The Process of Strategic Management in Viyellatex Interfab Shirt Manufacturing Limited Bangladesh

Section: A

Date of Submission

May 2, 2014

United International University

Strategic Human Resource Management

(HRM 4366)

Topic: The Process of Strategic Management of “VIYELLATEX

Interfab Shirt Manufacturing Ltd”.

Submitted to:

Taskina Ali

Assistant Professor,

School of Business & Economics,


Submitted by:

Group Name: “Wizards”

Syeda Shotorupa Zafar ID: 111 101 192

Mehar Afroz Shanta ID: 111 101 182

Sheirkh Sadi Abdul Mojid ID: 111 093 075

Md. Mahbubul Alam ID: 111 093 005

Marjina Akhter ID: 111 101 263

Sec: “A”

Date of Submission

May 2, 2014

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Letter of Transmittal

May 2, 2014

Taskina Ali

Course Instructor

School of Business


Subject: Regarding submission term paper on The Process of Strategic Management of

VIYELLATEX Interfab Shirt Manufacturing Ltd in Bangladesh.

Dear Madam,

We want to thank you for giving us such opportunity to submit the term paper on “The

Process of Strategic Management” of VIYELLATEX Interfab Shirtt Manufacturing Ltd in

Bangladesh which had been a great experience for us to work with such a real life issue. We

tried utmost to make and let it look like a professional one. Any short comings are expected

to have a kind view for our encouragement. Thank you for your sincere & honest try to let us

make easy and get familiar with the terms and facts of this analysis to help us make the paper

a successful one.

Our efforts will be valued; if this report serves the purpose for what it’s been assigned.

Thank You.

Sincerely

Name Signature

Syeda Shotorupa Zafar

Maher Afrose Khan

Sheirkh Sadi Abdul Mojid

Md. Mahbubul Alam

Marjina Akhter

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Acknowledgement

The term paper is based on The Process of Strategic Management of VIYELLATEX

Interfab Shirt Manufacturing Ltd in Bangladesh. In light of the course Strategic Human

Resource Management results from considerable intellectual and moral support given by our

honorable course teacher, Taskina Ali, Course Instructor, School of Business, United

International University. Over the last three months, she has been our guide from whom we

got the inspiration and guidance to learn “Strategic Human Resource Management”. We

strongly believe works like this one will surely help us to develop & make us better adapted as

well as capable to cope with the issues & practical exposures in this field as well as to the whole

of the Legislative tools that are being extensively exploited in today’s world.

We are really grateful to another resource person, Md. Shahriar Kamal Choudhury,

Executive of Talent Management Employee Service and Training and Development of

VIYELLATEX Interfab Shirt Manufacturing Ltd. He provided us with the maximum data of

VIYELLATEX Interfab Shirt Manufacturing Ltd that helped us to know about the process of

strategic Management and the HR Practices of Their organization. He is so friendly that we

can ask him questions freely and without any hesitation. Even he encouraged us for asking

questions. It helped us to collect required data.

We would like to express our heartiest gratitude to all our team members who shared their

expertise, struggled with difficulties, passed away many awaked night to design the report, to

those who roamed corporate offices & the practical field to accumulate solid & complete

information. And we would like to thank all the personalities, whom we couldn’t name here,

who helped us for making our report.

Thank you.

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Table of Content

1 Introduction .................................................................................................................................... 1

1.1 Origin of the Report ................................................................................................................ 2

1.2 Objective of the Study ............................................................................................................ 2

1.3 Research Methodology ........................................................................................................... 2

1.4 Limitation of the Study............................................................................................................ 3

2 Literature Review ............................................................................................................................ 4

2.1 Strategic Management: .......................................................................................................... 5

2.2 Models of Strategy: ................................................................................................................. 5

2.3 The process of strategic management: ................................................................................... 6

3 Organizational Profile ................................................................................................................... 14

3.1 VIYELLATEX Group: ................................................................................................................ 15

3.2 Industries & Companies of VIYELLATEX Group: .................................................................... 16

3.3 VIYELLATEX Interfab Shirt Manufacturing Ltd: ..................................................................... 17

3.4 SWOT Analysis of VIYELLATE Interfab Shirt Manufacturing Ltd: .......................................... 18

4 Findings and Analysis .................................................................................................................... 20

4.1 Findings: ................................................................................................................................ 21

4.2 Analysis: ............................................................................................................................... 22

5 Suggestion ..................................................................................................................................... 28

6 Conclusion & Reference ................................................................................................................ 30

.

