Members Presenting:
Shahriar Nizam Shishir
Tamzid Alam Khan
Amr Ravine
 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.
 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.
17%
43%
25%
15%
Allocation of Activites by Time
Traditional
Management
Communication
Human Resource
Management
Networking
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
 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
 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
 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
 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
Leadership traits present in him
 Intelligence
 Determination
 Self-confidence
 Honesty
 Sociability
 Extroversion
 Problem solving skills
 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
 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
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
 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
Communication management refers to a
systematic plan, which implements and
monitors the channels and content of
communication.
 Interpersonal, also called the Relator
 Affective, also called the Socializer
 Cognitive, also called the Thinker
 Behavioral, also called the Director
1. What makes a smart leader?
 Openness to new ideas
 Recognizing new possibilities
 Pursuing abilities
 Unstoppable drive
2. Transformational Leadership
3. Beneficiary’s Impact
4. Organizational Development
 Conflict Resolution between management
and employees.
 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
QUESTIONS?

Organizational Behaviour

  • 1.
    Members Presenting: Shahriar NizamShishir Tamzid Alam Khan Amr Ravine
  • 3.
     BAPEX isan 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. NizamUddin 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 Activitesby Time Traditional Management Communication Human Resource Management Networking
  • 6.
    Strength: •Experienced •Loyal •Good Communication skill •Trained •TaskOrganization 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 toMyers 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 qualityover 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 Basedon 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 SelfEfficacy- 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 presentin him  Intelligence  Determination  Self-confidence  Honesty  Sociability  Extroversion  Problem solving skills
  • 12.
     Ohio stateleadership 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 understandsthat 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 arerequired 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 aneffective 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 refersto a systematic plan, which implements and monitors the channels and content of communication.
  • 17.
     Interpersonal, alsocalled the Relator  Affective, also called the Socializer  Cognitive, also called the Thinker  Behavioral, also called the Director
  • 18.
    1. What makesa 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 Resolutionbetween management and employees.
  • 21.
     Mr. NizamUddin 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.