildlife, adventure, culture or art and craft. Lions International Travels
specializes in family tours, arranging group tours, honeymoon tours and special interest tours.
They even offer you to design your plan as per your tastes and requirements.
3.4 Sonali bank
Sonali Bank Limited is one of the most popular State-owned Commercial Banks in Bangladesh.
Sonali Bank Limited starts its work in 1972 under the Bangladesh Bank (Nationalisation) Order
Sonali Bank has a total of 1211 branches. Out of them, 343 are in urban areas, 862 in rural areas,
and 2 are located overseas. It in addition operates the Sonali Exchange Company Inc. in USA and
Sonali Bank (UK) Ltd., United Kingdom, to facilitate foreign exchange remittances. Sonali Bank
UK remits up to 14 destinations across Bangladesh directly; these include Dhaka, Sylhet,
Chittagong, Maulvibazar, Balaganj, Beanibazar, Jagannathpur, Biswanath, Habigonj, Sunamganj,
Nabigonj, Golapganj, Kulaura or Tajpur. There are currently three branches in the UK, one located
in Brick Lane, London, another in Small Heath, Birmingham and in Manchester.
When it was established, Sonali Bank had a paid-up capital of 30 million taka. In 2001, its authorised and
paid up capital were Tk 10 billion and Tk 3.272 billion respectively. Presently, its authorised and paid up
capital is Tk 10 billion and Tk 9 billion respectively the bank's reserve funds were Tk 60 million in 1979
and Tk 2.050 billion on 30 June 2000. In 2016 the Bank signed an Memorandum of Understanding with
PayPal.

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3.5 BD Finance:
Bangladesh Finance and Investment Company Limited (BD Finance) started its journey in 1999
with the prime objective of developing productive enterprises of the country through the provision
of lease financing and subsequently diversified in other allied financial services. The Company
obtained permission from Bangladesh Bank to operate as financial institution under the Financial
Institutions Act 1993 on December 22, 1999 and listed in Dhaka Stock Exchange an September
06, 2007 and Chittagong Stock Exchange on August 28, 2007. The shareholding structure of BD
Finance consists of reputed corporate houses, leading industrialists & public. Over a decade, BD
Finance emerged as a leading financial Institution of the country with a wide range of financial
products to offer to its clients. BD Finance continues to evolve as an innovative financial solution
provider & now able to offer financial products tailored to the needs of its customers. BD Finance
looks forward to greater participation for economic development of Bangladesh introducing all
financial products under one roof to meet the customer's economic needs.
SUBSIDIARIES:
• BD Finance Securities Limited (BD Securities)
BD Securities, first subsidiary of BD Finance, offers full-fledged international standard brokerage
service for retail and institutional clients. It seats on Dhaka Stock Exchange Limited. It
commenced operation in November 2011. Within a short span of time, BD Securities has emerged
as a strong market player in the sector.
• BD Finance Capital Holdings Limited (BD Capital)
BD Capital, a 100% subsidiary of BD Finance obtained license from SEC on February 26, 2012
as a full-fledged Merchant Banker. The main businesses of the
Company are portfolio management, issue management, underwriting of securities and advisory
services. The Company is on the verge of commencing operation.
3.6 China-Bangla Ceramic Industries Ltd:
In the beginning of new millennium inspired and pioneered by Mr. Md. Shirajul Islam Mollah,
MP a leading business person and banker, a group of investors from Bangladesh took initiative for
a project for manufacturing modern Tiles in Bangladesh. Knowing in the field of Ceramic
Technology China has got several centuries old expertise, Mr. Md. Shirajul Islam Mollah
endeavored for Chinese participation in such project in Bangladesh and consequently CHINA-
BANGLA CERAMIC INDUSTRIES LTD. (CBC) was incorporated in 26 June 2001 as a joint
venture in private sector between Bangladesh and The People's Republic of China. At the time of
establishment CBC was the largest Chinese investment in any public limited company in

