JAGANNATH UNIVERSITY, DHAKA.

 
 

Assignment 
On 
“The Effect of Management Training on the 
Growth of a Firm” 
                      

Submitted To 

Probir Mitra 

Assistant Professor 

Department of Economics

Jagannath University, Dhaka. 

 
THIS ASSIGNMENT PREPARED BY…

Name of the Group Members Roll No.

1. Farzana Rahman * 05071238

2. Sadiatul Fatema. 05071219

3.. Md. Emtieaj Ahmed 05071221

4.. Md. Saiduzzaman Pulak 05071250

5. Md. Ibrahim Kholil 05071251

6. Saiful Islam. 05071302

7. Shafiqul Islam. 05071366

*Group Leader

 
LETTER OF TRANSMITTAL

November, 04, 2009.

Probir Mitra
Assistant Professor
Department of economics
Jagannath University, Dhaka.

Dear Sir,
It’s our pleasure to submit you our Assignment on “The effect of
Management Training on the Growth of a Firm.”.

We have prepared this assignment based on the data gathered from various
institutions, journals, related organizations, and internet. For the preparation
of the assignment, we have focused on the information that was found to be
reliable and valid.

We truly appreciate our topic to be an important and significant one to

enhance knowledge without which we would be surely in vague position. And
we deeply regret for any inconvenience located in this assignment and we shall
always be available for any clarification required.

Sincerely yours,

Farzana Rahman.
(On behalf of the group- )
Roll: 05071238.
3rd year 1st semester
Department of Economics.
Jagannath University, Dhaka.
ACKNOWLEDGEMENT 

By the grace of Almighty we have been successful to complete the assignment on ‘the
effect of management training on the growth of a firm’. We would like to express the
deepest appreciation to our honorable teacher Probir Mitra, who has the attitude and
the substance of a genius: he continually and convincingly conveyed a spirit of
adventure in regard to research and an excitement in regard to teaching. Without his
guidance and persistent help, this dissertation would not have been possible.
We are thankful to the organizations and the respectable managers whom we met. We
also would like to thank to our librarians and seminar assistant who help us in finding
necessary books.

 
ABSTRACT   

Bangladesh has been able to update their management training considerably in respect
of development of o corporate firm. In the last 20 years there have been fast and vast
changes in technical and managerial aspects of jobs in industrial and commercial
organizations through training. Training is considered as an organized procedure by
which people are imparted knowledge or skill for a definite purpose. The trainees will
acquire new manipulative skill, technical, or managerial knowledge, problem solving
ability etc In Bangladesh although proofs that training and development are inter
related.
Finally, this paper explains the effect of management training on the development of o
corporate firm.
Key words: Management training and development.
CONTENTS

1. Introduction--------------------------------------------------------------------------------1
2. Conceptual Idea---------------------------------------------------------------------------2
¾ Training
¾ Office Manager
¾ Functions of a Manager
3. Effect of Management Training-----------------------------------------------------------3
4. A Model of Expansion through Management Training-----------------------------4
5. Case Studies>>>Sonali Bank---------------------------------------------------------------7
¾ Recruitment
¾ Training Facilities, Duration etc.
¾ Cost Management
¾ Managers Evaluation.
6. BADC-----------------------------------------------------------------------------------------12
¾ Recruitment
¾ Training Facilities.
¾ Cost Analysis—Relation with Growth.
¾ Managers Evaluation
7. Grameen Bank--------------------------------------------------------------------------------16
¾ Recruitment
¾ Training Faacilities, Duration, etc.
¾ Cost Analysis.
8. Paxer Bangladesh Ltd------------------------------------------------------------------------19
¾ Recruitment
¾ Facilities on Training
¾ Relation with Growth & Evaluation
9. Idol Homes Ltd.-------------------------------------------------------------------------------22
¾ Recruitment
¾ Training Management
¾ Managers Evaluation.
10. Methodology-----------------------------------------------------------------------------------24
11. Concluding Remarks.-------------------------------------------------------------------------25
12. References--------------------------------------------------------------------------------------26
INTRODUCTION 