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Executive Summary

VIYELLATEX Interfab Shirt Manufacturing Ltd is a rapidly growing multi-dimensional

organization in Bangladesh. Within a very short period of time, the organization has earned a

solid reputation both locally and globally in the apparel sector. VIYELLATEX Interfab Shirt

Manufacturing Ltd has one of the best, dedicated and skilled workforces. Because, these are

the people with the best talents, commitments, and expertise with the blend of experience and

enthusiasm. In this term paper we mainly focus on the strategic management process of

VIYELLATEX Interfab Shirt Manufacturing Ltd. We have focus on the various HR practices

of their company. We have mainly collected the information of their strategic management

process, like mission, external environment, internal environment goals and objectives. Their

SOWT analysis gives the clear idea about their HR practices like they have low labor cost,

People with the best talents, commitments, and expertise to differentiate their product. They

have a strong sustainable competitive advantage like low cost provider, maintaining good

quality, using high technological system for producing the product. They are using SAP and

KARMEE for human resource software. Their joining process is very much strict and

confidential. They have mainly follow the central decision making but in some case they

follow the decentralized decision making when extreme problem was occurred. Every

garments industry especially Beximco, Square and Masco are their great competitors. They

are using EMC for their management system. They trained the worker to enhance their

knowledge and skill. They maintain a good relation among their supplier and customers.

Success and Failure is common obsession in every organization and a Universal truth for

every organization. We never avoid them so, we have to accept it through making strategies,

developing strategies, getting information about their customer, competitors, corporation,

market, sales, promotion, identifying the core competencies and sustainable competitive

advantage. VIYELLATEX Interfab Shirt Manufacturing Ltd considering these issues while

setting their strategies that’s why they existing the growth stage and become a more

profitable company in Bangladesh.

http://www.viyellatexgroup.com/index.php?option=com_k2&view=item&layout=item&id=93&Itemid=52





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Chapter 1

1 Introduction

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WIZARDS The Process of Strategic Management of

1.1 Origin of the Report

In this summer, 2014 trimester we were assigned to the course “Strategic Human Resource

Management” where Ms. Taskina Ali is our course instructor. So far we have been taught

about the theoretical part regarding the process of Strategic Management of an organization.

Here we found many examples throughout the world. But we were not aware regarding The

Process of Strategic Management of local situations or examples that is in Bangladesh.

Our course instructor believes that in this era only bookish knowledge is not enough for the

professional world. As we are going to enter into the professional world after our graduation,

we need to know the practical and situational knowledge. The reason is this knowledge will

help us to cope up with the real world very easily or we can handle the complex situation

successfully.

This time our course instructor Ms. Taskina Ali provides us a specific topic and told us to

focus on the HR Practices of an organization in Bangladesh regarding this topic. There are

four teams in our class and each team is assigned to visit different organization working in

Bangladesh. After preparing the concept papers we are about to present the papers. Then we

will be able to know the different HR Practices and their impacts of different organizations.

1.2 Objective of the Study

Two objectives we are going to focus in this report:

The Process of Strategic Management of VIYELLATEX Interfab Shirt Manufacturing.

HR Practices of The Process of Strategic Management of VIYELLATEX Interfab Shirt

Manufacturing.

1.3 Research Methodology

We have select Viyellatex organization for making our term paper. The methodology of this

term paper is divided into two parts, Primary & Secondary. The methods are,

Primary:




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We went to ‘VIYELLATEX Interfab Shirt Manufacturing Ltd’ office and talked with, Md.