16. 15
Bangladesh. The company started commercial production in August 2002, producing Ceramic &
Homogeneous tiles of international standard in its factory at Tarabo, Rupgonj, Narayanganj,
Bangladesh.
China-Bangla Ceramic Industries Ltd. is one of the leading Tiles manufacturing company in
Bangladesh. From the very inception of CBC, they had the aim of using raw materials available in
Bangladesh in manufacturing quality Wall, Floor & Homogeneous tiles. Their Chinese experts
have been successful to reach the goal of using more than 80% locally available raw materials. cbc
tiles have become the first preference of their valued customers not only because of its superb
features and designs but also for its very reasonable and competitive price. Yet, quality control at
CBC is uncompromising. From arrival of raw materials, they start quality control till finishing
through our well-equipped sophisticated laboratory conforming to international standard. With the
installation of a most sophisticated Digital Printing Device in our production line they are now
able to produce tiles of diversified color, amazing and attractive picturesque.
3.7 BRAC:
BRAC, an international development organization based in Bangladesh, is the largest non-
governmental development organization in the world, in terms of number of employees as of
September 2016. Established by Sir Fazle Hasan Abed in 1972 after the independence of
Bangladesh, BRAC is present in all 64 districts of Bangladesh as well as 13 other countries in
Asia, Africa, and the Americas.BRAC states that it employs over 100,000 people, roughly 70
percent of whom are women, and that it reaches more than 126 million people with its services.
The organization is partly self-funded through a number of social enterprises that include a dairy
and food project, a chain of retail handicraft stores called Aarong , seed and Agro , and chicken.
BRAC has operations in 14 countries of the world known formerly as the Bangladesh
Rehabilitation Assistance Committee, then as the Bangladesh Rural Advancement Committee, and
later as Building Resources Across Communities, BRAC was initiated in 1972 by
Sir Fazlé Hasan Abed at Shallah Upazillah in the district of Sunamganj as a small-scale relief and
rehabilitation project to help returning war refugees after the Bangladesh Liberation War of 1971.
14 thousand homes had to be rebuilt as part of the relief effort, as well as several hundred fishing
boats; BRAC claims to have done this within nine months, as well as opening medical centers and
providing other essential services.
Until the mid-1970s, BRAC concentrated on community development through village
development programmes that included agriculture, fisheries, cooperatives, rural crafts, adult
literacy, health and family planning, vocational training for women and construction of community
centers.

17. 16
In 1979, BRAC entered the health field by establishing a nationwide Oral Therapy Extension
Program (OTEP), a campaign to combat diarrhoea, the leading cause of the high child mortality
rate in Bangladesh.
Non-Formal Primary Education was started by BRAC in 1985. In 1986, BRAC started its Rural
Development Program that incorporated four major activities – institution building including
functional education and training, credit operation, income and employment generation and
support service programs.
In 1991, the Women's Health Development program commenced. The following year BRAC
established a Centre for Development Management (CDM) in Rajendrapur .
Its Social Development, Human Rights and Legal Services programmed was launched in 1996.
In 1998, BRAC's Dairy and Food project was commissioned. BRAC launched an Information
Technology Institute the following year.
In 2001, BRAC established a university called BRAC University.
Countries where BRAC operates are Bangladesh, Afghanistan, Sri Lanka, Pakistan, Philippines ,
Nepal , Myanmar, Uganda , Tanzania , South Sudan , Liberia , Sierra Leone.
3.8 ALLIANCE KNIT COMPOSITE LIMITED
Alliance Knit Composite Limited (AKCL) started its operation in Bangladesh on September 2009
to operate as a 100% export oriented composite knitwear factory. The factory, located in Ashulia,
Savar; is specialized in the manufacturing of knit apparels including polo shirts and children wear.
The factory is equipped with world class modern atmospheric and high-temperature machineries
for tubular production. AKCL hosts three important functional components i.e., knitting, stitching
and dyeing, all in-house and catering to world-class international buyers. The factory is powered
by gas generators and has the advantage of enjoying non-interrupted power throughout the year.
With an impressive capability of producing 400,000 pieces of t-shirts per month and 175,000
pieces of polo shirts per month AKCL stands out as an excellent production facility. AKCL’s
current capacity for dyeing and knitting textiles weighs 8000 kg/day and 4000 kg/day respectively
whereas the factory is currently utilizing 70% of its capacity. AKCL underwent a major expansion
in its lab unit in 2012 and invested USD 187,500 on putting an impressive setup with all types of
testing machines available in-house. AKCL currently employs 200 full time employees and plans
to expand rapidly.
AKCL procures from reputed suppliers in the local market and also imports from India. For the
procurement of dye, AKCL has bonded warehouse and imports all chemicals through a Taiwanese
manufacturer. The knitting, dyeing and finishing machinery suppliers of AKCL include globally
renowned brands such as Tubetex (USA), Bianco (Italy), Fongs (China) Hubter and Haantex

