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Table of content

Contents Page no.

Introduction 02
Scope of the Study 03
Methodology of Data Collection 03
Limitation of the Study 03
Chapter: 01
1.1 Company Profile 04
1.2 History of the Company 05
1.3 Mission & Goals 08

1.4 Businesses & Products: 08

1.5 Company’s customers 08

1.6 Corporate Philosophy 09
1.7 Code of Business Principle 09
Chapter: 02
2.1 Overall activities and Job Division of the business 10

2.2 Business Units (Hanger Division) 11

2.3 Transaction Related Banks 12

2.4 CSD Activities & Performance 12
2.4.1 Organogram of CSD 13
2.4.2 Parts of CSD 14
2.4.3 Activities in Execution Section 14
2.4.4 Activities in Intelligence Section 17
Conclusion 19
Glossary 20
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Introduction

The following report describes the activities carried out during a 3 months full-time internship
at Bengal Plastics Ltd. (Sister Concern of Bengal Group of Industries). Bengal Group of
Industries is one of the leading conglomerates in Bangladesh. The company started operation
in 1969 by manufacturing plastic products with a single hand operated plastic injection
molding machine. Since then the organization is operating successfully and influencing the
economy of the country. I decided to complete my internship at this organization so that I can
expose my theoretical knowledge here and get practical experiences at an excellent and
friendly corporate environment.

The Document contains information about the organization and the responsibilities performed
throughout the period between May and July 2016. More than a plain account of tasks, the
objective of this text is to reflect upon the experiences collected during the internship from
the perspective of a BBA student major in Marketing.

The first part of the report offers an overview of the organization, followed by the working
plan initially agreed upon with the organization and approved by University of Barisal as a
suitable internship. Following, it proceeds to describe in some detail the most relevant
projects and duties carried out and their respective analysis. Finally, the report wraps-up with
a few closing remarks and conclusions from the experience.

So, the report has four main parts. First one is the introductory part. A brief description of the
organization and operations is included here. The second part is about the internship
activities. All the activities performed during the internship period and their respective
analyses are described at this part. Observation during the internship period and analysis of
the activities is described here in details. The next part is the survey on sales force
satisfaction and analysis. Finally the report is concluded with necessary documents and
information to understand the report.
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Scope of the Study:

The study focuses on the Customer Service department in Bengal Plastics Ltd. (Hanger
Division), its objectives, activities and importance in Bengal Plastics Ltd. Bangladesh is one
of the largest garment manufacturer and exporter in the world. Day by day demand of
Bangladeshi garment products are increasing globally. Besides garment industries are
developing worldwide. That’s why there is a good scope of exploration of this business &
this study will help the investor, manufacturer as well as learner.

Methodology of Data Collection:

I have used both primary and secondary data for preparing this report. But most of the data
are collected from primary source. I observed various activities of Customer Service
Department at Bengal Plastics Ltd. My practical experience in Bengal Plastics Ltd. was a
great source of information.

Primary source of Data

 Primary data is collected from different persons of the departments at Bengal Plastics
Ltd.
 Day to day desk job.
 Questionnaire

Secondary sources of Data

 Prospectus of Bengal Plastic Industries Ltd.

 Published journal and articles on plastics industries market in Bangladesh.
 Some of the data are collected from internet and newspaper.

Limitation of the study

Lack of time

Lack of time is one of the major limitations of the study. Because in this short time one intern
student had to both attend the office and also prepare the report. For the scarcity of time I
could not communicate largely with concern persons and authority, which would be very
helpful for preparing, the report could be made much more comprehensive.

Administrative secrecy

Another major problem is every private company maintains some secrecy of its all import
and export activities. The authority kept much information as secrete.

Unwilling to response

While communicating with responsive persons, most of them were very busy in their daily
work at that time. So they were not eager to answer my question and showed me many causes
to avoid me.
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Lack of adequate information

There was lack of necessary information what I needed. There was no previous study on
Customer Service Department of Bengal Plastics Ltd. (Hanger Division); I am the first one,
so I had to depend on primary data mostly. Some of the data about the organization was
available on its website but most of the report is based on primary data collected throughout
the internship period.

Chapter 01: Literature Review

Employee Satisfaction or Job Satisfaction has been a very important element to marketing
over decades. The concept of job satisfaction has been developed in many ways by many
different researchers and practitioners. One of the most widely used definitions in
organizational research is that of Locke (1976), who defines job satisfaction as "a pleasurable
or positive emotional state resulting from the appraisal of one's job or job experiences"
(p. 1304). Others have defined it as simply how content an individual is with his or her job;
whether he or she likes the job or not. It is assessed at both the global level (whether or not
the individual is satisfied with the job overall), or at the facet level (whether or not the
individual is satisfied with different aspects of the job).

Spector (1997) lists 14 common facets: Appreciation, Communication, Coworkers, Fringe

benefits, Job conditions, Nature of the work, Organization, Personal growth, Policies and
procedures, Promotion opportunities, Recognition, Security, and Supervision.

Hulin and Judge (2003) gave a more recent definition of the concept of job satisfaction. He
noted that job satisfaction includes multidimensional psychological responses to an
individual's job, and that these personal responses have cognitive (evaluative), affective (or
emotional), and behavioral components. Job satisfaction scales vary in the extent to which
they assess the affective feelings about the job or the cognitive assessment of the job.

A study titled "Analysis of Factors Affecting Job Satisfaction of the Employees in Public and
Private Sector"; in India concluded that in India Employees tend to love their job if they get
what they believe is an important attribute of a good job.

Edwin A. Locke (1976) developed a job satisfaction model. The main premise of this theory
is that satisfaction is determined by a discrepancy between what one wants in a job and what
one has in a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes
when expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn’t value that facet.

Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997, developed a model
named Core Self-evaluations Model. This model states that higher levels of self-esteem (the
value one places on his/her self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control (believing
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one has control over her\his own life, as opposed to outside forces having control) leads to
higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

Vroom defines job satisfaction as affective orientations on the part of individuals toward
work roles which they are presently occupying (Vroom, 1964). Job satisfaction represents a
combination of positive or negative feelings that workers have towards their work.
Meanwhile, when a worker employed in a business organization, brings with it the needs,
desires and experiences which determinates expectations that he has dismissed. Job
satisfaction represents the extent to which expectations are and match the real awards. Job
satisfaction is closely linked to that individual's behavior in the work place (Davis et al.,
1985). Job satisfaction has been explored in the context of wide range of occupations ranging
from nursing and engineering to teaching and sales (Bacharach, Bamberger and Conley,
1991; Sharma, 2006; Babakus et al., 1996).

