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1.0 Introduction Rahimafrooz is one of the respected and reputed business houses in Bangladesh. It has just crossed 50 years of operation. Rahimafrooz has endured turbulences of the last 50years and has been able to transform itself from a small trading company into a leading diversified business house. This is, indeed, a milestone, which Rahimafrooz has achieved with trust, support and dedication of all stakeholders, past and present, most importantly, its customers. Rahimafrooz began its operation as a trading company in 1954. Today Rahimafrooz has diversified in many areas from storage power solution to automotive aftermarket to retailing. Rahimafrooz operates in three broad domains: automotive aftermarket, power and energy, and retail chain. It sells tyres, batteries, lubricants, emergency power products, diesel as well as gas generators, lighting products, electrical accessories, solar systems, energy solutions using compressed natural gas, and power rectifiers. The Group also runs 'Agora' the first retail chain in Bangladesh. The Groups portfolio includes international tyre brands Dunlop and Kenda, and its own brand RZTyre. Rahimafrooz is the exclusive franchisee of the full range of worlds leading lubricant brand Castrol in Bangladesh. Through Rahimafrooz IPS, UPS and Voltage Stabilizer, the Company enjoys clear leadership of the emergency power products market. The Company brings to Bangladesh leading gas and diesel generator brands Pramac as well as Mitsubishi. It also markets home and industrial lighting products from General Electric USA (GE) and electrical accessories from Hager France. Rahimafroozs Renewable Energy division has been providing Solar solutions in collaboration with British Petroleum (BP). The Company, in recognition of its solar efforts, received the McGraw-HillPlatt Global Energy Award in 2004 and the Global Ash den Award in 2006.Rahimafrooz also offers comprehensive solution provider for CNG refueling, conversion, conversion centers, and maintenance. Rahimafrooz is also endeavoring into tyre retread, besides manufacturing and marketing emery cloths and abrasive papers. In a joint venture, the Group has enterprised into the first ever fibred optical commercial networking backbone in Bangladesh in the form of Martinet Bangladesh Ltd. (MBL).Rahimafrooz, in 2001, made a breakthrough in the urban lifestyles by launching the first retail chain in the country Agora. One of the SBUs of Rahiamfrooz Group, Rahimafrooz Renewable Energy Ltd. distributes solar home systems to underdeveloped rural regions of Bangladesh. For that, the company received the Ashden Award for Sustainable Energy in2006.The Group has strengthened its market leadership at home while reaching out to international markets. Ranging from automotive aftermarket products, energy and power solutions, to a world class retail

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2.0 Rahimafrooz Objectives

Rahimafrooz overview: A man of strict religious values, yet a believer in progressive dynamism, and a dreamer who thought nothing is impossible Late A C Abdur Rahim overcame numerous challenges and obstacles to become one of the most accomplished entrepreneurs of this country. Born on the20th of January 1915, he lost both his parents by the time he was seven years of age. Deprived of formal schooling and a typically comfortable childhood, he grew up as a man with strong determination, hardworking diligence, and humane compassion. By the early 1940s, Mr. Rahim started small scale commercial trading on his own. He moved to Chittagong in 1947 and stared afresh with very little capital in hand, but with a whole world of courage and faith. In 1950, he established the small trading concern dealing in various items. This proprietary business was formally incorporated on April 15, 1954 as Rahimafrooz & Co. Till date; Rahimafrooz Group commemorates this as its Foundation Day. Over the decades, Rahimafrooz has grown in size, scale, and diversity. The Group today has Eight Operating Companies (SBUs), a few other business ventures, and a non-profit social enterprise. As of 2009, the Group currently employs more than two thousand people directly and further twenty thousand indirectly as suppliers contractors, dealers and retailers. Rahimafrooz operates in four broad segments Storage Power, Automotive and Electronics Division, Energy and Retail.

2.1 Mission Statement

Rahimafrooz has been a partner in the development journey of this nation for more than fifty years now. They set themselves the highest standards in responsible corporate behavior and their passion for success is aligned with the development journey of Bangladesh. Rahimafrooz as an organization, are committed to playing a leading role in driving growth, prosperity, ethical values and social responsibility. Rahimafrooz Group will continue to serve its customers through unparallel quality excellence and service superiority. Their business success is complemented by their commitment to the environment, society and community. Rahimafroozs mission is committed to deliver the highest level of service, the broadest selection of products with a conviction of continuous improvement in our operational excellence to the people in Bangladesh and being one of the pioneers in world solar energy business. 2.2 Aspiration: Rahimafrooz aspires to be the most admired and trusted organization through excelling in everything it does, following ethical business practices, and adding value to its stakeholders.