18. 17
(Taiwan), Pegasus, Brother, Nisho and Hashima (Japan). Currently major customers of AKCL
include Li & Fung and other renowned European buying houses.
3.9 Biman Bangladesh:
Biman Bangladesh Airlines, is the national flag carrier airline of Bangladesh. Its main hub is at
Shahjalal International Airport in Dhaka and it also operates flights from its secondary hubs Shah
Amanat International Airport in Chittagong and Osmani International Airport in Sylhet. The airline
provides international passenger and cargo services to Asia and Europe, as well as major domestic
routes inside Bangladesh. It has air service agreements with 42 countries and currently flies to 16
different countries.
The airline was wholly owned and managed by the government of Bangladesh until 23 July 2007,
when it was transformed into the country's largest public limited company by the Caretaker
Government of Bangladesh. The airline's headquarters, Balaka Bhaban, is located in Kurmitola,
Dhaka. Annual Hajj flights, transporting non-resident Bangladeshi workers and migrants, and the
activities of its subsidiaries, form an integral part of the carrier's business.
Created in February 1972. In the decades following its founding, the airline expanded its fleet and
destinations. At its peak, Biman has operated flights to 29 international destinations, as far away
as New York City to the west and Tokyo to the east. Since becoming a public limited company in
2007, the airline has begun to modernize its fleet. The airline has made a deal with Boeing for ten
new aircraft, along with options for ten more.
3.10 Intelligent Tourist Aid (ITA)
Intelligent Tourist Aid (ITA) is a Bangladeshi tourist agency with headquarters in motijheel,
Dhaka. It is the largest university based tourist agency in Bangladesh. Intelligent Tourist Aid
started as a package tour operator, but soon diversified, hotel booking, transport reservation, guide
providing, ticket (plane-Bus-Ship) bookings. The company—notably, a major operator of
departmental tours of Bangladeshi universities, such as Dhaka University, Chittagong University,
Jahangirnagar University, North South University, Dhaka College, BRAC University, Jagannath
University, East West University, American International University of Bangladesh etc

19. 18
Chapter 4
Data Analysis:
4.1 Demographic Profile:
Demographics is defined as statistical data about the characteristics of a population, such as the
age, gender and income of the people within the population. Here we worked with gender of
respondents as demographic data. Though more and more women are interring in the organization
but this proportion still less than male. In our survey of 100 people male respondents are 81% and
female respondent are 19%.
4.2 Influencing factors:
Organizational behavior is a chief component of any business because it influences all activities
of an organization. As a small-business owner, you cannot control many factors influencing your
employees' behavior when they're away from the workplace, but you can control their behaviors
while they're at work. You can set standards for employees' individual behavior and for how
employees act in groups. You'll also need ways to motivate employees to comply, so they'll be less
likely to deviate from your expectations. In our survey we include three influencing factors These
are people, environment and technology.
81%
19%
Demographic Profile
Male Female

