1. A Term Paper
On
“General and Administration
System: A study on Anwar
Group.”
Submitted to:
Mr. Sujan Kanti Biswas
Assistant Professor & Chairman
Department of Management
Faculty of Business Studies
Premier University, Chittagong.
Submitted by:
Md : Mobarak Hossain
ID: 1202610105825
Major: Management
Program: BBA, Batch: 26th
Premier University
Date of Submission:
2. LETTER OF TRANSMITTAL
Mr. Sujan Kanti Biswas
Assistant Professor & Chairman
Department of Management
Faculty of Business Studies
Premier University, Chittagong.
Subject: Request to accept the Term Paper.
Dear Sir,
It is a great pleasure for me that I have the opportunity to submit my term paper on
“General and Administration System: A study on Anwar Group”. I tried my level
best to gather relevant information for making the report. I expect this report to be
informative as well as comprehensive.
It would be very kind of you to examine my report work and enlighten me with further
suggestions to enhance my clarification. Your kind suggestions will persuade me to
perform better research work in future.
It would be great pleasure for me if you kindly accept the report and forgive for any
shortcomings and mistakes.
Yours Sincerely,
__________________________
Md:Mobarak Hossain
ID: 1202610105825
3. ACKNOWLEDGEMENT
At first, I want to thank our Almighty Allah who gave me energy and patient and also
knowledge for making this kind of report. With profound regard I gratefully acknowledge
my honorable Supervisor, Mr. Sujan Kanti Biswas, Assistant Professor & Chairman,
Department of Management, Premier University, for his tremendous support, outstanding
guidance and incredible supervision at the time of preparing my term paper. I am really
grateful to his immense co-operation and assistance.
I also want to thank all faculty members who made me able by their teaching to collect
information and complete this Term Paper successfully.
Finally, I would also like to thank Premier University Authority for providing me with
this incredible opportunity to learn in the real world.
I also acknowledge with a deep sense of reverence, my gratitude towards my family
members, who have always supported me morally.
4. Table of Contents
Chapter Topic Page
No.
Executive Summary (i)
1.
Introductory
Aspects
1.1. Background of the report
1.2. Rational of the report
1.3. Objectives of the report
1.4. Methodologyof the Study
1.5. Limitations of the report
2.
Theoretical
Aspects
2.1. An Introduction to Management
2.2. Characteristics
2.3. Regardless of their level,
managers work In different
areas of the organization
2.4. Managerial Skills
2.5. Management Skill at Different
Organizational Levels
3.
Practical
Aspects
3.1. An Overview of Anwar Group
3.2. Management System of Anwar
Group
3.3. Departments and their activities
of Anwar Group
3.4.
6. Executive Summary
This report is based on General and Administration System: A study on Anwar Group.
This report has been prepared for the partial fulfillment of the requirement for the
awarded of Bachelor of Business Administration (B.B.A.) in Premier University.
The topic of my report is “General and Administration System: A study on Anwar
Group.” The main purpose of this report becomes very clear from the topic of the report.
To prepare this report I had to thoroughly understand what an actually general and
Administration System: A study on Anwar Group.
Anwar Group is a renowned company in Bangladesh. This report is broadly categorized
in five different chapters. This report is starts with chapter one, which is the introductory
aspects of the report. This chapter includes overall overview of the report that includes
source of data collection and objectives of the report. Then I have also included in this
chapter why I have prepared this report along with the sectors where this report can be
use and the methodology that I have used to prepare this report and what are the
limitations of this report. The second chapter of this report contains about the theoretical
aspects about general and administration systems. In third chapter, I have discussed the
administration systems of Anwar Group. Analysis & findings are shown in chapter four
and also I have given recommendations and conclusion of the report in chapter five.
8. 1.1 Background of the Report:
This report is prepared as a requirement for the completion of Bachelor of Business
Administration (BBA) program in Premier University. This report is being prepared
under careful supervision of Mr. Sujan Kanti Biswas. The title of this report is “General
and Administration System: A study on Anwar Group.”