2.3 Vision: Rahimafrooz not only tries to incorporate in its products new concepts but also tries to excel in innovativeness with a comparatively stronger R&D than other Bangladeshi companies. Rahimafrooz continues to satisfy customers through their quality products and services. The vision is expressed in their corporate mission statement ensure quality product and service excellence for total customer satisfaction.The company has set a vision of becoming a billion dollar diversified group committed to adding value to all stakeholders and the community by the year 2015.
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2.4 Values: Rahimafrooz is built on its values. And time and again the company has proven that they live their values. A country like Bangladesh, where we lack innovation and creative thinking in all aspects of life from governance to plain entertainment, Rahimafrooz stood true to their promise.

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3.0 Organization Description

Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, work group and individual. This structure depends entirely on the organization's objectives and the strategy chosen to achieve them. Rahimafrooz mainly follows the centralized and bureaucratic organizational structure. In centralized organization the process of transferring and assigning decision making authority to the higher level. Rahimafrooz is using centralized structure to controlling the public image of the entire corporation. It would prove beneficial for Rahimafrooz over a long-term outlook. Rahimafrooz is using centralized structure to closely control the operations, provide a uniform set of policies, practices and procedures throughout the organization. The companys individual actions are also better aligned with managements prescribed policies to follow this structure. On the other hand Rahimafrooz strictly follow the bureaucratic organizational structure. A bureaucracy is a form of organization based on logic, order, and the legitimate use of formal authority. Bureaucratic organizations are usually mature structures that have been around awhile, and are easily identified by a strong centralized authority. Because Rahimafrooz is one of the respected and reputed business houses in Bangladesh, so their organizational structure already at a mature stage. Rahimafrooz also maintain actable environment worked well under a bureaucracy. Rahimafrooz is using bureaucratic structure to supervise their highly specialized and tightly supervised tasks. Rahimafrooz strictly follows the rules and procedures. They also respond to changing and innovative environments according to the organizational structure. Rahimafrooz under the bureaucratic structure directly responsible to the leadership that creates it, such as a government executive or board of directors.

Rahimafrooz has strengthened our market leadership at home while reaching out to international markets. Ranging from automotive aftermarket products, energy and power solutions, to a world-class retail chain the team at Rahimafrooz is committed to ensuring the best in quality standards and living the Groups five core values Integrity, Excellence, Customer Delight, Innovation and Inspiring People.

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Rahimafrooz has been a partner in the development journey of this nation for more than fiftyfive years now. We set ourselves the highest standards in responsible corporate behavior and Rahimafrooz passion for success is aligned with the development of the country journey of Bangladesh. We are committed to playing a leading role in driving growth, prosperity, ethical values and social responsibility. We continue to serve their customers through unparalleled quality excellence and service superiority. Their business success has been complemented by our commitment to the environment, society and community. At Rahimafrooz, We are enriching lives with your trustCompanies: Rahimafrooz (Bangladesh) Ltd. Rahimafrooz Accumulators Ltd. Rahimafrooz Batteries Ltd. Rahimafrooz Globatt Ltd. Rahimafrooz Distribution Ltd. Rahimafrooz CNG Ltd. Rahimafrooz Renewable Energy Ltd. Rahimafrooz Energy Services Ltd. Rahimafrooz Superstores Ltd.

3.1 SITUATIONAL ANALYSIS: A situation analysis is a process that includes the analysis of the environment and the social, economic, political, and institutional systems that affect the targets a firm wants to conserve. A situation analysis involves an analysis of the key factors affecting a firms targets including direct threats, indirect threats, opportunities, and enabling conditions. It is a Systematic collection and evaluation of past and present economical, political, social, and technological data. It is aimed at (1) identification of internal and external forces that may influence the organization's performance and choice of strategies, and (2) assessment of the organization's current and future strengths, weaknesses, opportunities, and strengths. Typically Situational Analysis states about where the organization is now and, in what direction the organization are headed. Factors studied in order to answer these questions are the social and political developments impacting on marketing strategy, competitors, technological advances, and other industry developments that may affect the marketing plan. In order to profitably satisfy customer needs, the firm first must understand its external and internal situation, including the customer, the market environment, and the firm's own
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capabilities. Furthermore, it needs to forecast trends in the dynamic environment in which it operates.

