Organization Silence Behavior in Navana Limited.

Navana Group
Kazi Shamiul Kabir
[OVERVIEW OF NAVANA
GROUP]
P roject P art: Organization Silence Behavior in Navana limited .

NAVANA LIMITED, the flagship company of the NAVANA GROUP (previously Islam Group) was established in
1964 by the then Group's founder Mr. Jahurul Islam an d had an auspicious step into the business under an
exclusive distributorship agreement with TOYOTA of Japan to marke t Toyota cars in the then East Pakistan.
Report On
Overview of Navana Group

Project Part: Employee Silence behavior in Navana Limited.
Prepared For
Prof. Dr. M Alimullah Miyan

Founder & Vice Chancellor
IUBAT
Prepared By
Kazi Shamiul Kabir

ID # 09102140
College of Business Administration (CBA)
Date of Submission: April 11, 2013
IUBA T- International University of Business Agriculture and Technology

i
April 11, 2013

To
Prof. Dr. M Alimullah Miyan
Chair, College of Business Administration
IUBAT- International University of Business Agriculture and Technology
4, Embankment Drive Road, Uttara Model Town
Sector- 10, Dhaka- 1230, Bangladesh
Letter of Transmittal
Dear Sir,
It is a great pleasure for me to submit my report on Employee Silence Behavior in NAVANA
LIMITED. It was a great opportunity for to work as a report on Employee Silence Behavior in
NAVANA LIMITED. To implement the knowledge that I have learned in our academic career, I have
learned a real life experience of Training and Development by doing this report. It will be effective
for both of my academic & professional life. I try my level best to make this report to the required
standard. I hope that this report will fulfill your expectation.
I therefore, hope that you would be kind enough to go through this report for evaluation. Working
with such an interesting program has given us the opportunity to achieve experience on. I am always
available for any further quarries regarding this report.
Thanking you,
______________
Kazi Shamiul Kabir
ID # 09102140
Program: BBA
ii
Student Declaration
I am Kazi Shamiul Kabir, student of Bachelor of Business Administration (BBA), in the College of
Business Administration (CBA) at the IUBAT-International University of Business Agriculture and
Technology; declaring that, this practicum report on the topic of Employee Silence Behavior in
NAVANA LIMITED has only been prepared for the fulfillment of the course of BUS 490 Practicum as
the partial requirement of Bachelor of Business Administration (BBA).
It has not been prepared for any other purpose or reward.
________________
Kazi Shamiul Kabir
ID # 09102140
Program - BBA
iv
Acknowledgement
At the very beginning, I would like thank the omnipotent Allah for giving the chance to complete my
internship and preparing the internship report. In the preparation and finish this internship report, I
acknowledge the encouragement and assistance given by a number of people and institution. I am
most grateful to the Navana Limited management to give me the opportunity to complete my
internship in their organization. Thus I want to mention the name of Abdul Hai Mridha, the head of
HR, for allowing me to do the internship in the organization. I would like to express my gratitude to
my organization supervisor Md. Khaled Saifullah, Senior Manager, Human Resource Department for
providing me the opportunity and much needed feedback to furnish my qualities in the real job
world. I also want to show my up most respect to Md. Ashraful Islam, Assistant Manager, HRM for
providing me a smooth and very gracious learning period in the organization by teaching me, literally
by hand on practice. And one name, I must mention who give me a lot assistance to complete my
internship- Mazada Akter Azmiry will be remembered for all the time.
Finally, I am grateful to my honorable supervisor Md. Jahidul Islam, Lecturer, College of Business
Administration, IUBAT for providing me much needed assistance and diluting time constraints and
also to encourage me to prepare the internship report on Organization silence behavior in Navana
Limited.
Table of Content
Prefatory Part
Title Fly
Title Page
Letter of Transmittal
Acceptance of Forwarding Letter
Student Declaration
Acknowledgement
Table of Content
List of Figure
List of Table
Executive Summery
Chapter One: Introductory Part
1.
1.1.
1.2.
2.
3.
4.
5.
6.
7.
7.1.
7.1.1.
7.1.2.
7.1.3.
7.1.4.
7.1.5.
7.1.6.
7.1.7.
7.1.8.
7.2.
7.2.1.
7.2.2.
7.3.
7.3.1.
7.3.2.
7.3.3.
7.3.4.
8.
9.
Introduction------------------------------------------------------------------------------------------Organization silence--------------------------------------------------------------------------------Organization commitment------------------------------------------------------------------------Origin of the report---------------------------------------------------------------------------------Objective of the study------------------------------------------------------------------------------Problem statement---------------------------------------------------------------------------------Significance of the study---------------------------------------------------------------------------Research timeline-----------------------------------------------------------------------------------Research plan----------------------------------------------------------------------------------------Literature review------------------------------------------------------------------------------------Conceptual Framework----------------------------------------------------------------------------Top managers attitudes---------------------------------------------------------------------------Supervisors attitudes-------------------------------------------------------------------------------Communication opportunities-------------------------------------------------------------------Employee silence behavior-----------------------------------------------------------------------Relation between TMA and ESB-----------------------------------------------------------------Relation between Supervisors attitudes and employee silence behavior------------Relation between communication opportunities and employee silence behavior-Hypothesis development--------------------------------------------------------------------------Hypothesized model--------------------------------------------------------------------------------List of hypothesis------------------------------------------------------------------------------------Methodology-----------------------------------------------------------------------------------------Data sources------------------------------------------------------------------------------------------Research approach----------------------------------------------------------------------------------Research instrument-------------------------------------------------------------------------------Sampling plan----------------------------------------------------------------------------------------Scope of the study ----------------------------------------------------------------------------------Limitation----------------------------------------------------------------------------------------------
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vi
Chapter Two: Organization Profile
1.
2.
3.
4.
4.1.
4.2.
4.3.
4.4.
4.5.
5.
5.1.
5.2.
5.3.
6.
6.1.
6.2.
6.3.
Navana Group at a glance-------------------------------------------------------------------------Historical background------------------------------------------------------------------------------Corporate directory---------------------------------------------------------------------------------Global identity---------------------------------------------------------------------------------------Vision---------------------------------------------------------------------------------------------------Mission-------------------------------------------------------------------------------------------------Goal & objective-------------------------------------------------------------------------------------Philosophy--------------------------------------------------------------------------------------------Strategy------------------------------------------------------------------------------------------------Company profile-------------------------------------------------------------------------------------Toyota--------------------------------------------------------------------------------------------------Hino-----------------------------------------------------------------------------------------------------Navana 3s center------------------------------------------------------------------------------------Current situation------------------------------------------------------------------------------------Current performance-------------------------------------------------------------------------------Corporate governance-----------------------------------------------------------------------------Top management------------------------------------------------------------------------------------
Chapter Three: Organization Analysis
1.
1.1.
1.2.
2.
2.1.
2.2.
2.3.
2.4.
3.
4.
5.
6.
6.1.
6.2.
6.2.1.
6.2.2.
6.2.3.
6.3.
6.4.
6.5.
7.
7.1.
7.2.
7.3.
7.4.
Organization design--------------------------------------------------------------------------------Hierarchy of leadership---------------------------------------------------------------------------Organizational structure--------------------------------------------------------------------------Departments of Navana limited-----------------------------------------------------------------Marketing & sales-----------------------------------------------------------------------------------Finance & accounts---------------------------------------------------------------------------------Operation---------------------------------------------------------------------------------------------Administration & HRD------------------------------------------------------------------------------Function of organization---------------------------------------------------------------------------Function of top management--------------------------------------------------------------------Function of executive management------------------------------------------------------------Marketing & sales department------------------------------------------------------------------Structure of marketing department------------------------------------------------------------Functions of marketing department------------------------------------------------------------Total marketing effort------------------------------------------------------------------------------Scope of marketing---------------------------------------------------------------------------------Marketing management---------------------------------------------------------------------------Marketing strategy----------------------------------------------------------------------------------Direct marketing practice-------------------------------------------------------------------------Development of marketing goal-----------------------------------------------------------------Finance & accounts department----------------------------------------------------------------Capital structure-------------------------------------------------------------------------------------Dividend-----------------------------------------------------------------------------------------------Inventories--------------------------------------------------------------------------------------------Cash and cash equivalent--------------------------------------------------------------------------
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vii
7.5.
8.
8.1.
8.2.
8.3.
8.4.
8.4.1.
8.4.2.
8.4.3.
8.4.4.
8.5.
8.5.1.
8.5.2.
8.6.
8.6.1.
8.6.2.
8.6.3.
8.6.4.
8.6.5.
8.6.6.
8.6.7.
8.6.8.
8.7.
8.8.
Financial assets & Liabilities----------------------------------------------------------------------HRD & administration------------------------------------------------------------------------------Human Resource Management------------------------------------------------------------------HR Policy-----------------------------------------------------------------------------------------------Structure of HR Department----------------------------------------------------------------------Selection Process------------------------------------------------------------------------------------Personal interview----------------------------------------------------------------------------------Aptitude test-----------------------------------------------------------------------------------------Job simulation ---------------------------------------------------------------------------------------Reference check-------------------------------------------------------------------------------------Training system--------------------------------------------------------------------------------------Training model---------------------------------------------------------------------------------------Training method-------------------------------------------------------------------------------------Compensation system------------------------------------------------------------------------------External equity---------------------------------------------------------------------------------------Internal equity---------------------------------------------------------------------------------------Wage & salary----------------------------------------------------------------------------------------Pay increase------------------------------------------------------------------------------------------Bonus payments-------------------------------------------------------------------------------------Direct benefit-----------------------------------------------------------------------------------------Indirect benefit--------------------------------------------------------------------------------------Professional development------------------------------------------------------------------------Career opportunity---------------------------------------------------------------------------------Economic development-----------------------------------------------------------------------------
Chapter Four: Actual task Part
1.
1.1.
1.2.
1.3.
1.4.
2.
My responsibility------------------------------------------------------------------------------------Finance & Accounts---------------------------------------------------------------------------------Marketing---------------------------------------------------------------------------------------------Management Information System--------------------------------------------------------------HRD-----------------------------------------------------------------------------------------------------My experience----------------------------------------------------------------------------------------
Chapter Five: Research Part
1.
2.
3.
Hypothesis testing----------------------------------------------------------------------------------Findings------------------------------------------------------------------------------------------------Recommendation------------------------------------------------------------------------------------
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71
72
Ending Part
Conclusion
Reference
Appendix
viii
List of Figure
1. Conceptual Diagram of Dependent and Independent Variables
2. Model of Hypothesis
3. Flow of Stratified Sampling
12
4. Branches of Navana Limited
20
5. Leadership Hierarchy of Navana Limited
28
6. Supervisory Structure of Navana 3S Center
29
7. Departments of Navana Limited
30
8. Structure of Marketing Department
34
9. Structure of HR Department
42
10. Model of Training Program
45
11. Disagree regarding Company Issue, can not be characterized as troublemaker.
56
12. Disagree regarding Company Issue, can not suffer negative consequences.
57
13. Disagree regarding Company Issue, can not be perceived as lack of loyalty.
58
14. Supervisor handles conflicts well among the colleagues.
59
15. Supervisor asks for criticism from his/her colleagues.
60
16. Supervisor considers opinion or disagreements as something useful.
61
17. Supervisor pays attention to what his/her partners say.
62
18. Organizational changes are communicated adequately to the employees.
63
19. The Company keeps employees informed regarding its mission, plans and progress.
64
20. Exchange of knowledge and experiences among employees is systematic.
65
21. Communication with colleagues from other departments is Satisfactory.
66
22. Employee can easily express disagreements to managers regarding company issues.
67
23. Employee can easily express disagreements to managers regarding departments issues.
68
24. 24. Employee can easily express disagreements to managers regarding their job.
69
25. Employee express disagreements to managers regarding issues related to job satisfaction.
70
ix
List of Table
Table 1: Schedule of Research Time
Table 2: Profile of Navana Limited
20
Table 3: Profile of Navana 3S Center
21
Table 4: Courses of Management Workshop
27
Table 5: Summary of Divisional structure in Navana Limited
46
Table 6: Summary of Responses
55
Executive Summery
One name stands out in the corporate world of Bangladesh, and that is Navana Group. The path of
success for Navana Group has been polished by the efficient and dedicated workforce. But the thrust
of triumph has made the Navana Group to look beyond the employees discomfort in the job
environment. The employees tend to be content to own self or absorb the silence behavior when
the much needed understanding and support is not available from the top manager and also form
the supervisor. And also when the communication opportunities are not appropriate than the
employees tend to remain within themselves. Thus the sharing of knowledge, expressing own ideas
and arguing the top level decisions seems to dilute from the employees character. Employees are
regarded as major sources of change, creativity, learning and innovation, which are critical factors to
the success of organizations. However, many employees choose not to voice their opinions and
concerns about matters in their organizations. While in a changing world, organizations need for
employees assessing employees who express their ideas, who are responsive to the contribution of
the challenges of the environment, who are not afraid to share information and knowledge, who can
stand up for their own and their team beliefs. An individual expresses more on organizational
commitment when he/she possesses higher level of responsibility and independence in his/her job
and the job is not repetitive. In the contrary, lower job opportunities leads into more job-related
tensions and ambiguities as well as tendency to show lower commitment level. Top management is
very important part of corporate business. It is so important to develop a strong top management
for keeping the pace of growth stable. Navana Limited got a team of dedicated management team
who are always keen to achieve the mission vision of the company. The Managing Director heads the
Executive Management, the MD who has been delegated necessary and adequate authority by the
Board of Directors. The Executive Management operates through further delegations of authority at
every echelon of the line management. Navana Group operated their business globally. Navana
Group has the great opportunities turn into as a multinational Company within 2025. As a brunch
office of Navana Group, Navana Limited runs their activities successfully throughout the Bangladesh.
Top management is very important part of corporate business of Navana Limited. It is so important
to develop a strong top management for keeping the pace of growth stable. Navana Limited got a
team of dedicated management team who are always keen to achieve the mission vision of the
company. The Managing Director heads the Executive Management, the MD who has been
delegated necessary and adequate authority by the Board of Directors. The Executive Management
operates through further delegations of authority at every echelon of the line management. Finance
& Accounts department helps a Company to manage properly. A company's accounts records held
on an accounts ledger give the detailed description about its profits and losses in a cash spread sheet
format. Human Resources Development is focused on recruitment and in-house training for both on
the job and off the industry staff members through the company HR police. Navana Group they are
through the different type of training for different sector. They are provide Academic training usual
Practical also. Training for those are official staff of Navana Limited. They are getting different type
of training by HR department. In addition to supporting employees pursuit of training and
development opportunities, an organization should also consider how it will support its employees
career development. Supporting an employees pursuit of their career goals and possible
advancement into more responsible positions in the organization not only benefits the employee but
xi
also the organization as the employee can move into roles that enable them to deliver their greatest
value to the organization. The marketing department of the Navana Limited operates their cogent
and coherent activities which enable them to monitor value chain including target marketing, value
innovation, value pricing, value proposition and value distribution, resulting in systematic
improvement of the organization. Navana Limited generally practices purely centralized marketing
operations. Marketing as a concept is the same in product and service industry. There is a product or
service - one section produces it and the other consumes it. Marketing is interplay between
producers and consumers. However, the difference comes in marketing tangible and intangible
products. While products that can be seen, felt, touched and tasted are tangible, the products that
are based on post-sale experience are intangible. However, one-to-one approach also appeals
strongly to corporate buyers, because company can so easily preconfigured each battery to precise
requirements. As a result, a notable portion of sales now come from large corporate, government
and institutional buyers. NL growth & financial performance continue to differentiate the company
from competitors. At the heart of that performance NL use unique direct marketing model. Direct
refers to the companys relationships with its customers. There are no retailers or other resellers
adding unnecessary time and cost, or diminishing a company understands of customer expectations.
It involves the responsibility of ensuring that production operations are efficient in terms of using as
large resources as needed, and effective in terms of preparing goods requirements. It is concerned
with managing the process that converts inputs (in the forms of materials, labor, and energy) into
outputs (in the form of goods and/or services).The researcher of the current study hunched a
presence of employees silence behavior and conducted this study to rectify whether the top
managers, supervisors attitude and communication opportunities has any relationship with
employees silence behavior or not. With pre tested questioner, a survey was conducted as hundred
employees of NL were the respondents. The analysis of the data showed that top managers and
supervisors attitude has a positive and significant relationship with Employee Silence Behavior. The
findings of the study will be guideline for the future research in the same context and also as it is
done for the first time in Bangladesh, the theoretical aspect also will be enriched. The finding of the
current research will also provide Navana Group to manage its job environment accordingly to the
reputation of the organization. Navana Limited plays a vital role for the economic development of
Bangladesh. Navana Limited believes youth is the best period to contribute the economic
development. For that reason Navana Limited, provide the opportunity to the university students to
develop themselves. The companys HR department appoints student and train up. On the other
hand there are many opportunity to learn organizational corporate activities for other people who
seeking job. They can make themselves a quality human resource to find the huge job opportunity in
job sector. As well as it reduces the unemployment problem. Since the beginning of the operation in
Bangladesh the NAVANA LIMITED has shown their creditability and efficiency in the local business
sector. The capability of future forecasting and turning the threats in to opportunities has made their
business in the position in where they are now. And all this has been possible because of
managements affective handling and the enthusiasm of courageous employees.
xii
Navana Limited
Chapter 1: Introductory Part
1.
2.
3.
4.
5.
6.
7.
8.
9.
Introduction
Origin of the Report
Objective of the Study
Problem Statement
Significance of the Study
Research Timeline
Research Plan
Scope of the Study
Limitation

Project Part: Organization Silence behavior in Navana Limited.