In current global market, companies are composed by competition, regardless of

corporate firms. To develop a competitive advantage, it is important that firms truly
leverage on the workforce as a competitive weapon. A strategy for improving
workforce productivity to drive higher value for the firms becomes an important
focus. Firms seek to optimize their workforce thorough comprehensive management
training not only to achieve business goals but most important is for a long term
survival and sustainability. To accomplish this undertaking, firms will provide
management training to ensure that employees are able to compete and become
competencies to do work effectively in rapidly chaining and complex environment of
a firm.
In response to the changes, the management training mechanisms are designed on the
basis of the belief that employees are most important assets in the firms that can be
developed and increased to an unlimited. The formal system of Individual
Development is training. Training is useful to individuals to know about the use of
new technology which developing firms further. Training makes newly employed
worker fully productive within minimum time. As a result a firm can easily grab any
opportunity for its development at any time.
So, it is clear that management training has vast effect on the development of a firm.
And this paper discussed in vast sense with the use of many equipments.
CONCEPTUAL IDEA: 

Training:
Training is the act of increasing the knowledge and skill of an employee for doing a
particular job. There is often a gap between what employees actually know and what
they should know. To fill this gap of knowledge in doing the job by means of training
is an important task of management. Training typically involves changing skills,
knowledge, attitudes or social behavior.

Office Managers:
An office manager is an employee charged with the general administrative
responsibilities of any given office of a corporation. In small and medium sized
companies the task is often given to the corporation's accountant. In large companies
there will often be several offices in several geographical areas, and each one will
have an office manager.

Main Functions of a Manager:

The office manager is the coordinator of the work system. An office manager is
responsible for planning, organization, and controlling the clerical aspect of the
organization, including the preparation, communication, coordination and storage of
data to support production and other important operations of a corporate office
establishment. Often he also engages in marketing. His tasks are to monitor the work
processes and to evaluate the outcome. The outcomes of work are intended for what
can be called the final receiving system, as for instance, client, customer, and other
departments. His role is to coordinate on the front and by giving assignment. An
office manager usually leads or manages a team of secretaries or administrative
clerks. She/He takes care of the assignment of tasks inside the department whereby
the more complex tasks come to his account. Positions allocated to usual
classification perform a combination of the following office management functions:

• Budget development and implementation

• Purchasing
 • Human resources & training management.
• Accounting
• Records management
• Forms management
• Payroll
• Facilities management
• Space management
• Risk management
• Grants administration
• Affirmative action and equal employment opportunity
• Information technology and telecommunications
• Monitoring the management of health and safety in the company office
• Responsibility for the day to day running of the office
• Liaising with senior managers to ensure that staff in the division have
appropriate information technology department
• Plan, consult and manage moves for the division and other units within the
department.

Considering the diversity of functions, someone holding an office manager position is

expected to have many talents. Some of the competencies which he or she is expected
to possess are problem solving and decision making abilities, integrity, assertively,
flexibility, accuracy and the ability to cope with pressure. So, it is must for a manager
to take part in office management training for improve their skilled.

THE EFFECT OF MANAGEMENT TRAINING ON THE DEVELOPMENT OF A FIRM: 

There is an intimate relation between Management training and development of a

firms and we discuss this subject through using an Economic model and diagram:
  

Figure: A relationship of training management and development of a firm.

In the figure, Relationship 1 represents concept of production functions as applied

education and training. The key assumption underlying that investment in training
results in increased efficiency.
Relationship 2 represents the relationship between training and increased productivity
of firms. The key assumption underlying this relation is that increased learning does,
in fact result in increased productivity.
Relationship 3 represents the relation between increased productivity and increased
wages and business earnings. The key assumption underlying this relationship is that
greater productivity does, in fact, result in higher wages for individuals and earning
for firms. As per conclusion, training management does contribute to the firms
advantages and profit.
The entire training process continuum represented is assessed using return-on
investment analysis or cost benefit analysis. Management training is important agent
for boosting firm performance. Thus this figure has ensured the better performance of
a firm for long run through management training.
A MODEL OF EXPANSION FIRMS BY MANAGEMENT TRAINING: 

A Growth Model:
The model presented here develops a general equilibrium endogenous development-
growth which is based on the training of managers by firms, whereas both mangers
and firms are a scarce resource in less developed countries and on the contribution of
these managers to the production process. Thus, the model stresses the supply side
restraints to accumulation of human capital in less developed countries and the
importance of firms' expansion to development, thus enabling a better understanding
of the development problems and helping reassess policies aimed at improving
development performance.

Figure: The effect of management training on development.

