Application of Organizational Behavior: A Study on Marico

Bangladesh Limited
 Application of Organizational Behavior: A Study on Marico Bangladesh Limited

A report submitted to the Department of Finance and Banking in the partial fulfilment of the
requirement of the award of the degree of Bachelor of Business Administration in Jahangirnagar
University, Savar, Dhaka.

Submitted to:

Nafiza Islam
Assistant Professor
Department of Management Studies
Faculty of Business Studies
Jahangirngar University

Submitted by:

Group Name: The Igniters

Group members:
Jannati Akter- Id no:1658
Sumaiya Binte Kader- Id no:1659
Muslima Akhter- Id no:1664
Khandker Redwan Hasan-Id no:1678
Mehedi Hasan- Id no:1680
Nishat Jahan Sumana- Id no: 2196

Batch: 08
Department of Finance and Banking
Faculty of Business Studies
Jahangirnagar University
Savar, Dhaka

Date of Submission: August 12, 2018

August 12, 2018

Nafiza Islam
Assistant Professor
Department of Management Studies
Jahangirnagar University
Savar, Dhaka-1342.

Subject: Submission of the report on Application of Organizational Behavior: A Study on

Marico Bangladesh Limited.

Dear Madam

It is our immense pleasure to express that we, the undergraduate students of BBA 8th batch,
have prepared a report on Application of Organizational Behavior: A Study on Marico
Bangladesh Limited. under the course Organizational Behavior.

Though we are in the learning curve, this report has enabled us to gain insight into the
management process of a business corporation. Throughout the completion of this report,
we have earned in-depth knowledge about the relationship between Marico Bangladesh
Limited and its employees.

We are thankful to you, as you allowed us to perform the study and to submit the report. We
hope that the report will meet the standard and will serve its purpose.

Sincerely yours,

Jannati Akter- 1658

Sumaiya Binte Kader-1659
Muslima Akhter-1664
Khandker Redwan Hasan-1678
Mehedi Hasan-1680
Nishat Jahan Sumana- 2196

Batch: 08
Department of Finance and Banking
Jahangirnagar University
 Acknowledgement

This is our pleasure to prepare and submit the report on “Application of Organizational Behavior:
A Study on Marico Bangladesh Limited.” We went through many websites, newspapers, journals
and articles to complete our report and it’s really a great opportunity for us to acquire valuable
knowledge for this interesting subject.

At last special thanks to Almighty Allah to whom we are grateful forever for giving us all the
opportunities in doing each and everything.

At the very beginning, we want to express our profound gratitude to our respected course teacher,
Nafiza Islam, to provide us with such a nice opportunity to prepare this kind of report.

We would also like to take this opportunity to express our wholehearted gratitude to our fellow
friends who offered encouragement, information, inspiration and assistance during the course
of preparing this report.

This report suffers from many shortcomings; nevertheless, we have exerted our best efforts in
preparing this report. We seek an excuse for the errors that might have occurred in spite of our
best effort.
 Table of Contents

Contents Page
Number
Executive Summary vi

Chapter 1: Introduction 1

1.1 Preliminaries- Concept and background 1

1.2 Justification of the report 1
1.3 Plans: Communicating objectives 1
1.3.1 Core objectives 1
1.3.2 Specific Objectives 2
1.4 Significance of the report 4
1.5 Scope of the report 4
1.6 Acknowledging expectations and limitations 4
Chapter 2: Methodology 5
2.1 Methodology process 7
2.1.1 Identifying the problem 9
2.1.2 Conceptualizing a research design 9
2.1.3 Constructing an instrument 26
2.1.4 Selecting sample 27
2.1.5 Writing a proposal 27
2.1.6 Collecting data 29
2.1.7 Processing data 35
2.1.8 Writing the report 37
2.2 Report framework 38
2.3 Time frame 39
Chapter 3: Theoretical Framework 40
3.1 Theories of OB 40
Chapter 4: Organizational synopsis 51
4.1 An overview of the organization 51
4.2 Mission, Vision, Strategy statement 52
4.3 Ownership Structure 54
4.4 Management Structure 55
Chapter 5: Analysis and Interpretation 56
Chapter 6: Findings 77
Conclusion 77
Recommendation 78
Reference 79
Appendix 80
 Executive Summary

The purpose of this report is to inspect an organization on the basis of the factors of Organizational
Behavior. We wanted to know how the employers and employees are, how the work condition is,
what are the positive and negative points and others. The information was collected by mixed
method research where we mixed the qualitative and quantitative information that we got through
the primary and secondary data of the organization. The employees are very much satisfied with
their job and wish to continue their career here. As there is so much cooperation among the
workers, conflicts are less seen. To find the best and feasible solution to any problem, all come
together and compromise as well as negotiate. As most employees are aware and clear about their
work, the employers are attentive to the subordinates, we see less stress. At last, we could say that
it is a satisfying organization where the administration applies the factors of Organization Behavior
very efficiently and effectively.

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Chapter 1: Introduction

1.1 Preliminaries- Concept and background

Organizational Behavior (OB) is a concept of Management Studies which evolves around the
works, practices and attitudes of the individuals, groups and the organization itself. We are the
students of BBA program and OB is one of our courses of the ongoing semester. We are given a
task to make a report on an organization and analyze how the theories and factors of OB are being
applied to the organization. We are going through the managerial body and the employees of
Marico Bangladesh Limited and interrogating them how they are applying the OB practices.

1.2 Justification of the report

The report gives light to the application of the OB in organizational activities of Marico
Bangladesh Limited. A company may have all the managerial qualification to do best in the
market. Nonetheless, the first and foremost hindrance in any company’s business environment is
the betterment program for the employees there. And that is the barrier to the betterment of the
whole corporation. And that is why the administration needs to concentrate on that. Besides, there
should be the opportunity for the workers to report any complaints. Our report is to make sure that
these practices are being performed.

1.3 Plans: Communicating objectives

1.3.1 Core objectives

Reports communicate information which has been compiled because of research and analysis of
data and of issues. Reports can cover a wide range of topics but usually focus on transmitting
information with a clear purpose, to a specific audience. Good reports are documents that are
accurate, objective and complete. They should also be well-written, clearly structured and
expressed in a way that holds the reader's attention and meets their expectations. The true value of
the research may be assessed through a report since the written report may be the "only tangible

1
product of hundreds of hours of work. Rightly or wrongly, the quality and worth of that work are
judged by the quality of the written report - its clarity, organization and content" (Blake & Bly,
1993: 119). Often reports are structured in a way that reflects the information finding process and
the writing up of the findings: that is, summary of the contents, introduction or background,
methods, results, discussion, conclusion and/or recommendations. The inclusion of
recommendations is one reason why reports are a common form of writing in industry, as the
informed recommendations are useful for decision making.

1.3.2 Specific objectives

I. Decision-Making Tool: Today’s complex business organizations require thousands of

information. Reports provide the required information a large number of important
decisions in business or any other area are taken on the basis of information presented in
the reports. This is one of the great importance of the report.

II. Investigation: Whenever there is any problem, a committee or commission or study group
investigates the problem to find out the reason behind the problem and present the findings
with or without the recommendation in the form of a report. It is another importance of the
report.

III. Evaluation: Large-scale organizations are engaged in multidimensional activities. It is not

possible for a single top executive to keep personal watch on what others are doing. So, the
executive depends on reports to evaluate the performance of various departments or units.

IV. Quick Location: There is no denying the fact that business executives need information
for quick decision-making. As top executives are found to be busy for various purposes),
they need vital sources of information. Such sources can be business reports.

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 V. Development of skill: Report writing skill develops the power of designing, organization
coordination, judgment and communication.

VI. Neutral presentation of facts: Facts are required to be presented in a neutral way; such
presentation is ensured through a report as it investigates, explains and evaluates any fact
independently.

VII. Professional Advancement: Report also plays a major role in professional achievement.
For promotion to the rank and file position, satisfactory job performance is enough to help
a person. But for promotion to the high-level position, intellectual ability is highly required.
Such ability can be expressed through the report submitted to higher authority.

VIII. Proper Control: Whether activities are happening according to plan or not is expressed
through a report. So, controlling activities are implemented based on the information of a
report.

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IX. A managerial Tool: Various reports make activities easy for the managers. For planning,
organizing, coordinating, motivating and controlling, the manager needs help from a report
which acts as a source of information.

X. Encountering Advance and Complex Situation: In a large business organization, there

is always some sort of labour problems which may bring complex situations. To tackle that
situation, managers take the help of a report.