Organizational Silence Behavior in Navana limited
1. Introduction
The organizations of the 21st century are getting veracious day by day. The competition among the
organizations of particular industries has brought color on the economical sector of Bangladesh. The
past 20 years have seen vast and unprecedented changes in all the major economies. These changes
have been well documented and embrace the widespread adoption of information technologies,
deregulation of both product and labor markets, and ascendancy of service industries and growing
global competition for the provision of goods and services. Continuous changes in product and
service markets combined with tightening quality demands require employers to seek more efficient
and flexible means of production. An organization employees decision for withholding their
opinions result in creating of organizational silence phenomenon- A phenomenon that lead to
difficulties like an increase in a level of job dissatisfaction and a decrease in a level of organizational
commitment (a).
Employees are regarded as major sources of change, creativity, learning and innovation, which are
critical factors to the success of organizations. However, many employees choose not to voice their
opinions and concerns about matters in their organizations. While in a changing world, organizations
need for employees assessing employees who express their ideas, who are responsive to the
contribution of the challenges of the environment, who are not afraid to share information and
knowledge, who can stand up for their own and their team beliefs (e).
In Fact a silence climate in organizations can be as opposed to desirable outputs like employees job
satisfaction and commitment to their organizations Organizational commitment is an important
attitude in assessing employees intention to quit and the overall contribution of the employee to
the organization. Organizational commitment is a variable which can be both independent and
dependent, simultaneity. In fact, organizational commitment not only affects other variables but
also touch by them.
Organizational Silence: Not only does silence mean not speaking, but it also means not writing, not
being present, not being heard and being ignored. Further, silencing can refer to quieting . . .
censorship, suppression, marginalization, trivialization, exclusion and other forms of discounting [2].
Pinder and Harlos conceptualize employee silence as involving the withholding of genuine
expressions about organizational circumstances by certain organizational members from those who
are in a position to change those circumstances [1]. Morrison and Milliken argue that organizational
silence is the term used to refer to the collective-level phenomenon of doing or saying very little in
response to significant problems or issues facing an organization or industry because of negative
reactions [2]. In fact, when most of employees prefer to keep silence about organizational matters,
silence becomes a collective behavior that is called organizational Silence.
In fact, organizational silence is an inefficient process which can waste all organizational efforts and
may take various forms, such as collective silence in meetings, low levels of participation in
suggestion schemes, low levels of collective voice and so forth [1].
Employees silence is so dangerous for organizations because it leads to indifference among some
employees during the time. Indifferent employees are individuals who are Indifferent toward their
work, their employers, quality of their work and totally, their organization [1]. Indifferent employees
Navana-Toyota 3S Center | Navana Limited
Kazi Shamiul Kabir

who are often the result of ignoring peoples silence, cause extension of be Indifferent attitude.
Extension of this attitude hurt both employees and organizations
Organizational Commitment: Commitment is studied in a broad scope. Several initial studies and
some important researches in organizational literature behavior points out employees' commitment
to employer called as organizational commitment and it is defined as a profound belief on
organizational aims and values and propensity to do a remarkable attempt for organization and a
powerful demand for the continuance of membership in the organization [2]. There are two insights
on organizational commitment. The first one considers commitment as an affective issue or view.
According to this theory, people recognize their identity through organization and are committed to
retain their organizational commitment in order to pursue their aims. In the second attitude, it is
believed that commitment is a behavioral issue. According to it, individuals have powerful
commitment to organization in certain conditions. On this basis, individuals stay in organization and
committed to it due to their investments [2]. Organizational commitment has a critical impact on
organizational performance [2].
In fact, individuals with high organizational commitment show three characteristics:
They accept organizational aims and values in high levels.

They seriously tend to attempt on achieving organizational goals.
They are highly interested in staying and continuing their work in the organization [1]
An individual expresses more on organizational commitment when he/she possesses higher level of
responsibility and independence in his/her job and the job is not repetitive. In the contrary, lower
job opportunities leads into more job-related tensions and ambiguities as well as tendency to show
lower commitment level.
Navana Group split away in December 1995 form Islam Group after the death of its founder and
main architect, the most honorable Mr. Jahurul Islam. Under the pragmatic chairmanship of
honorable Mr. Shafiul Islam (Kamal) Navana Group has diversified its activities and within a short
span of time this group has become one of the largest and prestigious business groups of
Bangladesh. Navana Group comprises of a number of companies which have achieved reputation in
the respective avenues.
But as NAVANA is the leading organization in the Bangladesh, the working environment regarding to
the co workers attitude and behavior, has forced the researcher to investigate why employees of
NAVANA are thriving the lack of collaboration, the bureaucracy of top management, line managers
different perceptions, lack of proper communication opportunities and thus the unwillingness to
share the knowledge. Thus the researcher wants to identify whether there is any relationship among
the top management attitudes, supervisors attitudes, communication opportunities and employees
silence behavior (a).
Navana-Toyota 3S Center | Navana
Limited
Kazi Shamiul Kabir

2. Origin of the Report

This report is prepared based on the Internship program in NAVANA Limited at Human Resource
Management department, as a partial requirement of the BBA program. Its a nine credit hours
course to complete the BBA program in the College of Business Administration (CBA) at the IUBAT
(International University of Business Agriculture and Technology). This report has been prepared
under the direct supervision of Md. Jahidul Islam, Faculty (IUBAT).
I was assigned to the Navana Toyota 3S center Branch of Navana Group I started the internship
there from January 10 April 15, 2013 under Md. Iftakhar Rahman , Assistance Manager
(Accounts), and second I worked under the Syed Azazur Rahman, deputy manager (Group HR &
Admin) Navana Toyota 3S center, Tejgaon Industrial Area, Branch, of Navana Group.
3. Objective of the Study

Broad Objective
The broad objective of this report is to analyze the organizational behavior and know its effects
within the workgroup of Navana.
Specific Objective
To identify the perceived lack of NAVANAs top management openness attitude.

To identify the perceived lack of NAVANAs supervisors openness attitude.
To identify extent of NAVANAs employee silence behavior.
The relationship of communication opportunities to the employees silence behavior.
4. Problem Statement
The thrust of having competitive edge is enormous from the last few decades. Thus, the want from
each and every tool of organization, has never been higher. The employees are the ones who are
been asked most by the organization to smooth the path. The employees are getting more pressure
by the organization to be more preemptive, much more creative, initiator, more responsibilities.
These all qualities are getting more precious to meet the desired outcome. As the employees are
been asked for various qualities from various sectors, the dependency within the employees has
became more required. But the fear among the employees to incorporate their knowledge with the
top level employees and also to seek acquaintance from the top managers has paused the
organization into the silent factor. The silo perceptions of the employees have forced them to
handle their own functional areas, ignoring the difficult interaction between the silos which is
mentioned by Maria and Dimitris. The researcher also mentioned that some managers have lived for
so long in environments where fear, terrorization and quiet are the norms, that they cannot picture
a substitute way of operating and performing. Morrison Elizabeth and Milliken Frances (2000)
introduced the notion and offered a replica identifying its main mechanism and demonstrating that
organizational silence is a collectively constructed phenomenon that is created at an organizational
level and affected by much organizational individuality.
Limited
Kazi Shamiul Kabir

The requirement of association, the negligence of top management, managers unlike perceptions,
communication gap may cause an organization to shatter. Thus the picture may take place in
Navana. Here the employees unwillingness to acknowledge colleagues, welcoming newcomers,
feeling free to communicate with the top level management, clearing confusion with the
supervisors, providing new ideas and criticizing existing ones, has become a common practice on
Navana. And again these limitations are also hurting the job satisfaction of the employees and
creating a puffing environment for the new comers. And also the organization success and the
flawless path have been largely depending on the environment where employees can share,
collaborate their different knowledge with each other. But as the cultural difference, the lack of
collaboration, the bureaucracy of top management, line managers different perceptions, lack of
proper communication opportunities and so forth are hampering the much needed knowledge
sharing and thus creating the organizational silence barrier.
5. Significance of the Study

This study is important because from this analysis readers can be known well about Navana Limited
and activities under Navana Group its problem and opportunities. All these information, which are
included in this report, will help the management to identify various scopes and limitations of
Executive Decision. This study deals with the department of HR. This study will also focus a concrete
idea about the efficiency of the management of Navana Limited. Navana Group management also
can be using the information of my observation for their managerial decision if needed.
6. Research Timeline
Accomplished Task
Research Proposal Writing
Literature Review
Development of conceptual framework
Data collection procedure
Data analysis and interpretation of the findings
Final redraft of complete manuscript.
Submission of research paper
End Time
January 25
February 05
February 20
March 05
March 25
March 28
April 10
Table 1: Schedule of Research Time
Limited
Kazi Shamiul Kabir

7. Research Plan
7.1 Literature Review

7.1.1
Conceptual Framework
Employee
Silence Behavior
Perceived Silence
Climate
Organization
Commitment
Top Management
Attitudes
Communication
Opportunity
Supervisor
Attitude
Figure 1: Conceptual Diagram of Dependent and Independent Variables
7.1.2
Supervisors Attitude
Supervisors behavior affects various aspects of an employees work behavior due to the power that
supervisor hold over employee outcomes and due to proximal nature of the supervisor subordinate
relationship and also supervisors affect their followers self-concept (1). And, therewith, their self
categorization and on the flip side Employees have to cooperate with their team members and their
supervisors to keep the organization running. When a culture of silence exists organizational
members are trapped in a noticeable contradiction where most of the employees know the truth
about certain issues and problems within the organization but cannot build up the strength to speak
that truth to their supervisors. Supervisors feel defensive and fear the idea that own performance
may not be always sufficient and that the salaries cannot be justified. As a result, supervisors
scheme the blame of any problems away from themselves and prefer to negatively comment to the
subordinates behavior, unclear goals or organizational inefficiencies. This type of behavior creates a
micro silence environment where employees cannot have confidence that their supervisors will
not punish them directly or indirectly for enlightening mistakes or for questioning their function to
the process. Furthermore a supervisor needs to be high transformational and supportive to establish
a cohesive relationship between employees perception as it is low when employees perceive slightly
negative if their supervisor as low transformational.
Limited
Kazi Shamiul Kabir

7.1.3
Top Managers Attitude
The role of top management is considered vital for the triumph of the organization by being as close
to the subordinates as possible, since trust in top management can reduce feelings of uncertainty
and unfounded fears. On the other side employees can become frustrated and express their
opinions aggressively to ineffective audiences across the organization. But if the top managers
become reluctant to share their mistakes, ask for help from their peers or subordinates and admit
that somebody elses solution may work better (1). Managerial actions, behaviors, and procedures
affect employees attitudes and trust in their managers. Managers must understand that employees
are losing the old way of doing things within the organization and are now being told to adopt a new
system, culture which calls for better and much attachment with the subordinates. Managers also
have to understand that employees become information junkies, without which they go through
extraction, eventually manufacturing it themselves. On the other hand Managers might make
employment more attractive and fulfilling by promoting an atmosphere of trust. Organizations
desire to create an atmosphere where managers and employees are willing to interact with each
other, and to promote situations where trust is the glue that binds them together. And to avoid the
consequence Managers should always be cognizant of the fact that whatever an employee may say,
even in casual conversation, can create a rumor that will be more difficult to defuse than if that
remark had never been made in the first place.
7.1.4
Communication Opportunities
Communication involves the use of verbal and nonverbal signs and symbols to produce
understanding. However, true communication is difficult to achieve since the communication
process faces numerous potential obstacles. Organizational communication generates the big
picture for employees, helping them understand the role of the self within the organizational
system. Communication opportunities here are related to openness and trust in communication,
information sharing, perceived feelings of having a voice and being taken seriously. Many researches
in the past have shown that, when communication opportunities exist and communication channels
are open, there is involvement in decision making. Active participation in discussions about
organizational issues and trust in management is increased. Again Employees innovative behavior
depends greatly on their interaction with others in the workplace (1). Communication was important
to make employees less resistant to change. This indicates that the initiative for communication
must come from top management and that it should be continuous throughout the job time period.
So Communications must be perceived as credible by employees. Thus the Lack of Communication
can threaten a common orientation to organizational goals.
7.1.5
Employees Silence Behavior
Maria and Dimitris mentioned that there are powerful norms and defensive routines within
organizations that often prevent employees from saying what they feel or know. Employees can be
seen as actors who must perform a repertoire of behaviors appropriate to the positions they hold in
the organization. The performance of a firm is driven primarily by the daily behavior of its
employees. Furthermore employees should be equipped with tools to help them deal productively
with the concept of constant change, to develop new relationships, and to engender the support of
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new managers. Employees have to cooperate with their team members and their supervisors to
keep the organization running. Cooperation can be referred as the contribution of individual effort,
time and resources to interdependent tasks and actions that benefit the group or organization, in
respect to this cooperative behavior of employees is seen as one of the most important success
factors within modern organizations. This means that the behavior of employees can be expected to
be influenced by the behavior of the supervisor and the behaviors of team members but when the
needed support is not present the gloomy and much tighter environment exists as the part of
employees silence behavior. Leaders should influence employees innovative behavior both through
their deliberate actions aiming to stimulate idea generation and application as well as by their more
general, daily behavior. But on the other hand Employees can generate ideas by engaging in
behaviors to explore opportunities, identify performance gaps or produce solutions for problems
and the lack of proper hold form the upper management forces the employees to be disinclined to
the situation.
As a result, employees see no point in speaking to an insensitive and uncaring supervisor and to an
organization which fosters such reactions and behaviors. They also see no point in speaking up
because no one wants to be characterized as troublemaker and suffers probable negative penalty
affecting his/her professional life. Thus Employees are uncertain about what managers or
supervisors expect from them and how to satisfy those expectations and as a result employees keep
on nursing the silence pattern of their general behavior.
7.1.6
Relationship between Supervisors attitudes to the Employees silence behavior
The cooperative behavior between employee and supervisor is characterized by a norm of

reciprocity and since employee and employee supervisor are qualitatively different relationships, we
distinguish cooperative behavior to team members from cooperative behavior to the supervisor.
Thus it generates the employee salience behavior. And also Cohesion among the employees is high
when employees agree that they do not like their supervisor. This scenario exists when employees
are faced with poor supervisory practices and creates a silo environment among the employees to
communicate and to be content to own self. But the supervisors have the most affect on the
employees psychological environment and working ability on job function.
Influence of personal and contextual factors at work on employee creativity and found that a
supportive supervisory style is one of the drivers of excellent creative performance (1).When a
culture of silence exists organizational members are jammed in an apparent contradiction in which
most employees know the truth about certain issues and problems within the organization yet dare
not speak that truth to their supervisors (2). And when the lack of support from the supervisor is
present and employees are forced to deal with new team members and supervisors, employees may
frequently develop fears of taking risks and/or raising sensitive subjects. They may adopt an ``us
versus them'' thinking, and the ability and easiness to express the feelings and thoughts get more
deemed into the self.
7.1.7
Relationship between Top managers attitudes to the Employees silence behavior
Relationship between employees and their managers is crucial for effective operation of the firm.
The negative attitude by the top management constitute the macro climate of silence. In many
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cases in the literature where the high cost of lack of openness is described ironically, managers do
believe that they cheer employees to converse but in contrast, they employ informal tactics to
silence dissent (1).
And when managers gave authority to their subordinates and provided them with a sense of
responsibility, subordinates were aware of a positive innovation climate which let the subordinates
to speak up and share informations and reduces confusion with the managers. The quality of the
relationship between a top level manager and follower influences outcomes such as subordinate
satisfaction, supervisor and employees satisfaction, performance, commitment, role conflict, role
clarity and turnover intentions this positive relationship exists as managers and line employees have
different backgrounds, educational levels, and job responsibilities which, in turn, may lead them to
view the social and organizational setting in different ways. In turn, such differences could lead them
to have very different perceptions of and reactions and for this Managers must not be surprised
when they witness some ``overreaction''. And if the negative vibration is given from the managers
side the silence emerges on the employees side. Managers fear of negative criticism, managers
contained viewpoint regarding human nature such as the belief that people are lazy by character,
certain individuality of managers such as financial background or organizational culture and so forth
donate to the construction and expansion of silence in organizations.
Moreover, the perception of a transformational style of leadership and the perception of a
management by exception active style of leadership by the employees were positively related.
7.1.8
Relationship between Communication opportunities to the Employees silence behavior
Communication is a reflection of the organizational culture. Organizational communication was

found to be positively correlated with organizational effectiveness. This lack of top down
communication starts the rumor mill churning as employees become preoccupied with themselves,
their incomes, and their careers, and also motivates the employees to be more silent in their
behavior.
If organizational communication is not addressed, reduced productivity and employee absenteeism
and turnover will result, leading ultimately to an unavoidable situation for the organization. And
again delays in communication can result in employees feeling apprehensive and even hostile
toward the top managements decision. As the lack of communication leaves the employees with
great uncertainty about the future, and the lack of full and frank communication usually lead to
rumors and other informal communications, so communication helps to acknowledge multiple
cultures within an organization and to facilitate the cooperation among the cultures.
Most important is that communication should be used to produce and negotiate their thoughts and
ideas with the top management. If silence prevails, change is at risk since positive communication
climate is needed in order to avoid distrust and suspicion.
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7.2 Hypothesis Development
7.2.1 Hypothesized Model
Supervisor
Attitude
Top
Management
Attitude
Communication
Opportunity
Empliyee
Silence
Behavior
Figure 2: Model of Hypothesis
7.2.2 List of Hypothesis