In this report I have assigned to show Management systems in company to prepare this
report. I have collected all necessary information regarding this report. Management is an
important organizational challenge today. Management process of a company is
considered as one of the vital aspect for survival of a company. In an organization, the
total activities are depending on the management system which includes the performance
of the company. Thus managers are increasingly faced with the challenge of creating an
environment that will be attractive to today’s workers. For this, we need to understand the
basic elements of management functions and roles and responsibilities of different
managers. This report contains all the information related to the management process of
different departments of a company. While writing this report, our intention was only to
focus on the existing procedure of management system and to analyze the activities
perform by the managers of different level of Anwar Group of Industries.
So far we know Anwar group is one of the largest industrial conglomerates in
Bangladesh. For over a century Anwar Group has been contributing to different fields of
development of the country. Through the nationwide network Anwar group is committed
to serve its consumers & client from every corner of the country. This report focuses
basically three segments and each segment offers a different discussion. The segments
are theoretical part, practical part and compare and contrast. It covered theoretical part
offers what are the requirements to manage a business and what are the roles and
responsibilities of different managers according to the book. It covered practical part
offers what we have found in Anwar group. It compare and contrast covered what are the
similarities and differences between bookish knowledge and practical knowledge.
9. 1.2 Rationality of the Report
This report is based on some difference in organizational and institutional activities and
administration systems in Bangladesh. Only Classroom discussion cannot make a student
perfect in handling real business situation. Therefore, it is an opportunity for the students
to know about the real business world through this program. Preparing this report helped
me to fulfill my educational base.
Besides the rationalities of this report are as follows:
To realize the practical field of research.
To understand the realize management practices.
1.3. Objectives of the Report
The main objectives of this report are:
To fulfill the requirement of my Bachelor of Business Administration (B.B.A) Program.
To have an overall idea about administration systems.
To present an over view of Anwar Group
To evaluate the general and administration systems of Anwar Group.
To appraise major activities of Administration of Anwar Group.
1.4. Methodology of the Study:
To prepare this report I have used only the secondary data
Secondary Source:
Information has also been collected from secondary source to build a clearer problem
definition and better understanding of the subject matter. References of the Secondary
data are given at the bibliography section. Secondary sources are:
I collected the required data about the general and administration systems in the
Administration of Anwar Group.
Internet Articles.
Books
10. Annual reports of Anwar Group
Journals published by faculties
1.5. Limitations of the report
The present study is not out of limitations. I have faced some obstacles at the time of
preparing this report. But as a student of B.B.A Program, it was a great opportunity for
me to know about organizational and its functions that are important for investors as for
business companies.
Some constraints are as follow-
1. Because of the limitations of various sources of information the report doesn't contain
many important information and data. So, I was incapable to provide valuable
information.
2. The main constraints of the study are inadequate access of information, which has
hampered the scope of analysis required for the study.
Some information of the institution is extremely confidential thus many data could not be
provided.
1. Personal limitations to prepare the report.
2. Due to time, I can’t prepare the report properly.
12. 2.1. An Introduction to Management:
Traditionally, the term “management” refers to the activities (and often the group of
people) involved in the four general functions: planning, organizing, leading and
coordinating of resources. Note that the four functions recur throughout the organization
and are highly integrated. Emerging trends in management include assertions that leading
is different than managing, and that the nature of how the four functions are carried out
must change to accommodate a “new paradigm” in management. Managers at different
levels of the organizational hierarchy should thoroughly understand each of the basic
functions planning; organizing, leading and controlling that comprise their jobs. They
should also recognize that while each is important in its own right, effective managers are
skilled in performing each function, must be capable of moving back and forth among the
functions as circumstances warrant, and must often juggle multiple functions and
activities simultaneously. Managers cannot afford to be effective in performing only
some of the functions because all are important. Few managers have equally strong skills
in all areas. However, it is very useful for managers to understand their own strength and
weaknesses if they want to achieve the organizational goals successfully.
A form of work that involves coordinating an organization’s human, financial, physical
and, information resources toward accomplishing organizational objectives. Attainment
of organizational goals in an effective and efficient manner through planning, organizing,
leading and, controlling organizational resources.