Shahriar Kamal Choudhury for collecting information. We conducted face to face interview

and using semi structure questioner for arranging our interview session. We use the preplanned

questionnaires for interview.

Secondary:

Secondarily, we collect information for our term paper from our books, Internet and website

of VIYELLATEX Group in Bangladesh.

1.4 Limitation of the Study

To complete any work we have to face many problems. For completing our term paper we are

facing following limitations:

We only focus on Process of Strategic Management of Interfab Shirt Manufacturing of

VIYELLATEX Group. So we are not focus on other Industries of VIYELLATEX

Group. So we were collected very short information regarding this company.

Group members have different class schedule. As a result we have faced many

problems to meet each other.



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Chapter 2

2 Literature Review

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2.1 Strategic Management:

Strategic Management is the process by which organization

attempt to determine what needs to be done to achieve

corporate objectives and how these objectives will be made. It

is a process by which senior management analyzes the

business environment and develops the goals and objectives

and more importantly identify the ways to achieve goals and

objectives. Strategic Management helps to maintain a good relation between:

Source: (Taskina Ali, 2014)

2.2 Models of Strategy:

Objectives Strategies HR Functions

Models of Strategy

Industrial Organizational

Model

Resource Based View

Model

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1. Industrial Organizational Model:

The I/O model argues that the primary determinant of an organization’s strategy should be

the external environment in which the organization operates and that such considerations

have a greater influence on performance than internal decisions made by managers. The I/O

model assumes that the environment presents threats and opportunities to organizations, that

organizations within an industry control or have equal access to resources, and that these

resources are highly mobile between firms. The I/O model argues that organizations should

choose to locate themselves in industries that present the greatest opportunities and learn to

utilize their resources to suit the needs of the environment.

Source: (Barney J.B, 1991 and Scendel D, 1994)

2. Resource Based View Model:

The resource based model argues that the organization’s resources and capabilities, rather

than environmental conditions, should be the basis for organizational decisions. Included

among these resources are an organization’s human resources. Organizations hence gain

competitive advantage through the acquisition and value of their resources. This approach is

consistent with the investment perspective of human resource management.

Source: (Cool k and Dierkz, 1994)

2.3 The process of strategic management:

There are five steps in the process of Strategic Management. They are: Mission Statement,

Environmental Analysis, Organizational Self-Assessment, Goals and Objectives and its

strategy.

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Figure: the process of Strategic Management

Step: 1- Mission Statement:

The first stage of strategic management is for the organization to establish or examine, if it

currently has one, its mission statement. Virtually all organizations have a mission statement

that, in very simple terms, explains the organization’s purpose and reason for existence.

Step: 2- Analysis of Environment:

The next step is to analyze the external environment in which the organization operates

consistent with the I/O model of strategic management.

Step: 3- Analysis of Internal Resources:

Resources:

In examining competition and industry structure, critical issues that need to be

identified include who the chief competitors are, the means by which they compete,

where “power” lies within the industry, barriers to entry, opportunities to acquire and

merge with other organizations, critical success factors within the industry, and

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industry “maturity level.” To set a strategy it is important to know who is my

competitor and what position the competitor has already hold in the market.

In examining government regulation, critical issues that need to be identified include

the scope of laws and regulations that may impact what the organization does. This

involves everything from federal laws regulating the industry and the employment

relationship to local zoning ordinances that may affect the size, scope, and location of

operation.

The technological sector of the environment involves looking at automation

processes, new materials, and techniques for producing goods and services, and

improved product and special features. It also involves an assessment of how to obtain

new technology and the decision as to whether the organization wants to pioneer new

technology or allow others to do so and then attempt copy it.

Analyzing market trends involves examining who existing customers are, their needs

and wants, and how well satisfied they are. It also involves looking at potential

customers who don’t utilize the products of service and determining how existing

products and services can be adopted or modified to address the needs of different

target groups of customers and developing strategies to increase the rate or level of

usage by current customers.

Analyzing economic trends involves forecasting the condition and direction of the

national and local economy. Interest rates, levels of inflation and unemployment,

international exchange rates, fiscal and monetary policy, and levels of GNP and

economic growth clearly will impact what an organization will be able to accomplish;

these need to be factored in to any assessment of future direction of the firm.