HA- Disagree regarding Company Issue, can be characterized as troublemaker.
HA- Disagree regarding Company Issue, can suffer negative consequences.
HA- Disagree regarding Company Issue, can be perceived as lack of loyalty.
HA- Supervisor handles conflicts well among the colleagues.
HA- Supervisor asks for criticism from his/her colleagues.
HA- Supervisor considers opinion or disagreements as something useful.
HA- Supervisor pays attention to what his/her partners say.
HA- Organizational changes are communicated adequately to the employees.
HA- The Company keeps employees informed regarding its mission, plans and progress.
HA- Exchange of knowledge and experiences among employees is systematic and organized.
HA- Communication with colleagues from other departments is Satisfactory.
HA- Employee can easily express disagreements to managers regarding company issues.
HA- Employee can easily express disagreements to managers regarding departments issues.
HA- Employee can easily express disagreements to managers regarding their job.
HA- Employee can express disagreements to managers regarding issues related to job satisfaction.
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1.1 Methodology
1.1.1 Data Sources

The researcher used both of primary and secondary data sources to complete study
Primary Data
Primary data was collected in three ways
Observational: Fresh data gathered by direct observation with employees.
Focus Group: Focus group is gathering six to ten people who are invited to spend few hours to
discuss.
Survey: Survey is the best suited for descriptive research. The researcher has performed survey
in order to collect primary information. The researcher has used well structured and previously
used questionnaires and well established scales to collect and measure data. The respondents of
the survey were the employees of NAVANA Limited.
Secondary Data
Majority of the secondary data was obtained from the several Department of NAVANA Limited
Annual reports and their credentials, their officials web sites, reports done on the agency sectors
and information obtained from the Internet, augmented this report to take a comprehensive shape.
1.1.2 Research Approach

The questioner and the model of the research calls for the data from top level managers, supervisors
and the lower level employees, so all the three categories of employees of NL were taken into
consideration on order to collect data. This survey took place in the head office, Dhaka Main branch
and Motijheel branch of NL. The survey was conducted for the period of two week, at the time
before lunch the employees were asked to fill up the questionnaire as at that time employees are bit
free regarding to the other portion of their office time. All the participants voluntarily took part in
this study. If the participants wanted to depart, participants were free to do so at any time.
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1.1.3 Research Instruments

The researcher has conducted questioner survey to uphold the relationship of the variables in this
study. Respondents were provided well structured, well defined and pre tested questionnaires.
Questionnaire is a structured technique for data collection that consist of a series of questions that
respondent will answer, it can be written or verbal. Questionnaire of this study was of closed ended
Questions in written form. Questionnaires were used here because:
Respondents can be easily instructed.
Internet use is available for the respondents but as the questioner carries sensitive issues,
personal communication was needed for the trust purpose thus the questioner survey was
conducted in person.
Data gathered through questionnaire are easy to put in quantitative analysis.
Filling up questionnaire takes less time. Therefore, the respondents were not unenthusiastic
in providing accurate data.
This paper has followed the rational of Maria and Dimitris and Morrison and Milliken and who
indicated that when an organization is characterized by silence, this is less a product of multiple,
unconnected individual choices and more a product of forces within organization and forces
stemming from management that systematically reinforce silence.
Following this work, the researchers has investigate climate silence consisting of three scale stop
management attitudes to silence, supervisors attitudes to silence and communication opportunities
and employees behaviors to silence. The Questionnaire has four sections to examine the
relationship, the sections are the top management attitude, supervisor attitude, communication
opportunities and employees silence behavior.
Top management attitudes to silence measured by a three item scale from Q1 to Q3. There
is five point liker scale ranging from 1 strongly disagree to 5 strongly agree.
Supervisors attitudes to silence measured by a five item scale from Q4 to Q8. Five point liker
scale ranging from 1, strongly disagree to 5, strongly agree.
Communication opportunities were measured by a five item scale from Q9 to Q13. Five
point liker scale ranging from 1, strongly disagree to 5, strongly agree.
Employees behaviors to silence measured by a five item scale from Q14 to Q20. For the first
four items, answers ranged from 1 Never to 5 Always. The answers for the last three
items ranged from 1 with great difficulty to 5 very easily.
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1.1.4 Sampling Plan

The study was conducted only in Dhaka city due to time and budget constraints. The survey has
included only the branch office, Navana-Toyota 3S center of Navana Limited. Reason behind is that
the employees at branch were not willing to fill up the questionnaire as it requires 10 to 15 minutes,
and also the researcher of the study had time constraints due to the internship program.
Sampling Unit
Population: Total number of employee (66).
Element: Only those who are working in management of Navana-Toyota 3S Center.
Time: Three Months.
The targeted population is the Navana employees. Hundred samples were collected from the
targeted population. As there were no past study on this filed the number of sample is determined
by the researcher. And the selection of element was conducted by the combination of judgment and
convenience.
Sample Size
As the total population is 66 people had been selected. The whole population has been
defined both male and female.
Sample Procedure
The Researcher has taken Stratified Random Sampling technique. This probability sampling
technique has been selected by researcher because:
To examine any relationship samples are most used practice.

It cost less to examine the relationship than other procedures.
Response from the samples can be collected much faster.
Sample method is more flexible and available to get information
Stratified Sampling
Top level
6 Members
Supervisor
Level
14 Members
Staff Level
30 Members
Figure 3: Flow of Stratified Sampling
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8. Scope of the Study

As I was sent to the Navana Group, Navana Toyota 3s Center Tejgaon Industrial Area, Brach, the
scope of the study is related with other Branch also. The report covers its overall department wise
function, structure and performance. The report also covers the topic Employee silence behavior in
Navana Limited.
To conduct a study on what is others Company concept (Navana Limited) (Production & services) I
have gathered valuable information from IUBAT library &Navana Group Limited. I have also got
some information from web site.
9. Limitations
The clear presentation of the limitation of the study upholds the validity of the research to the
reader. There are few limitations in this study. First of all the research took place in the context of
NAVANA but the respondents were collected from the head office and from only two branch due to
the time and budget limitation, so the result does not explain the scenario of the whole bank.
Secondly the data were collected by using convenience sampling method, but the probability
sampling is recommended and applicable for such research. In the absence of early research and
availability of population parameter researchers could not design a sample plan. Thus probability
sampling was not adopted but this has its impact on the findings of the study.
The questionnaire did not have any demographic information Due to this the further feedback of
correction was not able to be conducted. As the current research is all about the employees
perception about the upper level management, so present of demographic section in the
questionnaire would hamper the response from the respondent. The researcher of the study only
took few independent variable to explain the dependent variable but to explain such dependent
variable as employees silence behavior more dimensions are needed. The existing empirical research
has treated silence behavior as one variable which is a quite incomplete approach to silence
behavior. This concept needs to be analyzed and measured using more proportions.
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Navana Limited
Chapter 2: Organization Profile
1
2
3
4
5
6
7
8
9
History
Vision
Mission
Objective
Philosophy
Strategy
Profile of Navana
Current Situation
Organ Gram of Navana


1. Navana Group at a Glance

Navana Group split away in December 1995 form Islam Group after the death of its founder and
main architect, the most honorable Mr. Jahurul Islam. Under the pragmatic chairmanship of
honorable Mr. Shafiul Islam (Kamal) Navana Group has diversified its activities and within a short
span of time this group has become one of the largest and prestigious business groups of
Bangladesh. Navana Group comprises of a number of companies which have achieved reputation in
the respective avenues.
NAVANA Limited
The flagship company of Navana group was established in 1964 under a exclusive distributorship
agreement with TOYOTA, Japan to market TOYOTA cars in the then East Pakistan and have been
successfully marketing TOYOTA vehicles in our market till today. Navana Limited is also marketing
HINO vehicles of JAAPAN IN Bangladesh under a Sole Agency-ship agreement for more than a
decade and representing GOOD YEAR tires as exclusive distributorship since 1977. This company has
several show rooms and sales offices in main cities and many service centers and part outlets in all
over Bangladesh. In the recent years this company established a CNG conversion unit with technical
collaborations of Landirenzo Spa and SAFE Srl, Italy.
Aftab Automobiles Limited
The only vehicle assembling Company in the private sector of Bangladesh has been listed in the
Dhaka Stock Exchange in 1987. The company has been successfully assembling TOYOTA & HINO
vehicles for Bangladesh market since 1982, recently launched Hino-Minibus. This company has gone
through an extensive BMRE and as a result of that Paints and Battery units were established. Those
units already started production to meet up the demand of quality Paints and Battery in home and
abroad. Besides this, the company manufactures Office home and hospital furniture for local market.
NAVANA construction limited
Came into being with a group of highly qualified engineers having long experience in various projects
and earned good reputation both in home and abroad. The company is, at present working on some
projects of Bangladesh Army, PWD, WASA, LGED, PDB, RHD, EPZ and also associating with different
multinational and foreign construction companies in various projects in Bangladesh.
NAVANA Real-Estate Limited
Was established in 1996 to cater to the Boom in Real Estate Development in Bangladesh and now
engaged in a number of commercial-cum-residential high rises building projects like Shop and office
space in the posh areas of the city incorporating the state of the art technology in construction. The
company is engaged in Selling Apartments and Land to ensure middle and high income people to
make their own residence.
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NAVANA Computer & Technologies Ltd.
NAVANA computer & Technologies Ltd. having an extensive service network and excellent team of
sales & Services personnel are distributing one of the world famous brands in our region with
success and satisfaction of the customer and it is one of the leading companies in Bangladesh.
Within 2 years of its establishment it has already taken a substantial market share. It is also
authorized reseller for Gateway & NEC brand computer and accessories and HP products. Beside
above, the company is already assembling and marketing its own brand.
NAVANA Interlinks Ltd
Came into existence with a strong entity in the specialized areas of Power, water &
telecommunication sector, civil aviation, railway, engineering & chemical sector, agro division
(seeds, fertilizer and pesticides), has capable workforce and considerable experience. Involvement in
supply and marketing of security equipment, power & telecom products, seeds, fertilizer and
pesticides is presently being expanded. It is also involved in Turnkey Projects.
Biponon Limited
A separate trading and marketing wing of Navana group, which is engaged in marketing of wide
range of medical / hospital equipments, medical accessories and consumables along with scientific
equipment in collaboration with our associated companies with success and satisfaction to our
valued customers both government and private sector. It has professional sales people capable to
execute modern sales policies along with qualified trained Engineers to render after sales service of
the equipment supplied. A sophisticated servicing center equipped with modern tools has been set
up to ensure fastest & quickest possible service to the customers.
NAVANA Taxi Cab Co. Ltd.
To reduce air pollution and support public transport users Navana group, has introduced this
company. The cab of this company has already drawn attention among the customers and
passengers due to its renowned Brand TOYOTA
NAVANA Electronics Ltd.
NAVANA electronics ltd. was formed with full facilities to manufacture AVR (Automatic Voltage
Regulator), IPS, UPS, Battery Charger, Laptop Inverter, Solar Power system etc. Our branded
equipment with high quality and low price gained its place in the market.
NAVANA Textiles Ltd.
Navana Textile Ltd. A new venture of Navana Group of Companies is going to set-up a composite
textile mill comprising Acrylic Spinning unit, Yarn-dyeing unit (both acrylic & cotton) & a Sweater unit
(Knitting, stitching, washing & finishing). Initially this complete sweater unit will start with 500
machines capable of producing 125,000pcs per month and generate employment opportunities of
1200 persons (approx).
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2. Historical Background
NAVANA GROUP (previously Islam Group) was established in 1964 by the then Groups founder Mr.
Jahurul Islam and had an auspicious step into the business under an exclusive distributorship
agreement with TOYOTA of Japan to market Toyota cars in the then East Pakistan. It was indeed a
great honor for our the then Chairman Mr. Jahurul Islam and the Vice Chairman Mr. Shafiul Islam
Kamal (now Chairman of NAVANA GROUP) who are entrusted in the business community as pioneer
in the business arena of the country. Due to the dynamic leadership of the key figure of the Group,
with a short span of five years, Toyota Corona, nicknamed the Miracle Car captured 80 percent of
the 1300-1500 cc Volkswagen, Opel, Hillman, Austin, Morris etc. This was a tremendous marketing
achievement set forth by NAVANA, Toyota is still enjoying.
As an outcome of NAVANAs pragmatic marketing strategies and huge efforts Toyota Cars resale
value has been reached the highest level in Bangladesh compared to that in other countries which
has been appeared as major factor influencing customers buying decision in favor of Toyota. The
market subsequently and till today associated with the name of Toyota as symbol of reliability,
durability and quality.
In the later years the Group has entered into an exclusive distributor franchise with HINO Motors of
Japan and as a result of the dynamic leadership of the Groups Chairman and with a team of
experienced marketing experts the HINO brand has been able to attain a significant market share in
our heavy transport sector and now HINO is the symbol of prestige.
In the marketing front the group is enjoying a tremendous success in marketing of world reputed
brand Good Year in Automobile Tyre Sector. Good Year Tyre has been able to gain a significant
amount of market share and recently it has been the Market Leader in commercial tyre segment.
This has been possible due to the Groups excellent reputation, marketing strategies and due efforts.
In August 1981, the Group set up Aftab Automobiles Ltd. to assemble Toyota and Hino vehicles for
the Bangladesh market. Aftab Automobiles Ltd. is the largest private sector automobile assembling
plant in Bangladesh. Aftab Automobiles Ltd. became a listed company on the Dhaka Stock Exchange
in 1987.
In the subsequent year Navana Limited entered into a distributorship franchise with Wino Motors to
market Hino Bus in our transport sector. Due to the proper marketing strategy and strong capability
of our management Hino Bus has become a prestigious name in the transport arena of Bangladesh
with a remarkable share in the market of buses & trucks.
In 1976 Navana Limited was entrusted with the exclusive distributor of Goodyear Tyres for
Bangladesh market and for obvious reason now the Goodyear is the market leader.
Over the years NAVANA GROUP, with the dynamic leadership of Mr. Shafiul IslamChairman, has
established itself as one of the leading and fastest growing Group of companies in Bangladesh. And
more diversification is awaited in the different sectors.
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3. Corporate Directory:
GROUP COMPANIES:
Navana Limited
o Toyota
o Hino
o Navana-Toyota 3S Center
Aftab Automobiles Ltd.
o (Automobile Assembling Unit)
o Aftab Automobiles Ltd. (Paint Unit)
o Aftab Automobiles Ltd. (Battery Unit)
o Aftab Automobiles Ltd. (Furniture Unit)
Navana Limited (CNG Unit)
Navana Real Estate Ltd.
Navana Construction Ltd.
Navana Computers & Technologies Ltd.
Biponon Ltd.
Navana Interlinks Ltd.
Navana Taxi Cab Co. Ltd.
Navana Electronics Ltd.
Navana Distributions Ltd.
Navana Textiles Ltd.
Navana Aviation Ltd.
Related Activities:
Automobile Assembling
Automobile Manufacturing
Paint Manufacturing, Marketing & Sales
Battery Manufacturing, Marketing & Sales
Automobile Marketing & Sales
Real Estate Development
Construction
Computer Hardware & Accessories
Trading
Project Marketing
Taxi Cab Sales & Marketing
IPS, UPS, Stabilizer
Manufacturing, Sales & Marketing
Medical & Scientific Equipment Sales & Marketing
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Bankers
IFIC Bank Ltd.
Agrani Bank Ltd.
Pubali Bank Ltd.
Sonali Bank Ltd.
Muslim Commercial Bank Ltd.
Dutch Bangla Bank Ltd.
National Bank Ltd.
Arab Bangladesh Bank Ltd.
Standard Chartered Bank Ltd.
The City Bank Limited
Prime Bank Limited
Eastern Bank Ltd.
Turnover
2002-03 = US$ 25.04 million (Approx.)
2009-10 = US$ 102.70 million (Approx)
2010-11 = US $ 110.09 million (Approx)
2011-12 = US $ 126.40 million (Approx)
4. Global Identity
4.1. Vision
The vision of Navana Group is to Build long lasting relationships & conduct business with honor and
integrity.
4.2. Mission
To provide the good product and service all over the country.
To utilize optimum resources through good strategy for batter service
To save the Environments pollution by using the modern technology
Navana Batteries Company wants to spread all over the world for give product and service
to their customer
Build a lean organization and become a global entity.
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4.3. Goal & Objectives