Frederick Herzberg’s two-factor theory (also known as motivator-hygiene theory) attempts

to explain satisfaction and motivation in the workplace. This theory states that satisfaction
and dissatisfaction are driven by different factors – motivation and hygiene factors,
respectively. An employee’s motivation to work is continually related to job satisfaction of a
subordinate. Motivation can be seen as an inner force that drives individuals to attain
personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating
factors are those aspects of the job that make people want to perform, and provide people
with satisfaction, for example achievement in work, recognition, promotion opportunities.
These motivating factors are considered to be intrinsic to the job, or the work carried out.
Hygiene factors include aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.

While Herzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that Herzberg's
original formulation of the model may have been a methodological artifact. Furthermore, the
theory does not consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors. Finally, the model has
been criticized in that it does not specify how motivating/hygiene factors are to be measured

Job satisfaction or employee satisfaction has been defined in many different ways. Some
believe it is simply how content an individual is with his or her job, in other words, whether
or not they like the job or individual aspects or facets of jobs, such as nature of work or
supervision. Others believe it is not as simplistic as this definition suggests and instead that
multidimensional psychological responses to one's job are involved. Researchers have also
noted that job satisfaction measures vary in the extent to which they measure feelings about
the job (affective job satisfaction) or cognitions about the job (cognitive job satisfaction)

The majority of job satisfaction measures are self-reports and based on multi-item scales.
Several measures have been developed over the years, although they vary in terms of how
carefully and distinctively they are conceptualized with respect to affective or cognitive job
satisfaction. They also vary in terms of the extent and rigor of their psychometric validation.
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Salespersons are organizational employees or agents who work in the sales function and use
personal communication to inform, persuade and build relations with prospects, clients and
customers with the aim of convincing them to purchase the firm’s products and services.
Millions of people are engaged in personal selling for firms and organizations globally.
Salespersons contribute to their organizations by bringing in revenue. They represent the
company in public and manage the firm-customer relationship. So my aim was to measure
the sales-force job satisfaction of Bengal Plastic Ltd.

Chapter: 02

1.1 Company Profile:

Name : Bengal Group of Industries

Logo :

Slogan : Where Quality Matters

Established In : 1969

Head Office : Dhaka

Employees in CSD
(Hanger Division) : 11

Industry : Plastic Manufacturer

Major Units : Garments Hanger

Mode of Business : Business to Business

Business Based : Manufacturer and Exporters

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1.2 History of the Company:

1969
Started operation with a single hand operated plastic injection molding machine in a rented
premise in the old Dhaka by Morshed Alam.

1971
After independence of Bangladesh in 1971, started full pledged production of Jute & Textile
Spare Parts, which were used to import from India and Europe.

1978
Started manufacturing household utensils such as plastic Jug, plate and other plastic domestic
wares.

1980
Bengal Adhesive and Chemical Products manufacture adhesives for various industrial usages
such as wooden furniture industry, shoe industry, lather industry and others.

1981
Registered Bengal Plastic Industries Ltd. as limited company with the Joint Stock Company,
Dhaka, Bangladesh.

1991
Introduced Plastic Apparel Hangers in Bangladesh for 100% export oriented garment
industries for exporting to the U.S.A and the EU.

1993
Approved by Coca-Cola Export Corporation, Atlanta, Georgia, USA to manufacture Molded
Bottle Crates for Coca-Cola for the territory of Bangladesh.

1994
Became the licensee manufacturer of Batts Inc., Michigan, USA, which later acquired by
A&E Products Group LP-a TYCO International Limited Company.
A&E Products Group is the largest apparel hanger manufacturer in the world with more than
50 distribution centers in over 28 countries

1995
Bengal Overseas Corporation Ltd., - imports and exports various products to/from
Bangladesh. It is now successfully representing leading global industrial brands in
Bangladesh, such as Rinnai Japan, Cornelious UK, Crown Cork & Seal USA, Videojet USA,
and Linnex USA.

1998
Became the licensee of Scheoller Wavin System, Germany- the leading manufacturer and
designer of Bottle Crates for Coca-Cola, Pepsi-Cola and other major soft drinks with
licensees and production partners in more than 50 countries in the world.

Founder Chairman- Morshed Alam awarded CIP (Commercially Important Person) by the
Government of Bangladesh (GOB) for his contribution in the economy.
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1999
Grew up as the largest plastic processing plant in Bangladesh with 72 Injection Molding
Machines capacity from 250 tons to 1600 tons consuming more than 250 tons of raw
materials each day.

Initiated an expansion plan of US $5 million for installing the single largest production
facility at Zerabo, Savar, Dhaka - 15 km away from the Dhaka International Airport with 20
acres of land area and 120,000 square feet of production area along with 36 units of Injection
Molding Machines, 4 film extruder machines, a set of printing and converting machines for
manufacturing garment hangers, poly bags, packaging tapes, and strapping bands. The plant
is completed on April 2000.

2000
Acquired a Chinese plastic factory (Build-up Plastics BD Ltd.) with 12 injection molding
machines in Dhaka Export Processing Zone, Bangladesh for a price of US $2 million, later
named as Bengal Build-up BD Ltd.

Mr. Jashim Uddin, Director of the Company awarded CIP (Commercially Important Person)
by the Government of Bangladesh (GOB)

2001
Power Utility Bangladesh Ltd.- an energy company to contribute in the power sector to meet
the country's fastest growing demand for electricity by installing power plants at strategic
locations in Bangladesh.

2002
Bengal Poly & Paper Sack Ltd. - PP Woven Sacks manufacturing industry at Tongi, Gazipur,
Bangladesh with a capacity to produce 200,000 woven sacks of different types. The company
is meeting the demand of cement industries, fertilizer industries, and poultry/fish feed
industries by supplying quality woven sacks.

Bengal Plastic Industries Ltd. received ISO 9001:2000 certification for quality management
system and ISO 14001 certification for environmental system. Bengal Plastic is the only
company in Bangladesh having both the certifications.

2003
Added Molded Furniture in the production fleet by manufacturing 12 different types of
plastic chairs, 4 types of plastic tables, and other large molded products.

Bengal Corrugated Carton Industries Ltd.- a packaging unit to produce corrugated cartons to
supply to the entire Group companies with a capacity of 50,000 pieces of cartons of different
sizes each day. Now, it is fulfilling all the demand of our entire sister companies.

2004
Acquired Rahmania Biscuits & Bread Industries Ltd. a biscuits making factory located at
Noakhali, Bangladesh. The plant is capable of making soft biscuits with a capacity of 500 kg
per hour. Later named as Romania Food & Beverage Ltd.