In this figure, shows training managers are grow at a positive level as a result output
growths faster as well. Because now trained managers know the use of new
technology, thus expending production and increasing profitability. The analysis
stresses two problems associated with development.
™ The first is the accumulation of human capital, but not due to a schooling
decision of the individuals, but rather due to a shortage in supply of training.
The limited amount of advanced firms prevents large scale training and
therefore prevents development.
™ The second problem is the dependence of development on the ability and
incentives of the existing firms. When firms do not have incentives to grow,
due to weak property rights or high tax rates for example, development would
be slower or would even cease. When firms lack the ability to train, for
example when current managers are unable to monitor newly trained
managers, the same problem would occur.
The aforementioned development problems have implications for the analysis of
various aid policies. Policies that increase the productivity of the traditional sector, a
sector which can not grow by training managers due to the nature of its production
function, may increase the output but would slow long run development, as it would
decrease the profitability and the training incentive of the technological sector.
Financing small businesses, as is often done using micro-credit, may help the founder
but would not help overall development in case the business is in the traditional sector
or if the founder is unable to expand and train; accompanying the finance with proper
guidance may be in place.
Supporting the education system may not be enough if there are no on-the-job
training opportunities in the economy. It will not improve the productivity, and may
even be unworthy for the learner. Development policy should, therefore, foster and
encourage expansion and training, and should be careful with other tools. Note also
the slow evolvement of output in the model in the initial periods, in which the
traditional sector is the most significant one, and the increase in pace as the quantity
of managers and the weight of the technological sector in the economic activity
increase. Proper policy, therefore, may have an effect over the technological sector,
but a noticeable effect over total output may take time.
Therefore the figure finally expressed that a firm have to provide the training
facility for the managers thus the output of the firm will be positive as the figure also
shown. Following is our case studies by which we tried to show that, how the
management training is a must needed procedure for the growth of an organization.
 CASE STUDIES 

Sonali bank Limited. 

Sonali Bank Limited, the largest & leading commercial bank of the country, came
into being in 1972 immediately after the emergence of Bangladesh as an independent
state. A fully state-owned enterprise, is leading the banking sector by efficient
management.

Recruitment:
Sonali Bank Limited is a service-oriented and professionally managed leading
profitable organization. So it always prefers to take dedicated, sincere, honest and
hard working employee. At the managing level employee should be a Master degree
holder and he should have a good service record. In some special case they prefer to
take specialist to introduce new banking system and department who also provide an
upgrade training by the bank. They believe that competent and veteran people are
eligible for the progress of the bank.

Training for the Employee:

The bank do not employed trained staff. But all of the staff has to take foundation
training at managing level. In year 2008, as many as 8449 employees did receive
training in 317 batches of different course, workshops, and seminar conducted by the
SBL Training Institute and Staff College.

Training Institution:

SBL has a staff College and five training institution in each district to train the staff.

Training method of SBL:

™ On the Job training: This is most effective method for trained the staff. Almost
90% of training of an employee takes place on the job. It provides functional
training during probation period, apprenticeship training, job-rotation and
regular coaching by the superior.
 ™ In-Bank Training Program: SBL Staff College and Training institution arrange
this kind of training. It helps to develop technical skills and managerial skill.
The training is supervised by Human resource development manager. He
extents the teaching methodology, training calendar on the basis of feedback
from performance appraisal sheet and resource persons available for
conducting training.

™ Abroad: In special cases Bank also sent staff abroad to receive training. In
2008 special training programs have been organized on Information &
Communication Technology & trained 921 officers.

Training Duration:
SBL afford maximum one month training for improving their officer’s dexterity.
Their main view is to gain up-to-date knowledge about every sphere of banking
system.

Facility in training stage:

Trainee officers get full salary of the fellow post of the government employee. They
are called as trainee manager and they are not allowed to take leave without any
emergency.

Facilities after Training:

Trained employees are considered as an asset for any institution. After finishing the
training, they return to their job with more responsibility. They also kept in
monitoring almost 3 months after joining. If their performance is not reasonable then
they sent to receive similar training for a second time. . On that training period, their
regular salary is continuing .For a mid level manager the amount of salary is around
12 thousand.