To spread the business all over the world by provide the product and service to the customer. In
addition, the others relevant objectives are:
To be market leaders in high quality products and services.
Active excellence in customer service through providing him most modern and Advance
state of art technology in the different way.
To provide credit facilities to the small and medium size entrepreneur located in urban and
sub urban area and easily accessible by our branches.
To reduce wastage of the company.
To make the customer satisfaction.
To develop the market on local area and give facilities to employee.
To inspire for undertaking small projects for creation employment through income.
4.4. Philosophy
Excellence in service.
Quality performance.
Product innovations
4.5. Strategy
The corporate strategy focuses on achieving the optimum balance in organizational workflow and
processes. The dynamic environment in which Navana operate impels to remain poised for the
unexpected as competitive pressures amount. Consequently business process reengineering and
bench marketing remain notable guidelines for strategic development. This requires flexibility in
operations, as well as management thinking. Also quality control in all of operations remains an area
of focus. Information technology remains an indispensable tool to empower more effective decision
making and streamline workflow
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5. Company Profile:
Name of Company Navana Limited
Established Year 1964
Corporate Logo
Founder Late Jahurul Islam
Legal Form A sister concern of Navana Group in Bangladesh and registered
with Joint Stock Companies and Firms as a public company
limited by shares.
Listing Status Listed with Dhaka stock Exchange Ltd. (DSE) and Chittagong
stock Exchange Ltd. CSE In 1987 $1994 Respectively
Key Personnel Mr. J. A. Naser - Director (Toyota Sales)
Mr. Nur Mohammad - Operative Director (Hino Sales)
Mr. Habibur Rahman - General Manager (F&A)
Auditors M. M. Rahman & Co. M. Obidr Rahman
Name of Chairman Mr. Shafiul Islam
Name of Managing Director Mr. Shafiul Islam
Human Resources 500
Head Office Islam Chamber ( 4th floor)
125/A, Motijheel C/A, Dhaka-1000.
Tel 9552212, Fax 9566324.
Web address www.navana.com
Table 2: Profile of Navana Limited
NAVANA GROUP takes the opportunity to introduce Navana Limited as one of the leading & largest
private sector entrepreneur in Bangladesh. The company NAVANA LIMITED under the flagship
company of NAVANA GROUP (previously ISLAM GROUP) was established in 1964. NL had an
auspicious step in the business under an exclusive distributorship agreement with TOYOTA of Japan
and later HINO MOTORS LTD. Japan to explore market TOYOTA & HINO products in Bangladesh.
In August 1981 NL Group set up Aftab Automobiles Ltd. to assemble Toyota and Hino vehicles for
Bangladesh market. Aftab Automobiles Ltd. is the largest private sector Automobile Assembling
plant in Bangladesh. NAVANA GROUP has as many as 15 (Fifteen) sister concern like, Navana CNG
Ltd., Navana Textiles Ltd., Navana Distributions Ltd., Navana Electronics Ltd., Navana Taxi Cab Co.
Ltd., Navana Interlinks Ltd., Navana Real Estate Ltd., Navana Constructions Ltd., Bipanan Ltd.,
Navana Computers and Technologies Ltd. etc.
Navana consists of three branches:
Navana
Limited
Toyota
Hino
Navana 3S
Center
Figure 4: Branches of Navana Limited
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5.1.Toyota
Navana Limited stands as the authorized distributor of Toyota cars in Bangladesh, so we have chosen
them to make a successful marketing plan on Toyota cars. Toyota Motor Corporation is a
multinational corporation headquartered in Japan. Today, Toyota is the world's third largest
manufacturer of automobiles. Providing the most reliable automobile for its customer is the
Toyotas specialty. Toyota Motor Corporation recently celebrated its 70 years both as a carmaker
and half a century of selling cars in America. In Bangladesh it is the most popular automobile
company to the car user and it has almost 70% market share in our country. It is always interested to
get the attention of the young generation, family people, working executives, service holders,
business people, in one word all kind of people. Its mission is to predict consumer trends and
create a lineup of cars and trucks to capitalize on them.
5.2.Hino
Navana Limited is the Sole Distributor of HINO vehicles in Bangladesh since 1978. Our sister concern
Aftab Automobiles Limited import directly from Japan HINO brand Buses, Mini Buses, Trucks and
other commercial vehicle in CKD condition. The entire components are brought directly from the
Chittagong port to the assembling plant 'Aftab Automobiles Ltd.' where buses are assembled. Aftab
Automobiles Limited is the first full facilities assembling plant in the country in Private Sector. 'HINO
BX Model' Bus was the first bus introduced by Navana Limited in 1978.
Our Motto is 'Better Product Better Service' and our goal is 'To be the no. 1 commercial vehicle in
the country'. Presently we have above 75% market share in Transport Sector in commercial vehicle
and established the Brand name HINO is No. 1 in our country.
5.3.Navana 3S Center:
The service center of Navana Toyota 3S Center has been a trusted name for decades in the hearts of
the customers in Bangladesh. Your experience in Navana Service Center is synonymous to quality,
reliability and prestige. As a sole distributor of TOYOTA, We give our word to our customers ensuring
the best quality service for their vehicles.
Nature of Business
Number of Staff
Number of Workers
Address
Date of incorporation
Repair of Motor Vehicles

63
140 NOS
Navana Toyota 3S Center
205-207, TEJGAON I/AREA, DHAKA-1208
Phone: 9890610. 9890289, 9890271, 9890334
Fax Numbers: 880-2-9885002
E-Mail: navana3S@citechco.net
April 2002
Table 3: Profile of Navana 3S Center
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Facilities Available:
Vehicle Was
General Repair / Engine Overhaul
EFI Scan
Auto Transmission Fluid Change
Computerized Engine Analysis
Hi-Tech Engine Analysis
Computerized Wheel Alignment & Balance
Auto Air-conditioner Analysis & Repair
Pre-Delivery Inspection (PDI) & Performance Test
Emission Analysis
Automatic Transmission & Transaxle Repair
Body & Paint Work
Chassis Alignment
Mobile Workshop with Towing Facilities etc.
TOYOTA Genuine Parts
Navana 3S Center is directed targeting engineering servicing and repairing of Toyota Car vehicle.
They also sell new imported Toyota car. They have three showrooms in different commercial places
of city. All of them are controlled by Navana 3S Center. They also deal with original spare parts of
Toyota car. The management motivated to 3 categorical product and service providing vision.
1. Sell: Navana 3S center Sell different brand new car. Toyota differ their product according to
market segment. Navana Limited imports brand new car are made for South Asia segment.
These cars are not reconditioned or second handed. Recently their new project is promoting
Hybrid cars in Bangladesh with eco-balance.
2. Servicing: In the reason of only franchised company by Toyota in Bangladesh, Navana
Limited has big opportunity to find broad servicing market scope. They have two plant- 3S
center and 2S center. Their servicing staffs are well trained by Toyota. Their technology is
controlled by Toyota engineering team.
3. Spare parts: In Bangladesh, Toyota Cars are topmost imported vehicle. But all Toyota cars
are not suitable for traffic environment. Spare Parts Section of Navana 3S Center is the only
spare parts dealer of original Toyota vehicle parts.
NL provides its Services with the Brand name of Navana. They have solid sophisticated brand
reputation according to consumer perceptions. Most of the consumer associated Navana with
concrete reputation and good brand. Being a well reputation Navana has strong financial support for
carrying out marketing approaches. Its a better advantage of Navana.
Well organization structure, management and skilled and expert human resources are strength of
Navana 3S Center. They have maintained the right combination of talent, theoretical knowledge and
practical experience.
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6. Current Situation
6.1.Current Performance
Now, we are keenly interested to expand our product line in Automobile sector which is our core
business area. We have our full setup, Logistic support, expertise, financial strength to assemble CKD
vehicles in Bangladesh. We may go for joint venture investment. We are showing our interest to
have the exclusive agency of your products in CKD condition so as to enable us to utilize our existing
facilities and expertise which we are doing for the last 03 (three) decades.
6.2.Corporate Governance
Corporate governance is the set of processes, customs, policies, laws, and institutions affecting the
way a corporation (or company) is directed, administered or controlled. Corporate governance also
includes the relationships among the many stakeholders involved and the goals for which the
corporation is governed. The principal stakeholders are the shareholders, the board of directors,
employees, customers, creditors, suppliers, and the community at large. Good corporate governance
is the key to the integrity of corporations, financial institutions and markets, and central to the
health of our economies and the stability.
List of Board of Directors:
Shafiul Islam
Chairman & Managing Director
Born in 1949, Mr. Shafiul Islam Kamal, son of Late Alhaj Aftabuddin Ahmed, had his early education
in science related subjects. He joined the Islam Group in 1968 to begin what was to become a
successful career in the automotive as well as in construction, real estate business. In the early
years, he gained valuable experience by being involved in the management of the Group's diverse
business operations. He played a major role in establishing Navana as the premier car company in
Bangladesh, and later, in setting up Aftab Automobiles. He was also responsible for the construction
company named: Bengal Development Corporation (BDC) and he was directly responsible for the
construction work of BDC in Middle East and from 1981 he was also taking care Eastern Housing
Limited, then the largest real estate developing company in Bangladesh. In 1996, after the death of
Mr. Jahurul Islam, the then Chairman of Islam Group, he separated from Islam Group with Navana
Ltd. and Aftab Automobiles Ltd. and formed Navana Group. He has been the key person of the
business of Islam Group and he was a person responsible to take care all problems and to maintain
public relation with all the top politicians, bureaucrats, top military officials and other key persons.
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Saiful Islam Shumon

Senior Vice Chairman
Born in 1975, Mr. Saiful Islam (Shumon), son of Mr. Shafiul Islam Kamal, had his education in
business related subjects from New Delhi University, India. While attending his university studies,
Mr. Islam joined his father in Navana Group. He gained valuable experience by being involved in the
management of the group diverse business operations. In 2000 Mr. Islam accepted the
responsibilities of the management and operations of Navana Limited, a flagship company of Navana
Groups. Since this time Mr. Saiful Islam has also contributed his experience and management skills
to the operations of Navana Real Estate Limited, Navana Construction Limited and Navana CNG Ltd.
Sajedul Islam
Vice Chairman
Born in 1979, Mr. Sajedul Islam, second son of Mr. Shafiul Islam Kamal, returns from Boston
University, USA, and joined Navana Group in 2003. His return to Bangladesh was much anticipated
as assumed the leadership and management of Navana Group, Construction and Real Estate
Division.
Sakhawat Hossain
Director
Born in 1935, Mr. Sakhawat Hossain, son of Late Alhaj Ahmmad Ali, graduated in commerce in 1953
and completed Course of Chartered Accountant in 1957. Joined Swissboring and worked 14 years
and thereafter joined Islam Group as Director. Since 1996 actively engaged and looking after Navana
Real Estate business. He has expertise in Finance and Project Management.
Md. Shahidullah
Director
Born in 1951, Mr. Md. Shahidullah, son of Alhaj Aftab Uddin Ahmed completed his B.Sc. Engineering
(Mechanical) in 1972. He worked in different reputed organizations in Bangladesh and thereafter
joined Islam Group as Director. Since 1996 actively engaged and looking after Navana Construction
business. He has expertise in Construction and Project Management.
Mahmood Jan Chowdhury

Operative Director
Born in 1946, Mr. Chowdhury, had his early training in Automobile Engineering and Management
from Britain. He attended numerous training courses abroad covering Sales Service, Industrial
Management, QC Circle Management and Automobile Jig Manufacturing. He also has working
experience with an automobile company in the UK. He joined Navana as Technical Manager, a
position he held for 8 years, following which he was made Plant Manager of Aftab Automobiles, and
later promoted to General Manager. He was promoted as Operative Director of Navana's Chittagong
Division in June 1996.
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6.3. Top Management

Navana Group is being managed by highly skilled professionals with long experience. They constantly
focus in understanding and anticipating customer needs and operate according to it to survive in the
changing market condition.
Navana Group follows two approaches for organizing its business, one is the Branch Based Approach
and the other is the Department Based Approach.
In the Branch Based Approach, each individual branch is treated as a separate identity and is head by
a branch manager. The branch manager is liable to the top management for the performance of that
particular branch. Before the starting of a fiscal year and from then onward it is the duty of the
branch manager to see that targets are being met.
The Department Based Approach is similar to that of the branch based approach, where each
department operates as a separate unit but sometimes collaborates in order operate more
efficiently or to solve a common problem. Such departments are also treated as a separate entity
but are much more specialized in one particular area of business unlike a branch which has to be
involved in multiple tasks.
List of Top Management
Mr. Shafiul Islam Kamal - Chairman & Managing Director
Mr. Saiful Islam Shumon - Senior Vice Chairman
Mr. Sajedul Islam - Vice Chairman
Mr. M. J. Chowdhury - Operative Director
The 4 members of the Board of Directors are responsible for the strategic planning and overall policy
guidelines of the company. Further, there is an Executive Committee of the Board to dispose of
urgent business proposals. Besides, there is an Audit Committee in the Board to oversee compliance
of major regulatory and operational issues.
The Managing Director, Deputy Managing Director and Head of Divisions are responsible for
achieving business goals and overseeing the day to day operation.
The Managing Director is assisted by a Senior Management Group consisting of Deputy Managing
Director and Head of Divisions who supervise operation of various Divisions centrally and coordinates operation of branches. Key issues are managed by a Management Committee headed by
the Managing Director.
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Navana Limited
Chapter 3: Organization Analysis
1.
2.
3.
4.
5.
6.
7.
8.
Organization Design
Departments of Navana Limited
Functions of Organization
Functions of Top Management
Functions of Executive Management
Finance & Accounts
Marketing & Sales
HRD & Administration


1. Organizational Design
Organization design emphasizes the management side of organization theory. Organization design is
concerned with constructing and changing an organizations structure to achieve the organizations
goals (6). Constructing or changing an organization is not unlike building or remodeling a house. In
organization building, the analogous document is an organization chart.
Contrasting Organization Structure and Organizational Behavior