Hamilton Metal Corporation Ltd.- manufacturer of metal hooks and clips for apparel hangers
of other Group companies. The plant is installed with four bending and forming machines
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with a fully automatic electroplating line. Installed capacity to produce 500,000 pieces of
metal hooks and 800,000 pieces of metal clips per day.

2005
Acquired Polycord Ltd.- a flexible packaging unit at Savar, Dhaka producing various
packaging materials for food & beverage, pharmaceutical, detergent, and others industries.

Bengal Windsor Thermoplastics Ltd.- an injection-molding unit at Dhaka Export Processing

Zone received ISO 9001:2000 certification for quality management system (QMS).

2006
Bengal Concept & Holdings Ltd. initiated 20-storied Bengal Tower at Motijheel- the
financial hub in Dhaka City with a land area of 12,000 square feet and total caste area of
184,000 square feet including three basements car parking.

2007
Acquired National Television Ltd., (RTV) - a Bengali satellite television station broadcasting
24 hours news and programs contents with a foot print in Asia, Middle East, Australia and
New Zealand. It is also distributed in the USA on Dish Network at channel 805.

2008
Bengal Plastic Industries Ltd., received DHL-Daily Star Award-

Bengal Polymer Wares Ltd. received ISO 9001:2008 and ISO 14001:2004 certification for
quality management system and environmental system certifications.

2009
Bengal Plastic Industries Ltd. received National Export Trophy (Gold) for 2007-2008.

Bengal Polymer Wares Ltd. re-launched House ware products in the name of Bengal brand
with 160 SKUs in 17 different categories. The products are distributed all over the country
through more than 200 distributors and exporting to India, Myanmar, Canada, UAE, EU, and
USA

2010
Bengal Group has received Superbrands Award for outstanding performance. Superbrands is
an independent arbiter of branding. It promotes the discipline of branding and pays tributes to
exceptional brands around the world.

Romania Food & Beverage received ISO 22000 certification for food safety management
system.

2011
Bengal Plastic Pipes Ltd.- to produce various sizes uPVC & HDPE pipes and uPVC door and
door profile started commercial operation in April 2011.

2012
Acquired Xenergeia International Limited which later on renamed to Bengal Renewable
Energy Limited.
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2013
Bengal Windsor Thermoplastics Ltd. listed to the Dhaka Stock Exchange and Chittagong
Stock Exchange as a public limited company under the Securities and Exchange Commission
(Amendment) act, 2012.

Bengal Hotels & Resorts Limited : Bengal Group of Industries and Swissôtel Hotels &
Resorts has signed agreement to establish a hotel named ‘The Swissôtel Dhaka’.

Designer Washing & Dyeing Ltd. incorporated in this year.

2014
Designer Jeans Ltd. a company of Bengal Group started large scale expunction. Bengal
Cement Limited incorporated.

2015
Incorporated Bengal Melamine Ltd., Hamilton Mold & Engineering Ltd., Bengal Retails
Ltd., Linnex Electronics Bangladesh Ltd.

Bengal Plastics Limited issued commercial papers for short term financing and successfully
repaid its liability accordingly.

1.3 Mission & Goals:

Mission of the Organization: Our mission is to strive continuously to exceed customers’

expectations for achieving unlimited excellence by providing greater value to our customers
than our competitors.

Goal of the Organization: Our goal is to be the best company in our industry and it is our
policy to deliver total quality goods and services to all of our customers. We accomplish this
by adopting a set of quality policy throughout the organization.

1.4 Businesses & Products:

Businesses:

Main businesses of Bengal Group of Industries are-

 Bengal Plastics Ltd

 Bengal Polymer Wares Ltd
 Bengal Plastic Pipes Ltd
 Bengal Poly & Paper Sack Ltd
 Bengal Windsor thermoplastics Ltd
 Bengal Adhesives & Chemical Prod. Ltd
 Bengal Corrugated Carton Industries Ltd.
 Bengal Overseas Corporation Ltd
 Bengal Concept & Holdings Ltd
 Romania Food & Beverage Ltd
 Hamilton Metal Corp. Ltd
 Power Utility Bangladesh Ltd
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Products:

Products of Bengal Group are-

 Garment Hangers
 Plastic House ware
 Plastic container
 Plastic furniture
 Plastic pallets
 Stationary
 Gum tape & Glue
 Corrugated carton
 Woven bags
 Flexible packaging
 Food & beverage
 Mattress, foam and adhesive
 Upvc pipes and fittings
 Upvc door & door profile

1.5 Company’s customers:

Bengal Plastics Ltd. (Hanger Division) has customers both in the country and outside of the
country. Hanger Division of Bengal Plastics Ltd. operates Business-to-Business (B 2 B)
transactions. It operates two types of transaction- Direct Export and to export oriented
Garments. It is mainly RMG Accessories manufacturer and exporter. It is a 100% export
oriented division. But they operate the business in two ways:

 Direct Export
 Export Oriented

1.6 Corporate Philosophy:

Bengal Plastics Ltd. is a centralized and formalized organization. It believes in 1969, a

history of creation and challenge took its first step with the incorporation of Bengal Plastic
Industries. Over the years, Bengal Plastic has made a remarkable advancement with a
progressive spirit of challenge by producing import-substituting products that have been
contributing a great deal in foreign currency savings.

Riding the wheels of difficulty over the past several years, Bengal Plastics has taken a firm
root, growing into, what it is today. All achievements are the rewards for the sweat, shed by a
highly motivated and loyal team of professional, working round-the-clock, hand-in-hand at
the organization. It’s only the Bengal Plastics family members who have made utmost efforts
to overcome adverse environments and hardship to ensure customers’ satisfaction.

The company’s positive business philosophy is to fulfill and discharge its prime
responsibility to the community and environment, through the development of its members’
creativity and self-innovation.
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Based on such proud tradition, built around spirit, sweat and drive, Bengal Plastics is
preparing itself to make a bold jump towards opening of a new era of creativity to meet the
challenges of the new millennium.

Bengal Plastics Ltd. is committed to environmental excellence, instilling high environmental

values in all employees and maintaining good corporate citizenship in the communities in
which it operates. Bengal Plastic’s all units are responsible for complying with environmental
laws and regulations applicable to their facilities and operating in a manner that conserves
natural resources and protects the environment.

Bengal Plastic’s commitment to act with Integrity, Excellence, Teamwork and Accountability
contributes to its employees being good citizens and socially responsible in the communities
they reside. They strive to enhance the well being of their communities by respecting the
diversity of people and cultures.