1.4 Significance of the report

There are many groups that may benefit from this report. The first group, consisting of employees
in today's business organizations, may learn to identify ways that stress negatively affects their
work performance. They can know what they can do for the development, what they are expected
to do, what they can expect from the organization. By sharing this knowledge, employees can act
as a vehicle to help management implement appropriate stress reduction programs. The second
group that may benefit from this study is employers who can compare their organizational
functions to this and what are the things that are affecting employees’ work performance. Finally,
educators can use these findings as a valuable guide to incorporate into their curriculum. By
emphasizing to students, the importance of developing programs to deal with Organizational
Behavior, the students may be able to transfer this knowledge to the workplace, thereby improving
the quality of the work environment.

1.5 Scope of the report

This study was limited to the perceptions of full-time business employees as to their opinions about
their work and the company and the managers on how they are directing the company and the
employees. For this study, what constitutes full-time employment is defined by the employer. This
study was conducted at the place of business of Marico Bangladesh Limited in Gulshan area.

4
1.6 Acknowledging expectations and limitation

This study may be limited through the use of a questionnaire as a data collection instrument.
Because questionnaires must generally be brief, areas that may have been discussed have been
included in the questionnaire. Also, all programs that may be available to employers for managing
the company have been included in the study. The study may also be limited using a
nonprobability, convenience sampling method. The sample of business employees for the study
was chosen for convenience and may not be representative of the total population of business
employees. Care should be taken when generalizing these findings to the entire population. Finally,
the use of simple statistical techniques may introduce an element of subjectivity into the
interpretation and analysis of the data. All attempts have been made to minimize the effects of
these limitations on the study.

5
Chapter 2: Methodology

The methodology is the systematic, theoretical analysis of the methods applied to a field of study.
It comprises the theoretical analysis of the body of methods and principles associated with a branch
of knowledge. Typically, it encompasses concepts such as paradigm, theoretical model, phases
and quantitative or qualitative techniques.

A methodology does not set out to provide solutions - it is, therefore, not the same as a method.
Instead, a methodology offers the theoretical underpinning for understanding which method, set
of methods, or best practices can be applied to a specific case, for example, to calculate a specific
result. The methodology is the general research strategy that outlines the way in which research is
to be undertaken and, among other things, identifies the methods to be used in it. These methods,
described in the methodology, define the means or modes of data collection or, sometimes, how a
specific result is to be calculated (Howell, 2013). The methodology does not define specific
methods, even though much attention is given to the nature and kinds of processes to be followed
in a particular procedure or to attain an objective. Methodology for this study regarding the
organizational behaviour in Marico, a multinational company in Bangladesh, will reveal the entire
process that would be followed for the completion of the study successfully.

In order to satisfy the objectives of the report, significant procedures have to be followed like
qualitative and quantitative research process. Qualitative research is a scientific method of
observation to gather non-numerical data. The main characteristic of qualitative research is that it
is most appropriate for small samples, while its outcomes are not measurable and quantifiable.
While quantitative research is the systematic empirical investigation of observable phenomena via
statistical, mathematical or computational techniques. Qualitative research produces information
only on the particular cases studied, and any more general conclusions are only hypotheses.
Quantitative methods can be used to verify which of such hypotheses are true.

However, the features of the qualitative and quantitative research process are given below-

Features of Qualitative & Quantitative Research

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 Qualitative Quantitative
"All research ultimately has "There's no such thing as qualitative data.
a qualitative grounding" Everything is either 1 or 0"
- Donald Campbell - Fred Kerlinger
The aim is to classify features, count them, and
The aim is a complete, detailed description. construct statistical models in an attempt to
explain what is observed.
The researcher may only know roughly in Researcher knows clearly in advance what
advance what he/she is looking for. he/she is looking for.

Recommended during earlier phases of research Recommended during later phases of research
projects. projects.
All aspects of the study are carefully designed
The design emerges as the study unfolds. before data is collected.

Researcher uses tools, such as questionnaires or

The researcher is the data gathering instrument. equipment to collect numerical data.

Data is in the form of words, pictures or objects. Data is in the form of numbers and statistics.

Subjective - individuals’ interpretation of events Objective seeks precise measurement & analysis
is important, e.g., uses participant observation, of target concepts, e.g., uses surveys,
in-depth interviews etc. questionnaires etc.

Qualitative data is more 'rich', time-consuming, Quantitative data is more efficient, able to test
and less able to be generalized. hypotheses but may miss a contextual detail.

Researcher tends to become subjectively Researcher tends to remain objectively separated

immersed in the subject matter. from the subject matter.

Adapted from: Miles & Huberman (1994, p. 40). Qualitative Data Analysis

Quantitative research is a structured way of collecting and analyzing data obtained from different
sources. Quantitative research involves the use of computational, statistical, and mathematical

7
tools to derive results. It is conclusive in its purpose as it tries to quantify the problem and
understand how prevalent it is by looking for projectable results to a larger population.

On the other hand, qualitative research is generally more explorative, a type of research that is
dependent on the collection of verbal, behavioural or observational data that can be interpreted in
a subjective manner. It has a wide scope and is typically used to explore the causes of potential
problems that may exist. A qualitative approach is a systematic subjective approach used to
describe life experiences and situations to give them meaning (Grove, 2003). qualitative research
focuses on the experiences of people as well as stressing the uniqueness of the individual. The
qualitative approach is used to explore the behaviour, perspectives, experiences and feelings of
people and emphasize the understanding of these elements.

Both types of research vary widely in not only their results but all other aspects as well. While
qualitative data provides a subjective overview of marketing problems, quantitative defines a
structured cause-and-effect relationship between the problem and factors.

Qualitative methods might be used to understand the meaning of the conclusions produced by
quantitative methods. Using quantitative methods, it is possible to give precise and testable
expression to qualitative ideas. This combination of quantitative and qualitative data gathering is
often referred to as mixed-methods research.

2.1 Methodology Process

Methodology process involves a systematic process that focuses on being objective and gathering
a multitude of information for analysis so that the researcher can come to a conclusion. Due to our
perspective, we decided to use a multi-method research design that would cover contextual,
procedural and cultural aspects within the study. By this design, we should be able to identify the
present organizational behavior of Marico Bangladesh Limited. And so, the methodology of mixed
methods research was selected for its ability to provide completeness, explanation, unexpected
results, illustration, (Alan, 2006) and to obtain complementary data on the same topic (Morse,
1991). This process is used in all research and evaluation projects, regardless of the research
method.

8
The process focuses on the organizational behavior of Marico Bangladesh Limited. In this process,
the study is documented following the methodology process which is a multiple-step process
where the steps are interlinked with the other steps in the process. If changes are made in one step
of the process, we must review all the other steps to ensure that the changes are reflected
throughout the process. We need to understand the eight steps of the research process as they apply
to conduct a study. The following steps would be adopted to fulfil the objectives.

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2.1.1 Identifying the Problem
Formulating a research problem is the first and most important step in the research process. A
research problem identifies the destination. The more specific and clearer one is the better, as
everything that follows in the research process – study design, measurement procedures, sampling
strategy, the frame of analysis and the style of writing of the dissertation or report – is greatly
influenced by the way in which one formulates the research problem. It should be examined
thoroughly, carefully and critically. The main function of formulating a research problem is to
decide what one wants to find out about.

It is extremely important to evaluate the research problem in the light of the resources at disposal,
the time available, and our own and research supervisor’s expertise and knowledge in the field of
study. It is equally important to identify any gaps in our knowledge of relevant disciplines, such
as statistics required for analysis. Also, it has to be seen whether our group members have sufficient
knowledge about computers and software if we plan to use them.

For our report on organizational behaviour on Marico Bangladesh Limited, we identified some
problems first that would lead us to our research destination. And that was the first step in our
methodology process.

2.1.2 Conceptualizing a Research Design

An extremely important feature of the research is the use of appropriate methods. Research design
involves systematic, controlled, valid and rigorous exploration and description of what is not
known and the establishment of associations and causation that permit the accurate prediction of
outcomes under a given set of conditions. A research design is a blueprint for conducting a study
with maximum control over factors that may interfere with the validity of the findings (Burns and
Grove, 2003). It is a plan that describes how, when and where data are to be collected and analyzed
(Parahoo, 1997). It also involves identifying gaps in knowledge, verification of what is already
known and identification of past errors and limitations. The strength of what one finds largely rests
on how it was found. The main function of a research design is to explain how one will find
answers to the research questions. The research design sets out the specific details of the enquiry.