Management systems

Organization structure has a significant impact on how work is carried out, how

groups and departments interact with each other, and where accountability for

performance lies. Certain types of structures are most conductive to certain strategic

objective as well.

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Source: Draft R.L Organization Theory, 1998

Assessing power dynamics and politics allows an organization to see who really

controls what happens in an organization. Power is not necessarily related to

hierarchical position; those in low-level positions can often obtain significant amounts

of power and influence behaviors and activities of others in organizations. Politics is a

process by which people utilize the power they have in order to influence outcomes in

a manner that they desire.

Decision making processes can be a competitive advantage to an organization or a

weight that inhabits timely, effective action. In assessing decision making, one needs

to look at whether decisions are made by individuals or groups; who gets involved in

decision making; how information is collected, distributed, and made available to

which individuals in the organization.

An examination of the organization’s past strategy and performance is critical to

understanding its internal environment. By looking at past strategic initiatives and

measuring the organization’s success in meeting them, an organization can attempt to

determine how and why it was or was not successful in the past so analysis with the

past history of the organization is also very important.

Finally, it is critical to examine the organization’s work systems. Work systems

involve the design of jobs and allocation of responsibilities to assist an organization in

meeting its objectives. So organization must follow a work system which is

appropriate for it.

Step: 3- Establishing Goals and Objectives

Once the organization has established and articulated its

mission, assessed its external environment, and identified

internal resources and management systems that affect its

performance, it is then ready to establish its goals and

objectives for the next time period. Goals should be specific and measurable; in fact, at the

same time they are established, decision makers should also identify how performance

toward these goals will be measured and evaluated.

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Goals also need to be flexible. Because the whole process of setting goals involves dealing

with the future and anticipating what might or might not happen, realistic goals should not be

fixed in stone.

So when an Organization is going to set its goal and objectives, I must be very careful.

External and internal factors are influenced goals and objective easily. So make the goal and

objective very elastic.

Source: (Jeffrey A. Mello, 2007)

Step: 4- Setting strategy

Once goals have been defined, an organization is then ready to determine its strategy.

Strategy, very simple, is how the organization intends to achieve its goals. The means it will

use, the courses of action it will take, and how it will generally operate and compete

constitute the organization’s strategy. The strategic choices an organization makes then need

to be built-in into a general human resource strategy. This HR strategy will serve as a

framework by which the organization can develop a consistent and aligned set of practices,

policies, and programs that will allow employees to achieve the organization’s objectives. HR

strategy will serve to ensure a fit between corporate strategy and individual HR programs and

policies.

There are two types of Strategies:

Strategies

Corporate Strategy

Business Unit Strategy

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1. Corporate Strategy:

o Growth: The first strategy is growth; growth can allow an organization to reap the

benefits of economics of scale, to enhance its position in and to provide more

opportunities for professional development and advancement to its employees.

Growth can be practiced internally or externally.

Growth can be achieved internally by further penetrating existing markets, developing

new markets, or developing new products or services to sell in existing and/or new

markets.

HR Issues:

Adequate planning to ensure that new employees are hired and trained in a timely

manner to handle market demand.

Alerting current employees about promotion and development opportunities.

Ensuring that quality and performance standards are maintained during periods of

rapid growth.

o Stability: The second strategic HR issue involves the fact that mergers and

acquisitions usually result in the dismissal of employees. The second organizational

strategy involves stability or simply maintaining the status quo. An organization

pursuing this strategy may see very limited opportunities in its environment and

decide to continue operations as is.

HR Issues:

Critical decisions will need to be made concerning who will be retained and who

will be let go.

A well-developed retention program should be developed that is aware of all legal

obligations to employees that the organization might have.

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o Turnaround or Retrenchment: Here, the organization decides to downsize or

streamline its operations in an attempt to build up its basic competency.

HR Issues:

Cost Cutting.

Careful to hold to all laws that regulate the employment relationship in selection

of individuals to be terminate.