Its employees play a vital role in ensuring the success of its daily business activities. Every
employee, manager and director throughout the organization is expected to adhere to their
core values of Integrity, Teamwork, Excellence and Accountability. These values are also the
basis on which they build the trust and integrity that will allow their businesses to continue to
succeed.

1.7 Code of Business Principle:

Bengal Plastics Ltd. is an equal opportunity employer and safe guards the rights of-

 Gender
 Religion
 Race

Encourage Employees on the basis of:

 Education
 Experience
 Professionalism

The Company does not discriminate on the basis of:

 Color
 Religion
 Race
 Ethnic Values
 Gender
 Cost
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Chapter: 03

2.1 Overall activities and Job Division of the business:

A business organization has different departments to operate the whole process of the
business. They are quite same in different organizations. Sales, Accounts, CSD, Commercial,
IT, HRM, Production etc. are common departments in organizations. These departments are
interrelated to one another. One department is depended to another. For an example, CSD or
Commercial department depend on accounts for payment related issues. Similarly they
depend on IT department for technology and machineries.

Every department in an organization is assigned to perform different job. At Bengal Plastics

Ltd. departments related to Hanger business perform the following tasks separately.

Sales

1. Order collection
2. LC Collection
3. UD Collection
4. Acceptance Collection
5. Follow-up with the concerned factories for goods distribution.
6. Time to time involvement regarding Maturity & Payment collection, if requires.

CSD

1. Executing all the Sales related Documents

2. Collecting Management Approval on different documents
3. Generating different types of Reports
4. Handling some Special Assignments
5. Data entry
6. Coordinating with Sales, Commercial, Accounts, Production, Delivery, IT & other related
departments based on requirements.
Factory

1. Production
2. Stock Maintenance of;
i. Raw Material (RM)
ii. Finished Goods (FG)
iii. Un-finished Goods (UG)
3. Goods Distribution with Challan
4. Original Receiving Challan collection from the Transport dealer, Customer etc.
5. Original Receiving Challan provides to CSD for Acceptances purpose.
6. Investigate against any claim of Replacement &/or Short delivery.
7. Re-cycling the wastage of Raw Materials.

Commercial

1. UP adjustment against received UD/IP

2. Executing Documents for Acceptance against received BB L/C & TT/DD
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3. Submits Documents with Acceptances to the concerned Bank for Maturity Date.
4. Bank Reference Letter Collection against submitted Documents about Maturity Date.
5. Maturity Date collection against Bank Reference Letter for Payment realization.
6. Payment Realization against received Maturity Date as well as TT/DD.

Accounts

1. Payment Realization
2. Raw Materials Record (RM received record, RM utilization record, RM finished/unfinished
record etc.)
3. Stocks Record.

2.2 Business Units (Hanger Division):

Bengal Plastics Ltd. has four business units or factories to produce Hanger and Sizer. Each of the
units produces different model of Hanger and Sizer. They use different materials too. Different
materials used by factories are:

a. PP (Poly Propylene)
b. PS (Polystyrene)

As products made of different raw material are different in qualities too, customers define specific
materials used to produce their Hangers and Sizers. So we need to deliver the production order to a
specific business unit describing particular model and raw material according to customer order.

Four business units related to Hanger Production are:

a. BENGAL PLASTICS LTD.

b. BENGAL PLASTICS LTD.UNIT-3
c. BENGAL WINDSOR THERMOPLASTICS LTD.
d. BENGAL PETROCHEM & SYNTHETIC TEXTILES LTD.

2.3 Transaction Related Banks:

Two types of bank are related to any business transaction. They are:

1. Advising Bank only for BB L/C.

2. Negotiation Bank / Lien Bank for BB L/C &/or TT/DD

Bengal Plastics Ltd. (Hanger Division) is a 100% export oriented company. It manufactures and
exports garments hangers and accessories to foreign buyers. Besides direct export they also sell to
local export oriented garment with valid UD. Bengal basically sells by BTB L/C, TT/DD & Sales
Contract. So, an Advising Bank and a Negotiation Bank is necessary for the transaction. Advising
Bank usually deals with the BTB L/C to update the Negotiating Bank and Negotiation Bank deals
with the payments against both BTB L/C, TT/DD & Sales Contract.

2.4 CSD Activities & Performance:

Customer Service Department (CSD) is the most crucial and responsible department in any
organization. In Bengal Plastics Ltd. CSD performs varieties of jobs and operates sales and
customer related issues too.
 P a g e | 15

2.4.1 Organogram of CSD:

Special Assignment

1. Challan collection against

Complete Delivery
consignment(s).
2. Pending Document collection
against Complete Delivery
Customer Service Dept consignment(s).

Execution Wing Intelligence Wing

Report Generating:
1. Production achievement of factories
Executing the Sales related documents, like: 2. Order Revenue Status on monthly basis
1. SRF Issue 3. Acceptance status against Complete Delivery
2. OC/CP/PI/SC Issue Consignment.
3. Sales Commission Sheet Issue, if requires 4. Document status against LC on Complete
4. MRF Issue Delivery Consignment or/& Incomplete
5. MA Issue Delivery Consignment.
6. Forward the replacement claims to Production
Daily Routine Job:
Units for RRF with IR
1. Order details based on issued OC/CP/PI/SC
2. MRF details based on credit supply
3. Documentary details based on received LC
4. UD/IP details based on received record
Management Approval Collection: 5. Delivery details based on Daily Delivery
1. SRF (if requires) Report.
2. MRF 6. RRF statement based on replacement claim
3. MA 7. RRF details against IR report & replacement
4. RRF, after receiving the IR report from the quantity
Production Unit 8. Acceptance details against received record
5. Commission Sheet, if requires 9. BOE details against Complete Delivery
6. Amendment regarding any CP/PI/SC. Consignment.
10. Bank reference details against Bank
Reference Numbers & Date
11. Maturity details against received record
Coordination Job 12. Payment details against realization
1. SRF – to Factory & Sales Person if requires after
approval Coordination Job
2. OC/CP/PI/SC – to Sales Persons as per Account
1. Production Units for;
Holder
i. Daily Production reports and present Stock
3. MRF – to Factory, Accounts, Sales after
status of UG and FG for Management
approval
reporting
4. MA – to Factory, Commercial, Sales & Accounts
ii. Original Receiving challan copies against
after approval
Complete Delivery Consignments.
5. RRF – to Sales, Accounts and Factory
2. Commercial Dept for;
6. Commission sheets – to Sales after approval
i. Pending Document against Complete
7. IT department for any edit issue on Executed
Delivery Consignment.
Document(s) in software
ii. Updating the Handed over Complete
8. Accounts Department for DO against SRF, MRF,
Documents to Sales Team for Acceptances.
MA, MR and RRF
3. Sales Dept for;
i. Handover Complete Documents for
Acceptance collection / Customs
Figure 2.1: Organogram Formalities.
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2.4.2 Parts of CSD:

Two separate team work within customer service department to effectively operate and
maximize the excellence. They are:

1. Execution Section
2. Intelligence Section

These two parts are assigned with different tasks separately but very intimate and interrelated to one
another.