10
It should include the following: the study design per section and the logistical arrangements that
we propose to undertake, the measurement procedures, the sampling strategy, the frame of

The function of a research design is to ensure that the evidence obtained enables us to effectively
address the research problem logically and as unambiguously as possible. Obtaining information
relevant to the research problem generally entails specifying the type of evidence needed to test a
theory, to evaluate a program, or to accurately describe and assess meaning related to an observable
phenomenon. With this in mind, a common mistake can be made beginning investigations far too
early, before having thought critically about what information is required to address the research
problem. Without attending to these design issues beforehand, the overall research problem will
not be adequately addressed and any conclusions drawn will run the risk of being weak and
unconvincing. As a consequence, the overall validity of the study will be undermined.

The length and complexity of describing research designs in your paper can vary
considerably, but any well-developed design will achieve the following:

 Identify the research problem clearly and justify its selection, particularly in relation to any
valid alternative designs that could have been used,
 Review and synthesize previously published literature associated with the research
problem,
 Clearly and explicitly specify hypotheses [i.e., research questions] central to the problem,
 Effectively describe the data which will be necessary for an adequate testing of the
hypotheses and explain how such data will be obtained, and
 Describe the methods of analysis to be applied to the data in determining whether or not
the hypotheses are true or false.

The organization and structure of the section of our paper devoted to describing the research
design will vary depending on the type of design we are using. However, we can get a sense of
what to do by reviewing the literature of studies that have utilized the same research design. This
can provide an outline to follow for our own paper.

The research design is different from the method by which data are collected. Many research
methods texts confuse research designs with methods. It is not uncommon to see research design
treated as a mode of data collection rather than as a logical structure of the inquiry. But there is

11
nothing intrinsic about any research design that requires a particular method of data collection.
Although cross-sectional surveys are frequently equated with questionnaires and case studies are
often equated with participant observation, data for any design can be collected with any data
collection method. How the data are collected is irrelevant to the logic of the design.

Failing to distinguish between design and method leads to the poor evaluation of designs. Equating
cross-sectional designs with questionnaires, or case studies with participant observation means that
the designs are often evaluated against the strengths and weaknesses of the method rather than
their ability to draw relatively unambiguous conclusions or to select between rival plausible
hypotheses.

However, there is a certain type of research design processes. They are shown on the next page-

12
Action Research Design
The essentials of action research design follow a characteristic cycle whereby initially an
exploratory stance is adopted, where an understanding of a problem is developed and plans are
made for some form of the intervention strategy. Then the intervention is carried out during which
time, pertinent observations are collected in various forms. The new interventional strategies are
carried out, and this cyclic process repeats, continuing until a

13
sufficient understanding of (or a valid implementation solution for) the problem is achieved. The
protocol is iterative or cyclical in nature and is intended to foster a deeper understanding of a given
situation, starting with conceptualizing and particularizing the problem and moving through
several interventions and evaluations.

Case Study Design

A case study is an in-depth study of a particular research problem rather than a sweeping statistical
survey or comprehensive comparative inquiry. It is often used to narrow down a very broad field
of research into one or a few easily researchable examples. The case study research design is also
useful for testing whether a specific theory and model applies to phenomena in the real world. It
is a useful design when not much is known about an issue or phenomenon.

Causal Design
Causality studies may be thought of as understanding a phenomenon in terms of conditional
statements in the form, “If X, then Y.” This type of research is used to measure what impact a
specific change will have on existing norms and assumptions. Most social scientists seek causal
explanations that reflect tests of hypotheses. Causal effect (nomothetic perspective) occurs when
variation in one phenomenon, an independent variable, leads to or results, on average, in variation
in another phenomenon, the dependent variable.

Conditions necessary for determining causality:

 Empirical association -- a valid conclusion is based on finding an association between the
independent variable and the dependent variable.
 Appropriate time order -- to conclude that causation was involved, one must see that cases
were exposed to variation in the independent variable before variation in the dependent
variable.
 Nonspuriousness -- a relationship between two variables that is not due to variation in a
third variable.

Cohort Design

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Often used in the medical sciences, but also found in the applied social sciences, a cohort study
generally refers to a study conducted over a period of time involving members of a population
which the subject or representative member comes from, and who are united by some commonality
or similarity. Using a quantitative framework, a cohort study makes note of statistical occurrence
within a specialized subgroup, united by same or similar characteristics that are relevant to the
research problem being investigated, rather than studying statistical occurrence within the general
population. Using a qualitative framework, cohort studies generally gather data using methods of
observation. Cohorts can be either "open" or "closed."

 Open Cohort Studies [dynamic populations, such as the population of Dhaka] involve a
population that is defined just by the state of being a part of the study in question (and
being monitored for the outcome). Date of entry and exit from the study is individually
defined, therefore, the size of the study population is not constant. In open cohort studies,
researchers can only calculate rate-based data, such as incidence rates and variants thereof.
 Closed Cohort Studies [static populations, such as patients entered into a clinical trial]
involve participants who enter into the study at one defining point in time and where it is
presumed that no new participants can enter the cohort. Given this, the number of study
participants remains constant.

Cross-Sectional Design
Cross-sectional research designs have three distinctive features: no time dimension; a reliance on
existing differences rather than change following intervention; and, groups are selected based on
existing differences rather than random allocation. The cross-sectional design can only measure
differences between or from among a variety of people, subjects, or phenomena rather than a
process of change. As such, researchers using this design can only employ a relatively passive
approach to making causal inferences based on findings.

Descriptive Design
Descriptive research designs help provide answers to the questions of who, what, when, where,
and how associated with a particular research problem; a descriptive study cannot conclusively
ascertain answers to why. Descriptive research is used to obtain information concerning the current

15
status of the phenomena and to describe "what exists" with respect to variables or conditions in a
situation.

Experimental Design
A blueprint of the procedure that enables the researcher to maintain control over all factors that
may affect the result of an experiment. In doing this, the researcher attempts to determine or predict
what may occur. Experimental research is often used where there is time priority in a causal
relationship, there is consistency in a causal relationship (a cause will always lead to the same
effect), and the magnitude of the correlation is great. The classic experimental design specifies an
experimental group and a control group. The independent variable is administered to the
experimental group and not to the control group, and both groups are measured on the same
dependent variable. Subsequent experimental designs have used more groups and more
measurements over longer periods. True experiments must have control, randomization, and
manipulation.

Exploratory Design
An exploratory design is conducted about a research problem when there are few or no earlier
studies to refer to or rely upon to predict an outcome. The focus is on gaining insights and
familiarity for later investigation or undertaken when research problems are in a preliminary stage
of the investigation. Exploratory designs are often used to establish an understanding of how best
to proceed in studying an issue or what methodology would effectively apply to gather information
about the issue.

The goals of exploratory research are intended to produce the following possible insights:

 Familiarity with basic details, settings, and concerns.

 Well-grounded picture of the situation being developed.
 Generation of new ideas and assumptions.
 Development of tentative theories or hypotheses.
 A determination about whether a study is feasible in the future.

16
  Issues get refined for more systematic investigation and formulation of new research
questions.
 Direction for future research and techniques get developed.

Historical Design
The purpose of a historical research design is to collect, verify, and synthesize evidence from the
past to establish facts that defend or refute a hypothesis. It uses secondary sources and a variety of
primary documentary evidence, such as diaries, official records, reports, archives, and non-textual
information [maps, pictures, audio and visual recordings]. The limitation is that the sources must
be both authentic and valid.

Longitudinal Design
A longitudinal study follows the same sample over time and makes repeated observations. For
example, with longitudinal surveys, the same group of people is interviewed at regular intervals,
enabling researchers to track changes over time and to relate them to variables that might explain
why the changes occur. Longitudinal research designs describe patterns of change and help
establish the direction and magnitude of causal relationships. Measurements are taken on each
variable over two or more distinct time periods. This allows the researcher to measure the change
in variables over time. It is a type of observational study sometimes referred to as a panel study.

Meta-Analysis Design
Meta-analysis is an analytical methodology designed to systematically evaluate and summarize
the results from a number of individual studies, thereby, increasing the overall sample size and the
ability of the researcher to study effects of interest. The purpose is to not simply summarize
existing knowledge but to develop a new understanding of a research problem using synoptic
reasoning. The main objectives of meta-analysis include analyzing differences in the results among
studies and increasing the precision by which effects are estimated. A well-designed meta-analysis
depends upon strict adherence to the criteria used for selecting studies and the availability of
information in each study to properly analyze their findings. Lack of information can severely limit
the type of analyzes and conclusions that can be reached. In addition, the more dissimilarity there

17
is in the results of individual studies, the more difficult it is to justify interpretations that govern a
valid synopsis of results.