20. 19
People influence on organization behavior by behaving in well manner, positively or by behaving
roughly, negatively with their coworkers.
Environment is helpful in job performance because if the place where we work does not match
with us it can negatively impacts on our organizational behavior. Technology has also a broad
impact on organizational behavior.
We find that employees are influence in different ratio. Here we find that 32% employees are
influence by people ,34% by environment, 11% by technology and all of the above influence by
23%. So, we can say that all factors are influence on employee’s behavior.
4.3 Challenges
Harnessing existing skills, talent, and knowledge, and getting the best results, are complicated
tasks. The complexity is magnified where there is a mobile workforce, and where managers have
to handle multiple projects with partners. The gap between the objectives given to people and their
actual day-to-day job is rarely understood and managed. As well as inefficiencies in team
performance, this disconnect is creating more stress for managers in a job function already prone
to alienation and isolation from colleagues – particularly where mobility weakens the bonds within
a group. In our survey we include present context, challenges for organizational behavior are
employee expectation, workforce diversity, globalization. Here we see that challenges are by 36%
by employee expectation,20% by globalization,15% by workforce diversity and 29% are all of the
above.so we have face these present challenges.
People
32%
Environment
34%
Technology
11%
All of the
above
23%
INFLUENCIAL FACTORS

21. 20
4.4 Absenteeism andTurnover
This survey estimates the extent to which job satisfaction and several of its correlates influence
levels of reported absenteeism and turnover in a Bangladeshi worker. The regression of absences
on overall satisfaction with work and three classes of its correlates (e.g., job related, organizational,
and individual-level) suggests that in the model evaluated, the only significant association with
absenteeism is the anticipated negative relationship of satisfaction. Further, in this model we find
no evidence that the organizational, individual, or job-related correlates of satisfaction generalize
their effects to reported absenteeism. Rather, the associations of these variables are found to be
mediated by levels of satisfaction with work.
Form our survey report regarding the job satisfaction related to absenteeism and turnover we find
45 % workers are positively response about this. Other 17% workers response negatively and 26%
workers said it is directly influence the turnover. The rest 12% workers response elastically as
well.
Employee
Expectation
36%
Globalization
20%
Workforce
Diversity
15%
All of the
above
29%
CHALLENGES
45%
17%
26%
12%
Absenteesim and Turnover
Positively Negatively Directly Elastically

22. 21
4.5 Security Level
Job security is the probability that an individual will keep their job ; a job with a high level of job
security is such that a person with the job would have a small chance of becoming unemployed.
The organization which provides job security to their employee, usually don’t leave the
organization. Based on this statement we made a survey regarding this and we find 20% workers
are strongly agree and 53% workers are agreeing with this statement. And 17% respondents are
neutral, and 10% respondent found disagree as well.
4.6 Teamwork
In the workplace, a team can be defined as any group of people organized to work together
interdependently and cooperatively to meet the needs of customers. A team can be large or small,
long-term or short-term and its makeup will depend on what it wishes to accomplish.
A team might be departmental or cross-functional depending on which works best for a company.
A departmental team is a group of people who work in the same area or department. Cross-
functional teams consist of employees from different departments who meet to achieve a certain
goal.
Here survey showed that 52% of people agree that there is a real feeling of teamwork. While 20%
of them strongly agree with their organizational team work.
Strongly
Agree
20%
Agree
53%
Neutral
17%
Disagree
10%
Strongly
Disagree
0%
SECURITY LEVEL

23. 22
4.7 Making Decision
Decisions are at the heart of success, and at times there are critical moments when they can be
difficult, perplexing, and nerve racking. This site provides help and guidance for making efficient
and effective decisions by putting to use a well-structured approach and well-focused process
known as the modeling or paradigm process. The word paradigm comes from the Greek word
paradigms, meaning "model" or "pattern." A model represents a way of looking at the world, a
shared set of assumptions that enable us to understand or predict behavior. Models have a powerful
influence on individuals and on society because our view of the world is determined by our set of
assumptions about it. To put it another way, our vision is often affected by what we believe about
the world; our beliefs often determine the information that we "see." Decisions are at the heart of
leader success, and at times there are critical moments when they can be difficult, perplexing, and
nerve-racking. However, the boldest decisions are the safest. This source provides useful and
practical guidance for making efficient and effective decisions in both public and private life.
Nothing succeeds a success better than another sweet success.
Based on this statement we made a survey regarding the only management is allowed to make
decision and we find 18% workers are strongly agree and 35% workers are agreeing with this
statement. And 27% respondents are neutral, and 17% respondent found disagree and 3% are
strongly disagree as well.
Strongly
Agree
20%
Agree
52%
Neutral
18%
Disagree
10%
Strongly
Disagree
0%
TEAMWORK