1. Execution Section:

Execution team operates and executes customer order and the whole process. They execute
and circulate sample order, OC, PI, MA, MRF etc. and give feedback to the customer time to
time. The team always tries to satisfy customers by providing them the best support.

2. Intelligence Section:

The job of intelligence team is more crucial. It monitors the whole process of executing SRF,
OC/CP, PI, MA, MRF etc time to time and report to the management. If there is any problem
or difficulties arises to operate those jobs, intelligence team solves them and helps the
execution section. They contact IT and other departments and the management to solve any
difficulties. The main job of intelligence section is to report management time to time.

2.4.3 Activities in Execution Section:

Executives in this section perform basically three types of job to fulfill the customer satisfaction using
Enterprise Resource Planning (ERP) software.

a. Executing the Sales related documents

b. Management Approval Collection
c. Coordination Job.

a. Executing the Sales related issues:

Execution Section executes all the processes from the order collection to the final delivery of the
products including-

 SRF Issue
 OC/CP/PI Issue
 MRF Issue
 MA Issue
 Forward the replacement claims to Production Units for RRF with IR

b. Management Approval Collection

Sometimes management approval is needed to operate some activities. Execution section collects that
approval from the management due to limitation of certain quantity(s) before providing the samples to
 P a g e | 17

the customer. Besides for MA, MRF and RRF management approval is needed. This team collects
management approval for:

 SRF (if requires)

 MRF
 MA
 RRF, after receiving IR report from the Production Unit
 Amendment regarding any CP/PI/SC.

c. Coordination Job:

Execution section coordinates and circulates documents to different departments and persons.

 OC/CP/PI/SC – to salespersons as per account

 MRF – to factory, accounts, sales after approval
 MA – to factory, commercial, accounts, sales after approval
 SRF – to factory& sales if requires after approval
 RRF – to sales, accounts and factory
 IT department for any edit issue of software
 Accounts department for DO against MRF, MA, MR and RRF

2.4.3.1 Enterprise Resource Planning (ERP)

Enterprise Resource Planning (ERP) is a category of business management software that an

organization can use to collect, store, manage and interpret data from many business activities.
Basically it is a suite of integrated applications. An organization can conduct a wide range of activities
using ERP including:

 Product planning, Purchase

 Manufacturing or Service Delivery
 Marketing and Sales
 Inventory Management
 Shipping and Payment.

ERP provides an integrated view of core business processes, often in real-time, using common
database maintained by a database management system. The application that make up the system
share data across various departments like manufacturing, purchase, sales and marketing, accounts
etc. that provide the data.

The ERP system is considered a vital organizational tool because it integrates varied organizational
systems and facilitates error-free transactions and production.

2.4.3.2 Execution using ERP:

At Bengal Plastics Ltd. (Hanger Division) they use ERP software to Execute and operate all activities.
A detailed description of all activities performed by execution section using ERP is provided below.
Customer Service Department directly deals with the customer. So they try to satisfy the customers
and provide them any kind of information and document.
 P a g e | 18

 Sample Requisition Form & Posting (SRF):

The customers often like to check the products quality before purchasing. As Bengal Plastics is one of
the largest Hanger producers in the country and it has many loyal customers, it fulfills the demand of
the customer and provide sample if necessary before transaction and it is totally free of cost. When the
customer requires sample executives need to issue Sample Requisition Form (SRF). After completing
the SRF they post it first at ERP.

 Order Confirmation (OC):

Bengal Plastics believes that the customers are always king. They often provide an Order
Confirmation Form briefly just indicating the model number, color or raw materials with price.
Customer Service executives analyze the order and prepare a detail work order defining all detail
descriptions about the product and price.

 Proforma Invoice (PI):

Proforma Invoice is an agreement paper to open BB L/C or confirmation for Payments by TT/DD,
where all the terms & conditions based on banking rules should be mentioned in the clauses.

An OC can be converted to PI after getting confirmation from the customer & accordingly the
customer also can open a BB L/C or clear their payment by TT/DD after receiving a PI from the
beneficiary.

 Cash Sales:

Besides BB L/C &/or TT/DD sometimes customers want to buy the products in cash. As the
organization provides all facilities to the customers, they agree to sell the product with cash payment.
To sell products in cash a Bill of Order is prepared first to start the transaction. So the Customer
Service Department prepares a Bill and provides it to the customer accordingly. After Bank
Submission and Cash Payment, consigning bank of Bengal Plastics confirms the payment. Then
Customer Service Department posts a Delivery Order and provides a Cash Invoice to the customers.

 Sales Contract:

Sales Contract is another way of transaction in Bengal Plastics Ltd. Sometimes the customers do not
want to involve the Bank directly to the transaction because of minimization of cost or anything else.
So they want to make a contract directly with the organization rather than opening a L/C. So
Customer Service Department provides them the facility and prepares a Sales Contract. According to
the Sales Contract the customer will pay full amount of money after completion of the delivery.

By using Sales Contract a transaction can be completed without the direct involvement of the Bank
but transaction based on Sales Contract is risky sometimes if the customer is new or not trustworthy.

 Management Requisition Form (MRF):

Management Requisition form is issued & collected Management Approval by CSD executives for
urgent delivery without BB L/C &/or TT/DD. Because, sometimes customer can not open the BB L/C
on time, where as they need a part quantity or full quantity goods on urgent basis. They promise to
open the BB L/C as soon as possible. If the customer is loyal and trustworthy the organization
provides them extra facilities and delivers the required quantity of the product without a L/C. But to
execute this requisition CSD need management permission or approval. After getting the approval
from the management it provides necessary documents to the factory to deliver the required quantity
of the product to the customer.
 P a g e | 19

 Management Approval for Urgent Delivery without UD/IP (MA):

As like MRF CSD executives need to collect management approval on MA also. Management
Approval is required to supply the goods without Utilization Declaration (UD) / Import Permission
(IP).

Sometimes due to some reasons customer cannot provide their UD/IP on time but they request to
supply the goods on urgent basis. If the customer is loyal and trustworthy the company provides the
product without UD/IP against a deadline as per Customer’s requisition. CSD executive collects MA
approval from the Top Management and circulate the necessary document to the concern Dept &
persons for delivery of the goods.