A meta-analysis needs to fulfil the following requirements to ensure the validity of your findings:

 Clearly defined description of objectives, including precise definitions of the variables and
outcomes that are being evaluated;
 A well-reasoned and well-documented justification for identification and selection of the
studies;
 Assessment and explicit acknowledgement of any researcher bias in the identification and
selection of those studies;
 Description and evaluation of the degree of heterogeneity among the sample size of studies
reviewed; and,
 Justification of the techniques used to evaluate the studies.

Mixed-Method Design
Mixed methods research represents more of an approach to examining a research problem than a
methodology. Mixed method is characterized by a focus on research problems that require,

1) an examination of real-life contextual understandings, multi-level perspectives, and cultural

influences;

2) an intentional application of rigorous quantitative research assessing magnitude and frequency

of constructs and rigorous qualitative research exploring the meaning and understanding of the
constructs; and,

3) an objective of drawing on the strengths of quantitative and qualitative data gathering techniques
to formulate a holistic interpretive framework for generating possible solutions or new
understandings of the problem. It has been argued that the design encompasses more than simply
combining qualitative and quantitative methods but, rather, reflects a new "third way"
epistemological paradigm that occupies the conceptual space between positivism and
interpretivism (Tashakkori and Creswell, 2007).

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Observational Design
This type of research design draws a conclusion by comparing subjects against a control group, in
cases where the researcher has no control over the experiment. There are two general types of
observational designs. In direct observations, people know that you are watching them.
Unobtrusive measures involve any method for studying behaviour where individuals do not know
they are being observed. An observational study allows a useful insight into a phenomenon and
avoids the ethical and practical difficulties of setting up a large and cumbersome research project.

Philosophical Design
Understood more as a broad approach to examining a research problem than a methodological
design, philosophical analysis and argumentation is intended to challenge deeply embedded, often
intractable, assumptions underpinning an area of study. This approach uses the tools of
argumentation derived from philosophical traditions, concepts, models, and theories to critically
explore and challenge, for example, the relevance of logic and evidence in academic debates, to
analyze arguments about fundamental issues, or to discuss the root of existing discourse about a
research problem. These overarching tools of analysis can be framed in three ways:

 Ontology -- the study that describes the nature of reality; for example, what is real and what
is not, what is fundamental and what is derivative?
 Epistemology -- the study that explores the nature of knowledge; for example, by what
means does knowledge and understanding depend upon and how can we be certain of what
we know?
 Axiology -- the study of values; for example, what values does an individual or group hold
and why? How are values related to interest, desire, will, experience, and means-to-end?
And, what is the difference between a matter of fact and a matter of value?

Sequential Design
Sequential research is that which is carried out in a deliberate, staged approach where one stage
will be completed, followed by another, then another, and so on, with the aim that each stage will

19
build upon the previous one until enough data is gathered over an interval of time to test your
hypothesis. The sample size is not predetermined. After each sample is analyzed, the researcher
can accept the null hypothesis, accept the alternative hypothesis, or select another pool of subjects
and conduct the study once again. This means the researcher can obtain a limitless number of
subjects before making a final decision whether to accept the null or alternative hypothesis. Using
a quantitative framework, a sequential study generally utilizes sampling techniques to gather data
and applying statistical methods to analyze the data. Using a qualitative framework, sequential
studies generally utilize samples of individuals or groups of individuals [cohorts] and use
qualitative methods, such as interviews or observations, to gather information from each sample.

From all those research design processes we have selected mix-method design for our report. The
studies of mix-method design normally tell us about-

 Narrative and non-textual information can add meaning to numeric data, while numeric
data can add precision to narrative and non-textual information.
 Can utilize existing data while at the same time generating and testing a grounded theory
approach to describe and explain the phenomenon under study.
 A broader, more complex research problem can be investigated because the researcher is
not constrained by using only one method.
 The strengths of one method can be used to overcome the inherent weaknesses of another
method.
 Can provide stronger, more robust evidence to support a conclusion or set of
recommendations.
 May generate new knowledge new insights or uncover hidden insights, patterns, or
relationships that a single methodological approach might not reveal.
 Produces more complete knowledge and understanding of the research problem that can
be used to increase the generalizability of findings applied to theory or practice.

Mixed Method Research

20
Mixed methods research is more specific in that it includes the mixing of qualitative and
quantitative data, methods, methodologies and paradigms in a research study or set of related
studies. It is a methodology for conducting research that involves collecting, analyzing and
integrating quantitative and qualitative research. This mixed method research process has been
used for the report because this approach to research provides a better understanding of the
research problem than either of each alone.

By mixing both quantitative and qualitative research and data, we gain in breadth and depth of
understanding and corroboration, while offsetting the weaknesses inherent to using each approach
by itself.

When to use

Mixed methods research is particularly suited:

 When one wants to validate or corroborate the results obtained from other methods.
 When one needs to use one method to inform another method. For instance, when little is
known about a topic and it is necessary to first learn about what variables to study through
qualitative research and then study those variables with a large sample of individuals using
quantitative research.
 When one wants to continuously look at a research question from different angles, and
clarify unexpected findings and/or potential contradictions.
 When one wants to elaborate, clarify, or build on findings from other methods. For
instance, if a causal relationship has been established through experimental research but
one wants to understand and explain the causal processes involved through qualitative
research.
 When one wants to develop a theory about a phenomenon of interest and then test
it. Usually, qualitative research is more suitable to build theory, while quantitative research
provides a better way of testing theories.
 When one wants to generalize findings from qualitative research.

All of these suits with the goals of this report. And for that reason, this mixed method research has
been chosen to complete the report and its research.

21
Advantages
Yet again, we had to be aware of the limitations of this process while we had some advantages
too-

The use of mixed method research provides a number of advantages, namely:

 Provides strengths that offset the weaknesses of both quantitative and qualitative
research. For instance, quantitative research is weak in understanding the context or setting
in which people behave, something that qualitative research makes up for. On the other
hand, qualitative research is seen as deficient because of the potential for biased
interpretations made by the researcher and the difficulty in generalizing findings to a large
group. Quantitative research does not have these weaknesses. Thus, by using both types of
research, the strengths of each approach can make up for the weaknesses of the other.
 Provides a more complete and comprehensive understanding of the research problem than
either quantitative or qualitative approaches alone.
 Provides an approach for developing better, more context-specific instruments. For
instance, by using qualitative research it is possible to gather information about a certain
topic or construct in order to develop an instrument with greater construct validity, i.e., that
measures the construct that it intends to measure.
 Helps to explain findings or how causal processes work.

Limitations
Mixed method research has some disadvantages and limitations, namely:

 The research design can be very complex.

 Takes much more time and resources to plan and implement this type of research.
 It may be difficult to plan and implement one method by drawing on the findings of
another.
 It may be unclear how to resolve discrepancies that arise in the interpretation of the
findings.

22
  For using this method, we had to be cautious about these limitations.

For using mixed method, there are some series of actions. Report designing, data collection as
collecting qualitative data and quantitative data, analyzing qualitative and quantitative data, merge
those results and interpreting the results.

Qualitative inquiry provides insight to beliefs and practices that are not discovered by quantitative
inquiry. Two data types are linked together through analysis to enrich the data, give deeper
understanding, and yield a more complete picture. Both the qualitative and quantitative inquiry
have been given priority due to the nature of this organizational behavior topic of Marico
Bangladesh Limited.

23
Developing a mixed method research design can be challenging. Researchers must choose the
appropriate quantitative and qualitative approaches necessary to answer the research question and
design their mixed methods project using those approaches. There are many ways to combine

24
these approaches and there are no rigid formulas for designing a mixed methods project. However,
to design the overall methodology of the project these things should be followed-

 Our own philosophy and comfort level with quantitative and qualitative approaches should
be considered.
 Considering our resources, including time, skills and funding time should be spent. We
have to be certain that the approaches we select are realistic for our timeframes and
parameters.
 We should list the goals of each part of the study and determine whether these portions of
the study will require quantitative or qualitative methods.
 The fundamental principle of mixed method research is that we will use a mix of
quantitative and qualitative methods that have complementary strengths and do not have
overlapping weaknesses. Haphazardly choosing quantitative and qualitative approaches
will result in poor results. Choosing the appropriate methods to mix in the study requires
logical and purposeful thought and planning.
 We must consider methods of data collection for both the quantitative and qualitative
approaches in the design. What type of data will be collected? When will it be
collected? Will the data be collected simultaneously (concurrent designs) or in different
stages of the project (sequential designs)? How will it be integrated? How will it impact
other parts of the study?
 It should be considered that how the data collected may impact the development of the
study over time. Will it be a pre-determined fixed methodology throughout the project? Or
will is it best suited to an emergent methodology that is flexible and may change over time
based on data being collected?