2. Business Unit Strategies:

o Cost Leadership: This type of organization would center its HR strategy around

short-term, rather than long-term, performance measures that focused on results.

Because efficiency is the norm, job assignments would be more specialized, but

employees might be cross-trained during slack or downtime periods.

HR Issues:

Developing incentives for employees to leave the organization.

Employees might be cross-trained during slack or downtime periods.

o Differentiation: An organization pursuing this strategy distinguishes its product or

service from those of competitors or, at least attempt to gain the loyalty of consumers

toward a particular brand.

HR Issues:

Organization offering incentives and compensation for creativity.

More on external hiring and recruiting individuals who bring a fresh, unique, outside

perspective to the organization rather than being bound by existing ways of doing

things.

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o Focus: An organization pursuing this strategy realizes that different segments of the

market have different needs and attempts to satisfy one particular group.

HR Issues:

Training and ensuring customer satisfaction

Attempts to hire employees who are part of the target market and as a result are

able to understand customers.

That is the overall idea process of Strategic Management. Here, basically focus on the steps

of Making Organizational Strategies and the factors that is influence this steps of making

Strategies.

Source: (Jeffrey A. Mello, 2007)

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Chapter 3

3 Organizational Profile

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3.1 VIYELLATEX Group:

VIYELLATEX group is a multi-faceted company

with concentration on composite textile and apparel

manufacturing in Bangladesh. VIYELLATEX Group

considers corporate sustainability as an important

edifice of its ethics. It gives special importance to all

its corporate sustainability activities. Besides, it values environmental protection and

conservation, and realizes that only by being responsible to nature can we truly be

responsible to the people and planet. Moreover, it considers corporate sustainability as an

investment for the future, both for business and nature.

VIYELLATEX Group has one of the best, dedicated and skilled workforces in the country.

Because: These are the people with the best talents, commitments, and expertise with the

blend of experience and enthusiasm. They work hard closely with stakeholders and are fully

committed to deliver the best results, ensuring their satisfaction underpinned by the

VIYELLATEX Values.

The Mission, Vision and Values of VIYELLATEX Group also indicate its success. .

Mission

To be the most regarded company by 2015

Vision

We strive to provide quality services on time, based on best practices for the satisfaction of

our Partners & Stakeholders. We foster friendly working environment through open

communication and mutual respect. We encourage initiative, innovation and teamwork.

Workers welfare and rights is our premier focus. We are committed for cleaner and greener

environment. We are driven by our responsibility to the society as a corporate body.

Values

Integrity, Fairness, Innovation, Environment, Commitment, Customer satisfaction

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Source: http://www.viyellatexgroup.com/

3.2 Industries & Companies of VIYELLATEX Group:

Over the last decade, VIYELLATEX has integrated its business into a complete composite

setup where production begins with the import of raw cotton. This cotton is converted to the

internationally branded apparels after undergoing the processes of knitting, dyeing, washing,

cutting, sewing and finishing. Apart from apparel and textile manufacturing, VIYELLATEX

Group has moved on to newer horizons in the form of logistics services, tea production and

very recently, the energy and engineering sector. At present, VIYELLATEX group comprises

of ten business units:

VIYELLATEX - Clothes and Textile Manufacturing

Interfab Shirt Manufacturing - Woven Apparel and Textile Manufacturing

Fashion Plastic & Packaging - Textile Accessories Manufacturing

Gothic Design - Fabric Printing and Embroidery

VIYELLATEX Spinning - Spinning Mill

Logistic Management Services - Warehouse Service Provider

Eco Couture – Knit Green Factory

Royal Valley Planters - Tea Manufacturing

Midland Power – Energy and Engineering

Ecofab – Woven Green Factory

Source: http://www.viyellatexgroup.com/

http://www.viyellatexgroup.com/












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3.3 VIYELLATEX Interfab Shirt Manufacturing Ltd:

VIYELLATEX Interfab Shirt Manufacturing Ltd (ISML) is the woven apparel business unit

of VIYELLATEX group. It started its journey back in 1998. ISML has a highly dynamic,

well trained, motivated and skilled workforce that meets the demands of its international

premium customers.