Cost Analysis:
Training is an imperative matter for the growth of a firm. The cost of training
facilities of a firm has added in their regular expenses. This also put into practice our
concern SBL. Training costs is considered in SBL’s annual budget. So it has no any
extra impact. Moreover training expenses is also a part of SBL’s annual budget as
other expenses. Almost half of the term, other expenses are for training facilities. For
example, in 2008 SBL afford training to the executives on the Basel-2 Capital Accord
for facility building. For this training purpose SBL expense as operating cost
 TK.511.69 crore while in 2007 it was TK. 424.70 crore. Based on the following data a
bar diagram has given below:

Purpose 2008 2007 Growth

Total Income 2662.2 crore 1429.02 crore 86.29%

Total expenditure *2150.41 crore 1004.32 crore 114.12%

Total operating profit *511069 crore 424.70 crore 20.48%

*Considering amortization of intangible asset TK. 350.00 crore during the year.

Total Operating
Profit 20.48%

Total Incom e
86.29%

Total Expenditure
114.12%

Figure: Total income, Expenditure and operating profit.

 Cost Analysis of SBL 2008

To Employees as
Amortization of , salaries
Intangible Assets allowances and
and training bonus
28% 47%

Taxation
6%

Depriciation
1%

Statutory Reserve
Retain earnings
1%
17%

General Reserve
0%

Managers Evaluation on the Necessity of Management Training:

Md. Habibur Rahman, Executive Officer, Human Resource Division of Sonali Bank,
Head office evaluated about the effect of management training on the development of
a firm that, management training is essential for craft the firm more effective. He also
believed, to train the employee as much as possible because it is advantageous for
formulate institutional firm growth positive.

 
  

Bangladesh Agricultural Development corporation(BADC) 
 

Recruitment:
BADC was founded with the object of bringing about a break-through in agricultural
development to pave the way for achievement of self-sufficiency in food production.
It was assigned with the specific task of procurement and supply of 'various
agricultural inputs, improved seeds, chemical fertilizers and irrigation equipment to
the farmers. BADC always takes fresh graduate in there entry-level managing. They
have shown three causes of preferring fresh blood. These are honesty, sincerity and
dedication.

Training:
BADC provide management training in every sector of their working target for the
valuable employee that BADC want to ensure quality service from their employees.
And want to make the officers much competent about the latest agricultural
technology for make our country developed in agricultural sector. Thus the
management training has an effective impact on the development of the corporation.
Now discussed about the management training’s of BADC:
BADC organizes two types of training. These are:
1. Local training; and
2. Foreign training.
Local Training:
a) BADC Training Institute, Madhupur, Tangail
BADC has own Training Institute at Madhupur, Tangail to impart both
induction and in-service training to its employees working in different places of the
country. Established in 1968, the institute is located in the vicinity of Madhupur Seed
Multiplication Farm, Tangail that is about 150 kms’ drive towards North West of the
capital city of Dhaka. The institute is situated on an area of 10 acres of land. Over the
years, the institute was developed as the most modern training Institute with all
facilities including sufficient classroom, library facilities and suitable accommodation
for the trainees and speakers. Since its establishment in 1968, the institute has been
serving the purpose of developing professional skills of BADC personnel through
appropriate training. The overall management of the institute lies with the Principal
who is assisted by a team of instructors in matters of designing and conducting
various training courses.
.
b) Training by other organizations
During the year 2004-2005 a total number of 245 officer and staffs were
attended in different courses organized by Academy for Planning and Development
(APD), Financial Management Academy (FIMA) and also in house training organized
by BADC. On the other hand 67 officers and staffs attended in-house training
program organized by BADC.
Foreign Training:
BADC utilizes overseas training facilities to acquaint its officials with the
latest technical know-how in the field of agriculture and mechanization. During 2004-
2005, BADC sent 4 officers abroad to participate in the training program on different
subjects as against the facilities and financial assistance offered by the donor countries
/agencies. Table 5.01 shows the details of foreign training undertaken by the officers
during the year under report.

Training analysis of BADC IN 2004-2005:

In accordance with the national seed policy BADC is now in a position to
work for transferring seed technology to private sector. In this connection BADC
offered training to different Govt. and Non-Govt. agencies on different stages of seed
production, preservation, testing and quality control of seed etc. in its seed technology
transfer center at Gabtoli, Mirpur, Dhaka. The training course offered by BADC
during 2004-2005 shown in Table:

 
Facilities after Training:
Trained employees are considered as an asset for any institution. After finishing the
training, trained managers return to their post with higher salary than they would get
in training period. They also kept in monitoring almost 6 months after joining. If their
performance is not good then they again sent to experiment level.