 Replacement Requisition Form (RRF):

If, customer claims for any replacement or short supply of the delivered goods due to reject, broken,
wrong supply etc. Bengal Plastics provides the facility of replacement after inspection. CSD forwards
the claim message to the concerned Production Unit for investigation & collection of the goods
against claims and RRF document with proper Inspection Report (IR) for Management Approval as
Corrective action.

After taking the Management Approval, CSD team circulates the approved RRF copy to the
concerned Dept & Unit for Delivery & Preventive action by keeping the Compliance Dept on loop.

2.4.4 Activities in Intelligence Section:

Intelligence section is a wide range of tasks about preparing and reporting to the Top Management
regularly. This section is responsible basically for Report Generating, Special Assignments from the
management, Data Entry on a daily basis and Coordination of different tasks among all the units and
departments. Main tasks and duties performed by this section are as follows:

Report Generating:

1. Production achievement of factories

2. Order Revenue Status on monthly wise
3. Acceptance status against CDD
4. Document status against BB L/C on CDD or ICD

Special Assignment:

1. Original Receiving Challan collection against CDD consignment(s).

2. Pending Document collection against CDD consignment(s).

Daily Routine Job:

1. Order details based on issued OC/CP/PI/SC

2. MRF details based on credit supply
3. Documentary details based on received LC
4. UD details based on received record
5. Delivery details based on daily delivery report.
6. RRF statement based on replacement claim
7. RRF details against IR report & replacement quantity
8. Acceptance details against received record
 P a g e | 20

9. BOE details against CDD

10. Bank reference details against Bank reference numbers
11. Maturity details against received record
12. Payment details against realization
13. Commission statement against endorsement

Coordination Job of Intelligence Section:

1. Production units for daily production reports and present Stock status of UG and FG for
analyzing the achievement of production as well as to report it to the Top Management.
2. Summarizing the total Sale Revenue Reports against confirmed orders based on Calendar Year
as well as Financial Year to generate reports to the Top Management.
3. Production Units for Original Receiving challan copies & Commercial Dept for none issue
Document for Acceptances against CDD consignments.
4. Generates a monthly report of pending Acceptances on issued Documents against both CDD &
ICD consignments to update our Top Management.

2.4.4.1 Internship Activities in Intelligence Section:

 Challan Collection & Circulation:

One of the major tasks of intelligence section is collecting and circulating challan. On the basis of
CDD this section claims for challan to the factory. Received challan get verified and attached with
documents received from the commercial department and sent to the salespersons as per account.

 Maturity Details:

When opening BB L/C &/or TT/DD customers get a Maturity Date, that can be usually two-four
months. Before the date of maturity the customer is about to pay full amount of price. Based on the
software Intelligence Section input the Mty Dt on the Maturity file.
 P a g e | 21

Chapter: 04 Survey Result and Analysis

Gender of the Respondents:

The survey was conducted on 15 samples because the total number of salespersons is 15 in
Bengal Plastics Ltd. (Hanger Division). Al of the salespersons of the organization is male. So
there was no female respondent on my sample.

Age of the respondents: Age distribution of sample was:

Age range No. of Respondents In percentage

21-25 3 20%
26-30 7 47%
31-35 3 20%
More than 35 2 13%

Table 4.1: Age Distribution of the Respondents

Here we can see most of the salespersons of the organization are young. Business
organizations often try to recruit young and energetic salespersons because it’s a challenging
job.

8
7
No. of Respondents

6
5
4
3
2
1
0
21-25 26-30 31-35 More than 35
Age Range

Figure 4.1: Age Distribution of the Respondents

 P a g e | 22

Question 1: “The job environment of Bengal Plastics Ltd. is attractive-”

Rating Response Total Respondent Percentage (%)

Strongly Dissatisfied 00 15 0
Dissatisfied 07 15 46
Neutral 04 15 27
Satisfied 04 15 27
Strongly Satisfied 00 15 0

Table 4.2: Job environment of Bengal Plastics Ltd. is attractive

As I gave them five options to choose, from the table we can see 0% salespersons marked
‘Strongly Dissatisfied’, 46% of them marked ‘Dissatisfied’, 27% marked ‘Neutral’, another
27% marked ‘Satisfied’ and 0% marked ‘Strongly Satisfied’ with the job environment of
Bengal Plastics Ltd. This result is displayed by a chart below.

Strongly Strongly
Satisfied Dissatisfied
0% 0%

Satisfied
27%
Dissatisfied
46%

Neutral
27%

Figure 4.2: Job environment of Bengal Plastics Ltd. is attractive

 P a g e | 23

Question 2: “The management policy motivates me to use my potential to the fullest-”

Rating Response Total Respondent Percentage (%)

Strongly Dissatisfied 01 15 7
Dissatisfied 02 15 13
Neutral 06 15 40
Satisfied 03 15 20
Strongly Satisfied 03 15 20
Table 4.3 Management policy motivates me to use my potential to the fullest.

From the table, 7% salespersons are strongly dissatisfied, 13% are dissatisfied, 40% neutral,
20% are satisfied and another 20% are strongly satisfied with the Management Policy of the
organization. The result shows a major part of the salesforce is not satisfied with the
Management Policy of Bengal Plastics Ltd.

Strongly
Dissatisfied
7% Dissatisfied
Strongly 13%
Satisfied
20%

Satisfied
20%
Neutral
40%

Figure 4.2: Management policy motivates me to use my potential to the fullest.

 P a g e | 24

Question 3: “The nature of the relationship of the management with the employees is very
friendly-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 01 15 7
Disagree 05 15 33
Neutral 03 15 20
Agree 06 15 40
Strongly Agree 00 15 0
Table 4.3 Nature of the relationship of the management with the employees is very friendly.

Here we can see 7% of the salespersons strongly disagree that the nature of the relationship of
the management with the employees is very friendly. 33% of them disagree with the
statement, 20% are not willing to agree or disagree, 40% of them agree and 0% strongly
agrees with the statement.

Strongly Agree Strongly

0% Disagree
7%

Agree
40%
Disagree
33%

Neutral
20%

Figure 4.2: Nature of the relationship of the management with the employees is very friendly.
 P a g e | 25

Question 4: “This friendly relationship affects the work of the salespersons greatly-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 00 15 0
Disagree 00 15 0
Neutral 00 15 0
Agree 09 15 60
Strongly Agree 06 15 40
Table 4.3 This friendly relationship affects the work of the salespersons greatly.

The table above shows that 0% of the respondents strongly disagree that the friendly
relationship of management affects the work of the salespersons greatly, 0% disagree with the
statement, 0% are neutral, 60% agree and 40% strongly agree with the statement. This
response means that all the salespersons agree that the friendly relationship between the
management and the employee affect the performance of the salespersons.