3.1.1 INTERNAL FACTORS: The internal situation analysis provides a description of what the organization currently is. It really details what the organization is about, what it has accomplished in the past, what it is currently trying to accomplish, and what resources it has to utilize in order to accomplish it. The internal situation analysis tends to provide constraints on the decision making that occurs later in the plan. It also provides value statements that will tend to provide many of the evaluative criteria useful in evaluating alternative courses of action. 3.1.1.1 In Corporate Culture: Corporate culture means the way organization builds their customized psychology, attitudes, experiences, beliefs and values system that you recognize it as your own. Rahimafrooz is the first local company in Bangladesh that took initiatives to modernize the organization. Working condition in Rahimafrooz can be compared to any multinational company operating in Bangladesh. Its office is very well furnished. All the essential amenities can be found in the workspace. The sitting arrangements are open for everyone thus a very communicative atmosphere. The employees are generally good people with helpful attitude. They try to live the Rahimafrooz value in day to day life. The culture encourages them to be very open minded and unbiased; very well spoken and trustworthy. The entire Rahimafrooz Team takes the company values very seriously. My interpretations of their values are: 3.1.1.1(a). Integrity in all their dealings: The Rahimafrooz team never compromises on ethical business practices. They set high standards of ethics and moral virtue for themselves. Their commitment to integrity shall never be compromised for the sake of business goals or anything. They firmly believe in religious, ethical, social and legal righteousness and we strictly adhere to those. They are also a firm believer in meaningfully contributing to the community and giving back to the society. 3.1.1.1(b) Excellence in everything they do: Their pursuit for business success has thrived on a very simple yet powerful philosophy quality comes first! They have maintained highest quality standards in our operations, processes, products and brands, always keeping in mind that they cant afford to be anything less than the best. In all their operating segments and in all their work areas, they strive for quality excellence and continuous improvement.

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3.1.1.1(c) Total commitment to customer satisfaction: It takes months, years, in some cases decades, to win a loyal customer. But it takes only a few seconds to lose one. Rahimafrooz thrives on winning loyal customers through best quality products and service. Most importantly, it believes in keeping its customers loyal though sustained quality, amazing service performance and superior customer relations. Every single decision they make, every single behavior they demonstrate, must be meant for the satisfaction of their customers. 3.1.1.1(d) Thinking ahead and taking new initiatives: They have always tried to stay ahead in terms of thinking, decision making and competition. Their product development, business investment, people processes, technology utilization etc. stand testimony to this fact. They believe in being creative, innovative, and intelligent risk takers. Challenging the conventional is encouraged in their organization as long as it is meant to add value to the business and meant to bring positive results for the organization. 3.1.1.2 Management: Rahimafrooz is a proponent of Management by Objectives (MBO) .Rahimafroozs MBO are found in the form of the 5S Japanese technique they follow both in the organizational and individual level: seiry (differentiating between necessary, unnecessary and disposable), saiton (a layout satisfying all requirements), saiso (emphasis on a clean work environment), setuske (routine effectiveness of operations), and seiketsu (maintaining an organized standard). The Senior Management of Rahimafrooz is as follows: NEAZ RAHIM MUNAWAR MISBAH MOIN AFROZ RAHIM MUDASSIR MURTAZA MOIN FEROZ RAHIM MOHAMED ISMAIL 3.1.1.3 Customer Loyalty: Rahimafrooz not only ensures customer satisfaction through providing quality products but also has a good after sales service policy. Battery failure within 90 days of purchase results in a replacement with no questions asked and from the 91st day up to the 365th day if any defects occur, a free-cost-repair is gladly provided. Through rigid implementation of quality assurance practices Rahimafrooz ensures uniform quality and in turn customer satisfaction. Rahimafrooz is well equipped and successful in achieving customer satisfaction with regard to product and service quality excellence. They have a close-working relationship among the company and interest groups. The promoting aspect of working to satisfy customers is also another observable element. Group Director Group Director Group Chairman Group Director Group Managing Director Group Deputy Managing Director