The Effect Management Training on the Development of the Corporation:

As BADC has an important part of job that to do perform their various

function in practical in the field with the farmers. So there is a vast positive effect has
taken palace to reach their target in every project for their corporation’s development.
Now this concept has discussed below with diagram:

Manager’s Evaluation:
Md. Bazlur Rahman manager of “Beez Bhaban” of BADC evaluated about the effect
of management training for firms development like this way that training programmes
are modified behavior and improved skill of managers. Thus the productivity and
profitability of BADC improved in every year which helps the corporation
development for long way. So, training has great positive effect on the sustaining of
development of a firm.
 GRAMEEN BANK

Recruitment:
The Grameen Bank always takes fresh graduate in there entry-level managing. They
have shown three causes of preferring fresh blood. These are honesty, sincerity and
dedication. And for this they always do with these people who were not engaged with
other companies before. They also believe that the fresh are only eligible for doing
there job.

Training for the New Employees:

As they recruit untrained people they must provide training to them. Grameen Bank
has a training institute of it’s own by which it can train its staff newly employed. Most
of their trainings are practical, i.e. learning by doing. After getting all the
methodology of GB, the bank, send them to villages, where they will inform the
villagers about their activities and thus they might be able help the Grammen Bank to
achieve it’s goal.

Time Duration for Training:

These kinds of training take about a year. Of twelve months of training they stay at
the training institute only for a month and they stay at villages with the remaining
period. In addition, their main task is to follow the activities done by the field officers.

Facilities in the Training Period:

Trainee officers get a consolidated salary; it is likely 60% to 80% of the payment for
their fellow post of the government employee. Moreover, they get bonus as half of
their salary. They are called as trainee manager. Trainee managers are not allowed to
take leave without any emergent case.

Facilities after Training:

Trained employees are considered as an asset for any institution. After finishing the
training, trained managers return to their post with higher salary than they would get
in training period. They also kept in monitoring almost 6 months after joining. If their
performance is not good then they again sent to experiment level. After completing
the yearlong training their job is being permanent.

Training for the Permanent Employers:

Grameen Bank provides the training to the permanent employees also. Normally its
duration is not more than a month. Each employee must have to take training to be
promoted to the higher position. They get that training from the training institute of
GB. At the initial level of training, they face an orientation then all he employees have
to take field experience. On that training period, their regular salary is continuing in
addition they get an extra TADA. For a mid level manager the amount of TADA can
be around 15 thousand. As they are promoted after training, their responsibilities also
increased.

Cost Management:
Training is an essential matter for the growth of a firm. So the cost for the training
facilities is not excluded from the firm’s regular expenses. This case also happens to
our concern Grameen bank. Training costs is considered in GB’s annual budget. So it
has not any extra impact. Moreover training expenses is also a part of Grameen Banks
annual budget as other expenses. Almost half of the term, other expenses are for
training facilities. For example, in the 2007 budget other expenses was tk.82, 40,
48,427, half of it 41, 20, 24,213.5 is used training purpose. Where the total expenses
were taka 368, 96, 28,189. Based on the following data a bar diagram is given below:

Purpose of Expenses Amount in BDT (2007) Percentage (%)

1. Salaries, allowances, Tk.2,472,702,079  67.02% 

remuneration etc.

2. Training Expenses Tk.412,024,213.5  11.17% 

3. Other Expenses Tk.412,024,213.5  11.17% 

4. Stationery, printing, Tk.111,236,170  3.02% 

advertisement etc.

5. Legal, professional Tk.97,333,615  2.64% 

expenses and audit fees.

6. Rent, rates, taxes, vehicle Tk.83,419,842  2.26% 

insurance, utilities etc.

7. Depreciation of fixed assets. Tk.64,396,885  1.74% 

8. Repairs & maintenance of Tk.36,491,171  0.98% 

fixed assets.

Grameen Bank Annual Report 2007(Source‐www.grameen.info.org) 
 

Depreciation-
Utilities-2.26%
1.74% Maintenance-
Audit & Legal-
2.64% 0.98%
Stationary-
3.02%
Others-
11.17%
Training-
11.17%
Salary-67.02%

Distribution of Annual Budget.—2007 

Managers Evaluation on the Necessity of Management Training:

Mr. Babor Ali, Senior Principle Officer, International Department of Grameen Bank
describes the co-relation between management and training as complementary. For
the growth of a firm efficient management is must needed. And training can make a
manager more efficient than he was before. Therefore, training has a lot of positive
impact on the growth of a firm.

