BATB Mgt n Functions

8/15/2019 BATB Mgt n Functions

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North South University

Submitted On: Spring 2015



Table of Contents

1) Introdution:......................................................................................................... 2

2) !ompan" #a$ground:......................................................................................... %

%) &etai's o( Management roess:..........................................................................*

a) Manageria' +untions........................................................................................*

i) 'anning.........................................................................................................*

ii) Organizing..................................................................................................... *

iii) &eision Ma$ing.............................................................................................*

i,) Sta-ng.......................................................................................................... 5

,) !ommuniating..............................................................................................5

,i) eading.......................................................................................................... 5

,ii) Moti,ating................................................................................................... 5

,iii) !ontro''ing:................................................................................................./

b) Manageria' S$i''s............................................................................................... /

i) ehnia' S$i''s.............................................................................................../

ii) eam #ui'ding S$i''s.......................................................................................

iii) &ri,e S$i''s.....................................................................................................

*) 3na'"sis:.............................................................................................................10a) +untions.........................................................................................................10

b) S$i''s:...............................................................................................................10

i) Strength:...................................................................................................... 12

5) Reommendations:............................................................................................ 1%

/) !on'usion:......................................................................................................... 1%

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2)!ompan" #a$ground:

British American Tobacco Bangladesh is one of the largest multinational companies in the

country and has been operating for over !! years. The presence of BAT Bangladesh in this part

of the world can be traced back in /!.The company has started its (ourney as 0mperial Tobacco

!1 years ago and set up the first sales depot at Armanitola in 2haka.

After the partition of 0ndia in /#", 3akistan Tobacco Company was established in /#/. The

factory in Bangladesh was setup in /#/ at *auzdarhat in Chittagong. 0n /4, the second

factory of 3akistan Tobacco Company went in to production in )ohakhali, 2haka. Thereafter it

became Bangladesh Tobacco Company Limited in /"$ immediately after Bangladesh

0ndependence. 0n //5, the company changed its name and identity to British American Tobacco

Bangladesh 6BAT Bangladesh7 aligning the corporate identity with other operating companies in

the British American Tobacco 8roup.

BAT Bangladesh is a part of British American Tobacco plc, the world%s most important tobacco

group, with brands sold in more than $!! markets around the world. British American Tobacco

8roup holds "$./9 share of it and $.59 is owned by other shareholders. 0t is among the first

companies to be listed on the 2haka and Chittagong :tock ;<changes and currently ranked

amongst the top ! companies in terms of market capitalization. British American Tobacco

8roup holds "$./9 of our shares= $.59 is owned by 0nvestment Corporation of Bangladesh=

:hadharanBima Corporation, Bangladesh 2evelopment Bank Limited, 8overnment of 3eople>s

?epublic of Bangladesh and a further #.$19 0n BAT Bangladesh, there are over ,4!! direct

employees and appro<imately 4!,!!! people working indirectly as farmers, distributors and local

suppliers.

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BAT Bangladesh makes high @uality tobacco products for the diverse preferences of consumers,

spanning the business from crop to consumer and committed to embedding the principles of

corporate social responsibility group wide.

%)&etai's o( Management roess:

a)Managerial Functions

i) Planning

3lanning is deciding in advance what to do suppose BAT decide what kind of probable activity

to do to weaken the competition in the market like .;<ample consumer ended activity.

ii) rgani!ing

hen BAT showcases a brand, they have to contact the distributors and retailers. They have to

recruit people and train them .'rganizing is basically to know what step to make and how they

work together.

iii)"ecision Ma#ing

After doing the resourcing organization have to deduct irrelevant things that complicating and

confusing the decision making process as well as replacing one thing from one point to another

to keep the things ticking. 2ecision making authority in BAT is decentralized depending on the

priority of the work.The decision making infrastructure is participatory to a very high e<tent. All

the plans and decisions that are made are communicated from the top level of the organization

and the decisions are made after discussing the issue with the related authority and the grass root

level. ;very possible input from every relevant level of workforce is taken before getting into

any decision. if the work is region then people like territory manager have the full authority to

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make decisions, if its national then middle manager don%t have that type of authority to make

decisions rather the decision making process become centralized.

iv)Sta%ng

BAT%s stuffing process is very simple like they have to train the people to the right e<tent so that,

they are ready to do the proper communication with the market.

v) Co&&unicating

;ffective Communication enables )anagers at BAT Bangladesh to perform the basic functions

of management like 3lanning, 'rganizing, Leading and Controlling. Communication helps

managers to perform their (obs and responsibilities. )anagers devote a great part of their time in

communication. They generally devote most of their time in communicating. They spend great

time o face to face or telephonic communication with their supervisors, subordinates, colleagues,

customers or suppliers. )anagers also use ritten Communication in form of letters, reports or

memos wherever oral communication is not feasible.