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3.1.1.4 Managing Technology inside the Organization: Compliance with the ISO elements virtually ensures product conformity to standards in the case of Rahimafrooz. Rahimafrooz in seeking continuous improvement emphasizes on participation, harmony, cooperation and the quality principle. Rahimafrooz has developed clearly defined roles and functions of a quality circle organization consisting of steering committee, facilitator, circle leader and QC members. Each of the 24 QC circles of Rahimafrooz consists of 8-10 members who solve problems through participation. Rahimafroozs quality assurance, besides the maintained standard comes from the empowermentof employees and its continual improvement sequence of Plan, Do, Check and Act. 3.2 EXTERNAL FACTORS: A business does not function in a vacuum. It has to act and react to what happens outside the factory and office walls. These factors that happen outside the business are known as external factors. It is also called influences. These will affect the main internal functions of the business and possibly the objectives of the business and its strategies. To run a business properly it is important to know the external factors of the business. Without knowing external factors, there is much information that is unknown to the business. These information affect the business and its objectives and strategies or also the internal functions of the business firm. It also affects in the productivity and the prices of the products, import and export sides. So, to run the business properly, it is very important to know the external factors of the business. 3.2.1 Customer: Rahimafrooz has the largest number of battery customer in Bangladesh including both individual and business customers. IPS, UPS, batteries for IPS and UPS, automotive batteries etc are the products for individual customers. There are also business customers for these products but their main business customers are for VRLA batteries. 3.2.2 Competitor: Rahimafrooz is playing a sort of monopoly role in the market of batteries and IPS, UPS and having the advantage of pure monopoly in the sectors of battery recycling and solar battery production. Their intra-type competitors for batteries, IPS and UPS are Navana, Aftab, Grameen, BRAC, Energypac, Intraco etc. Walton, Honda, Genpower, Power Sonic, Apollo etc. are some foreign competitors. But most of the domestic competitors do not have a mentionable market position that could challenge Rahimafrooz. A few inter-type competitors are there who are the producers of generators are. So they are not the direct competitors but indirectly they are giving them a sort of competition.

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3.2.3 Government Attitude: Now a days government is taking some major steps to improve facilities and life styles of the citizens. Government is keen to expand industry base and encourage both domestic and foreign investment in the sector. As a leading battery industry, Rahimafrooz is taking the full advantage of this. Rahimafrooz is the pioneer in producing industrial batteries, solar power and IPS in the country. Government has taxation system and according to that system Rahimafrooz pays 37.5% regularly. Government has been supporting Rahimafroozs green marketing and is now encouraging to expand the eco friendly sectors. With the permission and full support of Government, the company with a market leadership at home is exporting its products to more than 44 countries around the world. Among these the major countries are- India (70-80% of the total export), Dubai, Thailand and some African countries. It manufactures about 200 different varieties of batteries for automotive, motorcycle, IPS and other applications. 3.2.4 Infrastructure of the society: Infrastructure deficiencies are the primary deterrent to economic growth in Bangladesh. Long years of under-investment has taken a toll and resulted in poor access to basic infrastructure for a large part of Bangladesh's population. Since Bangladesh opened its gas and power sectors for private investment, there has been a strong response from international energy developers. Bangladesh is now in the process of conducting international procurement for large solar power plants. 3.2.5 Culture: Rahimafrooz Company is not a culture based company. The products and services of this company have no direct relation with our culture. But these products are impacting our culture in some ways. These products and facilities improve our lifestyles. Deficient supply of electricity has been one of the major problems of our country which is growing day by day. The demand and use of IPS, UPS and solar power system are increasing rapidly with this growing problem. Due to this situation, these have become a prior need for many of the urban people and some of the rural people which is bringing in a revolution in our culture. Even their promotions and other programs are also held as per our culture. 3.2.6 Economic indicators: The economy of Bangladesh is comprised by that of a developing country. Its per capita income in 2008 was est. US$1,500 (adjusted by purchasing power parity). In 2009 it increased to est. US$1,600. With this increasing PPP (purchasing power parity), people of our country are being able to purchase more than before. So Rahimafroozs sales is also rising. The per capita income crossed the $700 mark in the current fiscal year, mainly because of a healthy GDP growth. This fiscal year the per capita income has reached $750 from $676 last year. Bangladesh ranked as the 48th largest economy in the world in 2009, according to the International Monetary Fund with a gross domestic product of US$256
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billion. The economy has grown at the rate of 6-7% over the past few years. GDP's rapid growths due to sound financial control and regulations have also contributed to the growth of foreign exchange earning. Bangladesh positioned 133rd with a per capita income of $336.87 per person the world ranking. The above data indicates an upcoming favorable future for Rahimafrooz. 3.2.7 Technology of the country: Technology of our country is not at all up to date with the advanced world. The need for faster technological development is increasingly felt in Bangladesh. Development plans of Bangladesh have emphasized science and technological research to develop technologies through adoption of imported technology as well as development of indigenous technologies. As the country is heavily dependent on imported technologies, proper planning is required for its effective transfer through acquisition, assimilation and adoption.