Organizational behavior takes a micro view- emphasizing individuals and small groups. It focuses on
behavior in organizations and a narrow set of employee performance and attitude variables (5). In
contrast, organization Structure focuses on the behavior of organizations and uses a broader
definition of organizational effectiveness. The core dimension of organization structure is three
components- complexity, formalization and centralization generally widespread today (6).
Complexity: Complexity is the number of occupational specialties, the professional activity and the
professional training of employees. Complexity refers to the degree of differentiation that exists
within an organization (6).
Formalization: Formalization refers to the degree to which jobs within the organization are
standardized. It is the extent to which an employees role is defined by formal documentation (6).
Centralization: Centralization is the proportion of jobs whose occupants participate in decision
making and the number of areas in which they participate (6).
Specialization: the number of occupational specialties and the length of training required by each. It
is particular grouping of activities performed by an individual (6).
Standardization: The range of variation that is tolerated within the rules defining the jobs (6).
Organizations are like fingerprints. Each has its own unique structure- like fingerprints no structure is
truly unique. But all fingerprints, for instance, have common properties that allow them to be
classified around common elements. However a close look at Navana Limited and others structure
reveals that they share at least two things in common each is high in complexity and high in
formalization. There are five basic parts to any organization (Mintzberg):
The Operating Core: Employees who perform the basic work related to the production of products
and services (6). In NL, the operating core is consisting with assistant manager, executives, officer.
They are responsible for keep running the organization, attain the goals. They are directed by mid
line.
The Strategic Apex: Top-level managers, who are charged with the overall responsibility for the
organization (6). Managing director of Navana Limited leads the top level; they fix the mission, draw
the timeline of objectives, and forecast the goal. All strategic decision made by top-level.
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The Middle Line: Managers, who connect the operation core to the strategic apex (6). Navana
Limited gives the authority to control, motivate, direction the operating core to the team of senior
managers, executives and directors.
The Techno-structure: Analysts, who have the responsibility for affecting certain forms of
standardization in the organization (6). Operation Director controls the techno-structure of Navana
limited. Their job is to make the organization up-to-date.
The Support Staff: People who fill the staff units, who provide indirect support services for the
organization (6). Administration and HRM of Navana Limited are related to support Staff. They deal
with legal affairs, budget service, employee relations and information system.
Divisional Structure
As the one of the last quarter of the twentieth century, Navana Limited is breeding the structural
animal called Divisional Structure. It lies with the middle management. The reason is that the
divisional structure is actually a set of autonomous units, each typically coordinated by a central
headquarters. Since the divisions are autonomous, it allows middle management the division
managers a great deal of control (6).
The divisional form is utilized at Navana Limited. Each of its major chains groups headed by a
manager or assistant manager- represents a separate division. As with all divisional structures in
Navana Limited, each division is generally autonomous, with the divisional managers responsible for
performance and holding complete strategic and operation decision making authority. This form also
has a central headquarters that provides support services to the division. This typically includes
financial, legal and tax services. Additionally, of course, the headquarters of Navana Limited act as an
external overseer, evaluating and controlling performance.
The strength of divisional structure in Navana Limited is that it frees up the headquarters staff from
being concerned with the day-to-day operating detains so they can pay attention to the long term.
Other strength is that its autonomous units can be lopped off with minimal effect on the entire
organization. Ineffective performance in one division has little effect on the other divisions.
The weakness of divisional strength in Navana Limited is that the goals of the functional unit tend to
override the organizations overall goals.
Characteristics
Specialization
Formalization
Centralization
Environment
General Structure Classification
Divisional Structure in Navana Limited

High Functional
High within Divisions
Limited Decentralization
Simple and Stable
Mechanistic
Table 5: Summary of Divisional structure in Navana Limited
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1.1.
Hierarchy of Leadership
Chairman
Vice Cahairman
Director
Managing Director
Senior General Manager
General Manager
Assistant General Manager
Assistant Manager
Senior Executive Officer
Officer (Grade- 1)
Officer (Grade- 2)
Junior Executive Officer
Cash Officer
Computer Officer
Organizational Staff
AdministrativeStaff
Figure 5: Leadership Hierarchy of Navana Limited
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1.2.
Organizational Structure
Strategic Apex
Managing Director
Mid Line
Techno
Structur
Senior General
Manager (SGM)
Support
Staff
Operation Core
General Manager
(GM)
Operation Director
(Spare Parts & Service)
Assistant General
Manager (AGM)
Senior Manager
(Marketing & Sales)
Manager
(Marketing)
Manager
(Advertising)
Assistant
Manager
Assistant
Manager
Senior Manager
(Finance & Accounts)
Manager
(Finance)
Executives
Senior Executive
Officer (Sales)
Officer
Grade-1
Associate
Director
Officer
Grade-2
Manager
(Accounts)
Executives
Executives
Executives
Executives
Equipment & Tool
Labor Relation
Operation
In-charge
Hybrid
Section
Operation
In-charge
Body test
Team
Operation
In-charge
Engine
Test Team
Executives
Assistant
Manager (HRM)
Assistant Director
(MIS)
Assistant Director
(Legal)
Figure 6: Supervisory Structure of Navana 3S Center
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2. Departments of Navana Limited

If the jobs are not organized considering their inter relationship and not allocated in a particular
department it would be very difficult to control the system effectively. If the departments are not fit
for the particular works there could be haphazard situation and the performance of a particular
department couldnt be measured. Navana Limited has done these works efficiently and effectively.
Navana Limited
Marketing & Sales
HRD &
Administration
Accounts& Finance
Operation
Figure 7: Departments of Navana Limited
Departments of Navana Limited is:
Marketing & Sales

Finance & Accounts
Operation
Administration & Human Resources Department (H.R.D.)
2.1.
Marketing & Sales
Marketing is a very important aspect in business since it contributes greatly to the success of the
organization. Product distribution depends largely on marketing. There are plenty of different jobs
available within the marketing department with different teams working on different stages of the
products. Each of the department will have their own importance such as business development,
business strategy, advertising, design and budgeting.
To visit the Projects & present brief description about the projects in front of customers.
Motivate dealer for taking our products.
To communicate with Customer by the Telephone or Mobile and physically.
Planning and implementing new marketing strategies.
Communicate with other department of the Company.
To inscribe official letters for Marketing purpose
To correspondence the Money Receipt.
To prepare statement for the Customer or Client
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To prepare the monthly Marketing report and Budget plan
To prepare the expected Customer or Client & contact them time to time
To create innovative Marketing policy & develop new strategy.
To prepare the daily statement of Marketing side
To organize the Marketing meeting time to time
2.2.
Finance & Accounts
Finance & Accounts department helps a Company to manage properly. A company's accounts
records held on an accounts ledger give the detailed description about its profits and losses in a cash
spread sheet format. Auditors study the financial statement and thus determine the accuracy and
integrity of your business and an accounting statement distinguishes the success ratio of your
present business from past progress using accounts formats that are recognized by other companies
and bodies.
Final checking of Banks Debtor order voucher
Final checking of Bank reconciliation.
Checking the Company financial accounts.
Input Dishonored Cheque, Honored Cheque into Software.
To inform Customer & Client politely about their dishonored cheque.
To perform internal Audit
To correspondence the daily Banking
To prepare the monthly statement
To correspondence with Customer & Client for accounts purpose
To prepare the daily accounts statement
To maintain the Books of Accounts
To prepare the trial Balance & Profit loss accounts and Balance Sheet
2.3.
Operation
Operations management is an area of management concerned with overseeing, designing, and

redesigning business operation in the production of goods and/or services. It involves the
responsibility of ensuring that production operations are efficient in terms of using as large
resources as needed, and effective in terms of preparing goods requirements. It is concerned with
managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs
(in the form of goods and/or services). The relationship of operations management to senior
management in commercial contexts can be compared to the relationship of line officer to the
highest-level senior officers in electric science. The highest-level officers shape the strategy and
revise it over time, while the line officers make tactical decisions in support of carrying out the
strategy. In production as in product affairs, the boundaries between levels are always distinct;
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tactical information dynamically informs strategy, and individual people often move between roles
over time.
An operation traditionally refers to the production of goods and/or services separately, although the
distinction between these two main types of operations is increasingly difficult to make as
manufacturers tend to merge product and service offerings. More generally, operations
management aims to increase the content of value-added activities in any given process.
Fundamentally, these value-adding creative activities should be aligned with market opportunity
(through marketing) for optimal enterprise performance.
2.4.
Administration & Human Resources Department
Human Resource Management (HRM) can be described as the satisfactory and effective
management of people affiliated within the organization and conducting operation for that
organization, the employees. In other words Human Resources Management is the concern and
business in an organization that promotes and assists the most adequate and efficient application
and engagement of human resources to accomplish the objectives of not only the organization but
also the personal working for that organization. Over all duty of administration especially regarding
transfer, recruitment, salary, leaves and job descriptions performed by HRD.
To process all kinds of Recruitment
Proceeding of Administrative Action
To process all necessary correspondence with valued persons
Issue of all kinds of Office Circular and Office Order
To prepare and keep up to date statement of manpower position
To process confirmation of the employees and forwarded to the respective Dept.
To arrange orientation assembly of the Desk Employees in consultation with Managing Director
To follow up attendance and other related work
Maintaining all Kinds of Files including Personal File of Projects with Directors
To process Transfer & Posting
To process all necessary correspondence with employees
To proceeding with Leave applications
To deal the files of Directors, Share Holders & Others
To process the matter of increment & promotion of the Desk Employees
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3. Functions of the Organization

Navana Group operated their business globally. Navana Group has the great opportunities turn into
as a multinational Company within 2025. As a brunch office of Navana Group, Navana Limited runs
their activities successfully throughout the Bangladesh.
Total activities such as Advertising, Marketing, Sales, URS, Implementation, Customer Support, and
Development all are run by the Navana Limited throughout the Bangladesh.
4. Functions of Top Management

Top management is very important part of corporate business. It is so important to develop a strong
top management for keeping the pace of growth stable. Navana Limited got a team of dedicated
management team who are always keen to achieve the mission vision of the company. They are
responsible for leading the company, monitoring companies activities and maintain relationships
with the other party businessperson agent team. They act as innovator, entrepreneur, disturbance
handler, resource allocator, and negotiator. Top management of Navana Limited provides a vision of
the future and sees the firm not as it is, but as it can be.
Therefore, customer values and decisions are the starting point for the actual practice of the top
management of Navana Limited, its policy and strategy. Calling for never-ending effort for
improvement at all organizational levels, is the most important management concept of Navana
Limited.
In the new era of rapid changes and knowledge-based enterprises, managerial work becomes
increasingly a leadership task. Leadership is the primary force behind successful change. Top
Management of Navana Limited has all the leadership quality to lead this company to become the
pioneer in business field. As per provisions of the Article of Association, Board of Directors holds
periodic meetings to resolve issue of policies and strategies, recording minutes, and decisions for
implementation by the Executive Management.
5. Functions of Executive Management

The Managing Director heads the Executive Management, the MD who has been delegated
necessary and adequate authority by the Board of Directors. The Executive Management operates
through further delegations of authority at every echelon of the line management. The Executive
Management is responsible for preparation of segment plans, sub-segment plans for every profit
centers with budgetary targets for every item of goods & services and is held accountable for
deficiencies with appreciation for exceptional performance. These operations are carried out by the
Executive Management through series of committees, sub-committees, ad-hoc committees,
standing committees assisting the line management.
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34
6. Marketing and Sales Department

6.1.
Structure of Marketing Department
General Manager
Assistant General
Manager
Administrative Assistant
Manager
(Sales)
Manager
(Market Research)
Manager
(Market)
Manager
(Advertising)
Senior Executive
Officer
Senior Executive
Officer
Senior Executive
Officer
Senior Executive
Officer
Officer-1
Officer-1
Officer-2
Jr. Executive
Officer-2
Jr. Executive
Officer-1
Officer-2
Jr. Executive
Officer-1
Officer-2
Jr. Executive
Figure 8: Structure of Marketing Department
6.2.
Functions of Marketing Departments
The workflow of the marketing department is defined by its functions. Navana Limited has a
marketing division responsible for marketing strategy, advertising, researching, promoting,
conducting customer surveys, branding, public relations and creating of corporate style. All these
responsibilities can be gathered in several main functions of the marketing department of NL.
These functions are as follows:
Development of marketing goals and strategy

Conducting marketing researches and monitoring customer needs
Promotion and advertisement
Managing customer relations
Researching customers habits
Specifying target audiences or market segments
Processing orders and payments
Researching new markets
Preparing sales presentation materials
Forecasting sales
Planning sales
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Analyzing sales
Reporting sales
After sales support
Analyzing price
Online promotion
6.2.1. Total Marketing Effort

The total marketing is all about latest trends organizing marketing and sales, building customerfocused culture, improving marketing skills and monitoring market.
6.2.2. Broadening the Scope of Marketing
Deciding on the emphasis to place, as well as the approach to take, on societal issues, global
marketing, and the Web.
6.2.3. Marketing Management
Planning, implementing, and controlling the marketing program (strategy) and individual marketing
functions; appraising the risks and benefits in decision making; and focusing on total quality
6.3.
Marketing Strategy
The marketing department of the Navana Limited operates their cogent and coherent activities
which enable them to monitor value chain including target marketing, value innovation, value
pricing, value proposition and value distribution, resulting in systematic improvement of the
organization. Navana Limited generally practice purely centralized marketing operations.
Marketing as a concept is the same in product and service industry. There is a product or service one section produces it and the other consumes it. Marketing is interplay between producers and
consumers. However, the difference comes in marketing tangible and intangible products. While
products that can be seen, felt, touched and tasted are tangible, the products that are based on
post-sale experience are intangible.
The marketing strategy of Navana Limited is similar to Toyota South Asian Marketing strategy. But to
inscribe the uniqueness, they establish a four dimensional marketing aspect.
Customer First Philosophy.

Value delivery network.
Research based pricing strategy.
More-for-the-same value proposition.
Great USP.
Consumers can come up with desirable parameters for a tangible product in terms of productivity,
efficiency, etc. It is very difficult to rate an intangible product.
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6.4.
Direct Marketing Practices in NAVANA Limited
NL follows the following forms of Direct Marketing system.

Personal Selling:
Direct marketing approach delivers greater customer value though an unbeatable combination of
product customization, low prices, fast delivery and excellent customer services. At present NL uses
personal selling in which the sales forces interact with customers and prospects to make sales and
build relationships. Companys sales people probe customers to learn more about their problem,
and then adjust the marketing offer to fit the special needs of each customer and negotiate terms of
sales. The company sales people worked directly with customers. They work with wholesalers and
retailers to gain their support and to help them be more effective in selling companys products.
They find and develop new customers and communicate information about the companys product
& services. They sale products by approaching customer, presenting the products, answering
objections, negotiating terms and condition and closing dales. They also provide customer services &
carry out market research & intelligence work. They also work with others in the company to
produce customer satisfaction & company profit.
Telephone marketing:
Using the telephone the company has become the effective a major way to direct marketing. By
telephone, company collect order, conversation about mode of payment, and try to communicate
with its customers that helps to build long lasting customer relationship.
A customer can talk by phone with companys representative, order a fully customized product
delivered to his/her doorstep with in few hours or in the same day in case of city area and takes 1
day in case of outside of city area.
Direct mail marketing
NL also follows some form of direct mail marketing. Basically they use E-mail marketing. NL sends
the e-mail to the various companies, institutions, government agencies to familiar of its products
and service. The company sends offer, announcement, reminder or other things to a person or
institution at their address. Company use highly selective mailing list. Company now routinely send
fax mail announcing special offers, but the quality, price and other information of the products. By Emails Company maintain good relationship with its old and current customer. They also use e-mail
for acquiring new customer and to by something immediately.
Catalog Marketing:
The Company also uses the catalog form of direct marketing. The company use printed documents
that contain product types, features, prices, special feature etc. Consumers can buy just about any
products from a catalog.
Basically the company use these four types of direct marketing form that makes company more cost
effective rather than traditional marketing system.
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Benefits for Using Direct Marketing Model

NL growth & financial performance continue to differentiate the company from competitors. At the
heart of that performance NL use unique direct marketing model. Direct refers to the companys
relationships with its customers. There are no retailers or other resellers adding unnecessary time
and cost, or diminishing a company understands of customer expectations.
There have several benefits gets for using direct marketing system these are:
Price for performance: By eliminating retailers and other costly intermediary steps together with the
industrys most efficient procurement, manufacturing and distribution process NL offers its
customer more powerful quality products for the money than competitors.
Customization: Every product is built to order customers get exactly and only what they want.
Service & support: Company uses knowledge gained from direct contract after sales customer
service.
A customer can talk over phone with companys representative, order a fully customized, product
delivered to his or her door step with in few hours or same days in case of city area and takes 1 day
in case of outside of city and all at a price thats 10 to 15 percent below competitor price for a
comparably performing Battery. Companys backs its product with high quality service and support.
As a result company consistently growth its market share with in product reliability & service and its
customers are routinely among the industries most satisfied.
However, this one-to-one approach also appeals strongly to corporate buyers, because company can
so easily preconfigured each battery to precise requirements. As a result, a notable portion of sales
now come from large corporate, government and institutional buyers.
Direct selling results in more efficient selling and lower cost, which translate into lower price for
customer. Dealing one-to -one with customers helps the company react immediately to shifts in
demand, so company doesnt get stuck with battery no one wants. By selling directly in case of large
corporation, government and institutional buyers company has no dealer to pay. As a result, on
average companys costs are 15 percent lower than those of its leading battery competitors.
Moreover, the practices of direct marketing delivers greater customer value though an unbeatable
combination of product customization, low price, fast delivery, and excellent customer service.
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6.5.
Development of Marketing Goals
One of the most important functions of marketing department of Navana Limited is to design a set
of written goals, objectives and strategies for marketing activities of the organization. This means
establishing rules and business concept of how the organization will conduct itself on the market,
what marketing instruments will be used, what goals will be set and what strategies should be
applied to attaining effective advertising campaigns. The marketing department develops a marketbased business strategy that provides unique value to the customers on all services and products of
the organization. The strategy establishes the workflow in the marketing department so that each
process within the workflow can be continually evaluated, measured, and improved until the
marketing goals are successfully achieved.
Advertising and Promotion