2.2. Characteristics:
Management is a set of activities including Planning and decision making, organizing,
leading, and controlling directed at an organization’s resources human, financial,
physical, and information with the aim of achieving organizational goals in an efficient
and effective manner.
13. A Manager is someone whose primary responsibility is to carry out the management
process. In particular, a manager is someone who plans and makes decisions, organizes,
leads, and controls human, financial, physical, and information resources. A classic
definition is that “Leaders do the right thing and managers do things right.” A more
standard definition is usually something like “managers work toward the organization’s
goals using its resources in an effective and efficient manner.” In a traditional sense, large
organizations may have different levels of managers, including top managers, middle
managers and first-line managers. Top (or executive) managers are responsible for
overseeing the whole organization and typically engage in more strategic and conceptual
matters, with less attention to day-to-day detail. Top managers have middle managers
working for them and who are in charge of a major function or department.
Middle managers may have first-line managers working for them and who are
responsible to manage the day-to-day activities of a group of workers.
2.2.1. Top Managers:
Relatively small group of executives who manage the organization’s overall goals,
strategy, and operating policies.
They represent the organization to the external environment by meeting with government
officials and other top managers.
2.2.2. Middle Managers
Largest group of managers in organizations
Implement top management’s policies and plans.
Supervise and coordinate lower-level managers’ activities.
2.2.3. First-Line Managers:
Supervise and coordinate the activities of operating employees.
In contrast to Top and Middle managers, First-Line managers spend the majority of their
time supervising operating employees and the work of subordinates rather than
determining strategy and operating plans.
14. 2.3. Regardless of their level, managers work in different areas of the organization
1. Marketing Managers
These individuals are responsible for getting consumers and clients to buy the
organization’s product or services. Their duties include new product development,
promotion, and distribution.
2. Financial Managers
These individuals deal with the financial resources of the company. Their responsibilities
include accounting, cash management, and investment management.
3. Operations Managers
These individuals create and manage the systems which allow for the production of the
organizations product or service. Their responsibilities include production control,
inventory control, quality control, and plant layout and site selection
4. Human Resource Managers
These managers hire and develop the skills of employees. They are involved in human
resource planning, recruiting and selecting employees, training and development,
designing compensation and benefit systems, formulating performance appraisal systems,
and discharging low performing and problem employees.
5. Administration Managers
These managers tend to be generalists, meaning they have limited knowledge of all the
departments they manage, such as a hospital administrator.
Planning
Setting an organization’s goals and selecting a course of action to achieve them. Planning
produces fundamental decisions and actions that shape and guide what an organization is,
what it does, and why it does it. It requires broad-scale information gathering, an
exploration of alternatives, and an emphasis on the future implications of present
15. decisions. Planning is the process of developing and analyzing the organization’s
mission, overall goals, general strategies, and allocating resources.
Organizing
Determining how activities and resources are grouped. Organizing – includes designing
the organizational structure, attracting people to the organization (staffing), and creating
conditions and systems that ensure that everyone and everything works together to
achieve the goals and objectives of the organization.
Leading
Getting organizational members to work together to advance the interests of the
organization. Leading – is guiding and motivating others to work effectively to achieve
the goals and objectives of the organization. An organization has the greatest chance of
being successful when all of the employees work toward achieving its goals. Since
leadership involves the exercise of influence by one person over others, the quality of
leadership exhibited by supervisors is a critical determinant of organizational success.
Controlling
Monitoring organizational progress towards goals. Controlling – is directly related to
planning. The controlling process ensures that plans are being implemented properly. In
the functions of management cycle – planning, organizing, directing, and controlling –
planning moves forward into all the other functions, and controlling reaches back.
Controlling is the final link in the functional chain of management activities and brings
the functions of management cycle full circle.
Planning
Environmental scanning and analysis
Developing a vision of the future
Setting long-term organizational objectives
Developing organizational and competitive strategies
Organizing
Defining tasks and duties
Grouping positions into effective structures (departments)
16. Clarifying authority, responsibility, and reporting relationships
Allocating scarce resources (financial, human, physical)
Staffing positions with qualified personnel
Leading
Effective communication
Inspiring others to do their best
Motivation and rewards
Trust and assurance
Controlling
Clear standards
Monitoring progress and results
Knowing when and how to intervene
Correcting deviations successfully
2.4. Managerial Skills:
Technical Skills:
Skills necessary to accomplish or understand the specific kind of work being done in an
organization. These skills are especially important for first-line managers.