Source: (http://www.viyellatexgroup.com)

Customers of VIYELLATEX Interfab Shirt Manufacturing Limited:

Hugo Boss DKNY,

Esprit Olymp

Calvin Klein Tom Tailor

Tommy Hilfiger, ISML

M&S


Suppliers of VIYELLATEX Interfab Shirt Manufacturing Limited:

A & E Wendler





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Competitor of VIYELLATEX Interfab Shirt Manufacturing Limited:

Products of VIYELLATEX Interfab Shirt Manufacturing Limited:

Sleep wear Kids wear Casual knitwear Fashionable

Wear Formal Shirt

Sleep wear (Male, Female, Kids)

Kids wear (School Wear, T-Shirt, Polo Shirt, Shorts)

Casual knitwear ( Basic T-Shirt, Polo Shirt, Tang Top, Jogger, Hooded Jacket)

Fashionable Wear (Skirt, Gown)

Formal Shirt ( Full sleeve & half sleeve)

3.4 SWOT Analysis of VIYELLATE Interfab Shirt Manufacturing Ltd:

Strength: Weakness:

1. Labor Cost Low

2. To ensure the highest level of quality,

all products are manufactured using

technologically advanced machinery

imported from Europe and Asia.

3. 100% export-oriented organization

4. Successfully implanted its brand

name

5. Ethical Model Factory Project which

reduce the rate of injustice

1. Cost Increased of Raw Materials

2. Worker Salary Increase

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Opportunities: Threats:

1. High Demand of Product

2. Easy Differentiation

3. Available Materials

1. Leading Competitors

2. Labor Turnover

Furthermore, VISMl runs educational, social and free health care programs. It has also

attained TUV Certification, FLO Trade certificate and Tyser Risk Management for

Excellence in Safety over the years. It is also follows local laws in Bangladesh.

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Chapter 4

4 Findings and Analysis

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4.1 Findings:

From VIYELLATEX Interfab Shirt Manufacturing Limited we are basically find two things:

Process of Strategic Management of the Organization

HR Practices of Process of Strategic Management of the Organization.

Process of Strategic Management of VIYELLATE Interfab Shirt

Manufacturing Limited:

In this process VIYELLATEX follows five steps:

Step 1: Mission

Step 2: Environmental Analysis

Step 3: Internal Resources and Organizational Management

Step: 4: Goals and Objectives

Step 5: Strategies

VIYELLATEX Interfab Shirt Manufacturing Limited follow two types of Strategy:

a) Corporate Strategy

b) Business Unit Strategy

HR Policy of VIYELLATEX Interfab Shirt Manufacturing Limited:

1. Employee Relation and Talent Management

2. Compensation and Benefit

3. Training and Development

4. Support Service:

5. Monitoring

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Here we include some HR Policies of VIYELLATEX Interfab Shirt Manufacturing Limited

Others we will include in our Analysis Part.

4.2 Analysis:

Process of Strategic Management of VIYELLATEX Interfab Shirt

Manufacturing Limited

Mission:

Mission of VIYELLATEX Group: be the most regarded company by 2015. And as the part of

VIYELLATEX Group, VIYELLATEX Interfab Shirt Manufacturing Limited also follows

the same mission statement.

Environment Analysis:

a) Competitor: The Main competitors of VIYELLATEX Interfab Shirt

Manufacturing Limited are: Baximco Group in Bangladesh and Square Group in

Bangladesh. Both are the leading Company in our country.

b) Regulation: VIYELLATEX Interfab Shirt Manufacturing Limited strictly follows

the rules and regulations of Bangladesh Labor Law.

c) Technology: Now, VIYELLATEX Interfab Shirt Manufacturing Limited are using

some software for their Employees: They are:

SAP: It is used for Financial Data. Top management easily understands the debit and

credit of the organization through this software.