Once we have considered the factors listed above, we can use that information to choose an overall
mixed method design. When deciding what type of mixed method design to use, it is important to
take into account the overall purpose of the research, the specific research questions, and the
strengths and weaknesses of each design. Following is a list of six mixed methods design strategies
as developed by Dr John Creswell (2003), a leading expert in mixed methods research.

25
Sequential explanatory design
This two-phase design involves the collection and analysis of quantitative data followed by the
collection and analysis of qualitative data. The priority is given to the quantitative data, and the
findings are integrated during the interpretation phase of the study.

When to use it?

 To help explain, interpret or contextualize quantitative findings.

 To examine in more detail unexpected results from a quantitative study.

Strengths:
 Easy to implement because the steps fall into clear separate stages.
 The design is easy to describe and the results easy to report.

Weaknesses:

Requires a substantial length of time to complete all data collection given the two separate phases.

Example:

26
A survey may be used to collect quantitative data from a larger group. Members of that group may
then later be selected for interviews where they can explain and offer insights into their survey
answers.

Sequential exploratory design

This method is also a two-phase design. In this design, the qualitative data is collected first,
followed by collection and analysis of quantitative data. The priority is given to the qualitative
aspect of the study, and the findings are integrated during the interpretation phase of the study.

When to use it?

 To explore a phenomenon and to expand on qualitative findings.

 To test elements of an emergent theory resulting from the qualitative research.
 To develop a classification for testing.
 To develop and test a new instrument (such as a survey)

Strengths:

 Easy to implement because the steps fall into clear, separate stages.
 The design is easy to describe and the results easy to report.

Weaknesses:

 Requires a substantial length of time to complete all data collection given the two separate
phases.
 It may be difficult to build from the qualitative analysis to the subsequent data collection.

Example:

27
Using the information from journals or diaries to develop an appropriate survey to administer to a
larger sample.

Sequential Transformative Design

This type of design also has two phases but allows the theoretical perspective of the researcher to
guide the study and determine the order of data collection. The results from both methods are
integrated together at the end of the study during the interpretation phase.

Concurrent Triangulation Design

In this design, qualitative and quantitative data are collected concurrently in one phase. The data
are analyzed separately and then compared and/or combined. The findings are integrated during
the interpretation phase of the study. Usually, equal priority is given to both types of research.

When to use it?

 To develop a more complete understanding of a topic or phenomenon.

 To cross-validate or corroborate findings.
 To overcome a weakness in one method with the strengths of another.

Strengths:

 Provides well-validated and substantiated findings.

 Compared to sequential designs, data collection takes less time.
 It is useful in expanding quantitative data through a collection of open-ended qualitative
data.

Weaknesses:

 Requires great effort and expertise to adequately use two separate methods at the same
time.

28
  It can be difficult to compare the results of two analysis using data of different forms.
 It may be unclear how to resolve discrepancies that arise while comparing the results.

Example:

If a researcher collected survey data and interview data at the same time and compared the results.

Concurrent Nested Design

This design includes one phase of data collection in which priority is given to one approach that
guides the project, while the other approach is embedded or nested into the project and provides a
supporting role. The embedded approach is often addressing a different question then the primary
research question.

When to use it?

 To gain broader and in-depth perspectives on a topic.

 To offset possible weaknesses inherent to the predominant method.

Strengths:

 Two types of data are collected simultaneously, reducing time and resources (e.g., number
of participants).
 Provides a study with the advantages of both quantitative and qualitative data.

Weaknesses:

 The data needs to be transformed in some way so that both types of data can be integrated
during the analysis, which can be difficult.
 Inequality between different methods may result in unequal evidence within the study,
which can be a disadvantage when interpreting the results.

29
Example:

The researcher collects data to assess the state of a company by using a survey instrument that
mixes qualitative (open-ended) and quantitative (closed-ended) questions, and both forms of data
are integrated and analyzed.

Concurrent Transformative Design

This method involves concurrent data collection of both quantitative and qualitative data. It is
guided by a theoretical perspective in the purpose or research question of the study. This
perspective guides all methodological choices and the purpose is to evaluate that perspective at
different levels of analysis.

Research Design selection

Once a mixed methods research design has been selected, one has to decide which specific research
methods and instruments/measures should be incorporated/mixed in the research program. This
decision should be determined by the overall purpose of the research (e.g., exploration,
explanation, theory-building, theory-testing, and generalization), the specific research questions,
and the advantages and disadvantages of each research method. And for our report, ‘Organizational
Behavior of Marico Bangladesh’, we have selected Concurrent Triangulation Design under
mixed-method design process.

As we are working on the organizational behavior of Marico Bangladesh Limited, we have to

collect some qualitative and quantitative data for our research purpose. We have collected those
data separately but at the same time. In one phase, we collected all the data concurrently and
following the ‘Concurrent triangulation design’ we analyzed both data separately and merged them
for interpretation. That was the Synthesis or Triangulation part of ‘Concurrent triangulation
design’.

30
2.1.3 Constructing an Instrument

Anything that becomes a means of collecting information for the study is called a ‘research tool’
or a ‘research instrument’, for example, observation forms, interview schedules, questionnaires
and interview guides.

The construction of a research instrument is the first ‘practical’ step in carrying out a study. The
plan for the study is referred to as the instrumentation plan. We need to decide how we are going
to collect data for the proposed study and then construct a research instrument for data collection.
The instrumentation plan serves as the roadmap for the entire study, specifying who will participate
in the study; how, when, and where data will be collected; and the content of the program. This
plan is composed of numerous decisions and considerations.

To collect data specifically for the study (primary data), we need either to construct a research
instrument or to select one that has already been constructed. If we are using secondary data
(information already collected for other purposes), we will need to identify what information is

31
needed and then develop a form to extract the required data. In order to determine what information
is required, we need to go through the same process as for primary data, described above.

Field testing (or pre-testing) a research tool is an integral part of instrument construction. As a rule,
the pre-test of a research instrument should not be carried out on the sample of the study population
but on a similar population which we are not proposing to study.

In our organizational behaviour study in Marico Bangladesh Limited, we have decided to have the
employees participate in the program. The group of participants is called the sample, which is a
smaller group selected from the population specified for the study. The study cannot possibly
include every employee in the organization, so a smaller group is used to represent the population.
We developed the plan for the program, indicating what data will be collected, when and how the
data will be collected, who will collect the data, and how the data will be analyzed. The
instrumentation plan specifies all the steps that must be completed for the study. This ensures that
we have carefully thought through all these decisions and that we provided a step-by-step plan to
be followed in the study.

And for collecting data, a questionnaire has been designed titled ‘Organizational Behavior in
Marico Bangladesh Limited’ which was used in the study. The question has some sections and the
content of the instrument was based on the findings of the interview conducted.

2.1.4 Selecting Sample

The accuracy of the findings largely depends upon the way one selects the sample. The basic
objective of any sampling design is to minimize, within the limitation of cost, the gap between the
values obtained from the sample and those prevalent in the study population. The underlying
premise in sampling is that a relatively small number of units if selected in a manner that they
genuinely represent the study population, can provide – with a sufficiently high degree of
probability – a fairly true reflection of the sampling population that is being studied. When
selecting a sample, we should attempt to achieve two key aims of sampling the avoidance of bias
in the selection of a sample; and the attainment of maximum precision for a given outlay of
resources.

32
Sampling, therefore, is the process of selecting a few (a sample) from a bigger group (the sampling
population) to become the basis for estimating or predicting the prevalence of an unknown piece
of information, situation or outcome regarding the bigger group. A sample is a subgroup of the
population we are interested in.

For the research purpose on organizational behaviour of Marico Bangladesh Limited, we selected
a sample of an employee among the employees of the organization.