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4.0 Human Resources Rahimafrooz is a company grown from small trading concern into the regional player that is today. Rahimafrooz is poised for new phase of dynamic growth. Today Rahimafrooz is striding into the 21st century with a vision for growth and diversification. Their corporate strategy aims for international partnerships and a path of dynamic growth: they intend to transcend national borders and evolve into a globalize business group. Rahimafrooz believes that attracting and retaining talented employees is the key to long term success. Employee retention involves a two-pronged approach of creating development opportunities for key employees and providing incentives (through compensation) that strengthen loyalty. Also Performance appraisal and Handling Grievances are two key factors in employee retention. Of all the changes a company can make in order to improve morale, decrease human resources costs, limit personnel liability, none is more effective than focusing on hiring the right person for the job. The hiring process of Rahimafrooz consists of three distinct processes: 1. Human Resource Planning (HRP); 2. Developing Analysis, Description and Specification of the job for which hiring is performed, 3. Recruiting and Selection. 4.1 Topics Description
The success of an organization depends on its ability to find people with the right skills who would occupy key and top leadership positions. Years ago, companies maintain highly-structured and secretive schemes which aim to identify internal successors for key posts. In the same manner, there are also those companies who resort to the aid of headhunters in order to fill in vacated positions in the top management level. Whilst the aforesaid succession strategies were relatively successful, the need to plan ahead has rendered them ineffectual (Cannell, 2009). The nineties marked the period of growing uncertainty, of increasing sped of change in the business environment and flatter structures (Mowtani et al., 2006; Cappelli, 2008; Cannell, 2009). Without a doubt, it was difficult to ascertain as to whether or not the job one has will still exist after one year. It is because of this then that succession planning has increased its importance. Succession planning is defined as the process of identifying and developing internal people who possess the potential to fill key leadership positions in the company (Whitmore, 2006). In view thereof, many scholars believe that it is through succession planning that the company is assured that more people who are experienced and capable in assuming leadership positions are available. Whitmore (2006) further adds that it is because of the above mentioned that the so-called replacement planning for key roles is at the core of succession planning. This research paper has been devoted to the analysis of succession planning in the field of human resource management. In addition, it would also highlight the issue of succession planning in the hospitality industry. This research shall therefore be divided into the following sections: first, introduction; second, succession planning: an overview; third: the practice and processes of succession planning; fourth, the advantages of succession 15 | P a g e

planning; fifth: the challenges faced by succession planning; sixth: succession planning and the hospitality industry; and finally, seventh: conclusion. 4.2 Succession Planning: An Overview As earlier mentioned, succession planning pertains to the process by which internal people who possess the potential to fill key leadership positions in the company are identified and developed (Whitmore,2006). As a result, succession planning ensures the identification, development and longterm retention of talented individuals which are then of paramount importance to the development of the term. It has been argued that effective succession planning should not only be limited to management employees. Instead, in order to ensure its efficiency, succession planning must also be aimed towards addressing the need for critical backups and individual development in other job categories such as those in professional, technical, sales, clerical and production ranks. Given this, it is of utmost necessity that the definition of succession planning and management be moved beyond the management ranks. Succession planning and management also aims to accomplish the following: (1) to match the organizations available talent to the needed future talent; (2) to aid the organization in meeting its strategic and operational challenges; and finally, (3) to enable the organization to put the right people at the right places at the right times in order to do the right things for the attainment of the right results. The necessity of succession planning is therefore, not limited to the replacement of the Central Executive Officer but a necessity for leadership at every level of the organization. Succession planning and management is also deemed as an important tool for organizational learning. This is because it helps in ensuring that the lessons that the organizations learned are preserved in order to attain improvement in their work results. Undoubtedly, succession planning is a long term strategic initiative that is essential to each and every organization as it ensures its continued effective performance. Effective succession planning is then composed of four phases: Phase 1, establishing the scope; Phase 2, creating a succession plan; Phase 3, the implementation of the plan; and Phase 4, Monitoring, Evaluating and Revising. In order to better understand the concept of succession planning, one must also look into the difference between the latter and replacement hiring. Traditionally, succession planning was reserved for family-owned companies. However, the term was eventually expanded so as to include companies whose plan was to replace the CEOs. Later on, succession planning has been accepted as a best practice by which organizations can replace their leaders as well as their employees who are occupying critical positions. It is in this aspect that it is very different from replacement hiring. Replacement hiring is a reactive process by which an immediate need is filled. On the other hand, succession planning is proactive, seeking to address the need before it actually exists (Perlman, 2010). The success of succession planning and management is also linked with its core concepts. One of the core concepts related to succession planning and management is that the plan must be supported by the top management of the organization. Aside from this, the plan must also be properly coordinated with the strategic plan of the organization. In this regard, the direction of the organization must be properly integrated so as to respond actively to the changes in the structure of the company. 4.3 The Practice and Process of Succession Planning This section has been devoted by the researcher to the description of the practice and processes that are linked to succession planning in order to ensure its success. Succession planning often involves a 16 | P a g e