ALAA3 6)onthly meeting for non&managerial employees7

• This tool communicates news on Business performance, :trategic 0nitiatives and pro(ects.

0t is a focused, interactive tool targeted towards the non&management employees to create

greater understanding and retention at that level, 0t recounts detailed news such as :ales,

Brands, )arket :hare, production, astage levels, uality 6?07 and important corporate

news such as Annual 8eneral )eeting, Corporate social ?esponsibility activities etc. The

need for this tool arose as e<posure to other tools is limited at the factory floor.

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• Communication process Alaap sessions take place on the factory floor where the line

manager makes a power point presentation to the factory workers for duration of #4

minutes. Alaap is carried out every month and each session has. The audience consists of

$4 to 1! employees who report to that manager. Alaap sessions are highly interactive and

generate a lot of feedback. The content has two parts& Corporate part that contains

companywide information and Team part that contains performance feedback of that

particular team 6e.g. Cell or shift or warehouse7.

• At the end of each session the line manager fills out a feedback form which is emailed to

)anufacturing ? and 0nternal Communications. This form indicates the turnout in each

session and the important @ueries that where left unanswered. ueries, obtains answers

from the right source and emails the answers back to the line managers. These @uestions are

then addressed in the immediate ne<t Alaap meeting.

vi)(eaing

Leading re@uires managers to motivate employees to achieve usefulness ob(ectives and goals at

BATB. 0t re@uires the use of authority to achieve those ends as well the ability to communicate

effectively. ;ffective Leaders motivate and communicate with employees. They influence their

personnel to view situations from their perspectives. Leading at BATB also involves supervision

of employees and their work.

vii) Motivating

0t is a manager%s (ob to motivate employees to do their (obs well. :o how do managers of BATB

do thisD The answer is motivating in management, the process through which managers

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encourage employees to be productive and effective. BATB motivates employees by encouraging

productivity to ensure that employees

•*eel that the work they do has meaning or importance

• Believe that good work is rewarded

• Believe that they are treated fairly.

viii) Controlling+

)anagers measure achievement against established ob(ectives and goals. They also identify

sources of deviation from successful accomplishment and to provide a corrective course of

action. )anagers first establish ob(ectives and goals, then measure achievement of them, identify

anything that is keeping the company from achieving them, and provide means of correction if

necessary. Controlling does not necessarily involve achieving only monetary goals and

ad(ectives. 0t can also relate to non&tangible goals and ob(ectives like meeting a production @uota

or reducing customer complaints by a certain amount.

b)Managerial S#ills

i) Technical S#ills

(1) Technical Skills

Technical skills are basically for the lower level of employee. Those of employee work in

factory. They work with hard skill. As a managerial level of employee there are no technical

types of skill. Because a machine man know how to work with machine, that a technical skill, or

hard skill. *or those types of people have to know about the technical skills.

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(2) Clarifcation o Goals and Objectives

Clarification of goals and ob(ective is, a machine man have to know about his goals and

ob(ective. eEshe have to set a goal for the very specific ob(ective. And heEshe know how much

waste on this particular outcome= heEshe have to maintain this in every time. This is also for the

lower level of workers who work in technical part.

(3) Problem Solvin

3roblem solving is a simple part, when a mechanic engineer faces a problem with production.

eEshe know how it works, about the production time. Then heEshe find the problem and solve

the problem. 'n the BATB sometimes machine are not worked as properly or production

becoming slow, engineers talk with the machine related vendor, why it%s not working after that

fined the problem and fi< it.

(!) "maination # Creativit$

0magination and creativity this is not lower level work. Those are work on hard skill they have

not enough time for imagination or creativity. This is the managerial level of work. Those are

having creative idea or imagination power. +o one can imagine the market, after launching the

new product or implementing strategy. *or e<ample on BATB imagination and creativity team

launch the switch cigarette they imagine that customers need to two type flavor in one cigarette.

They put a switch into the cigarette. After switch this the flavor will change, and its light then

before.

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ii) Tea& .uiling S#ills

(1) %istenin or "nsihts

0t is very crucial for maintaining and coordinating a team. Top managers need to listen to the

lower level employees. :uppose, in Barishal, BATB%s brand ollywood is not performing well.