‐‐‐‐0‐‐‐‐ 

 
 The Power of Identification

PAXAR Corporation:

Paxar Corporation is a global leader in providing innovative merchandising

system to retailers and apparel manufacturers. The company’s business includes the
design, manufacture and distribution of a wide variety of tags and labels, including
bar-coded labels, as well as printers and the associated suppliers for customers who
prefer the flexibility of creating labels and tags on an “as-needed” basis in their
facilities.

Recruitment & Selection Process:

Recruitment is the discovering of potential applicants for actual or anticipated
organizational vacancies. Paxar is a Multinational company, as a result it attracts the
qualified person who will take the job if it is offered and it also provides information
in the advertisement so that unqualified applicants can self-select themselves out of
job candidacy. Paxar Bangladesh Ltd. mainly follows External source for recruitment
and sometimes use Employee referrals from internally.

Motivation through Job:

Job Design: Paxar always follow Strategy one, because here different types of
requirement required
Strategy One: Fitting People to Jobs
•Improving the motivation of routine-task personnel
•Realistic job previews: honest explanations of what a job actually entails.
Job rotation: moving people from one specialized job to another.

Skill Analysis:
For skill analysis PAXAR does not follow any systematic procedure. They follow
judgmental process to examine the candidate’s skills for specific requirements. Need
often arises for identify the skills as various jobs demand, particularly so in case of
managerial jobs, which they examine in a candidate by judgmental basis. The special
skills are:

ƒ Decision-making skills- best work with men possessed of mental and

analytical ability.
 ƒ Leadership skills- exhibit power of delegation and direction in men for getting
work through their subordinates.
ƒ Communication skill- involve ability to communicate effectively all around
(within outside the organization) colleagues, superiors, subordinates, outside
people.
ƒ Organizational and social skills- pertaining to their organizational problem
solving acumen and getting well with people both within the organization and
outside.
Pexar also follow some method to improve the skill of employee. Those are discussed
below:

Observational method:
Using this method, Department manager watches employees directly on the job.
While the observation method provides firsthand information, workers in many cases
do not function most efficiently when they are being watched. It only possible in
production floor.

Individual Interview method:

Using this method, job incumbents are selected and extensively interviewed .The
results of these interviews are combined into a single job analysis. This method is
effective for assessing what a job entails and it is time-consuming. Both of these two
methods are follows by Paxar. Department Manager does these two jobs. After this,
HR department sits and accumulate all the information and make different job
description and Job Specification for different post. When an Ad placed for any
vacancy, then job description and job specification are given along with the ad. A
good Job Description is valuable in helping managers identify the kinds of individuals
they should recruit, select and develop, as well as providing guidance for decisions
about training and career development, performance appraisal, and compensation
administration. A good Job Specification ensures the minimum acceptable
qualification that the incumbent must posses to perform the job successfully.
Other Aspects of Recruitment:
PAXAR recruits fresh graduates for entry level. The main view is that it will bring in
new ideas and viewpoints into the business. Such ideas will be used in the
development of leadership position. For mid level and higher level they prefer to
recruit experience people from the same industry.

The distribution of employees on the basis of skill:

Ending Mark:
Paxar Bangladesh Ltd. is the newest arena of Paxar Family. Paxar is a part of the
garments industry manufacturing the labels of the garments. Paxar Bangladesh Ltd is
a growing company expanding to increase the production capacity more. Though the
productivity of Bangladesh garment industry is lower, but it has some competencies
like cheap labor cost. The garments industry here has huge potential. Paxar
Bangladesh is utilizing this competency of Bangladesh garments industry.
Teamwork, working environment and equality is emphasized highly in this
organization, from other multinational organization in Bangladesh. In addition, In
Paxar everybody is treate as equal irrespective of his or her job responsibilities and
designation. Thus, Paxar Bangladesh Ltd. is providing the best possible work
environment and opportunities for personnel to professional growth.
 

 
Recruitment:
Idol Homes Ltd is a highly growing firm in the country. The firm’s growth is entirely
depends on their management level employee. So they need to make their employees
qualified. That’s why they always prefer experienced or trained person for their
vacant position. But they also take fresh personnel.