Finding new customers is the key challenge for every business. Through creative advertising and
promotion, Navana Limited attracts new customers and gain more revenue. The marketing
department is responsible for providing product/service advertising and promotion. The function of
advertising and promotion is especially important when the organization launches a new brand and
it should be promoted by informing the customers of the brands features and advantages.
Sales Service
Navana Limited offers their customers some free services which are required for new car safety.
They do such services to create product promotional value. These are including to their market
strategy. Four most important and attractive services are:
Hire licensed drivers: For new car owner, Navana offers to hire driver who licensed by BRTC.
For owner getting driver who will be trustworthy and responsible is very painful
responsibility. That is why Navana helps their customer to find drivers.
Train drivers-suited for cars: If customer already have drivers then navana arrange training
to drive the car using all its functions and conditions. This service in only for new strategic
car like Hybrid car. This service will help customer use the service from the vehicle. And the
driver can acknowledge about the function of car easily.
Train owner- engine catalog: The driver knows everything about the car but owner do
nothing. This will let the driver cheat the owner. But Navana helps to solve this problem by
offering the second phase of training which design to learn owner about engine technology
and catalog of car. Now owner know how his car works and when what to do.
3 month observation: After sell a car with new technology, Navana itself required a research
on vehicles performance. In that case, they observe the performance in different time
durations. With in this time if complain arises from customer then they do free servicing and
noted that for research.
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7. Finance & Accounts

7.1.
Capital Structure
The authorized capital of NAVANA LIMITED is Tk. 400.00 million and the initial paid up capital is
113.46 million also have preference share capital is Tk. 200.00 million. It may be mentioned here
that the reserve fund of total Tk. 92.31 million, retained earnings Tk. 10.79 million.
Performance
The performance of the company is viewed with growth has been attained b Servicing & Sales units.
This unit has successfully achieved a growth of about 40.00 percent and has contributed an amount
of Tk. 4.92 crore to companys sales.
7.2.
Dividend
NAVANA LIMITED earned comparatively a good profit every year. The company has been give
dividend at the rate of Tk. 18.00 per ordinary share of Tk. 100.00 each fully paid up i.e. 18% for the
year ended August 31, 20011.
7.3.
Inventories:
Incompliance with the requirements with BAS 2 "Inventories" Raw Materials and Stores are valued
at the lower of average cost and the net realizable value. Stocks of finished goods are valued at cost
which is be: ermined by taking into consideration the value of raw materials and production
overhead. Cost comprises expenditure incurred in the normal course of business in bringing such
inventories to present condition and includes wherever applicable appropriate overheads based on
normal level of activity. No provision has been made for slow moving & obsolete stocks during the
financial year.
7.4.
Cash and Cash Equivalent:
Cash and cash equivalents includes cash in hand, cash at banks, which are held and available for use
by the unit without any restriction and having maturity dates of three months or less from the
respective date of deposit. There is insignificant risk of change in value of same.
Liabilities for Expenses:
While the provision for certain standing charges and know liabilities is made at the Statement of
Financial position date based on estimate, the difference arising there from on receipts of
bills/demands and/or actual payments is adjusted in the subsequent year when such liabilities are
settled.
Workers Profit Participation Fund:
Provision for Workers Profit Participation Fund (WPPF) has been made @5% on net profit as per
provision of the Companies Profit (Bangladesh Labor Law, 2006) and payable to workers as defined
in the said laws.
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7.5.
Financial Assets and Liabilities:
Financial assets and liabilities are recognized on the Statement of Financial Position date when the
unit has become a party to a contractual provision of the instruments:
Receivables:
Trade receivables are stated their real value and consider good. No provision has been made
doubtful debts and no amount was written off as bad.
Payables:
Liabilities are recorded at the amount payable for settlement in respect of goods and services
received by the Unit.
Borrowings:
Interest bearing bank loans are recorded at the proceeds received net of direct issue costs.
Statement of Cash Flows
From the chart the percentage are calculated the performance based on the 2010 to 2011.
Cash Collection from Sales:
The performance is calculated based on the data in the year of 2010 to 2011. Cash collection from
the sales was 510,315,177/= in 2010. In 2011 increase 160,169,519 BD taka which increase the 19
percent between the 2010. In 2011 the total cash collection from sales was 670,484,696 BD Taka.
Cash paid to Supplier and Employees:
the sales was (659,176,984) in 2010. In 2011 increase 160,169,519 BD taka which increase the 19
Cash Generated from Operations:
the sales was 510,315,177/= in 2010. In 2011 increase 160,169,519 BD taka which increase the 19
Future Plan
As regards the Servicing unit, the company plans to reach at least 10.79 million to 15 million of Profit
during next year. Also wants to launch more showroom, 3S & 2S Center in different area of city.
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8. HRD & Administration

Human Resources Development is focused on recruitment and in-house training for both on the job
and off the industry staff members through the company HR police. Navana Group they are through
the different type of training for different sector. They are provide Academic training usual Practical
also. Training for those are official staff of Navana Limited. They are getting different type of training
by HR department. Which very help to them increase their job skill?
Academy is fully equipped with a professional library, modern training aids and professional faculty.
Library has about 2941 books on industries law, environmental law, economics, accounting,
management, marketing and other related subjects.
Main training activities consist of in-depth foundation programs for entry level Management
Trainees. Specialized training programs in the areas like general employee those are work for
manufacturing or work for produce the product. For them, organization give training especially that
is improve their working skill usual learn about their job.
Frequently outreach programs are organized to meet demand for new and specialized skills.
During its 25 years of existence, Academy not only conducted courses, workshops and seminars as
required by the company, but it also organized training programs for the Industries of Maldives etc.
In addition to conducting courses internally, The Academy also selects candidates for nomination to
various courses conducted by distinguished training organizations in the country including
Bangladesh industries training.
The Academy also re-designs its courses, programmers etc., regularly to meet the requirement of
new skills arising out of various directives, guidelines of the Navana Group significant changes in the
Batteries sector from time to time.
8.1.
Human Resource Management
Navana limited consists of people with formally assigned roles who work together to achieve the
organizations goals. A manager in Navana is the person responsible for accomplishing the
organizations goals and who does so by managing the efforts of the organizations people.
8.2.
HR Policy
Policy is guideline to action Human Resource policy is the most vital element of corporate policy
since it guides recruitment, selection, orientation training and placement of personnel. Apparently
human resource policy is concerned with proper use human required for undertaking activities in
order to achieve corporate goals and objectives.
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8.3.
42
Structure of HR Department
General Manager
Associate Director
Manager
(HRM)
Assist ant
Manager
(Training)
Assist ant
Manager
(Recruiting)
Manager
(Legal Services)
Assist ant
Manager
Assist ant
Manager
Manager
(Public Relation)
Staff
Staff
Staff
Manager
(Budgeting)
Administrative
Officer
Administrative
Officer
Staff
Assist ant
Manager
(Compensat)
Liaison Officer
Figure 9: Structure of HR Department
8.4.
SELECTION PROCESS
All Branches of Navana Group in Bangladesh had an opportunity to select and hire brand new
employees. Most of Navana branches used a selection process for production team members that
consisted of four stages:
Personal interviews
Aptitude tests
Job simulation
Reference checks
These stages varied in duration from one hour to eight hours. Only candidates with the highest
success rate at one stage are selected to proceed to the next. The total time for each candidate
exceeded twenty hours. It took several weeks, sometimes months for each candidate to complete a
selection process. Initially hiring ration was about 10% - for every 100 applicants, only ten received a
job offer. The acceptance rate for Skilled Members was about 7%.
8.4.1. Personal Interviews
There were at least two personal interviews with each applicant. Each interview was conducted by
at least two certified interviewers. Professional Recruiters conducted first interview and the
assessment. A Recruiter and a manufacturing Group Leader conducted the second interview. Each
Interviewer used an Interview Guide in conducting an interview. The Interview Guide was a set of
Navana-Toyota 3S Center | Navana Limited
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instructions, questions and observations that standardized the interviewing process. This was done
not only to make sure that each applicant was asked the same set of questions, but also to make
sure that we were able to learn about strengths and weaknesses of our potential future employee.
Dimensions that Navana Limited does looking for in each team member were defined. What skills,
abilities and talents should an ideal production team member should have? What skills and abilities
are needed to operate in TPS manufacturing environment? Some of these dimensions were:
Problem identification
Problem solution
Initiative
Meeting leadership
Meeting membership
Oral communication
Adaptability
Work tempo
Reasoning and practical learning
Job fit and motivation
Team Leader and Group Leader candidates are tested for additional dimensions, which included:
Individual Leadership
Coaching
Communication
Tolerance for stress
Scheduling
Controlling
Delegation
Ability to accomplish objectives
During the interview process the candidate is rated on each one of these dimensions as pass or fail.
Overall score is calculated and a decision is made to either advance the applicant or not.
8.4.2. Aptitude Test
Most of Navana Limited locations use existing, readily available and professionally developed tests.
There are many tests available on the market. Meyers-Briggs type indicator test is the one that is
always recommend to companies. Another one is a Comprehensive Personality Profile by Wonderlic.
These are written tests, very thorough tools that will help organizations to identify individual
behavior patterns, individual preferences, leadership styles, preferred work environment, potential
pitfalls and suggestions for development.
Applicants are tested for:
Verbal reasoning
Numerical ability
Abstract reasoning
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Critical speed and accuracy

Mechanical reasoning
Space relations
Spelling
Language use
Minimum acceptable standards are defined and each candidate is given a final score a pass or fails.
8.4.3. Job Simulation
Work on the car assembly line is very difficult, repetitive, demanding and challenging. Similar can be
said about an electronic components assembly line. This is not a type of work that anybody can
handle. Job simulation consisted of several rounds of activities, which simulated real jobs on the
assembly line. An example of would be manually mounting tires onto a car for several minutes. The
purpose of these activities was not only to test skills required to perform a job - lift heavy objects,
work with tools, ability to perform different functions (grasp, lift, bend, twist, reach, walk
backwards). It also tests ability to listen and follow instructions. For the first round of activities
candidates are given a set of really impractical instructions and they are told to follow them. During
the job simulation exercise each candidate is scored of following or not following these instructions.
In the second round candidates were asked to re-design layout of the workstation and the work
sequence. This is done as a group exercise and again observations of all candidates are made
evaluating participation levels, involvement, contributions efforts and acceptance of others. During
the next round all recommended changes are implemented and again the candidates are observed
and scored on abilities to perform the work, following instructions and contributing to the problem
solving process. Since the Standardized Work is considered the foundation of Navana Limited
Servicing System ability to follow instructions and being able to perform work in identified sequence
is very critical. Many people have problems following work sequence and/or even following
instructions. Lack of discipline and unnecessary process variations are one the major contributors
when it comes to implementing Lean.
8.4.4. Reference Checks
This is a very simple and yet very effective tool that many companies fail to use during their
recruiting process. Several of Navana Limited candidates successfully complete assessment and
interview processes, but they are not offer a job because of issues and problems that surface during
reference checks. Each candidate is usually asked to provide at least three references from their
previous employer. Reference check is done over the phone. It is a very systematic process and it
consists of several questions regarding the candidate. This is a last chance to identify any potential
problems that might create future problems.
The first step is to confirm that the Candidate has actually worked in these places, performed duties
and functions described during the interview process. Start and finish dates are verified, duration of
employment is confirmed. Than there questions regarding attendance, punctuality, any corrective
action and the reasons for leaving the previous employee.
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8.5.
TRAINING SYSTEM
After successful selection process they start their own strategy to make a very effective man power.
They have divided there training and development process in the following sections. All this training
are arranged and taken by support and development segment.
Service mind set

Service based training
Value added service based training
Computer skill
Electronic Machine operating training
Training for safety based on work.
8.5.1. Training Model
Executive Development Program
Top Level
Senior
Level
Mid Level
Junior
Level
Managers
Conferences
Advanced
Courses
Follow up &
Evaluation
Courses for
Marketing
Foundation
Courses for
Probationary
Executive
Development
Program
Management
Workshop
Courses for
Foreign exchange
Basic Courses for

MIS
Introduction
Courses Employee
Figure 10: Model of Training Program
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8.5.2. Training Method
Executive Development Program
With funding made available by the Navana Group, activities were undertaken in Navana Limited to
enhance business management training. A model for management development was explained and
carried through with the Commerce Management Leader of Navana Group.
i.
ii.
iii.
iv.
v.
Analysis of the current status of executive/management development, the business climate,