0t is a brand for the consumers who belong to the low income segment. 0n that case, employees

need to find the reason by searching information internally. )anager%s duty is to listen to

everyone and find out what are the possible reasons of this problem. By gathering data from the

employees, dealers, retailers, customers and other stakeholders and processing it, a manager can

find out the loop holes more easily and accurately.

(2)&irectin # Co'chin

0n the perspective of BATB, coaching is not like teaching the people. 0t%s all about motivating the

people to come out with the best 0dea by brainstorming. The main focus of coaching is asking

employees about the functions where and how they can improve. 0n some cases, coaching isn%t

effective in a sense that employee can be misguided with information. 0n that case managers

need to direct employee to filter information and narrow down properly.

*or e<ample, an employee is doing heart and soul but failing for some unknown cause. is

manager%s responsibility is to ask him the brainstorm the possible reasons of the situations.

Therefore, the employee discovers the lacking all by himself.

:ometimes, e<perience also matters. A new employee might fail to do something due to the lack

of e<perience. )anager%s duty is to share his e<perience with his subordinate to guide him to the

proper track.

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Bangladesh should practice the skill of setting goals, providing effective feedback and

conducting alignment discussions.

(2) Control o &etails

The managers have to gather and use information to evaluate the performance of their resources

such as human, physical, financial and the organization. The manager>s control of details will

influence the behavior of the resources to implement organizational strategies which can be

formal or informal.

(3) ner$

To make the best use of the ma<imum energy of BAT Bangladesh managerial team the manager

has to create a motivational climate. e has to promote a search for e<cellence. The manager has

to practice for building a motivational climate and has to know the cost of demotivation and

disengagement.

(!) *ertin Press're

The manager of the BATB should urge others to perform by shaping his activities to be perceived

as teamwork,not domination. e should design his team>s work such ways that others find

comfortable to work and can gain their highest confidence.

*)3na'"sis:

a)Functions

After taking an interview with an area manager who oversees the marketing department of BATB

we learned that the most important part of a marketing manager%s (ob in BATB is planning,

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motivating and controlling. hich are important functions the marketing managers end up using

the mostD e have tried to discuss them below.

3lanning is an important function for the managers as they have to plan ahead in order to

penetrate a market. hether, it%s a new product or a new market. hen the manager has to work

in an internal market which he is completely responsible for he has to plan according to the area.

)anagers have to plan with every aspect in their perspective in their mind.

)anagers ensure better performance from employees by motivating them. 0n BATB employees

who work under the manager are motivated by the managers to get the best out of them. This

function builds a stronger team and makes the workplace more active. The employees are

motivated in various ways including sales commissions and many other bonuses.

Controlling is an important managerial function. The managers guide their employees in a way

that measures their skills. )anagers decide whether the employees have lived up to the standard

they are e<pected of or not. 0n BATB employees must live up to the national standard and are

controlled in way to ensure they do so.

Leading is an important function for managers. 0f the mangers aren%t proper leaders the team

won%t look up to them. *or a team to be balanced and work properly leaders are needed. 0n

BATB managers must lead the employees to ensure harmony.

*unctions like staffing, organizing, communicating are important too. All these culminate in a

perfect working environment for the employees. This brings out the best out from them.

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b)S#ills+

e prepared this report based on the interview taken from an area manager who oversees the

marketing department of BATB. As we analyzed the interview, we found out some important

points regarding the skills that are re@uired the most in BATB )arketing )anagers.

'ut of three ma(or types of skills according to the ilson%s criteria of managing

peopleTeambuilding plays the most important role.

Listening for insights is important to find out the situation of the market. The manager has to

collect the information by talking with the Territory 'fficers and Brand Admirers when

re@uired. 'therwise, the manager would not be able to take effective decisions. 2irecting and Couching is valued because it includes the refinement of the e<pertise of the

subordinates. :ometimes the less e<perienced employees need e<tra attentions and

guidelines. )oreover, there should be a proper alignment in the messages that is conveyed in

the market by the personals from different tiers of the department. orking as a team is crucial for different situations like solving problems, achieving targets

etc. The manager has to maintain the synergy by keeping all his subordinates under one

umbrella and ensure that the performance of his team is up to the mark. Coordinating and cooperating across functions includes the relationship with different

entities inside and outside the organization. 0t includes distributors, government entities like

police and different other people.

Among the subcategories of Technical Skills set, Imagination and Creativity is important for a

manager to solve une<pected situations. )anagers have to rely on their intellectual capital to

solve uni@ue problems.