HR Portal: It is online based Software. It is used for Leave, Attendance

Calculation, and Apply for Sims Card, Mobile Bill, Mobile and Internet Application

Directly employees connect through internet to the supervisor. Employee can do these

types of tasks easily and this software helps to save the time of Employees.

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Employee comes late in the organization. He connects with Portal Software, tell his reason of

late, After improving the reason through boss, the boss will inform HR manager about the

employee and the reason of his coming late in the office. It’s a recent development of the

organization.

Moreover HR Portal is also used for Pay Slip. How much money the employee will get in this

month after all the deduction will be saved in HR Portal. An employee can easily see his Pay

Slip in the online through HR Portal.

Job Card: Job Card is used an Another Software if Interfab Shirt Manufacturing

Limited for coming inside or going outside from the organization. So that,

organization can easily understand when their employees come and go.

Malty Functional Printer: Scan, Photocopy and Print get the function together

and work together.

There is a limitation of pages for this Malty Functional Printer 200. And in this Malty

Functional Printer employee can see how much pages they are used for Scan, Photocopy and

Print out. In this way, the organization saves its assets from miss use. Here cost efficiency is

increased.

d) Market Trends: With the well trained, motivated and skilled workforce that meets

the demands of its international premium customers of VIYELLATEX. Interfab Shirt

Manufacturing Limited such as:

1. Hugo Boss,

2. Esprit,

3. Calvin Klein,

4. Tommy Hilfiger,

5. Olymp, and

6. Tom Tailor.

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Internal Resources:

Land,

Labor,

Capital

Machineries

The Ethical Model Factory project which show the way to over 10% increase in

efficiency and significant reductions in the rate of grievance among other benefits.

Goals and Objective:

The goal and objective of VIYELLATEX Interfab Shirt Manufacturing Limited:

Efficient man power in the organization

Most regarded company.

Strategies:

VIYELLATEX Interfab Shirt Manufacturing Limited: follows two types of Strategies:

a) Corporate Strategy: VIYELLATEX Interfab Shirt Manufacturing Limited follows

the growth Strategy in case of its Corporate Strategy. VIYELLATEX Interfab Shirt

Manufacturing Limited tries to gather the benefits of economics of scale: It

developing new product and services to sell in existing and new markets. Moreover,

this company provides more opportunities for its development and advancement to its

employees.

b) Business Unit Strategy: VIYELLATEX Interfab Shirt Manufacturing Limited

has intention to lower down production cost to compete in the market Means this

organization follows Cost Leadership Business Strategy. So, it is tried to produce a

quality product in a lower cost and it sells its product in a low price. Because,

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Consumer are price sensitive and most of the foreign country always tries to buy

product from Bangladeshi Garment Factory because here Labor Cost is very Low. As

a result VIYELLATEX Interfab Shirt Manufacturing Limited is very popular all over

the world.

HR Practices of Interfab Shirt Manufacturing Limited:

a) Employee Relation and Talent Management:

This HR Practice is highly used for the recruitment and selection process for choosing right

people in the right place.

For Workers:

When the organization wants to hire workers; they give a Notice in their Gate: “Kormo

Khali Ase”.

Workers that time can apply for the job.

Select the Worker who is Capable.

Provide Training if it is Essential.

For Management:

Written Exam on English and Math

Case Solve

Presentation

Viva

Selection

b) Training and Development: Organization gives training for:

For Using sing software properly.

When training is necessary to do a task.

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To cope up with the Factors of Internal Environment and Internal Environment.

c) Support Service:

The organization provides two types of Support:

Information Support: Gives Information about Customer, Competitor,

Supplier and Others

Technological Support: To ensure the highest level of quality, all products are

manufactured using technologically advanced machinery imported from

Europe and Asia and HR Offers Training when it is necessary.

d) Monitoring:

VIYELLATEX Interfab Shirt Manufacturing Limited use Balance Score Card to monitor the

activities of its workers and employees.

The balanced scorecard (BSC) is a strategy performance management tool - that can be used

by managers to keep track of the execution of activities by the workers within their control and

to monitor the consequences arising from these actions.

