A Presentation upon

KDS Group Ltd. is a renowned group in the world's fashion market.

the pioneer in the readymade garments manufacturing in Bangladesh
and one of the largest in the country.
KDS started its journey about 26 years ago on 11th September, 1983
naming KDS Garments Industry Limited.
It started its operation with only three or four hundred workforces
under a little tin shade premises.
With a dynamic and ambitious leadership of honorable Chairman and
Managing Director "Mr. Khalilur Rahman it expanded gradually over
the years.
The company is currently running more than 12 factories, using more
than 15.000 workforces and 8000 machines.

 1983: KDS Garments Industries Ltd. established its business.

1989: KY Steel established and being the first company in Asia with the latest
CVC technology.
1991: KDS Accessories started its business.
1994: KDS Poly established and also being the first.
2000: KDS Textile mill, a new generation textile mill in Bangladesh has
established.
2000: KYCR Coil Industries Ltd established.
2000: State-of-the Art Cold rolling Mill complex at Kumira has established.
2000 (July): Dominox Technologies Ltd. was formed on 20th July.
2000: (June 18th): KDS Logistics Ltd (KDSLL) started its operations.
2009: Opening a new branch of KDS Garments Division KDS Fashion House.

KDSs Mission
Delighting our customers.
Sustaining performance.
Achieving excellence in process and technology.
Building a culture of cost consciousness.
Leveraging through competent people.
Leadership through innovation.
Thrust in new Product Design.

KDSs Vision

"To become a globally preferred supplier of apparel solutions

upholding our social responsibility"

Of KDS

For financial support, KDS is involved with the following financial institutions:

Of KDS

 National Bank Limited,

Al-arafah Islami Bank Limited,
Social Investment Bank Ltd,
Progoti General Insurance Ltd,
Northern General Insurance
Ltd,

Of KDS

 Chittagong Stock Exchange Limited,

KDS Garment Industries Ltd,
HN Garments Ltd,
Moon Appeals,
Five Star Corporation,
Shafndhair Garments,
KHS Enterprise,
KS Appeals,
Super Dresses (pvt) Ltd,
KDS hi-tech garments (bd) Ltd,

 KDS Quilting,
KDS Washing Plant,
KDS Embroidery Plant,
KDS Fashion Complex Ltd,
KDS Logistic Ltd,

Of KDS

 KDS Poly Industries Ltd,

KDS Plastic Hanger Industries Ltd,
KDS Printing Industries Ltd,
KDS Label Printing Industries,
KDS Screen Printing Industries,
KDS Cotton Poly Thread Industries Ltd,
KDS Packaging Industries.

Of KDS

 Wall Mart - U.S.A. (Running),

Target - U.S.A. (Running),
The Walt Disney Company - U.S.A. (Under
Processing),
George - United Kingdom. (Running),
J C Penny - U.S.A. (Running),
H & M - Sweden (Running),
K - Mart & Sears - U.S.A. (Running),
Charming Shoppe - U.S.A. (Running),
Speedo - United Kingdom. (Ruining),
Tesco - United Kingdom. (Under Processing),

 Macy - U.S.A. (Under Processing),

Maxx - U.S.A. (Under Processing),
Texibo - Europe (Under Processing),
Contempo -U.S.A. (Under Processing),
Next Sourcing Ltd. - United Kingdom (Under
Processing),
Garan-U.S.A. (Running),
Wayloo - U.S.A. (Under Processing),
Ash - City - United Kingdom (Under Processing),
QVC - U.S.A. (Under Processing,
Li & Fung - Buying House,

Of KDS

 Men's wear and Boy's wear,

Women's wear,
Shirting and Underwear,
Sportswear and Work wear,
Circular knit Garments,
Flat knit Garments,
Foundation and Swimwear,
Children's Wear.

 Organizational behavior in management can be viewed as the

behavioral pattern of people in management; the manner and way
people interact within the Organization.
The management operates through the manager who exercises great
care in administering the resources of the Organization.
According to the Management guru Peter Drucker (1909 - 2005) the
basic task of management is marketing and innovation.
Frenchman Henri Fayol (1841 -1925) considers management to consist
of six functions, forecasting, planning, organizing, commanding,
coordinating, controlling.
Employee and customer satisfaction are the vital elements of an
organization to survive in the continuous changing world.
To function effectively, the organization must understand the culture
and the diversity of the employees.