cyclical series of activities which often include: the identification of key roles for succession or replacement planning; the definition of the competencies and motivational profile which are essential in undertaking these roles; assessing people through the given criteria; identification of pools of talents which could successfully fill and perform properly in key roles; and finally, developing employees in order to prepare them for advancement into key roles. Effective succession planning usually begins by forecasting the strategic needs of an organization. Generally, the identification of the strategic needs is important in also determining the nature of the key management positions as well as the type of people that are expected to occupy the same. Consequently, the organization must also be able to identify the skills that are already present in their organization. This is essential as the evaluation of the skills of the employees helps in determining the manner by which they can be developed to prepare them for succession to key management positions (Currie, 2010). The observance of the aforesaid steps generally guarantees the success of the implementation of success planning. Currie (2010) argues that it is because of the proper identification of the needs of the organization as well as the skills currently possessed by the employees would aid the company determine the key points for development, thereby ensuring the success of their succession planning initiatives. 4.4 The Advantages of Succession Planning Several benefits and/or advantages are associated with the success of a company in implementing an efficient system of succession planning. This section has therefore been devoted by the researcher to the enumeration of the advantages of succession planning, as determined by previous studies devoted on the matter at hand. One of the most obvious benefits of succession planning is that it guarantees the continued survival of the organization (Redman 2006). Undoubtedly, strategic success is a function of having the right leadership. Some scholars thus argue that too much dependence on headhunters in order to find replacements may no longer be effective nowadays (Rothwell, 2010). According to them, efforts must be made to ensure that the organization is successful in terms of identifying and preparing their high-potential candidates for key positions that may be vacated in the near future. Succession planning, according to Collins and Collins (2008), therefore, is not just about reacting to unforeseen events; rather, it is about proactively securing human resources that are essential to the prosperity and continuity of the organization. Succession planning is also important as continued downsizing and other cost-containment efforts prevail in middle management ranks. The middle management rank is often regarded as the traditional training ground wherein people who would eventually be promoted to the top management level are obtained (Cappelli, 2008). Due to downsizing and other cost-containment efforts, however, fewer people seem to advance to the top management. Because of this, the importance of succession planning is once again underscored; that is, to ensure that promising individuals are identified earlier, and at the same time, to ensure that they are properly developed and retained in the company (Ibarra 2007; Jensen 2009). Simply put, succession planning can help in ensuring that those which have high potential for top management would not be affected by the cost-containment efforts such as downsizing. The third benefit or advantage associated with the implementation of succession planning is the fact that all employees would have an equal opportunity to be promoted thus preventing the establishment of the so-called bureaucratic kinship system. Several authors point out that the failure to establish an efficient succession planning system results to the incumbents selection of successors who are very 17 | P a g e