Interpersonal Skills:
The ability to communicate with, understand, and motivate both individuals and groups.
As managers climb the organizational ladder, they must be able to get along with
subordinates, peers, and those at higher levels of the organization
Conceptual Skills
The manager’s ability to think in the abstract and to see the “big picture. Managers must
be able to visualize the organization as a whole and formulate strategies based on this
17. understanding. This understanding will allow these managers to make broad decisions
which affect all aspects of the organization and benefit the company or entity as a whole.
Diagnostic Skills
The manager’s ability to visualize the most appropriate response to a situation. After
carefully analyzing all aspects of a situation, a successful manager will then be able to
develop and implement a proper solution
Communication Skills
The manager’s abilities both to convey ideas and information effectively to others and to
receive ideas and information effectively from others. Communication skills allow a
manager to clearly indicate to subordinates his or her expectations of them as well as to
facilitate an effective dialogue between different members of the organization.
Decision-Making Skills
The manager’s ability to recognize and define problems and opportunities correctly and
then to select an appropriate course of action to solve the problems and capitalize on
opportunities.
Time-Management Skills
The manager’s ability to prioritize work, to work efficiently, and to delegate
appropriately. Unless a manager’s time is effectively managed, crucial takes will often be
neglected or totally overlooked
2.5. Management Skill at Different Organizational Levels
The three interpersonal roles are primarily concerned with interpersonal relationships.
In the figurehead role, the manager represents the organization in all matters of formality.
The top level manager represents the company legally and socially to those outside of the
organization.
18. The leader role defines the relationships between the manger and employees. In the
liaison role, the manger interacts with peers and people outside the organization. The top
level manager uses the liaison role to gain favors and information, while the supervisor
uses it to maintain the routine flow of work.
The direct relationships with people in the interpersonal roles place the manager in a
unique position to get information. Thus, the three informational roles are primarily
concerned with the information aspects of managerial work.
In the monitor role, the manager receives and collects information. In the role of
disseminator, the manager transmits special information into the organization. The top
level manager receives and transmits more information from people outside the
organization than the supervisor.
In the role of spokesperson, the manager disseminates the organization’s information into
its environment. Thus, the top level manager is seen as an industry expert, while the
supervisor is seen as a unit or departmental expert.
The unique access to information places the manager at the center of organizational
decision making. There are four decisional roles.
In the entrepreneur role, the manager initiates change.
In the disturbance handler role, the manger deals with threats to the organization.
In the resource allocate role, the manager chooses where the organization will expand its
efforts.
In the negotiator role, the manager negotiates on behalf of the organization.
20. 3.1. An Overview of Anwar Group
Anwar group is one of the largest industrial conglomerates in Bangladesh. For over a
century Anwar Group has been contributing to different fields of development of the
country. Through the nationwide network Anwar group is committed to serve its
consumers & client from every corner of the country.
Anwar Group is also proud to be one of the pioneer exporters of the country. Not only did
Anwar Group present at least 5 different product to the Bangladeshi market, but also
proudly present Bangladesh in the world market with many world class products namely
Galvanized corrugated/plain sheet, Textile synthetic fabric, Jute yarns and Electrical
cables.
Anwar Group has built its strength on more than a century of experience. The cornerstone
of our success is sharing knowledge to create relevant solutions – shaping the best
thinking to reflect the ideas of a new age.
Our corporate strategy emphasizes speed, efficiency, flexibility and innovation in every
facet of the Company’s operations-from product development and manufacturing to
marketing – Anwar Group strives to achieve the ultimate goal of satisfying its customers.
Honesty, integrity and respect for people are our core values and are the basis on which
we do business.
Through a nation-wide commitment to advancing this objective, Anwar Group – and its
many partners who share this commitment – has succeeded in creating a national network
that comprises many subsidiaries and affiliates. We are paving the way for our journey
into a new century – for the generation.