Strongly Disagree Neutral

Disagree 0% 0%
0%

Strongly Agree
40%
Agree
60%

Figure 4.2: This friendly relationship affects the work of the salespersons greatly
 P a g e | 26

Question 5: “I can bring about innovation and new idea in such a job environment and
management-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 00 15 0
Disagree 08 15 53
Neutral 06 15 40
Agree 01 15 7
Strongly Agree 00 15 0
Table 4.3 Salespersons can bring about innovation and new idea in such a job environment and
management.

According to the table among 15 respondents 0 strongly disagreed that they can bring about
innovation and new idea in such a job environment and management. 8 of them disagreed, 6
were neutral, 1 respondent agreed and 0 strongly agreed. The percentage was correspondently
0%, 53%, 40%, 7% and 0%.

Strongly Agree Strongly

0% Disagree
Agree 0%
7%

Neutral Disagree
40% 53%

Figure 4.2: Salespersons can bring about innovation and new idea in such a job environment and
management.
 P a g e | 27

Question 6: “The Company brings diversity in my work as a salesperson-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 02 15 14
Disagree 09 15 60
Neutral 02 15 13
Agree 02 15 13
Strongly Agree 00 15 0
Table 4.3 The Company brings diversity in the work of a salesperson.

Among 15 respondent 2 strongly disagreed about the diversity company provides in the work
of them, 9 disagreed, 2 were neutral, 2 agreed and 0 of them strongly disagreed. The
percentage is 14%, 60%, 13%, 13%, 0% correspondently.

Strongly Agree
0%

Agree Strongly
13% Disagree
14%
Neutral
13%

Disagree
60%

Figure 4.2: The Company brings diversity in the work of a salesperson.

 P a g e | 28

Question 7: “The diversity in the workplace motivates me to work more efficiently-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 00 15 0
Disagree 01 15 7
Neutral 01 15 7
Agree 11 15 73
Strongly Agree 02 15 13
Table 4.3 The diversity in the workplace motivates salespersons to work more efficiently.

The table shows that no respondent strongly disagreed about the statement, 1 of them
disagreed, 1 of them was neutral, 11 respondents agreed and 2 strongly agreed. The
percentage was 0%, 7%, 7%, 73%, 13% correspondently.

Strongly Disagree
Disagree 7% Neutral
0% 7%
Strongly
Agree
13%

Agree
73%

Figure 4.2: The diversity in the workplace motivates salespersons to work more efficiently.
 P a g e | 29

Question 8: “I believe that there are good opportunities of career advancement as a salesperson
in Bengal Plastics Ltd.-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 04 15 27
Disagree 05 15 33
Neutral 03 15 20
Agree 03 15 20
Strongly Agree 00 15 0
Table 4.3 Salespersons believe that there are good opportunities of career advancement as a
salesperson in Bengal Plastics Ltd.

Among 15 respondents 4 of them strongly disagreed that there are good opportunities of
career advancement as a salesperson in Bengal Plastics Ltd. 5 of them disagreed, 3 were
neutral, 3 agreed and no one strongly agreed with the statement. The percentage was 27%,
33%, 20%, 20%. 0% correspondently.

Strongly Agree
0%

Agree
20%

Strongly
Disagree
Neutral 27%
20%
Disagree
33%

Figure 4.2: Salespersons believe that there are good opportunities of career advancement as a
salesperson in Bengal Plastics Ltd.
 P a g e | 30

Question 9: “I believe that the company is fair to all employees in providing opportunities of
advancement in career-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 03 15 20
Disagree 06 15 40
Neutral 03 15 20
Agree 03 15 20
Strongly Agree 00 15 0
Table 4.3 The Company is fair to all employees in providing opportunities of advancement in career.

Among the entire respondents 20% strongly disagreed that the company is fair to all
employees in providing opportunities of advancement in career. 40% disagreed with the
statement, 20% were neutral and another 20% agreed. 0% strongly agreed that the company
is fair to all employees in providing opportunities of advancement in career. The percentage
of the response is displayed by a chart below.

Strongly Agree
0%

Agree Strongly
20% Disagree
20%

Neutral
20%
Disagree
40%

Figure 4.2: The Company is fair to all employees in providing opportunities of advancement in career.
 P a g e | 31

Question 10: “If there are some hurdles in career advancement in Bengal Plastics Ltd., they are
serious enough to remove them-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 01 15 7
Disagree 06 15 40
Neutral 04 15 26
Agree 03 15 20
Strongly Agree 01 15 7
Table 4.3 If there are some hurdles in career advancement in Bengal Plastics Ltd., they are serious
enough to remove them.

‘Are the management serious enough to remove any hurdles in career advancement?’ On that
question 1 of 15 respondents strongly disagreed that the management is serious enough to
remove any hurdles in career advancement. 6 respondents disagreed, 4 were neutral, 3 agreed
and 1 of them strongly agreed at that point. The percentage was 7%, 40%, 26%, 20% and 7%
respectively.

Strongly Agree Strongly

7% Disagree
7%

Agree
20%

Disagree
40%
Neutral
26%

Figure 4.2: If there are some hurdles in career advancement in Bengal Plastics Ltd., they are serious
enough to remove them.
 P a g e | 32

Question 11: “I have the plan to spend my whole career in Bengal Plastics-”

Rating Response Total Respondent Percentage (%)

Strongly Disagree 02 15 14
Disagree 02 15 13
Neutral 09 15 60
Agree 02 15 13
Strongly Agree 00 15 0
Table 4.3 Salespersons have the plan to spend their whole career in Bengal Plastics.

Among the respondents 2 of them strongly disagreed that they would spend their whole
career in Bengal Plastics Ltd. 2 disagreed, 9 of them were neutral, 2 agreed and none of them
strongly agreed with the statement. The percentage was 14%, 13%, 60%, 13%, 0%
respectively.

Strongly Agree
0%

Agree Strongly
13% Disagree
14%
Disagree
13%

Neutral
60%

Figure 4.2: Salespersons have the plan to spend their whole career in Bengal Plastics.
 P a g e | 33

Question 12: “The compensation package motivates me to work for Bengal Plastics-”tt
Rating Response Total Respondent Percentage (%)
Strongly Disagree 02 15 13
Disagree 06 15 40
Neutral 04 15 27
Agree 03 15 20
Strongly Agree 00 15 0
Table 4.3 Compensation package motivates salespersons to work for Bengal Plastics.