2.1.5 Writing a Proposal

The goal of a research proposal is to present and justify the need to study a research problem and
to present the practical ways in which the proposed study should be conducted. The design
elements and procedures for conducting the research are governed by standards within the
predominant discipline in which the problem resides, so guidelines for research proposals are more
exacting and less formal than a general project proposal. Research proposals contain extensive
literature reviews. They must provide persuasive evidence that a need exists for the proposed
study. In addition to providing a rationale, a proposal describes a detailed methodology for
conducting the research consistent with requirements of the professional or academic field and a
statement on anticipated outcomes and/or benefits derived from the study's completion.

Structure

Outline of the structure of a proposal-

1. Title

2. Introduction

• Background of the study (Sectoral Brief)

• The research problem
• Studies that have addressed the problem
• Deficiencies in the studies
• The significance of the study

33
 • The purpose statements

3. Purpose

• The purpose of study, the aim of the project and reasons for the research design

• The research questions and hypotheses

4. Philosophical Foundations worldview and philosophical assumptions for using specific research
approach.

5. Literature Review

6. Methodology and Methods

• Site and sample

• Data collection procedures
• Data analysis procedures

7. Potential Ethical issues

8. Reference and appendixes

The proposal of the report will follow these guidelines.

2.1.6 Collecting Data

Having formulated a research problem, developed a study design, constructed a research

instrument and selected a sample, we then collect the data from which we will draw inferences and
conclusions for the study. Once the instrumentation plan is completed, the actual study begins with
the collection of data. The collection of data is a critical step in providing the information needed
to answer the research question. Every study includes the collection of some type of data—whether
it is from the literature or from subjects—to answer the research question. Data can be collected
in the form of words on a survey, with a questionnaire, through observations, or from the literature.

Primary Data

34
Primary data is information that you collect specifically for the purpose of your research project.
An advantage of primary data is that it is specifically tailored to your research needs. A
disadvantage is that it is expensive to obtain.

Sources

The source of primary data is the population sample from which we collect the data. The first step
in the process is determining the target population.

Once we have determined the target population, we will need to decide how to represent this
population in our study. Obviously, it's impracticable to collect data from everyone, so we will
have to determine the sample size and the type of sample. The sample should be random and a
stratified random sample is often advisable. A stratified random sample involves dividing the
population to be studied into subpopulations of distinct characteristics and then drawing our
random sample from each subpopulation.

Secondary Data

Secondary data is research data that has previously been gathered and can be accessed by
researchers. The term contrasts with primary data, which is data collected directly from its source.

Secondary data is used to increase the sampling size of research studies and is also chosen for the
efficiency and speed that comes with using an already existing resource. Secondary data facilitates
large research projects, in which many research groups working in tandem collect secondary data.
35
The main researcher is then allowed to focus on primary research or particular areas of interest.
This division of labour helps researchers learn more in less time.

Source

Common sources of existing secondary data include data collected by government public services
departments, libraries, internet searches and censuses. Companies use market research to draw on
existing information from social media as a source of secondary data. Social media is becoming
heavily favoured in market research, as opinions are already available from millions of users on
many topics and products. Secondary data can be obtained from these sources:

 information collected through censuses or government departments like housing, social

security, electoral statistics, tax records
 internet searches or libraries
 progress reports

The benefit of using secondary data is that much of the preliminary work is done. The data may
have already been sorted in an electronic format, published and reviewed with case studies already
conducted. Secondary data can quickly become more or less public knowledge through use in the
media. Due to its exposure and public examination, secondary data can carry more legitimacy than
primary research data and is often used as verification of primary data.

However, there are a number of potential problems in using secondary data. It can be difficult to
attain secondary data that the fits exact requirements of research studies. It can also be hard to
verify the accuracy of secondary data, which can also become outdated over time.

There are a few types of model in mixed method research from which, one can be followed for
data collection procedure. They are shown below-

36
 Data Collection model variation
Embedded Explanatory Exploratory
Triangulation
Design Design DEsign

Instrument
Convergence Experimental Follow-up
Development
Model Model Explanation
Model

Data Taxonomy
Correlational Participant
Transformation Development
Model Selection Model
Model Model

Validating
Quantitative
Model

Multilevel
Model

Variant of the Triangulation design

 Convergence Model
 Data Transformation Model
 Validating Quantitative Model
 Multilevel Research Model

Convergence Model

37
Data Transformation Model

Validating Quantitative Model

38
Multilevel Research Model

39
Among all the model, we have selected convergence model to collect our data. For collecting the
quantitative data, we have prepared a survey questionnaire which has some parts. (A detailed form
of the questionnaire is presented in Appendixes)

And again, for the purposes of this research, in-depth interviews were used. In-depth interviews
are personal and unstructured interviews, whose aim is to identify participant’s emotions, feelings,
and opinions regarding a particular research subject. The main advantage of personal interviews is
that they involve personal and direct contact between interviewers and interviewees, as well as
eliminate non-response rates, but interviewers need to have developed the necessary skills to
successfully carry an interview. What is more, unstructured interviews offer flexibility in terms of
the flow of the interview, thereby leaving room for the generation of conclusions that were not
initially meant to be derived regarding a research subject. However, there is the risk that the
interview may deviate from the pre-specified research aims and objectives (Gill & Johnson, 2002).

There is an interview technique needed like these-

• The researcher should conduct the interview with the participants using an interview

guide with semi-structured questions.

• The researcher should maintain eye contact with the participants.

• The researcher should use grand as well as mini-tour questions to elicit information from the
participant.

• The researcher should use a semi-structured interview guide, but the line of questioning

and responses from participant maintain flexibility and consistency.

Following these, we interviewed a managerial body of the company to learn about the
organizational behaviour in Marico Bangladesh Limited. Our questions were regarding all the parts
of the organizational behaviour that present in the company culture.

Interview question

Some sample questions that were included in the interview are given below –

40
Question 1:

Is there any issue of group decision making vs individual choice?

Question 2:

How do the teams work?

Are they effective and being well appreciated?

Question 3:

How is the issue solved by negotiation if a conflict arises?

[Issue: wages related, any personal conflict, between two departments etc.]

Question 4:

Do you have any organizational culture that you can teach the newcomers of the organization
which helps to solve their problems in the different segment?

If yes, what are they?

Question 5:

If you see any employee fighting with stress for work overload or for any other reason
(organizational environment/ any event), what do you do for stress management? Is there any
counselling system for that?

Question 6:

What steps do you take for a newcomer or an existing member of the organization if s/he cannot
cope up with the work or environment of the organization?

Process of recording interview data

During the interview data collected were recorded on audiotape and field notes were taken

simultaneously to enrich the taped discussions.

41
Note taking during the interview

Note taking is an important activity, but it might disturb the participants (Holloway & Wheeler,
2002). To limit this, the researcher informed the participants that notes would be taken during the
interview.

• A non-participant took notes so that non-verbal behavior of the participants as well as

the researcher’s reactions and comments could be recorded.

• This method of collecting data acts as a back-up of the information obtained on the

audiotape.

Note taking was done discreetly to avoid distracting the participants.

Voice-recording the interview

The following factors were considered by the researcher to ensure a successful interview:

• Permission to use the recording system was sought before the interview. The participant
consented to its use.

• Use of the recording system enabled the researcher to maintain eye contact with the participants.

Preservation of participants’ words during data collection is very important. The following

tips enabled the success of the interview:

• A mobile phone for the use recording system was positioned close enough between the researcher
and participants to record the conversation.

• The recording system was tested prior to the interview to ensure that it was in good working
order.

And following all these processes, we collected all data for our report.

2.1.7 Processing Data

42
The researcher finally has data to analyze. The results of this analysis will then be reviewed and
summarized. Mixed methods data analysis will involve analyzing the data from both the qualitative
and quantitative approaches used in the study. The strategy for data analysis and the timing of
the analysis may be driven. The rationale behind the mixed methods approach typically drives the
design of the research study and therefore, determines at what point in the project data is collected
and analyzed. In general, the qualitative and quantitative data will be analyzed concurrently. For
the purpose of using mixed methods in triangulation, the data will likely be collected and analyzed
concurrently.

Regardless of when the data is collected and analyzed within the study, there are general
procedures for data analysis for both qualitative and quantitative data. The chart below outlines
the basic processes.