21. Vision
“21st Century – The New Frontier”
Anwar Group of Industries has been working as a development associate in building up
the homeland for almost two centuries. Now at the outset of the twenty-first century, the
Group is ever more prepared for heeding the challenging demands of the new
millennium. Highly qualified management team, modern management techniques and
R&D have empowered the Group to be the forerunner in economic progress of the
country. As part of its ‘Vision 20-20’ the Group envisions to make at least one product of
Anwar Group available at every home in Bangladesh. The Group shall be at the forefront
to herald the millennium on the horizon.
SISTER CONCERN OF ANWAR GROUP
TEXTILE
Anwar Silk Mills Ltd.
Mehmud Industries Ltd.
Hossain Dyeing & Printing Mills Ltd.
FINANCE
The City General Insurance Co. Ltd.
The City Bank Ltd.
Bangladesh Finance & Investment Co. Ltd.
Bangladesh Commerce Bank Ltd.
22. STEEL
Anwar Galvanizing Ltd.
Anwar Ispat Ltd.
Khaled Iron & Steels Ltd.
TRADING
Anwar Export Import Ltd.
AG Automobiles Ltd.
Mala Corporation.
JUTE
Anwar Jute Spinning Mills.
Anwar Jute Specialized Jute Goods Ltd.
AGRO & FOODS
Anwar Fisheries & Poultry Ltd.
Anwar Green Ltd.
Jamilabad Agro Estate Ltd.
ENGINEERING
Anwar Cement Ltd.
Sunshine Cables & Rubber Works Ltd.
ICT
REAL ESTATE
Anwar Land Mark Ltd.
Anwar Landmark Limited
In the emerging shape of Dhaka’s urban outlook & life style, Anwar Landmark Limited
is a promising name that has already marked its success as one of the distinct Real Estate
Companies. Established in 2001, the company has steered successfully through
meticulous management & effective satisfaction of its client up to the present. Keeping
unwavering standard with careful attention to greatest comfort and impeccable service,
23. Anwar Landmark Limited has initiated and already handed over projects in different
locations of Dhaka city.
In recognition of commitment to quality and management efficiency, Anwar Landmark
Limited has been awarded with internationally renowned ISO 9001: 2000 certificate.
With the pledge to fulfill the rigorous demands and elucidate satisfaction of its various
clients, Anwar Landmark Limited is working with its efficient team of architects,
engineers and management body. The success in their past achievements and their trend
of involving better comprehension in configuring the needs and aspiration of urban home
dwellers is leading the company towards apath of continuing success and excellence.
Managerial Hierarchy of Anwar Group (Anwar Landmark Limited)
3.2. Management System of Anwar Group:
Management needs to focus more on leadership skills, establishing vision and goals,
communicating the vision and goals, and guiding others to accomplish them. Leadership
must be more facilitative, participative and empowering in how visions and goals are
established and carried out. This really isn’t a change in the management functions; rather
it’s re-emphasizing certain aspects of management.
The above interpretations acknowledge the major functions of planning, organizing,
leading and coordinating activities — they put different emphasis and suggest different
natures of activities in the following four major functions.
1. Planning:
Including identifying goals, objectives, methods, and resources needed to carry out
methods, responsibilities and dates for completion of tasks. Examples of planning are
strategic planning, business planning, project planning, staffing planning, advertising and
promotions planning, etc.
Guidelines to Ensure Successful Planning and Implementation:
1. Involve the right people in the planning process
2. Write down the planning information and communicate it widely
24. 3. Goals and objectives should be Smarter
4. Build in accountability (Regularly Review Who’s Doing What and By When?)
6. Evaluate planning Process and the Plan
7. Recurring planning process is at least as important as plan document
8. Nature of the process should be compatible to nature of planners
9. Critical — but frequently missing step — acknowledgement and celebration of results.
Decision Making Tips
Do not make decisions that are not yours to make.
When making a decision, simply choosing from among alternatives. Should not make a
choice between right and wrong.
Avoid snap decisions. Move fast on the reversible ones and slowly on the non-reversible.