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Driving Skills influences the result of the implementation of both technical and teambuilding

skills. After evaluating the processes a manager has to identify the processes that re@uire follow

up. hen the results are not up to the mark, the manager needs to drive energy to lift up the

process. 3ressure could be of two types one is to increase pressure to improve the performance

and the other side is to push the less efficient employees so that they could understand the

importance of their tasks.

c) Strength an ea#ness+

i) Strength+

Hnlike the local competitors of i.e. Aki( Tobacco Company or, 2haka Tobacco Company, BATB

has very less flaws in their current management process. As the company is more than !! years

old and it has its operation in 5! countries of the world so, their system is very structured and

well organized. This has given BATB a distinct competitive advantage in the marketplace where

there are half a million retailers.

Another supreme strength for the company is the people working on it. BATB recruits the top

tier graduates and young talents from reputed universities of the country. ence, they are given

proper training and that makes them highly compatible in terms of working in a saturated market

like Bangladesh.

BATB is the market leader in several segments. BG and 8'L2 L;A* are the two most

successful brands in the market and these brands enable BATB to capture the ma(ority of the

market share in terms of both price and volume.

The communication and cooperation between the managers across boundaries help them to deal

with uni@ue problems effectively and efficiently. *or e<ample, if a manager finds it difficult to

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deal with a uni@ue situation. Then he can contact with the foreign mangers in different countries.

And it is very likely that, among the hundreds of mangers one several might have faced the

similar problem. Therefore, the communication between these two personals in two different

countries could be as helpful as anything. e are now living in the age of globalization and it is

very crucial to keep up with the global standards and be up to date with global trends.

5)Reommendations:

At the end of the day, it is very clear that in BATB everything is strength. The management is

very good in terms of responding to any stimulated unwanted situations and taking decisions

effectively. Being the market leader of several segments in the market is the most positive aspect

of the company and surprisingly, their brands like BG and 8'L2 L;A* are being the market

leaders for a really long time.

Throughout the whole interview we have tried to find out a weak sector that we could think

about and recommend for further improvement. Hnfortunately, every flaws we came to know

about turned out to be a strong point for the company. :till we figured out that, work pressure on

the managers is high in terms of decision making. A single incorrect decision can affect the

company globally.

/)!on'usion:

British American Tobacco Bangladesh is a subsidiary of British American Tobacco and it is

the world%s second largest tobacco group. They are a public limited company with an

authorized capital of Tk. ! corer listed on both 2haka and Chittagong stock e<change. The

H- based British American Tobacco group holds 4./9 share in the company. 8overnment

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of Bangladesh agencies own $5."!9 share, while 4.1/9 share is owned by other

shareholder. )anagement of the company needs to be strong and organized in order to be

profitable and fulfil the re@uirements of the stakeholders. BATB is the leading company in

the cigarette industry in Bangladesh with a market share of more than 4!9, employing more

than ,1!! people directly. They provide indirect employment to more than 1!,!!! people as

farmers, distributors and local suppliers. )anaging this large number of people is very

comple<. 2ue to their long term e<perience in this market and a worldwide e<perience in

different markets that are similar, makes them e<perts in managing people, capital and

resources efficiently.

Again, British American Tobacco Bangladesh is a company with world class people,

products, systems and processes and tools. They are the first company in Bangladesh to be

awarded Class A status as part of the international and prestigious total business e<cellence

programmed, )?300, audited by internationally renowned consultants 'liver ight. The

company has a total company commitment to e<cellence and drive for continuous

improvement. Their focus for it%s the company%s people deserves compliment. The way the

company%s management ensures a healthy environment for its employees is the best. Again,

the company compensates its employees with attractive salary packages and all sorts of

fringe benefits

The world class people of BATB work as a team to meet challenges in an ever&changing

business environment. They have an open and transparent culture with customer service that

e<ceeds e<pectations. BATB continuously seek to improve our manufacturing efficiency

without compromising on @uality. As a result, the company is recognized as benchmark for

@uality in the region when they were the first company to be given the license to

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manufacture Benson G edges in&house, within this region of BAT 8roup which stretches

from 3akistan to Australia. The utilization of information technology is at the core of the

business strategy and is a benchmark among other fast moving consumer goods companies

in the country.

*or a company like BATB, operating in a highly controversial and sensitive industry and

working with more than 1!! employees, internal communication is very important to

facilitate decision making and making them able to face the stakeholders. Thought

challenging, BATB is doing a successful (ob in devising a successful portfolio of tools for

internal communication and the process of continuous improvement keeps their model

functional.

:o, after analysing the whole situation, we have come to the point that, BATB is such a

company where people dreams of getting a (ob. The way they are operating their business

would enable them to be the market leader for a really long period of time.

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BATB Mgt n Functions