24. 23
4.8 JobPerformance:
Both manager and employees help to create better job performance. In this question from the chart
we can see that, 13% employees are strongly agree, 45% employees are agree, 16% employees are
neutral, 20% employees are disagree, 6% employees are strongly disagree.
a great manager/leader is the second-most important productivity factor. Leaders and managers
play a critical role in defining the direction, purpose, priorities, goals, and roles of the workforce.
The capability of the manager to develop plans, hire effectively, coach, motivate, and develop
employees is crucial to success. Unfortunately, many managers are the weak link in the
productivity chain and the employees. So, both manager and the employee must create better job
performance to achieve the organizational goal.
18%
35%27%
17%
3%
Making Decision
Strongly Agree Agree Neutral Disagree Strongly Disagree
13%
45%16%
20%
6%
Job Performance
Strongly Agree Agree Neutral
Disagree Strongly Disagree

25. 24
4.9 Making Money
Making money is the main concern of the management. From the chart we can see that, in this
question, 23% employees are strongly agree, 27% employees are agree, 19% employees are neutral
, 24% employees are disagree and 7% employees are strongly disagree among the 10
organizations.
You may think that business is all about profit. The old way of thinking about business presupposes
the point of business is to make profits. But this thinking has been changed. Now only making
money is not the main concern of the management. Employee satisfaction is taken as an important
method of achieving organizational goal. Because if employees are satisfied about their job, the
performance will be increased eventually. So only making money should not be the main concern
of the management. But in our survey, we can see that 27% employees are agree that their
organization give making money priority. Which may make their employee's job performance
downward.
4.10 Enthusiasm for Job Performance
Staying motivated and enthusiastic at work can prove difficult for many employees. While managers and
employers try to push the company forward, keep customers satisfied, and improve the bottom line, they
can sometimes forget that they also need to inspire enthusiasm and motivate their employees.
From our survey we have seen that regarding entusiam exists among the employees to better job
performance, 24% employees are strongly agree, 43% are agree, 19% are neutral, 11% are disagree
Strongly
Agree
23%
Agree
27%Neutral
19%
Disagree
24%
Strongly
Disagree
7%
MAKING MONEY

26. 25
and only 3% are strongly disagree.Here we see that major portion of the employee are agree with
this topic. Few employees are strongly disagree.
4.11 Conflict Resolved
When people work together, conflict is often unavoidable because of differences in work goals
and personal styles. Workplace conflicts happen everywhere, and ignoring them can be costly.
Every unaddressed conflict wastes about eight hours of company time in gossip and other
unproductive activities, says Joseph Grenny, co-founder of VitalSmarts, a training and
organizational development company in Provo, Utah. Now multiply that by all the issues not being
resolved.
Understanding the reasons behind workplace conflicts can help HR professionals tackle problems
before—or after—a conflict turns into a face-off between departments that refuse to work together
or a screaming match between colleagues.
A good place to start is by realizing that, even though people may shy away from it, conflict is
actually normal and healthy. In fact, many believe it’s a vital ingredient to organizational success.
Experts have found that the most effective teams are those in which members feel safe enough to
disagree with one another. A culture where dissent is allowed, or even encouraged, can spur
innovation, diversity of thought and better decision-making.
In our survey against the question ‘Conflict is handled openly and resolve in a timely manner’-
10% people strongly agree, 46% agree, 16% is neutral, 22% disagree, 6% strongly disagree.
24%
43%
19%
11% 3%
Enthusiasm for Job Performance
Strongly Agree Agree Neutral Disagree Strongly Disagree