25. Choosing the right alternative at the wrong time is not any better than the wrong
alternative at the right time, so make the decision while you still have time.
Do decision making on paper. Make notes and keep ideas visible that consider all the
relevant information in making this decision.
Be sure to choose based on what is right, not who is right
Don’t waste time making decisions that do not have to be made.
Determine alternative courses of action before gathering data.
Once the decision has been made, don’t look back.
Once the decision have been made and have started what you are going to do, put the
“what it’s” aside and do it with commitment.
Decision flow and authority delegation
2. Organizing resources:
To achieve the goals in an optimum fashion. Examples are organizing new departments,
human resources, office and file systems, re-organizing businesses, etc.
26. 3. Leading:
Setting direction for the organization, groups and individuals and also influencing people
to follow that direction. Examples are establishing strategic direction (vision, values,
mission and / or goals) and championing methods of organizational performance
management to pursue that direction.
4. Controlling, or Coordinating:
This occurs with the organization’s systems, processes and structures to effectively and
efficiently reach goals and objectives. This includes ongoing collection of feedback, and
monitoring and adjustment of systems, processes and structures accordingly. Examples
include use of financial controls, policies and procedures, performance management
processes, measures to avoid risks etc.
1. Determine Anwar group’s Mission and Purpose.
2. Ensure effective organizational planning
3. Provide continuity for Anwar group by setting up a corporation or legal existence,
and to represent the Anwar group’s point of view through interpretation of its
products and services, and advocacy for them
4. Select and appoint a chief executive to whom responsibility for the administration
of the Anwar group is delegated, including: to review and evaluate CEO’s
performance regularly on the basis of a specific job description, including
executive relations with the board, leadership in the Anwar group,
5. In program planning and implementation, and in management of the Anwar group
and its personnel
6. To offer administrative guidance and determine whether to retain or dismiss the
executive
7. Govern Anwar group by broad policies and objectives, formulated and agreed
upon by the chief executive and employees
8. Acquire sufficient resources for the Anwar group’s operations and to finance the
products and services adequately
27. 9. Determine and Monitor the Anwar group’s Programs and Services
10. Enhance Anwar group’s Public Image
Under the authority of the association’s by-laws and the policies of the board of directors,
the CEO has two major functions:
direct and execute all activities of the association either directly or through delegated
authority;
provide leadership in these and other areas: the creation of strategic, tactical, and
financial plans; developing goals and measuring performance to the approved goals;
organizational development; liaison to the public, government, affiliated organizations,
and other stakeholders; develop member services and member development; the
development of the association’s staff.
The typical roles and general responsibilities of a non-profit association CEO are:
Leader advises the Board
Supports motivation of employees in organization products/programs and operations
Information Bearer
Ensures staff and Board have sufficient and up-to-date information
Looks to the future for change opportunities
Interfaces between Board and employees
Interfaces between organization and community
Decision Maker
ii Formulates policies and planning recommendations to the Board
iii Decides or guides courses of action in operations by staff Manager
iiii Oversees operations of organization
28. 3.3. Departments and their activities of Anwar Group
Anwar group has seven departments as follows:
1. Accounts
Maintaining cash fund
Maintain the account
Prepare the balance sheet in every financial year
Prepare other financial statements
Payment of all supplier
Payment of all creditor
Ensure smooth payment
Constructor payment
Bill payment
2. Construction
Schedule implement
Consult constructor
Determine what are needs and how to be done
What are the requirement of the job
Material supply
Report to managing director if any problem occur
Manage constructors and labor
Build effective business relationship with key customers
3. Sale
Lead and manage a sales team
Execute individual and group sales plan for the team
Leads strategic financial analysis and planning
Identify new revenue and efficiency opportunities
29. 4. Finance
Assemble loans and grants through bank, donors
Cash management
Provide the salary to the employees
Prepare the annual budget for the company
Collection of funds
Meet financial needs of other departments
5. Marketing
Product price determine
Distribute the products
Product promotion
Client handle
6. Human Resource
Develop human resource policy
Human Resource planning
Recruit and select employees
Design career planning including training, placement, promotion
Design compensation and benefit system
Discharging low performing employees
Maintain the individual records of employees
Managing employee relation issues for the relevant business units
Assist the marketing team in preparing realistic marketing plan
Coordinate with sales team and get their requirement
New product development
Identifying new market
Identifying consumers needs and demands
30. 7. Logistic:
Market research
Promotion and distribution
Specifies and procure the process of electrical and electronic office equipment
Planning, monitoring, supervise, and quality control of individual electrical and
electronic projects
Maintain and supervise of air conditioners
Ensure smooth connection of water, telephone, gas, electricity
Decision flow and authority delegation:
Anwar Group maintains a well structured decision flow. All the decision make and given
by the top management, for the middle and lower management. And all the information is
given by the first line managers to top, middle managers. They maintain the upward
downward decision flow. In authority delegation, Anwar group is 60% decentralized and
40% centralized.