Faced by modern managers in OB

 The manager is to involve all the staff members in the decision making
process and create friendly environment.
The manager must provide the opportunity to companys work force to
develop their knowledge and skills.
The employees must be involved in different task in order to build
confidence in their respective area.
The employees must be provided with complete information about how
to perform a task in a given time frame.
They must be allowed to work independently, be capable of making
decision.
The manager must give confidence to the employees to attend in higher
level meetings and tasks.
They should be provided opportunity to impact department or company
goals, priorities, and measurements

Of organizational change

 Uncertain economic scenario,

Globalization,
Government intervention,
Lack of natural resources,
Swift developments in new technology and the information age,
Quality assurance and high standards of customer satisfaction,
Increased flexibility in the structure of work organizations' patterns of
management,
The changing composition of staff.

Shown by the people of KDS

 Job-Lovers: Let's face it, we have people out there who love their jobs,
and that is the basic definition of a job-lover. Some people just fit in a
company or do not let things bother them or get to them. This helps a
great deal in developing a 'love' attitude with your job.
Job-Haters: On the other side of the coin, we have job-haters. No matter
what, these individuals simply do not like their jobs and probably never
will. Oddly enough, there are more reasons for people to not like their
jobs than to like them.
Job-Doers: These are the people in the middle. They show up, do their
job and are somewhat neutral about their feelings toward it. There is
nothing good or bad about these individuals - they simply believe a job is
a part of life and they just, well, do their job.

Of job attitude

 Job Satisfaction: How much satisfaction a person gets from doing their
job can directly relate to their attitude about it. Job satisfaction is a very
personal aspect of work as satisfaction, in many ways, reflects how the
person views their job and also the company. There are several
components that are associated with job satisfaction- recognition,
equitable compensation, ability to grow in the position and responsibility
commensurate with compensation.
Job Involvement: This aspect of attitudes relates to how engaged a
person is with doing their job and the level of enthusiasm they have for
doing it.
Employee Engagement: Employees not only show attitudes by how well
or how poorly they do their jobs but also by how engaged they are with
the company. Employee engagement is the degree to which an employee
is connected to all aspects of the company and works to help the
organization grow and reach its goals. This type of engagement is a
godsend for companies as it shows how involved the employee is beyond
just doing their job.

Used in KDS

 One-Dimensional model: The easiest way to measure job satisfaction is to

conduct a survey asking workers how satisfied they are with their jobs.
However, a person can be highly satisfied with one aspect of his job, such
as the pay and benefits, yet dissatisfied with another aspect, such as his
relationship with coworkers and supervisors. A simple model such as this
one is inadequate for drawing conclusions about issues of interest to
researchers.
Inputs and Outputs Model: Another model for measuring job satisfaction
is to compare the relationship between what a worker puts into a job and
what she gets out of it. For example, if a particular job requires inputs
such as an advanced degree, a long commute and a demanding schedule
yet provides inadequate outputs in terms of pay, prestige, benefits and
job security, the employee is likely to be dissatisfied. This model does
measure different aspects of job satisfaction, yet still combines them into
an overall picture that may not capture the distinction between intrinsic
and extrinsic factors.

Is expressed by employees in different ways

 Voice : Active and constructive attempts to improve conditions.

Loyalty : passively but optimistically waiting for conditions to
improve, including speaking up for the organization, trusting the
organization and its management to do the right thing.
Neglect : allowing conditions to worsen, including chronic
absenteeism or lateness, reduced effort, and increased error rate.
Exit : Dissatisfaction expressed through behavior directed towards
leaving the organization.

To understand the behavior of the people

 Openness to experience: Appreciation for art, emotion, adventure, unusual

ideas, curiosity, and variety of experience. Openness reflects the degree of
intellectual curiosity, creativity and a preference for novelty and variety a
person has. It is also described as the extent to which a person is imaginative or
independent.
Conscientiousness: A tendency to be organized and dependable, show selfdiscipline, act dutifully, aim for achievement, and prefer planned rather than
spontaneous behavior.
Extraversion: Energy, positive emotions, urgency, assertiveness, sociability and
the tendency to seek stimulation in the company of others, and talkativeness.
Agreeableness: A tendency to be compassionate and cooperative rather than
suspicious and antagonistic towards others. It is also a measure of one's
trusting and helpful nature, and whether a person is generally well tempered or
not.
Neuroticism: The tendency to experience unpleasant emotions easily, such as
anger, anxiety, depression, and vulnerability. Neuroticism also refers to the
degree of emotional stability and impulse control and is sometimes referred to
by its low pole, "emotional stability".

Managing organizational behavior is very important for any

company. Company's future depends on how its employees are
acting in their working place with their assigned tasks and duties.
Company who becomes successful in managing it properly grows
larger and larger with prosperity. KDS is a master in the Garments
industry of Bangladesh. It has many famous and renowned buyers
who gratefully depend on this company and trust it. Thus we have
many things to learn from this type of company, especially about
how to properly manage the organizational behavior. The little
companies who are the just the beginner into the market can take
lessons from KDS, so that they can avoid great mistakes and
losses and can smoothly advance forward in near future.