27. 26
4.11 Workforce Diversity as constraint
Diverse workplaces are composed of employees with varying characteristics. Business
communities admire employers that strive to increase diversity throughout the workforce.
However, companies that implement their strategies for increasing diversity encounter a number
of challenges. The challenges related to receptiveness to training and prioritizing hiring decisions
based on diversity can transform those challenges into disadvantages or constraint.
In the workplace, and from a business perspective, having a diverse workforce is no longer a
question. The world is interconnected and due to the huge advances in international travel and
communication, people easily move and work across borders. Having a diverse workforce may
sound obvious, but it’s not so straightforward to manage as some might think.
In our survey,12% people strongly agreed, 39% agreed, 16% neutral, 14% disagreed ad 19%
strongly disagreed against the question ‘workforce diversity is considered as a constraint of your
workplace’.
10%
46%16%
22%
6%
Conflict Resolve
Strongly Agree Agree Neutral
Disagree Strongly Disagree

28. 27
12%
39%
16%
14%
19%
Workforce Diversity as Constraint
Strongly Agree Agree Neutral Disagree Strongly Disagree

29. 28
Chapter 5
5.1 Recommendations:
 After completing this survey, we can see that 34% employees agree that
environment has the most influence on the organization behavior. So, every
organization has to give more focus on this factor.
 When there is a change in technology in the organizational environment and other
organizations adopt the new technology, the organizations under focus become less
cost effective and its competitive position weakens. Therefore, it has to adopt new
technology, its work structure is affected, and a new equilibrium has to be
established.
 Conflict exists in every organization and to a certain extent indicates a healthy
exchange of ideas and creativity. However, counter-productive conflict can result
in employee dissatisfaction, reduced productivity, poor service to clients,
absenteeism and increased employee turnover, increased work-related stress or,
worse case scenario, litigation based on claims of harassment or a hostile work
environment. So, conflict should be handle technically so that the working
environment does not get hampered.
 In term of decision making, many organization give priority to the top-level
management and this sometimes demotivate employees in his job performance. So,
organizations should sometimes give the employees priority in decision or involve
them in decision making process.
 Political and legal factors broadly define the activities which an organization can
undertake and the methods which will be followed by it in accomplishing those
activities. Any changes in these political and legal factors may affect the
organization operation. So, every organization should be aware of this influential
factor.
 The demographic factors are socio-economic background, education, nationality,
race, age, sex, etc. Organizations prefer persons that belong to good socio-economic
background, well educated, young etc. as they are believed to be performing better
than the others. The young and dynamic professionals that have good academic
background and effective communication skills are always in great.

30. 29
 It is impossible that a creative idea just spontaneously pops into one person’s head.
The best business ideas are ones that were tinkered with and added to after being
discussed with partners, investors and team members. Creativity, then, is a team
sport, so you should make it your responsibility to help your team members work
together.
5.2 Conclusion:
Behavioral factors influence how people act within an organization. Ultimately, an organization
might succeed or fail because of organizational factors. For example, if employees generally hate
where they work, high turnover and poor performance might sink the company's long-term
prospects. Our main purpose of this survey is to find out the effectiveness of the factors of
organizational behaviors on those 10 organizations. Most of the employees have responded
positively with the nessecisity of better factors of organizational behaviors because these factors
affect the behavior at work which eventually affect their performance.For a better performance,
organization should pay attention on these factors. If organization give the chance to the employee
to take decision, it will inspire the employee to be more promosing to his work. If the organization
give them a better work environment and motivate for their work, abseentism and turnover of
employee will be automatically reduced. For getting a better behavior and attitude from employee,
an organization should be loyal to the factors of organizational behaviors.
At last, from our survey we can say that if an organization ensures better work area, security,
motivation, employee satisfaction, participation in decision making and all other factors, an
employee will give his best performance to be succeed in best service delivery.
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