Corporate Social Responsibility:
Anwar Group of Industries is committed to proper business ethics and is operated
following stringent code of honor. The multitude of initiatives that the Group has been
nurturing under the able leadership of the Chairman is voluntary performed with the
objective to enhance the quality of life of the mass in general.
In this regards the Group is operating a maternity center, orphanage, eye-hospital,
charitable dispensary, vocational training for the poor & challenged, general culture &
educational activities, stipend for the poor & meritorious students, financial aid for poor
women, small savings & cooperative activities, tree plantation, etc.
Anwar Hossain Foundation
Alhaz Anwar Hossain Shohid Nagar Primary School
Azad Muslim Welfare Complex, Bangladesh
Azad Muslim Mohila Porishad
31. Azad Muslim Children Art Center
Rohim Buksh Memorial Charitable Dispensary
Jamila Khatun Red Cresent Maternity Center
Jamila Khatun Lalbagh Girls High School
33. 4.1. Findings of the report
a) Lack of maintaining the necessary contacts to keep abreast of emerging issues of
significance to the association management profession;
b) Ineffective leadership in the development of the association’s statement of vision,
mission, and goals, and the corresponding strategies, plans, and budgets to achieve them;
c) Lack of the development of priority plans, performance measurements, management
controls, and critical success factors;
d) improper approved plans and budgets as part of the annual planning and budgeting cycle
and present recommendations to the board of directors and/or the appropriate committee;
e) Unable to develop and provide appropriate policy recommendations for consideration by
the board;
f) Lack to ensure that an annual plan and budget are prepared for and presented to the board
of directors;
g) Lack of Propose agendas for the board of directors reflecting issues, opportunities, and
priorities; Hire, reward, discipline, terminate, and set the remuneration of, all association
employees except for him/her, in accordance with policy and/or approved budgets;
34. 4.2. Recommendations
a) Develop project planning and operation (construction of planning, drawing etc.)
b) Act as the spokesperson for the association;
c) Conducting basic management skills (decision making, problem solving, planning,
delegation and meeting management)
d) Organizing their department and teams
e) Noticing the need for and designing new job roles in the group
f) Hiring new employees and training new employees
g) Employee performance management (observing and giving feedback, addressing
performance issues, giving information to middle and top level, etc.)
h) Conforming to personnel policies and other internal regulations
36. 5.1. Conclusion:
Management is very complex process that carries out all managers of the particular
organization with the managerial skills, function, roles and responsibilities. They take
their jobs seriously and perform the roles and responsibilities from different managerial
hierarchy on the perspective of organization.
After comparison we found that Anwar group is closely related to the theoretical concept
that we learned in our book. Anowar Uz Zaman (HR manager of Anwar Group) said that
“In reality theory and practical knowledge or experience both are important to all
managers today”. In any organization, managers are responsible for carrying out the
managerial functions and to run a business. Thus, a manager should perform their
responsibilities carefully and to do so they must have the basic managerial skills. To be a
successful manager, a manager must combine theoretical and practical experience. One
who has theoretical knowledge he or she can implement the theoretical concept in
practical life effectively and efficiently. Management theories are not fully exploited in
any organization. It varies from one to another. Therefore, managers has to refine and
develop their own theories of how should they run their organization.