Among 15c respondents 2 strongly disagreed that the compensation package motivates
salespersons to work for Bengal Plastics. 6 of them disagreed, 4 were neutral, 3 agreed and
none of them strongly agreed. The percentage was 13%, 40%, 27%, 20% and 0%
respectively.

Strongly Agree
0%

Strongly
Agree
Disagree
20%
13%

Neutral Disagree
27% 40%

Figure 4.2: Compensation package motivates salespersons to work for Bengal Plastics.
 P a g e | 34

Question 13: “Overall I am satisfied with the work environment and as a salesperson in Bengal
Plastics-”

Rating Response Total Respondent Percentage (%)

Strongly Dissatisfied 01 15 7
Dissatisfied 08 15 53
Neutral 02 15 13
Satisfied 04 15 27
Strongly Satisfied 00 15 0
Table 4.3 Overall Satisfaction of salespersons in Bengal Plastics Ltd.

7% of the total respondents are strongly dissatisfied with Bengal Plastics Ltd. 53% are
dissatisfied, 13% have no comment, 27% are satisfied and 0% is strongly satisfied. So it is
clear that none of the salespersons are fully happy and satisfied working as a salesperson in
Bengal Plastics Ltd.

Strongly Strongly
Satisfied Dissatisfied
0% 7%

Satisfied
27%

Neutral Dissatisfied
13% 53%

Figure 4.2: Overall Satisfaction of salespersons in Bengal Plastics Ltd.

 P a g e | 35

Chapter 05: Major Findings

After a successful survey and proper analysis of the results we are now at a point where we
can describe some finding of the survey. Most of the salespersons of Bengal Plastics Ltd.
were very responsive and they participated at the survey willingly to provide accurate
information. So the major findings of the survey can be described here broadly.

1. First of all it is clear that the salesforce of Bengal Plastics Ltd. are very
responsive and friendly with people. They try to provide proper information to
the customers.
2. Salespersons are not satisfied with the management of the organization.
3. There is a huge gap between the expectation of the employees and facilities
provided by the authority of Bengal Plastics Ltd.
4. Management of the organization is not friendly with the employees.
5. Result of the survey is negative for the organization. Most of the salespersons
of the organization are not satisfied with the job environment and facilities.
6. A central tendency has been found among the salesperson. They were
provided a five point scale questionnaire. They had five options to choose;
Strongly Disagree, Disagree, Neutral, Agree, Strongly Agree. But we see most
of respondents were marking either Disagree or agree, or they were Neutral.
But responses to the pole were very rare. Very few respondents were
answering ‘Strongly Disagree’ or ‘Strongly Agree’
7. The Job Environment of Bengal Plastics Ltd. is not friendly for the salesforce.
8. The salespersons can’t expose their creativity at the workplace and can’t
contribute to the organization earning more foreign currency from the Hanger
business.
9. Employees in an organization always want to work in a self esteemed and self
regulated environment.
10. Workers don’t like to work under pressure.
11. Most of the salespersons in Bengal Plastics Ltd. believe that the job of a
salesperson is boring and they don’t have any chance to innovate and generate
idea there.
12. It is very important to motivate and encourage employees and give them a
friendly job environment to get the best output from them.
 P a g e | 36

Chapter 05: Recommendations

In light of all the findings of the survey, it is clearly evident that Bengal Plastics Ltd. (Hanger
Division) has some problems regarding different issues. Since Bengal Plastics Ltd. is the
largest Sister Concern of Bengal Group of Industries, there is plenty of room for its
improvement. They need to give much effort and consideration to satisfy the salesforce as
well as all employees. Some possible recommendations are given below which might aid to
satisfy employees in the organization.

1. Adoption of proper performance appraisal method which can measure both

quantitative and qualitative performance of employees
2. The Management should talk to the salespersons friendly and get their feedback to
improve the job environment.
3. An open discussion session should be carried out every month between employees
and management to gather innovative ideas to improve the performance of the
employees.
4. A standard compensation should be provided to the salespersons.
5. During office time the salespersons should have some time to refresh their mind to
remove the monotonous environment.
6. Other facilities can be increased to satisfy the salespersons.
7. Salesperson need to get any information related to product and customer from the
CSD whenever they want.
8. The management should allow salespersons to work as their own timeframe and self
regulation. They just have to fulfill only a daily or monthly target.
9. The main problem that caught my eye was the lacking of good relation among the
departments. The employee has good relationship among their own department but
they don’t have that with the employees of other departments. It should be solved
immediately as most of the work of the organization is related with inter departmental
works. If there is lack of good relation among the department then it is harmful for the
Company. In many case we have seen that competitiveness has made a good result in
the business but sometime it creates havoc for the organization. My recommendation
will be to make the relationship a good one as it is related with the satisfaction of the
employees.
10. Management should not pressurize the employees to work more rather they should
encourage them and cooperate to utilize their creativity.
11. We have seen in the employee satisfaction survey that most of the time the employees
replied that they are satisfied or very satisfied but there are some issue of not
satisfactory answers. The employees think that they will do better in other post within
the organization that means that a job rotation may be a god solution for that.
12. The ERP software of the organization is still under development. For this reason the
salespersons as well as all departments related to Hanger business faces problems.
The software should be developed as soon as possible.
13. Motivation is the key term to satisfy and utilize employees properly. So the
management should motivate the employees and give them a better working
environment.
 P a g e | 37

Chapter 06: Conclusion

The plastics business is the potential source of export earning of Bangladesh especially when
it is a 100% export oriented business. The beginning of plastics sector was not so good in our
country. At first Bengal Plastics Ltd. was starting its business in a small form. Its import and
export activities were limited within some countries. Recently, Bengal Plastics Ltd. raises the
boundary of their business and tries to handle its import and export activities. To conduct
import and export activities, the company is directly related to some other organization like
bank, EPZ, BGMEA etc and tries to maintain all the formalities of import and export
activities from those organizations.

This industry brings so many possibilities for the people of Bangladesh. Though it has all the
facilities, working environment, labor, skill and many other supporting variables but this
sector did not develop in our country expectedly. There are some problems in Bengal Plastics
Ltd. to develop its business more like illegal practice in different governmental offices, lack
of better transportation system and lack of modern working system of different organization
related with import and export activities of Bengal Plastics Ltd. and many more.

Actually governmental intervention in this sector is very much essential. If government create
better opportunities for the owner of the plastics company in case of import and export
activities like faster Customs activities, install modern technology, change the old Procedure
of official activities etc then it will be better for import and export activities of Bengal
Plastics Ltd. Beside this the company needs to ensure their effectiveness in all the activities to
perform better in this sector.
 P a g e | 38

Chapter 07: Bibliography

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 P a g e | 39

Appendix