Data analysis
procedures
For Quantitative Data For Qualitative Data
Preparing Data Coding data and assigning Organizing data, transcribing
numeric values, recording texts
data to prepare computer
analysis

Reviewing & Exploring Descriptive analysis, Reading data and notes,

Data looking for trends and developing qualitative codes
distributions

Analyzing Data Using appropriate Coding data and assigning

statistical tests, use of labels, a grouping of data and
statistical software, looking for related themes, use
recording of confidence of statistical software
intervals

Representing Data Representing results in Presenting findings in

tables, graphs and figures discussion or text form may
use figures and visuals to
represent the theme

43
It was the basic data analysis procedure of mixed method research. As we have chosen the
concurrent method as a data collection and analyzing procedure for our report, it is given here in
the next page.

Following these procedures, we analyzed our data in the ‘Organizational Behavior in Marico
Bangladesh’ report.

2.1.8 Writing the Report

Last but not least, the final step of this process is writing a report. All the time, effort, and resources
dedicated to steps 1 through 7 of the research process culminating in this final step. After following
all these steps, we got a clear concept about this report and we are ready to write it down. Writing
the report is the last and, for many, the most difficult step of the research process. This report
informs the world what we have done, what we have discovered and what conclusions we have
drawn from our findings. If we are clear about

44
the whole process, we will also be clear about the way we want to write the report. Our report
should be written in an academic style and be divided into different chapters and sections based
upon the main themes of our study.

2.2 Report Framework

A report framework which has been followed for the research of the report is given below-

• Review of literature • Development of

• Construct Research Questionnaire
Question • Pre test of
Questionnaire
• Identify Variables
• Collection of Data
• Review Methods • Analysis of Data
• Interpretation of
Findings
Preliminary Analysis
Phase phase

Paper Paper
Preparation Submission
Phase Phase
• Prepare Final Paper
• Prepare Draft Paper • Submit Paper
• Conduct Seminar • Confront Defense
• Review Paper

These Preliminary, analysis, paper preparation and paper submission phase of the reporting
framework have been followed for conducting the research process for our report on
‘Organizational Behavior in Marico Bangladesh Limited’.

45
2.3 Time Frame
For completing the research study for the report, a timeline has been followed. It is shown in a
Gantt chart below-

(We have got around one and a half month to complete our research and that is around 45 days.
We are using a 3-phase chart where every phase will be 15 days long)

Activities 1st phase 2nd phase 3rd phase

(15 days long) (15 days long) (15 days long)

Preliminary Phase

Review of Literature 

Construct Research Question 

Identify Variables, Review Methods 

Analysis Phase

Development of Questionnaire 

Pre-test of Questionnaire 

Collection of Data 

Analysis of Data 

Interpretation of Findings 

Paper Preparation Phase

Prepare Draft Paper, Review Paper 

Paper Submission Phase

Prepare Final Paper, Submit Paper 

Confront Defense 

46
Chapter 3: Theoretical Framework

3.1 Theories of OB

Organizational Behavior (OB) is the study of human behaviour in organizational settings, the
interface between human behaviour and the organization, and the organization itself.
Organizational Behavior researchers study the behaviour of individuals primarily in their
organizational roles.

One of the main goals of organizational behaviour is to revitalize organizational theory and
develop a better conceptualization of organizational life. As a multidisciplinary field,
organizational behaviour has been influenced by developments in a number of allied disciplines
including sociology, psychology, economics, and engineering as well as by the experience of
practitioners.

An organization consists of individuals with different tasks attempting to accomplish a common

purpose. (For a business, this purpose is the creation and delivery of goods or services for its
customers.) Organizational behavior is the study of how individuals and groups perform together
within an organization. It focuses on the best way to manage individuals, groups, organizations,
and processes. Organizational behavior is an extensive topic and includes management, theories
and practices of motivation, and the fundamentals of organizational structure and design. From the
smallest nonprofit to the largest multinational conglomerate, firms and organizations all have to
deal with the concept of organizational behaviour. Knowledge about organizational behaviour can
provide managers with a better understanding of how their firm or organization attempts to
accomplish its goals. This knowledge may also lead to ways in which a firm or organization can
make its processes more effective and efficient, thus allowing the firm or organization to
successfully adapt to changing circumstances. This chapter will help you better understand the
theories and structures of organizational behaviour. The chapter begins by discussing some of the
basic characteristics of managers and management. It then describes some of the popular theories
and practical applications related to motivation and helps answer the question “What motivates
employees and why does it motivate them?” The chapter then examines some of the fundamentals
of organizational structure and describes ways in which organizational structures differ from one

47
another. Finally, it discusses a few methods by which organizations can control processes and
outcomes.

MANAGEMENT
As discussed in the next chapter, “Leadership and Team Building,” management used to be
focused on direction and control. Now it is more involved with support and facilitation and the
evolving notion of the manager as “coach.” In conjunction with this role as a supportive facilitator,
managers are now focusing on efficiently and effectively utilizing the intellectual capital of an
organization. Intellectual capital consists of the knowledge, expertise, and dedication of an
organization’s workforce. The management of intellectual capital is necessary in order to get the
most out of an organization’s material resources and achieve organizational goals. In practice,
managers accomplish organizational goals through the process of defining goals, organizing
structures, motivating employees, and monitoring performance and outcomes. In performing these
processess, a manager often takes on several different roles. These roles were described by Henry
Mintzberg and include interpersonal roles, informational roles, and decisional roles. Interpersonal
roles are ways in which a manager works and communicates with others. Informational roles are
ways in which a manager acquires, processes, and shares information. Decisional roles are how a
manager uses the information to make decisions, which involves identifying opportunities and
problems and acting on them appropriately, allocating resources, handling conflicts, and
negotiating. In order to fill these roles effectively, managers use skills that allow them to translate
knowledge into action. Robert Katz describes three different sets of skills that managers use,
including technical, human, and conceptual skills. Technical skills are used to perform a
specialized task. They are learned both from experience and from education, and they can involve
using a specific type of technology or process. Human skills are used when working with others
and include, among other things, basic communications skills, persuasive ability, and conflict
resolution. Conceptual skills are used in analyzing and solving complex interrelated problems.
They require having a good understanding of the organization as a whole and understanding how
the interrelated parts work together—for example, a good understanding of an organization’s
behavioural attributes, its weaknesses, and actions needed to achieve its goals and objectives.

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Emotional Intelligence and the Manager
Daniel Goleman defined an important aspect of human skills in his work on emotional intelligence.
Emotional intelligence is tied closely to management effectiveness and ultimately organizational
behaviour; it suggests that a manager’s performance may be influenced by several factors:

✔ Self-awareness—understanding your moods and emotions.

✔ Self-regulation—thinking about your actions and controlling

destructive ones.

✔ Motivation—working hard to accomplish your goals.

✔ Empathy—understanding the emotions of others.

✔ Social skills—developing good connections effectively and efficiently and shape an

organization’s behaviour.

49
A motivated workforce will have a strong effect on an organization’s bottom line. Motivation is
strongly tied to job satisfaction. Job satisfaction is how individuals feel about the tasks they are
supposed to accomplish and may also be influenced by the physical and social nature of the
workplace. The more satisfied employees are with their jobs, the more motivated they will be to
do their jobs well. There are several important studies relating to motivation. These include
Abraham Maslow’s hierarchy of needs, Frederick Herzberg’s study of hygiene and motivational
factors, Douglas McGregor’s Theory X and Theory Y, Theory Z, Victor Vroom’s Expectancy
Theory, J. Stacy Adams’ Equity Theory, and Reinforcement Theory.

Maslow’s Hierarchy of Needs

In 1943 Abraham Maslow developed a theory about human motivation called the hierarchy of
needs. This theory has been popular in the United States and describes human needs in five general
categories. According to Maslow, once an individual has met his needs in one category, he is
motivated to seek needs in the next higher level. Maslow’s hierarchy of needs consists of the
following general categories:

Physiological needs: These are the first and lowest level of needs. They relate to the most basic
needs for survival and include the need for food and shelter.

Safety needs: The second level of needs involves an individual’s need for security, protection, and
safety in the physical and interpersonal events of daily life.

Social needs: The third level of needs is associated with social behaviour It is based on an
individual’s desire to be accepted as part of a group and includes a desire for love and affection.

Esteem needs: The fourth level of needs relates to an individual’s need for respect, recognition,
and prestige and involves a personal sense of competence.

Self-actualization: This is the fifth and highest level of needs. Needs of this level are associated
with an individual’s desire to reach his full potential by growing and using his abilities to the fullest
and most creative extent.