and management development needs;
Seminar design;
Development of content and delivery methods;
Implementation;
Evaluation.
Other activities included the presentation of a paper at the Conference on Entrepreneurship and
Management Development, presentation of a seminar on writing case studies, and academic
counseling.
Management Workshop
Human Resources (HR) Management Training Workshops are designed to enhance leadership skills.
The following chart provides information on the workshops and what employee can expect from
each of the classes.
Workshop
Objectives
Leading
High Team leaders obtain the tools and skills to perform three primary
Performance Teams
responsibilities that support their teams growth- diagnose, coach and
reinforce.
Recognizing
and This course teaches leaders how to recognize that a conflict is escalating
Resolving
Workplace and minimize damage by using the most appropriate resolution tactic.
Conflict
Leading Change
This course focuses on leaders crucial role in initiating change in the
workplace.
Employee Engagement
This course is designed to help leaders understand what employee
engagement is and create a motivating work environment that
positively impacts bottom-line results.
Creativity and Innovation This course helps leaders leverage creative and analytical skills in order
to help organizations identify and implement new approaches to
problems and opportunities.
Strategic Focus
This course is designed to help leaders formulate, implement, and
evaluate sound strategic plans to achieve long-term organizational
objectives.
Adaptive Leadership
In this course, leaders learn to enhance the effectiveness of their
interactions by adapting their approach to people based on what they
want to discuss and how they think people will respond.
Table 4: Courses of Management Workshop
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Management Conferences
Annual knowledge management conference and training event provides an opportunity for
practitioners to learn from and network with one another, discover how colleagues in different
industries and functions are solving the same problems, and make connections that will help them
improve processes and practices down the road.
Follow-up & Evaluation
The Longitudinal Interval Follow-up Evaluation (LIFE) is an integrated system for assessing the
longitudinal course of psychiatric disorders. It consists of a semi structured interview, an instruction
booklet, a coding sheet, and a set of training materials.
8.6.
CMPENSATION SYSTEM
The design process is started by identifying desired outcomes and goals for our organization. This is
often referred to as developing our compensation philosophy. Our philosophy is formed by
considering a number of factors. The balance of direct and indirect rewards, the complexity and
responsibility of a role and the candidate or employee filling it, as well as our focus on internal
versus external equity are just few factors explored in this section. It is the ability to achieve results
that is critical to organizational success.
Compensation defined
Compensation can be defined in Navana Limited as all of the rewards earned by employees in return
for their labor. This includes:
Direct financial compensation consisting of pay received in the form of wages, salaries,
bonuses and commissions provided at regular and consistent intervals
Indirect financial compensation including all financial rewards that are not included in direct
compensation and can be understood to form part of the social contract between the
employer and employee such as benefits, leaves, retirement plans, education, and employee
services
Non-financial compensation referring to topics such as career development and
advancement opportunities, opportunities for recognition, as well as work environment and
conditions
In determining effective rewards, however, the uniqueness of each employee must also be
considered. People have different needs or reasons for working. The most appropriate
compensation will meet these individual needs. To a large degree, adequate or fair compensation is
in the mind of the employee.
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8.6.1. Internal equity
Internal equity exists when employees in an organization perceive that they are being rewarded
fairly according to the relative value of their jobs within an organization.
Another way of stating this is to say that a persons perception of their responsibilities, rewards and
work conditions is seen as fair or equitable when compared with those of other employees in similar
positions in the same organization. Factors such as skill level, the effort and the responsibility of the
role, as well as working conditions are considered.
An internal equity study can determine if there is pay equity between like-positions and if all roles in
the organization are governed by the same compensation guidelines. Usually each role is assigned a
pay range with corresponding criteria that outlines how to determine where an employee should be
placed in the range.
8.6.2. External equity
External equity exists when employees in an organization perceive that they are being rewarded
fairly in relation to those who perform similar jobs in other organizations.
External equity exists when an organization's pay rates are at least equal to the average rates in the
organizations market or sector. Employers want to ensure that they are able to pay what is
necessary to find, keep and motivate an adequate number of qualified employees. Creating a
compensation structure that starts with competitive base pay is critical.
Employees also compare their roles and pay to roles and pay in other organizations. Unfortunately
they do not always compare with similar types of organizations or even in the same sector.
Generally, employees consider much more than base pay in determining external equity. For some
more emphasis may be placed on employee benefits, job security, physical work environment or the
opportunity for advancement in deciding if external equity exists.
The use of salary surveys is critical in our ability to determine if our compensation and benefits are
comparable to similar roles in other organizations. It is important to ensure that the key
responsibilities and goals of the roles being compared are similar; as is the sector the organization is
aligned with.
8.6.3. Wages and Salaries
When determining what our organization will pay for wages and salaries, it is important to
understand the economic conditions of the region in which we function, the volume of potential
employees and the legislative requirements in place. When determining what to pay, first
consideration is placement of the role organizationally which can be determined through job
evaluation/classification. The second consideration is the job relevant skills and experience the
applicant possesses which may impact their placement in the salary range upon hire.
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8.6.4. Pay increases
Base pay is a fixed regular payment made to an employee in exchange for performance of the duties
and responsibilities of their role. When an employee receives an increase to their base pay, it is
considered a pay increase. There are various reasons and methods for determining an increase, but
the common factor is that the increase changes the level of ongoing base pay.
1. A cost of living increase
This is an increase offered to employees, regardless of performance, with the intention of increasing
base pay for each role on the salary scale by a set percentage in order to account for increases in the
cost of living. When this is offered regularly, employees can begin to see it as an entitlement.
If Cost of living increases are provided, they are generally done on an annual basis, and are given to
all employees at a rate recommended by the Executive Director and approved by the Board of
Directors and is contingent on the overall financial stability of the agency.
Many small organizations are moving away from the standard cost of living increase and performing
market adjustments instead. A market adjustment following a compensation review against preestablished criteria. Market adjustments are typically made following the receipt of market survey
data. This data is usually received and evaluated towards the end of either our fiscal or calendar
year. Organizations will evaluate their salaries against market data and, if required, adjust base
salaries for roles that are below the market. Many organizations have predetermined the percent of
market they want to be paying at i.e. a decision to pay at the median or 50th percentile.
If a position in the organization is significantly overpaid compared to market or, some companies will
notify employees and not provide an increase to the employee. In this situation, the employee is
considered to be red circled (unable to qualify for any salary increases until their salary comes in
line with market)
2. A promotional increase
A promotion is the advancement of an employee to a position that is evaluated at a higher grade
level than the position to which the employee is currently assigned.
An employee who is being promoted can receive a promotional increase at the time of the
promotion aligned to the appropriate point in the new salary range, taking into consideration
performance, qualifications, and market information. Promotion is usually based on availability of
opportunities and preparedness of employees to advance.
3. A merit increase
Merit increases are awarded to recognize an employees contribution and to compensate them for
their high level of performance. Performance is the key factor in awarding a merit increase and can
be the factor that moves a person through the salary scale towards the midpoint or higher. Merit
increases can be awarded on an employees anniversary date following a formal performance review
or at the beginning of a calendar year, depending on our compensation structure and philosophy.
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8.6.5. Bonus payments
Bonus pay is compensation over and above the amount of pay specified as wages or salary and it is
only distributed as the organization is able to pay or as outlined in an employment contract. Bonus
pay is used by many organizations to improve employee morale, motivation, and productivity or as a
thank we to employees who achieve a significant goal. As long as bonus pay is discretionary by the
employer, it is not considered to be a contract. If the employer promises a bonus, they may be
legally liable to pay it out.
1. Incentive plans
Incentive plans have not typically been popular in the nonprofit sector. However, leaders are starting
to see a change in perspective regarding the use of incentive plans. Providing incentive plans,
especially to senior level staff, can enable organizations to compete for talent they would otherwise
have not been able to pursue.
Incentive plans are established to reward employees for improved commitment and performance
and as a means of motivation. An incentive plan is designed to supplement base pay and fringe
benefits
A financial incentive plan may offer a percentage of base salary or a cash bonus whereas a nonfinancial incentive plans offer benefits such as additional paid vacations or increased professional
development
8.6.6. Direct Benefits
Direct benefits are optional, non-wage compensation provided to employees in addition to their
normal wages or salaries. These types of benefits may include group insurance (health, dental,
vision, life etc.), disability income protection, retirement benefits, daycare, tuition reimbursement,
sick leave, vacation (paid and non-paid), and funding of education.
Retirement Benefits
A retirement plan or a pension is an arrangement by an employer to provide their employees with
an income when they are no longer earning a regular income from working. Retirement plans may
be set up by in a variety of ways but typically will have a form of a guaranteed payment. Often
retirement plans require both the employer and employee to contribute money into a fund while
employed so that they will receive benefits upon retirement. Pension plans are considered a form of
delayed income.
Pension Plans
Pension plans are usually classified as either defined benefit or defined contribution according to
how the payments are determined.
A defined benefit plan guarantees a predictable monthly payment at retirement, calculated by using
an established formula with some combination of the employees salary, years of service and/or age.
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A defined contribution plan will provide a payment at retirement that will be determined by the
amount of money contributed during the life of the plan and the performance of the stock or
investments used.
The employee gets to receive the tax savings immediately at the time of deduction instead of having
to wait until the end of the tax year.
Phased Retirement
Todays workplace in Navana Limited is challenged with having up to four different generations
working side by side. For most employers, designing a compensation and benefit structure that
address the unique needs of each demographic group, is a complex task. Added to that is the shift in
pension structures over the past few years. Some non-profit organizations provide their employees
with a pension fund; however most tend to offer only contributions to an RRSP. This leads to an
increasing number of employees not feeling able to retire.
8.6.7. Indirect Benefits
Indirect benefits will look different in every organization. Ultimately it is the way in which we choose
to define the culture of our organization and our total compensation rewards program that will
differentiate it. Of course, it is important to ensure it aligns with organizational strategic objectives.
Recent studies all indicate that in todays changing work environment it is the flexibility and
creativity that draws and keeps the highly skilled employee and much of this is impacted by the
organizations choice of indirect benefits.
8.6.8. Professional Development

For many people, especially the wenger generations, the ability to develop both personally and
professionally is highly valued and a key consideration in deciding where to work. Access to training
and development on the job and through courses or conferences were listed in a study done by the
Conference Board of Bangladesh as important. Another variation of this was receiving
reimbursement for courses taken on the employees own time - most commonly reimbursed were
courses that aligned with a professional designation in the employees current role.
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8.7.
Career Opportunities
In addition to supporting employees pursuit of training and development opportunities, an

organization should also consider how it will support its employees career development. Supporting
an employees pursuit of their career goals and possible advancement into more responsible
positions in the organization not only benefits the employee but also the organization as the
employee can move into roles that enable them to deliver their greatest value to the organization.
Having regular career discussions with employees, possibly as part of a performance management
process, will help to stay up to date on their progress and any changes to the direction they are
hoping to take.
8.8.
Role in Economic Development
Navana Limited plays a vital role for the economic development of Bangladesh. Navana Limited
believes youth is the best period to contribute the economic development. For that reason Navana
Limited, provide the opportunity to the university students to develop themselves. The companys
HR department appoints student and train up. On the other hand there are many opportunity to
learn organizational corporate activities for other people who seeking job. They can make
themselves a quality human resource to find the huge job opportunity in job sector. As well as it
reduces the unemployment problem.
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Navana Limited
Chapter 4: Actual Task Part
1
1.1
1.2
1.3
1.4
2
My Responsibilities
HR & Administration
Accounts & Finance
Marketing
Management Information System
My Experiences

1. My Responsibility
I have joined in Navana Group at 10 January, 2013 officially as trainee. My first placement was in
HRD & Administration Section. I worked there in recruiting, job evaluation and compensation issues.
And as time going on, I jumped to different section with different responsibilities. It has given me a
through knowledge about organization activities & third party relations. My responsibilities are:
1.1. HR & Administration
Collect CV. According to company regulation select perfect CV and contact.

Invite Candidate for interview.
Complete the Job Evaluation Report.
Check out the Job evaluation Report.
Arrange the training Module.
Get the accounts clearance for employer bonuses & increments.
Check out the compensation policy.
1.2. Finance & Accounts
Bank Draft.
Collect Bank report.
Branch quarterly report.
Several types of banking letter, those are sending to the related parties.
Helped of every days work activities.
Create salary form using MS excel.
Make Bill for official expenses.
1.3. Management Information System
Data input using MS Access.

Checked other employees data input record.
Create Basic forms Using Visual Basic.
1.4. Marketing
Assist in developing the Companies marketing policy

To contact with Client & Customer by the Telephone
Face to face Dealings with the Client & Customer
To allocation the Client & Customer file & update the file.
To prepare the expected Prospect list & contact with them time to time.
To maintain the visiting register for customer.
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2. My Experiences
After completing 40 courses in extent 123 credit hours at college of Business Administration (CBA) to
fulfillment of Bachelor of Business Administration (B.B.A) Program, me Kazi Shamiul Kabir the author
of this report were placed in NAVANA GROUP. As an intern, I worked in the Navana Group for 12
weeks. As an intern, I have the opportunity to do different types of tasks; especially I participated in
different Administrational activities of the company which broadened my perception about a
companys operation. During this period, I used my observing capability and gained experience
about various Human Resource Management functions. During my internship, I were placed in the
department of HR & Administration of the Navana Group and worked under (Director Operation)
Md. Khaled Saifullah. There I were constantly in touch with the companys corporative clients and
customers where I got a chance to observe the corporate clients, customers behaviors and listen to
their demands and expectations. I found that, client and customer service of Navana Group is really
time consuming because I write money receipt manually, and the software I use is really slow. So, it
is time to take latest technology in every department in the company. Because only latest
technology can save the time and can get the good output which helps to the Navana Group for
closely build up relationship with the clients. My position in Navana Group was Trainee. My job was
related to HR affairs of this organization. I worked also in Accounts, Marketing and MIS team. And
also I used to prepare some reports on behalf of (Director Operation) Md. Khaled Saifullah. All our
colleagues were really cooperative and friendly to me. I enjoyed working in Navana Group.
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Navana Limited
Chapter 5: Research Part
1.
2.
3.
4.
Hypothesis Model
Hypothesis Analysis
Findings
Recommendation


In sample survey, the researcher collect information relating to a population from a sample drawn
from the same population and on the basis of sample observations, make induction about the
population characteristics. The induction involves the task of estimation population parameters from
the sample values and there turns to be the need of testing the reliability of such estimates.
Here, the Test of hypothesis is conducted aiming at the existence of organization silence behavior in
Navana limited. The employees of NL management group are targeted as sample. Data is collected
from questionnaire survey where stratified random sampling method has been followed. The sample
size is randomly selected 50 respondents. Here, as the sample size over 30, normal test called Z-test
has been conducted (3). In a 5 point scale, the population mean value is 2.5. The level of significance
is a line of demarcation between rejection and acceptance of the hypothesis (4). The level of
significance is 5% that means researcher is 95% confident about the result to be right (4). The
critical region is the set of values for which the researcher will reject the null hypothesis if the
observed value is in the critical region (4). At the 5% significance level for Z- test, the critical region is
(1.645) standard deviation above and below the null mean(3).
1. Hypothesis Test
Strongly
Disagree
Disagree
1
2
Neutral
3
Agree
4
Strongly
Agree
5
Total
[] Average
[] Standard
Deviation
Z- test Value
H
1
H
2
H
3
H
4
H
5
H
6
H
7
H
8
H
9
H
10
H
11
H
12
H
13
H
14
H
15
11
11
14
10
11
10
10
10
14
10
10
25
24
20
30
15
25
10
19
20
20
30
25
21
20
13
10
10
19
10
10
20
176
176
182
177
159
183
183
147
171
149
204
135
130
158
164
3.52
3.52
3.64
3.54
3.18
3.66
3.66
2.94
3.42
2.98
4.08
3.40
2.92
3.16
3.28
1.25
1.12
1.21
1.04
1.42
1.09
1.32
1.36
1.28
1.36
1.00
1.20
1.41
1.42
1.25
5.76
6.45
6.65
7.05
3.38
7.54
6.21
2.28
5.07
2.49
11.2
5.30
2.10
3.29
4.41
Table 6: Summary of Responses
Limited
Kazi Shamiul Kabir
55

Hypothesis # 1
H0: Disagree regarding Company Issue, can be characterized as troublemaker.
HA: Disagree regarding Company Issue, can not be characterized as troublemaker.
H0: = 2.5
HA: = 2.5
n = 50
Here,
= 3.52
= 1.25
= 5.76
The critical value of |Ztab| at = 5% = 0.5 level of significance |Z0.025| = 1.645
Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that
Employee can express opinion independently. If employee disagrees regarding company issue, can
not be characterized as trouble maker.
Chart # 1
Strongly agree
18%
Strongly
disagree
14%
Disagree
6%
Neutral
12%
Agree
50%
Figure 11: Disagree regarding Company Issue, can not be characterized as troublemaker.
Limited
Kazi Shamiul Kabir
56

Hypothesis # 2
H0: Disagree regarding Company Issue, can suffer negative consequences.
HA: Disagree regarding Company Issue, can not suffer negative consequences.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.52
= 1.12
= 6.45
Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that if
employee disagree regarding company issue, then he/she can not be suffer negative consequences.
Chart # 2
Strongly agree
16%
Strongly
disagree
6%
Disagree
16%
Neutral
14%
Agree
48%
Figure 12: Disagree regarding Company Issue, can not suffer negative consequences.
Limited
Kazi Shamiul Kabir
57

Hypothesis # 3
H0: Disagree regarding Company Issue, can be perceived as lack of loyalty.
HA: Disagree regarding Company Issue, can not be perceived as lack of loyalty.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.64
= 1.21
= 6.65
Since, |Zcal| > |Ztab| so, the null hypothesis is rejected. At the 5% significant level it can be said that if
employees disagree regarding company issue, he/she can not be perceived as lack of loyalty.
Chart # 3
Strongly disagree
8%
Disagree
12%
Strongly agree
26%
Neutral
14%
Agree
40%
Figure 13: Disagree regarding Company Issue, can not be perceived as lack of loyalty.
Limited
Kazi Shamiul Kabir
58

Hypothesis # 4
H0: Supervisor can not handle conflicts well among the colleagues.
HA: Supervisor handles conflicts well among the colleagues.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.54
= 1.04

= 7.05

employees believe that supervisor handles conflicts well among the colleagues.
Chart # 4
Strongly
agree
10%
Strongly
disagree
6%
Disagree
14%
Neutral
10%
Agree
60%
Figure 14: Supervisor handles conflicts well among the colleagues.
Limited
Kazi Shamiul Kabir
59

Hypothesis # 5
H0: Supervisor does not ask for criticism from his/her colleagues.
HA: Supervisor asks for criticism from his/her colleagues.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.18
= 1.42

= 3.38

employees believe that supervisor asks for criticism from his/her colleagues.
Chart # 5
Strongly agree
20%
Strongly disagree
22%
Disagree
8%
Agree
30%
Neutral
20%
Figure 15: Supervisor asks for criticism from his/her colleagues.
Limited
Kazi Shamiul Kabir
60

Hypothesis # 6
H0: Supervisor does not consider opinion or disagreements as something useful.
HA: Supervisor considers opinion or disagreements as something useful.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.66
= 1.09

= 7.54

employees believe that supervisor considers opinion or disagreements as something useful.
Chart # 6
Strongly disagree
4%
Strongly agree
20%
Disagree
16%
Neutral
10%
Agree
50%
Figure 16: Supervisor considers opinion or disagreements as something useful.
Limited
Kazi Shamiul Kabir
61

Hypothesis # 7
H0: Supervisor does not pay attention to what his/her partners say.
HA: Supervisor pays attention to what his/her partners say.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.66
= 1.32

= 6.21

employees believe that supervisor pays attention to what his/her partners say.
Chart # 7
Strongly disagree
8%
Disagree
14%
Strongly agree
38%
Neutral
20%
Agree
20%
Figure 17: Supervisor pays attention to what his/her partners say.
Limited
Kazi Shamiul Kabir
62

Hypothesis # 8
H0: Organizational changes are not communicated adequately to the employees.
HA: Organizational changes are communicated adequately to the employees.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 2.94
= 1.36

= 2.28

organizational changes are communicated adequately to the employees.
Chart # 8
Strongly agree
20%
Strongly
disagree
18%
Agree
12%
Disagree
22%
Neutral
28%
Figure 18: Organizational changes are communicated adequately to the employees.
Limited
Kazi Shamiul Kabir
63

Hypothesis # 9
H0: The company does not keep employees informed regarding its mission, plans and progress.
HA: The company keeps employees informed regarding its mission, plans and progress.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.42
= 1.28

= 5.07

the company keeps employees informed regarding its mission, plans and progress.
Chart # 9
Strongly agree
20%
Strongly
disagree
14%
Disagree
8%
Neutral
20%
Agree
38%
Figure 19: The Company keeps employees informed regarding its mission, plans and progress.
Limited
Kazi Shamiul Kabir
64