Source: (http://en.wikipedia.org/wiki/Balanced_scorecard)

e) HR Practices for Corporate Strategy:

Adequate Labor planning to ensure that new employees are hired and trained in a timely

manner to handle market demand.

Alerting current employees about promotion and development opportunities.

Ensuring Quality and Performance Standard of the product.

Use Technologies when necessary.

f) HR Practices for Business Strategy:

This organization retains the workers who are Cross Trained. Means employee have

multiple skills for doing different tasks.

http://en.wikipedia.org/wiki/Performance_management

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Developing incentives for the existing workers.

To ensure the highest level of quality all products are manufactured using

technologically advanced machinery imported from Europe and Asia and HR Offers.

Provide necessary training when necessary. Because some time hiring a new employee

is more expensive than give training to existing employee. As, Existing employee has

some idea regarding organization. So it’s better to retain existing employees.

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Chapter 5

5 Suggestion

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1. External Politics is a common problem in our country, which hampers productivity a

lot. That’s why VIYELLATEX Interfab Shirt Manufacturing Limited always need to

keeps a contingent plan for managing the political turbulence during their

productivity.

2. Inefficient works and Internal Conflict of Worker and Management also a great

problem now days that’s why we try to suggest that for handling an internal conflict

of worker VIYELLATEX Interfab Shirt Manufacturing Limited is introduced

grievances committee to solve this problem and they may arrange various situational

training program to increase the workers efficiency.

3. They should try to give online human resource facility to update their day to day

information.

4. As it is a garments industry in Gazipur, Sometimes labor tries to break law and try to

create dispute. That’s why our recommendation is HR intentionally turned down those

labors to solve this problem.

5. For maintaining core competencies they try to keep their resources VRIN. So that

competitor cannot easily imitate as because the increases of garments industry.

6. Promotional activities should be focused through print media and by establishing

outlets in Bangladesh.

7. Hire more HR associate in the Organization. It will make the task of HR easier. And

company can handle their Human Resources effectively and efficiently.

8. Company should increase other facilities of job satisfaction. So that, the company can

easily solves their turnover problems.

Reporting officers should be more cooperatives and friendly. And that’s why use the software

properly.

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Chapter 6

6 Conclusion & Reference

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VIYELLATEX Interfab Shirt Manufacturing Limited has one of the best, dedicated and

skilled workforces in the country. These are the people with the best talents, commitments,

and expertise with the blend of experience and enthusiasm. They work hard closely with

stakeholders and are fully committed to deliver the best results, ensuring their satisfaction

underpinned by the VIYELLATEX Interfab Shirt Manufacturing Limited Values. With its

state-of-the-art technology and a highly competent management team, the group has

successfully etched its brand name worldwide as a reliable manufacturer of apparel products.

That’s why VIYELLATEX Interfab Shirt Manufacturing Limited reach worldwide today.

In this report we are basically focus about Process of Strategic Management of

VIYELLATEX Interfab Shirt manufacturing Limited and its different HR Practices. We try

our best to cover each and every steps of Strategic Management Process of VIYELLATEX

Interfab Shirt Manufacturing Limited and its HR Practices in this term paper.

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References:

Md. Shahriar Kamal Choudhury, Executive of Talent Management, Employee Service

and Training-Development VIYELLATEX. Interfab Shirt manufacturing Limited.

Jeffrey A. Mello,2007, Strategic Human Resource Management, Second Edition,

Page: 105


http://en.wikipedia.org/wiki/Balanced_scorecard

Barney J.B, 1991, Firm Resources and Sustained Competitive Advantage, Journal of

Management, Page: 99-120

Seth. A. Ireland. R.D. and Hoskisson. 1994, Journal of Management Studies, 165-191

Cool k and Dierckz I., 1994, Advance in Strategic Management , 10A, Page: 35-44

South Western College Publishing , 1998, Draft R.L, Organizational Theory, 6th

edition, page: 200- 233


http://en.wikipedia.org/wiki/Balanced_scorecard

The Process of Strategic Management in Viyellatex Interfab Shirt Manufacturing Limited Bangladesh

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