Training for the Employee’s:

As the Idol Homes Ltd needs qualified managers for their smooth operation, they
provided training facilities for some selected candidates. Though, they have an
orientation program, where the new employee’s are getting initial knowledge about
the firm. In case of the selected candidates the firm usually sends them to some
prominent institution for management training.
Facilities for Training:
Idol Homes Ltd sometimes sends their managers to some prominent management
training institute. At this training period they pay almost one thousand taka per day
allowances excluding certificate. Sometimes the managers attend some workshops
also.
Cost Management:
The firm allocates a fund for training purpose in every fiscal year. Since the firm
prefers experienced personnel as their manager, so their costs for training purpose are
not so large. Training for the managers is almost directly related to the growth of the
firm as for this the costs are not a headache for Idol Homes Ltd.

Impact on the Managers Activities:

After providing a training management feels secured and comfortable to assign the
job of an employee and certainly training session assist the new employee to perform
his/her job accordingly. Consequently management is quiet happy for the employee’s
salary. There is also a close relation between training and promotion/responsibility.
After completing a training employee gets a complete idea about his/her works,
working environment, management and also the prospects of the company. As a result
employee can take the decision for his/her job as well as management can reach in a
decision. The employee is suitable for his/her company after being trained. So it has
a great positive impact for the firm.

Co-relation between Management & Training:

Management provides relevant training to fulfill their expectation/demand from the

employee. Focusing on the nature of job management arrange training for the
employee. So co relation between management and training is beggar mention.
Without qualification, skill and sincerity, employees are nothing but a set up.

Managers Evaluation:
Training is essential for the new and old employee also. New employee could be
acquainted with the nature of job and a complete scenario of the firm/organization any
kinds of training inspire the employee to perform his/her assign job properly. In an
informal official training session employees could exchange their views/ideas and
valuable opinions which increases the efficiency of the employees. A professional
training makes an employee to work under official decorum/manner also increase the
negotiation and delivery skills. The above mention trainings increase the employee’s
efficiency ultimately those impacts on the growth of a company.

 
 
 
 
 
 
 
 
 
 
 
 
METHODOLOGY 

For completing our task we have followed both primary and secondary method of
collecting data. In method, we have had questionnaires. We had prepared a
questionnaire for interviewing the managers of different organizations. We have got
our desired information according to the following questionnaire.

1. What type of employee are you taking? Are they trained up or not?
2. Are you providing any training facilities at the initial stage for the new
employers?
3. Are that training facilities formal or informal?
4. Will you bear the costs for the formal training?
5. What kinds of impact does your office have to face for the training expenses?
6. What are the impacts on wages for the trained staff?
7. Is there any relation between promotion/responsibility with these training?
8. If the firm employed trained up person then what will be the impact?
9. What do you think about the co-relation between management and training?
10. How will you evaluate the necessity of management training for the growth of
your firm?

 
 
CONCLUSION: 

Change is an inescapable fact of time. The world is moving very fast. If an

organization cannot change to keep pace with this it will not survive. Training and
only the training can make the change easy. Efficiency of managers is a contribution
of training. And it is now established that efficient human effort, more than anything
else, make the difference between success and failure. Management training is a
support activity but it influence and promotes business solutions. That contributes to
the profitability of the firm. So the ultimate thing is that the qualified people can
maximize the companies’ performance and production. And these qualified people of
an organization depend on the management training pays to the people at different
phases, right from the recruitment to the retirement.

Most of the NGO’s and banks in Bangladesh have regular training facilities for the
management level employee’s. But this does not happen yet in corporate culture in
Bangladesh, though some multinational firms do it for their need.
REFERENCES: 

Books:

1. Human Resource Management Practices in Bangladesh—K.A.Islam.

2. Case Studies in Finance Managing for Corporate Value Creation—
R.F.Bruman
3. Human Resource Development—P.Murali Krishna..
4. Sonali Bank Ltd—Annual Report 2008.
5. Personnel management & Industrial Relations—P.C. Fripathi(S.Chand &
Sons) 1996-p-273.
6. Banglapedia.

Internet:

1. www.wikipedia.com
2. www.sonalibank.com.bd
3. www.badc.gov.bd
4. www.grameen-info.org
5. www.paxar.com
6. www.idol.com.bd