much like them. As a consequence thereof, employment discrimination problems such as the glassceiling are prevalent. Thus, succession planning is important as it helps in avoiding the aforesaid problems and at the same time, to promote diversity and multiculturalism (Redman 2006). In addition to what has already been discussed, the implementation of an efficient succession planning and management initiative is also important for reasons such as: first, communicating a career path to each employee; second, establishing plans for training and development; third, the establishment of career paths and individual job moves; fourth, communicating upward and laterally concerning the management organization; and finally, creating a more comprehensive planning system with respect to human resources (Ibarra 2007). Jensen (2009) adds to the list of the advantages that are associated with the implementation of succession planning. For Jensen (2009), succession planning is important in every organization as it ensures the latters success. Generally, the success of the latter is attributed to the capacity of the organization to place the right people at key and top management positions that both have the experience and capacity to align the latter with the needs of the business. Seymour (2008), on the other hand, discusses that with careful implementation of succession planning, the company can minimize the risk of damages that they will incur. Furthermore, it was also proved that an efficient succession planning initiative contributes positively to the enhancement of the value of the business (Seymour, 2008). In order to illustrate the advantages and/or benefits that organizations receive from the adoption of the succession planning initiative, the researcher deems it necessary to cite the experience of the Canadian Electricity Industry. According to the Human Resource Systems Group, Ltd (2008), employers under the Canadian Electricity Industry are currently facing the need to replace workers at an increasing rate. Unfortunately, thirty percent of the current workforce employed in the said industry is expected to retire by 2012. Furthermore, majority of this thirty percent comes from the management level. In order to address the threatened labor shortages in the industry, the Canadian Electricity Sector believes that it is necessary to adopt the principles of Succession Planning in order to make sure that the employees are prepared to take over once the members of the top management vacate their positions (Human Resource Systems Group, Ltd, 2008). Fink and Brayman (2006) also conducted a similar study wherein they recognized the shortage of qualified principals in many educational institutions. In the same manner, not much people have been attracted to educational leadership as a career path. In view thereof, policy makers have responded to these challenges by coming up with programs that are aimed towards the identification, recruitment and preparation of future leaders in the educational sector (Fink and Brayman, 2006). Without a doubt, more and more organizations are adopting succession planning processes because of the many benefits that they may receive from the same. Nevertheless, many authors who researched on the topic at hand revealed that there are still many challenges that affect succession planning. 4.5 The Challenges faced by Succession Planning As mentioned, notwithstanding the numerous benefits associated with succession planning, several authors believe that there are still challenges that this initiative must overcome to maximize the opportunities that they could reap from the use of such. Collins and Collins (2008) said that almost all organizations are aware of succession planning and its advantages. Unfortunately, however, most of 18 | P a g e

these organizations do not know how to begin in the implementation of the same. More often than not, the smaller organizations face problems with respect to the transition from the traditional replacement method to a new succession process. On the other hand, it was also argued that the emerging leaders do not really have the required skills or do not have the capacity to attain the same. Another challenge is related to administrators view that necessary skills cannot be taught. Therefore, the development of employees is not necessary for the latter would never meet the expectations set in place for those who are supposed to occupy the top management positions (Collins and Collins 2008). Aside from the abovementioned, Santa (2009) also provided her own list of the most common problems associated with the implementation of a succession plan. According to her, while she concurs with previous studies conducted, the implementation of a succession plan is always associated with the following problems: (1) lack of sufficient pool of talents; (2) failure to motivate and retain key employees; (3) tendency to result to ineffective business practices; (4) unfocused roles and responsibilities; (5) limited information about employees; (6) lack of company vision and failure to address future needs; and finally, (7) the inability to assess all components of an active succession plan periodically (Santa, 2009). 4.6 Succession Planning and the Hospitality Industry Having established the general concepts related to succession planning, this section has now been devoted to the application of the said strategy to the hospitality industry. Just like the other sectors, the hospitality industry is operating in a highly competitive and fragmented market (King, Funk and Wilkins 2010). It is because of this that there is a need for current and relevant insights. In the same manner, the organizations under the hospitality industry must continue operating properly in order to ensure their survival. It is because of this that succession planning is also paramount to the said sector. Succession planning is essential so as to make sure that the employees are well prepared to take over as leaders in their organization thereby ensuring the stability of the latter (King, Funk and Wilkins 2010). Scott and Revis (2008) offer a similar perspective. According to them, the hospitality sector is one of those sectors that depend heavily on the capabilities of the employees to deliver at the point of service. It is because of this that the success of organizations under this particular sector is heavily dependent on the people contained therein. Similarly, Scott and Revis (2008) argue that the success of the employees is also heavily influenced by the manner by which their leaders handle them. Taking these into consideration, succession planning has then been regarded with utmost significance in this particular sector. Scott and Revis (2008) mention that it is through succession planning that the recruitment, retention and progression of talents in the industry are maintained. In the same manner, through succession planning, the employees are prepared to become leaders, to guarantee that they can work towards the attainment of the goals of their organizations through the provision of excellent service (Scott and Revis 2008).

