project on relating organizational Behavior with a manager

1. Members Presenting:
Shahriar Nizam Shishir
Tamzid Alam Khan
Amr Ravine

3.  BAPEX is an Exploration and Production
Company, fully owned by the Government of
Bangladesh .
 Operating as a Company under Petrobangla of
the Ministry of Energy & Mineral Resource.
 Emerged as an oil and gas exploration company
in 1989.
 BAPEX is producing and supplying gas to the
national grid from its own gas fields.

4.  Md. Nizam Uddin Talukder is the Deputy General
Manager of Bapex.
 In 1984 he joined in BAPEX as an Assistant
Drilling Engineer.
 In 1983 he was awarded B.Sc Engg (Mechanical)
degree from BUET
 Family person and the member of Engineering
society of Bapex.

5. 17%
43%
25%
15%
Allocation of Activites by Time
Traditional
Management
Communication
Human Resource
Management
Networking

6. Strength:
•Experienced
•Loyal
•Good Communication skill
•Trained
•Task Organization Skill
•Clam in Crisis
•Good at Working Alone
Weaknesses:
•Less Flexible
•Less Effective in Group work
•Tiredness
•Taking More Time in Decision
Making
Opportunity:
•New technology
•Growing gas sector in Bangladesh
•Not a single local competitor for
the organization
•Experience in this sector for a
longer period of time
Threats:
•New energetic employees
•Company’s continues change in
technology
•More networking influences

7.  According to Myers Briggs -Organizer(ESTJ)
 Why?
- Extroverted- Spends most of his time and effort in
communication and has to work with different
people from different places
- Makes decision based on reasoning rather than on
intuition
- Decisions are based on potential outcomes

8.  Prefers quality over quantity
 Low on agreeableness
 High on conscientiousness and emotional
stability- Quality preference, Stressful job,
wide range of responsibilities, yet loves his
job
 Low on openness to experience
-Considers his way is the best way
-Dislikes interference in his decision making
- Prefers working alone

9.  Type B
Based on two things:
1. His preference of quality over
quantity- Quality work is crucial in his
line of work because of sensitive
specifications and procedures.
2. Cooperativeness- Takes employees
suggestion in account when setting
deadlines

10.  High Self Efficacy- High confidence in his
own methods of management
 Internal locus of control- believes his
knowledge of engineering, expertise,
training and sacrifices played a major role
in his success

11. Leadership traits present in him
 Intelligence
 Determination
 Self-confidence
 Honesty
 Sociability
 Extroversion
 Problem solving skills

12.  Ohio state leadership model- Good at
initiating structure. His job is dividing tasks of
the projects and assigning those tasks to the
engineers
 Production oriented- prefers quality work
 Path goal theory(Directive leader)- Instructive
and autonomous
-Explains his vision of quality consistency and
improvement and instructs how to achieve his
vision

13.  He understands that motivation is a complex
and frustrating issue, with different people
being motivated by different things
 His effective understanding of motivation
technique- Focuses on not how to motivate
employees, but how to preserve the
motivation that employees naturally bring to
their jobs

14. Different techniques are required for
different employees and different situations
 Empowering employees
- He himself is motivated by ‘Intrapreneurship’
- Has been given the freedom by his superiors
to ‘think outside the box’ when it comes to
problem solving and decision making

15.  Providing an effective reward system-
- Rewards satisfy the basic needs of employees
- Rewards are comparable to ones offered by a
competitive organization in the same area
- Multifaceted reward system- Range of rewards such as
pay, time off, recognition and promotion
- Most importantly- BAPEX is trying to move away from
traditional reward system and he has been instructed
to compensate employees according to contributions
the employees make

16. Communication management refers to a
systematic plan, which implements and
monitors the channels and content of
communication.

17.  Interpersonal, also called the Relator
 Affective, also called the Socializer
 Cognitive, also called the Thinker
 Behavioral, also called the Director

18. 1. What makes a smart leader?
 Openness to new ideas
 Recognizing new possibilities
 Pursuing abilities
 Unstoppable drive

19. 2. Transformational Leadership
3. Beneficiary’s Impact
4. Organizational Development

20.  Conflict Resolution between management
and employees.

21.  Mr. Nizam Uddin being a full time deputy
general manager has met all the requirements
that the job requires of him.
 He has overseen major projects for the
company with severity and grace, and has been
quick to identify problems and solve them with
the experience required.
 He has the networking and the communication
skills, and the sense of responsibility needed
when faced with spontaneous situations

22. QUESTIONS?