Hypothesis # 10
H0: Exchange of knowledge and experiences among employees is not systematic and organized.
HA: Exchange of knowledge and experiences among employees is systematic and organized.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 2.98
= 1.36

= 2.49

exchanged of knowledge and experiences among employees is systematic and organized.
Chart # 10
Strongly
agree
10%
Strongly disagree
22%
Disagree
18%
Agree
40%
Neutral
10%
Figure 20: Exchange of knowledge and experiences among employees is systematic and organized.
Limited
Kazi Shamiul Kabir
65

Hypothesis # 11
H0: Communication with colleagues from other departments is not satisfactory.
HA: Communication with colleagues from other departments is Satisfactory.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 4.08
= 1.00

= 11.21

Communication with colleagues from other departments is satisfactory.
Chart # 11
Strongly disagree
2%
Disagree
8%
Neutral
10%
Strongly agree
40%
Agree
40%
Figure 21: Communication with colleagues from other departments is Satisfactory.
Limited
Kazi Shamiul Kabir
66

Hypothesis # 12
H0: Employee can not easily express disagreements to managers regarding company issues.
HA: Employee can easily express disagreements to managers regarding company issues.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.40
= 1.20

= 5.30

employee can easily express disagreements to managers regarding company issues.
Chart # 12
Strongly Strongly
agree disagree
10%
10%
Disagree
20%
Agree
60%
Figure 22: Employee can easily express disagreements to managers regarding company issues.
Limited
Kazi Shamiul Kabir
67

Hypothesis # 13
H0: Employee can not easily express disagreements to managers regarding departments issues.
HA: Employee can easily express disagreements to managers regarding departments issues.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 2.92
= 1.41

= 2.10

employees can easily express disagreements to managers regarding departments issues.
Chart # 13
Strongly agree
6%
Strongly disagree
28%
Agree
50%
Disagree
14%
Neutral
2%
Figure 23: Employee can easily express disagreements to managers regarding departments issues.
Limited
Kazi Shamiul Kabir
68

Hypothesis # 14
H0: Employee can not easily express disagreements to managers regarding their job.
HA: Employee can easily express disagreements to managers regarding their job.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.16
= 1.42

= 3.29

employees can easily express disagreements to managers regarding their job.
Chart # 14
Strongly agree
16%
Strongly disagree
20%
Disagree
18%
Agree
42%
Neutral
4%
Figure 24: Employee can easily express disagreements to managers regarding their job.
Limited
Kazi Shamiul Kabir
69

Hypothesis # 15
H0: Employee cant express disagreements to managers regarding issues related to job satisfaction.
HA: Employee can express disagreements to managers regarding issues related to job satisfaction.
H0: = 2.5
HA: = 2.5
= 50
Here,
= 3.28
= 1.25

= 4.41

employees can express disagreements to managers regarding issues related to job satisfaction.
Chart # 15
Strongly
agree
14%
Strongly
disagree
14%
Disagree
12%
Agree
40%
Neutral
20%
Figure 25: Employee can express disagreements to managers regarding issues related to job satisfaction.
Limited
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70

2. Research Findings
1. Employee can express opinion independently. If employee disagrees regarding company issue,
can not be characterized as trouble maker. But there is also negative effect showing in graph.
14% & 12% of responses think they can be characterized as trouble maker.
2. If employees disagree regarding company issue, then he/she can not be suffering negative
consequences. 48% of responses support that. But there is 16% of responses think different.
3. If employees disagree regarding company issue, he/she can not be perceived as lack of loyalty.
40% are agree and 26% are strongly agree on the point but 14% of responses have neutral
position and 12% and 8% are not agree on that point.
4. Employees believe that supervisor handles conflicts well among the colleagues. 40% believe that
their supervisors are capable, where 30% responses think different. Some of employees think
supervisor can handle conflict and some of them think they cannot.
5. Employees believe that supervisor asks for criticism from his/her colleagues. 50% of responses
agree on the point. 30% of responses disagree and others are confused.
6. Employees believe that supervisor considers opinion or disagreements as something useful. 70%
of responses agree with the point. 20% are disagreed and 10% are confused. Maximum thinks
their opinions are valued. But also some respondents are frustrated.
7. Employees believe that supervisor pays attention to what his/her partners say. The result is
competitive. When 58% agree in contrast 42% thinks different.
8. Organizational changes are communicated adequately to the employees. The result is down.
Only 32% of responses agree where 40% of responses directly disagree.
9. The company keeps employees informed regarding its mission, plans and progress. 38% are
agreed, 20% are strongly agreed but 20% are neutral.
10. Exchange of knowledge and experiences among employees is systematic and organized. 40% are
agreed that they can exchange experience and 22% are strongly disagreed on that point. 10% is
neutral means they are unsure.
11. Communication with colleagues from other departments is satisfactory. 40% are strongly agreed
and 40% are agreed. Communication with colleagues is well established. Maximum responses
agreed on the point.
12. Employee can easily express disagreements to managers regarding company issues. 60% are
agreed and 20% are disagreed. Most of employee can express disagreement but some of them
having problem.
13. Employees can easily express disagreements to managers regarding departments issues. 50% of
total responses can easily express disagreements. They fill easier to deal with supervisors.
14. Employees can easily express disagreements to managers regarding their job. 42% are agreed,
16% strongly agreed 20% strongly disagreed, 18% disagreed, 4% neutral.
15. Employees can express disagreements to managers regarding issues related to job satisfaction.
40% agreed, 14% strongly agreed, 20% neutral, 12% disagreed, and 14% strongly disagreed.
Limited
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71

3. Recommendations
The top managers should be reluctant to share their mistakes, ask for help from their peers or
subordinates and admit that somebody elses solution may work better.
Supervisors should pay attention to their subordinates opinion.
Organizational decision is not informed well to the employees. It can make employee do not
thinks about organization owned. Organization decisions should be related to employees.
Navana Limited should coordinate their organizational culture in such a way where employees
can feel the freedom to express themselves.
To increase the productivity employees should be treated as a part of the big picture while they
are incorporating themselves in their designated job function.
Navana Limited can unite their employees to a single bond.
The voices of employees need to be assessed with great creditability.
NL has established themselves with five core values such as responsive, creative, courageous,
trustworthy and international. The employees are the ones who will ultimately enable the NL to
relive and flourish their five exclusive core values in Bangladesh.
Leaders should influence employees innovative behavior both through their deliberate actions
aiming to stimulate idea generation and application as well as by their more general, daily
behavior
They should use print and electronic media for advertisement. Also Navana Limited should
strong their sales team for achieve the glory.
Navana employers need proper compensation plan. The Company should have an appealing
compensation plan.
Management attitude should be changed. The old management style should be changed and
should introduce modern management philosophy and information must be open to get the
highest benefit.
Navana Limited should identify performance gaps or produce solutions for problems.
Navana Limited Influence the personal and contextual factors at work on employee creativity.
Navana limited should create a supportive supervisory style is one of the drivers of excellent
creative performance.
Limited
Kazi Shamiul Kabir
72
Navana Limited
Ending Part
1. Conclusion
2. References
3. Appendix

Conclusion
In this economic environment, its not just salary that attracts talent, however.
Overall, one can say that the results of this research on the existence of significant organizational silence
are aligned to the previous researches. Yet, what makes this research different from others is to study
the influence of members type (professors and employee officers) on severity of the relationship.
According to the obtained results, it seems that despite of confirming hypotheses, there is a noteworthy
difference between two groups of respondents on severity of the relationship. Based on this, while the
relationship between organizational commitment and silence behavior broadness is moderate for
professors, it is low for employee officers and while the relationship between perceived silence climate
and silence behavior broadness is low for professors, it is moderate for employee officers.
NAVANA LIMITED has established themselves with five core values such as responsive, creative,
courageous, trustworthy and international. Since the beginning of the operation in Bangladesh the
NAVANA LIMITED has shown their creditability and efficiency in the local business sector. The capability
of future forecasting and turning the threats in to opportunities has made their business in the position
in where they are now. And all this has been possible because of managements affective handling and
the enthusiasm of courageous employees. Now a days when the pressure form the different
surroundings are so high, like rules and regulations are getting tighter, local law are hampering the
progress, the established government perspective are putting pressure, NAVANA LIMITED need to
reestablish there strengths by uniting their employees to a single bond. The well furnished and efficient
employees of NAVANA LIMITED are the pillars of their sky scrapper success in Bangladesh. So the need
of creating both ways communicating organizational culture has never been high. Employees of
NAVANA LIMITED should be given enough space to uphold their own thoughts and arguments in front of
the higher level management. The voices of employees need to be assessed with great creditability. The
employees are the ones who will ultimately enable the NAVANA LIMITED to relive and flourish their five
exclusive core values in Bangladesh.
The formation of new types of intermediaries and new forms of channel relationships caused existing
firms to reexamine how they served their markets. Conducting business in the new digital age will call
for a model for marketing strategy and practice. To survive and thrive in this century managers will need
to hard-wire a new set of rules into their brains.
Some strategists envision a day when all buying and selling will involve direct electronic connections
between companies and their customers. The new model will fundamentally change customers notions
of convenience speed price, product information, and service. This new consumer thinking will affect
every business.
The fact is that todays economy requires a mixture of old Economy and New Economy thinking and
action; companies need to retain most of the skills and practices that have worked in the past. But they
will also need to add major new competencies and practices if they hope to grow and prosper in the
new environment. Marketing should play the led role in shaping new company strategy. Although there
has been widespread debate in recent years about the nature of even the existence ofsuch a New
Economy, few would disagree that the Internet and other powerful new connection technologies are
having a dramatic impact on marketers a buyers. Many standard marketing strategies and practices of
the past mass marketing, product standardization, media advertising, store retailing, and others-were
well suited to the so-called Old Economy. These strategies and practices will continue to be important in
the New Economy. However, marketers will also have to develop new strategies and practices better
suited to todays new environment. Therefore, direct marketing is an important tool for the marketers
who think different in adoption of new strategy. Whether employed as a completer business model or
as a supplement to a broader integrated marketing mix, direct marketing brings many benefits to both
buyers and sellers. As a result, direct marketing is growing very rapidly.
An operation traditionally refers to the production of goods and/or services separately, although the
distinction between these two main types of operations is increasingly difficult to make as
manufacturers tend to merge product and service offerings. More generally, operations management
aims to increase the content of value-added activities in any given process. Fundamentally, these valueadding creative activities should be aligned with market opportunity (through marketing) for optimal
enterprise performance.
Navana Limited plays a vital role for the economic development of Bangladesh. Navana Limited believes
youth is the best period to contribute the economic development. For that reason Navana Limited,
provide the opportunity to the university students to develop themselves. The companys HR
department appoints student and train up. On the other hand there are many opportunity to learn
organizational corporate activities for other people who seeking job. They can make themselves a
quality human resource to find the huge job opportunity in job sector. As well as it reduces the
unemployment problem.
II
References
Books
1. Maria, V. & Dimitris, B. (2005), Organisational silence: an empirical investigation.
Emerald Group Publishing Limited.
2. Morrison, E. & Milliken, F. (2000), Organisational silence: a barrier to change and
development in pluralistic world.
3. Fink Arlene, How to Conduct Surveys: A Step-by-Step Guide, Second Edition: 2001,
2002.
4. Mian, Muhammad Ali & Miyan, M. Alimullah, An introduction to statistics, Ideal
Books Dhaka.
5. Robins, Stephens P. & Judge, Timothy A. (2009), Organizational Behavior, Pearson
International Edition.
6. Robins, Stephens P. & Mathew, Mary, Organization Theory, Pearson International
Edition.
Online:
a.
b.
c.
d.
e.
www. Navana. Com

www.google.com
en.wikipedia.org
enc.tfode.com
www.studymode.com
III
Appendix
Questions for Survey
THE STUDY ON TOP MANAGERS ATTITUDE, SUPERVIOSRS ATTITUDE,

COMMUNICATION OPPORTUNITIES EFFECTIVITY ON ORGANISATIONAL SILENCE
BEHAVIOR IN NAVANA-TOYOTA 3S CENTER
Dear Sir/ Madam,
I need your valuable opinion for research project that is going to be done in the context of Navana 3S
Center in Bangladesh. It will be an immense help if you take the time to fill up the questionnaire. This
study will be used to investigate the relationship between top management attitudes, supervisors
attitudes Communication opportunities and employees silence behavior. I guarantee that your
responses will be treated as strictly confidential. You are under no obligation to answer and are free to
terminate the interview at any time.
Section 1: Some items, which assess your opinion about the Top managements attitude to the
organizational silence in Navana 3S Center.
Section 2: Some items, which assess your opinion about the Supervisors attitude to the organizational
silence of Navana 3S Center.
Section 3: Some items, which assess your opinion about the communication opportunities of Navana 3S
Center.
Section 4: Some items, which assess your opinion about the Employees silence behavior of Navana 3S
Center.
IV
Research question for the employees of Navana Limited.

Strongly Disagree 1
Disagree 2
Neutral 3
Agree 4
Strongly Agree 5
Top Managers Attitude

1.
2.
3.
If I disagree about company issues, I can be characterized as 1

trouble maker by the top management
If I express my disagreements regarding company issues, I may 1
suffer negative Consequences coming from the top management
If I disagree about company issues, it can be perceived as lack of 1
loyalty
Supervisors Attitude
4.
5.
6.
7.
I believe that my supervisor handles conflicts well among his/her 1

partners.
I believe that my supervisor asks for criticism from his/her 1
partners.
I believe that my supervisor considers different opinions or 1
disagreements as something useful.
I believe that my supervisor pays attention to what his/her
partners say.
Communication Opportunity
8.
9.
10.
11.
Organizational changes are communicated adequately to the

employees.
The company keeps employees informed its mission, plans and
progress
There is a systematic and organized exchange of knowledge and
experiences among employees in this company
Communication with colleagues from other departments is
Satisfactory.
Great Difficulty 1
Difficulty 2
Neutral3
Easily 4
Vary Easily 5
Employees Silence Behavior

12.
13.
14.
15.
How easily do you express your disagreements to your managers

regarding company issues?
regarding your departments issues?
regarding your job?
How often do you express your disagreements to your managers
regarding to jobsatisfaction such as salary, working conditions etc?
(Thank you for providing your valuable time and really admire your effort towards the research to make it fruitful)

Organization Silence Behavior in Navana Limited.

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Navana Group

Kazi Shamiul Kabir

P roject P art: Organization Silence Behavior in Navana limited .

Overview of Navana Group

Prof. Dr. M Alimullah Miyan

Kazi Shamiul Kabir

Date of Submission: April 11, 2013

IUBA T- International University of Business Agriculture and Technology

April 11, 2013

It has not been prepared for any other purpose or reward.

Chapter One: Introductory Part

Chapter Two: Organization Profile

Chapter Three: Organization Analysis

Chapter Four: Actual task Part

Chapter Five: Research Part

1. Conceptual Diagram of Dependent and Independent Variables

3. Flow of Stratified Sampling

4. Branches of Navana Limited

5. Leadership Hierarchy of Navana Limited

6. Supervisory Structure of Navana 3S Center

7. Departments of Navana Limited

8. Structure of Marketing Department

10. Model of Training Program

11. Disagree regarding Company Issue, can not be characterized as troublemaker.

14. Supervisor handles conflicts well among the colleagues.

15. Supervisor asks for criticism from his/her colleagues.

16. Supervisor considers opinion or disagreements as something useful.

17. Supervisor pays attention to what his/her partners say.

18. Organizational changes are communicated adequately to the employees.

20. Exchange of knowledge and experiences among employees is systematic.

21. Communication with colleagues from other departments is Satisfactory.

Table 1: Schedule of Research Time

Table 2: Profile of Navana Limited

Table 3: Profile of Navana 3S Center

Table 4: Courses of Management Workshop

Table 5: Summary of Divisional structure in Navana Limited

Table 6: Summary of Responses

Overview of Navana Group

Overview of Navana Group

Overview of Navana Group

They accept organizational aims and values in high levels.

Navana-Toyota 3S Center | Navana

Kazi Shamiul Kabir

Overview of Navana Group

2. Origin of the Report

3. Objective of the Study

To identify the perceived lack of NAVANAs top management openness attitude.

Navana-Toyota 3S Center | Navana

Kazi Shamiul Kabir

Overview of Navana Group

5. Significance of the Study

Table 1: Schedule of Research Time

Navana-Toyota 3S Center | Navana

Kazi Shamiul Kabir

Overview of Navana Group

7.1 Literature Review

Navana-Toyota 3S Center | Navana

Kazi Shamiul Kabir

Overview of Navana Group

Top Managers Attitude

Employees Silence Behavior

Navana-Toyota 3S Center | Navana

Kazi Shamiul Kabir

Overview of Navana Group