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5.0 FINDINGS AND RECOMMENDATIONS: Rahimafrooz is the largest battery industry in Bangladesh. It operates in four broad segments and they are Storage Power, Automotive and Electronics Division, Energy and Retail. In the battery sector, their leading brands are Lucas and on Spark and the other hand, Optus, Volta, Delta etc are on the way towards achieving their popularity in the international market. They are the clear leader in IPS, UPS and Stabilizer industry and soon they will get a good position in the market of solar power system. They have a secured market place in the present era because of the increasing demand of the type of products they produce. They are enjoying the monopoly to some extent in the battery industry. Especially it is mentionable that they are the only Bangladeshi company that produces VRLA batteries. But they fulfill only the 10% of the current demand. Rest of the demand is fulfilled through the imported VRLA batteries from China. This is the most profitable sector of their business. Their skilled workforce plays one of the most important roles behind their success. Their main lacking is their R&D which is not yet properly developed. Developing the R&D will bring situation in their favor in many ways. They have established their brand name at the same time, recently the force that is working against this is their Brand name crisis. Rahimafrooz should focus on this and should increase the quality of their products and services to re-establish their brand name. Moreover, they are now capturing only 10% of the VRLA battery market. They have a huge opportunity in this sector. They should enhance their capacity of VRLA battery production so that in recent future they can capture 100% market of this. As this is their most profitable sector, they should put more emphasize on VRLA production.

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6.0 Conclusion
Succession planning, without a doubt, is one of the most important functions that human resource managers perform nowadays. The concept of succession planning is necessary given the changing times, the competitive environment where organizations operate, and finally, flatter structures. As mentioned earlier, it is no longer guaranteed that one still holds a year from now, the top management position that he or she is currently holding. As a result thereof, it becomes of paramount importance to implement succession planning wherein the employees are prepared to assume key positions in top management once they have been vacated. The advantages of succession planning have earlier been enumerated, stating that this is suitable to guaranteed stability of the organizations. In the same manner, it also ensures the organizations that the talented key employees are retained and are ready to assume the top management position should the same be vacated by the incumbent. In addition, succession planning is also essential in terms of avoiding work discrimination practices.

Succession planning, because of the above mentioned, has then been considered appropriate to the hospitality industry. Like any other industries, the hospitality industry is currently experiencing competition, increased rates of turnover and flatter structures. In the same manner, their businesses are heavily dependent on the provision of quality service. As a result thereof, succession planning can help the hospitality industry by preparing their employees in taking over the top management positions should the same be vacated.

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BIBLIOGRAPHY: www.rahimafrooz.com www.yellowpage.com. www.MSN.com. www.google.com. www.slideshare.net www.scribd.com www.ask.com www.boardsource.org www.charityvillage.com/cv/research/rhr12.html Donnelly, J.H, Gibson, J.L & Ivancevich, J.M, (May 17, 1999). Fundamentals of Management. Retrieved November 20, 2010. (p. 198-201) Retrieved December 1, 2010, From http://www.rahimafrooz.com/ Akter, S. (2009, May 20). Rahimafrooz to start carbon trading. The daily star, Retrieved December 3, 2010, from http://www.thedailystar.net/story.php?nid=89022 Bhattacharya, R. (Jan 14, 2010). Bangladesh co Rahimafrooz to re-charge India biz with new battery range. The daily star. Retrieved December 1, 2010, from http://www.thehindubusinessline.com/2010/01/14/stories/2010011452900200.htm Rahman, F. (September 17, 2009). Rahimafrooz to launch solar panel assembly factory. This yr. Economy ofBangladesh. http://www.thefinancialexpress-bd.com/more.php?news_id=117290 Rahimafrooz (April 15, 1954), business domain, Rahimafrooz (Bangladesh). Retrieved http://www.thedailystar.net/story.php?nid=77244 Financial Express. (October13, 2010). Rahimafrooz Distribution holds annual dealers Convention Financial Newspaper of Bangladesh, Retrieved December 1, 2010. From http://bangladesh.world-countries.net/archives/16469 Anwar, S.F, Dholakia, R.R. & Hasan, K. (2009). Marketing Practices in Developing Economy. Retrieved December 1, 2010. From http://books.google.com/books?id=TbHQXvBwH04C&pg=PA270&dq=rahimafrooz&hl =en&ei=1zHuTOL_KouVOorxtb4K&sa=X&oi=book_result&ct=result&resnum=1&ved =0CCMQ6AEwAA#v=onepage&q=rahimafrooz&f=false Rahim, f. (February 2, 2009). A talk by Feroz Rahim of Rahimafrooz, Bangladesh at the Indian School of Business, Conference on Family Business, 6 - 8 February 2008 at Hyderabad. Retriever December 1, 2010, from http://www.isb.edu/SecondFBConference/File/FerozRahim.pdf Rahimafrooz, worked for Arif Ahmad, Online transactions. Message posted to news http://www.scribd.com/doc/38217164/Rahim-Afroz Kreitner, R. (2007). Management. Retrieved December 1, 2010. (p. 288-292)

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