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As individuals move higher in the corporate hierarchy, they may see higher-order needs as being
more important than those of lower orders. Needs may also vary based on career stage,
organizational structure, and geographic location. The hierarchy of needs could also lack effective
application in different cultural contexts. Certain cultures may value social needs over
psychological and safety needs. In addition, the theory necessitates that a manager is able to
identify and understand an employee’s needs. This is not always easy and can lead to inaccurate
assumptions. Taken in the proper context, however, recognizing the importance of needs is a useful
method for conceptualizing factors of employee motivation and thus being able to direct an
organization’s behaviour.

Herzberg’s Factors

In the 1950s Frederick Herzberg studied the characteristics of a job in order to determine which
factors served to increase or decrease workers’ satisfaction. His study identified two factors related
to job satisfaction: “hygiene” factors and motivational factors.

Hygiene factors are those that must be maintained at adequate levels. They are related more to the
environment in which an employee is working rather than the nature of the work itself. Important
hygiene factors include organizational policies, quality of supervision, working conditions,
relationships with peers and subordinates, status, job security, and salary. Adequate levels of these
factors are necessary to prevent dissatisfaction; improving these factors beyond adequate levels,
however, does not necessarily lead to an increase in job satisfaction. A different set of factors,
identified as motivational factors, is associated with having a direct effect on increasing job
satisfaction. These factors include achievement, recognition, responsibility, growth, the work
itself, and the opportunity for advancement. Like Maslow’s hierarchy of needs, Herzberg’s factors
must be tempered by sensitivity to individual and cultural differences and require that managers
identify what employees consider to be “adequate levels.” Managers sometimes simplify both of
these theories and inappropriately assume that they know what their employees need.

McGregor’s Theory X and Theory Y

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Douglas McGregor’s theories focus less on employee needs and more on the nature of the
managerial behaviour. These theories are based on the assumption that a supervisor’s perceptions
of her employees will strongly influence the way in which she attempts to motivate her employees.
McGregor created two theories based on his studies, called Theory X and Theory Y.

In the case of Theory X, a supervisor assumes that her employees are adverse to work and will do
everything they can to avoid it. Acting on this assumption, the supervisor will exert tight control
over employees, monitor their work closely, and hesitantly delegate authority.

In this case of Theory Y, a supervisor assumes that, contrary to Theory X, workers are willing to
work and would be willing to accept increased responsibilities. In light of these assumptions, the
supervisor will provide employees with more freedom and creativity in the workplace and will be
more willing to delegate authority. Managers will seek to motivate their employees based on their
perceptions of the employees’ interests. This theory brings to light the variation in practice that
can exist depending on the assumptions that managers make about their employees.

Theory Z
Theory Z emerged in the 1980s. It attempts to motivate workers by giving them more responsibility
and making them feel more appreciated. It was developed, in part, in the light of Japanese
management practices, which allowed for more worker participation in decision making and
provided for less specialized career paths.

Expectancy Theory

Developed by Victor Vroom, this concept assumes that the quality of employees’ efforts is
influenced by the outcomes they will receive for their efforts. They will be motivated to the degree
that they feel that their efforts will result in an acceptable performance, that that performance will
be rewarded, and that the value of the reward will be highly positive. In order for managers to
practically apply the theories associated with expectancy theory, they need to define the desired
behaviours clearly. Once this is accomplished, the manager should think about rewards that could
serve as possible reinforcers and how these rewards will have different values for different
individuals. Employees must then be informed about what must be done to receive these rewards,

52
and managers need to provide feedback on employee performance. If the desired behaviour is
achieved, the reward must be given immediately.

Equity Theory

Equity theory was a result of the work of J. Stacy Adams and states that when individuals
determine whether the compensation they receive is fair compared to their coworkers’
compensation, any perceived inequity will affect their motivation. This sense of inequity can either
be felt as negative inequity when employees feel they have received less than others who
performed the same task or felt as positive inequity, when workers feel they have received more
than others who performed the same task. Either type of inequity can motivate a worker to act in
a way that restores the sense of equity. Examples of employee behaviour may include not working
as hard, asking for a raise, quitting, comparing themselves to a different coworker, rationalizing
that the inequity will be only temporary, or getting a coworker to accept more work. To limit a
perceived sense of inequity, employees should be compensated to the degree that their efforts
contribute to the firm. This theory, however, is difficult to implement given the differences of
opinion that might arise between an employee and a supervisor regarding what constitutes
equitable pay. To apply this theory successfully it is important to address the employee’s
perceptions. This can be accomplished first by recognizing and anticipating that inequities can and
will exist. It is then important to communicate clear evaluations of any rewards given and an
appraisal of the performance on which these rewards are based. There may also be comparison
points that are appropriate to share.

Reinforcement Theory

A carrot-and-stick approach to motivational behaviour, the reinforcement theory is concerned with

positive and negative reinforcement. It applies consequences to certain behaviours. There are four
basic reinforcement strategies: positive reinforcement, negative reinforcement, punishment, and
extinction. Positive reinforcement motivates workers by providing them with rewards for desirable
behaviour. To be effective a reward must be delivered only if the desired behaviour is displayed.
It should also be delivered as quickly as possible after the desired behaviour is exhibited. Negative

53
reinforcement, in contrast, involves withdrawing negative consequences if the desired behaviour
is displayed. This method of reinforcement is sometimes called “avoidance” because its aim is to
have the individual avoid the negative consequences by performing the desired behaviour. Unlike
positive and negative reinforcement, punishment is not designed to inspire positive behaviour, but
to discourage negative behaviour. Extinction is the withdrawal of reinforcing consequences for the
desired behaviour. Its intent is to eliminate undesirable behaviour.

Conclusions from Motivational Theories

In shaping and directing an organization’s behaviour, the seven theories discussed previously
provide some insight into the organization’s behaviour. Several conclusions can be drawn from
these theories.

Needs: Employees have needs. In order to motivate employees, supervisors should attempt to
understand the breadth of their employees’ needs. This is not always an easy task and requires
open and frequent communication between managers and employees. By structuring a job so that
it meets these needs a supervisor can increase an employee’s motivation.

Compensation: Compensation is an important part of the motivation, with a goal to compensate

employees according to the contribution each employee makes to the firm. Employees will be
dissatisfied if they feel that they are getting less than they deserve. In order to decrease the
likelihood of perceived inequities, a manager needs to be proactive and informative regarding
reward structures.

Rewards: Employees need to know that the goal they are working toward is achievable and that
when they accomplish this goal that they will be rewarded in an appropriate and timely manner.

Behavioural Theory

This theory explains the effectiveness of leadership. According to this theory, leadership has two
qualities i.e., initiating structure and consideration. These qualities are tested with higher and lower
levels with the proper intersection of each other.

Initiating Structure:

54
It is the level up to which a leader is task oriented and directs the employee towards achieving a
goal. In this case, the leader gives instruction, makes a plan and schedules work activities.

Consideration:

It is the level up to which a leader is concerned with the subordinates, ideas and feelings.
Considerate leaders are friendly, they show concern for subordinates’ well-being and

Satisfaction:

This type of leadership is achieved by performance and is found to be effective. But it is not the
best way as situational factors are not taken into consideration.

Contingency Theory

According to this theory, propounded by Paul Hersey and Ken Blanchard, believes the
effectiveness of a leader is dependent on the action or readiness of his followers. By readiness, we
mean the extent to which the followers are able and willing to achieve the goal.

This theory is explained based on four cases.

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# Case 1 - In case one, we have high relationship behaviour and low task behaviour. The leader
motivates the followers and helps in decision making. Not much productivity can be seen in this
case but the sense of togetherness is high.

# Case 2 - In case two, we have high relationship behaviour as well as high task behaviour. In this
combination, the leader explains the decision and helps to build the confidence of the employees.
In this case, productivity, as well as loyalty towards the leader, is more.

# Case 3 - In case three, we have a combination of low relationship behaviour and low task
behaviour. Here we see that the leader delegates the responsibility of decision making to the
followers. In this case, there is poor communication as well as poor production.

# Case 4 - Here we deal with a combination of low relationship behaviour and high task behaviour.
The leader gives specific direction and supervises the performance. This theory is effective only if
the leaders change their style irrespective of the readiness of the followers.

The term 'bureaucracy' is often used in a negative sense (e.g. red tape, officialdom). However, it
actually refers to a specific form of organization with certain characteristics. The concept of
bureaucracy and the bureaucratic organization was first put forward systematically by the German
academic and socialist, Max Weber (1864-1920). He propounded the bureaucratic theory of
organization as the most dominant and a universal model of organization that exists to a greater
extent in both private and public sectors even today.

In his analysis of social systems, he identified that each social system was maintained by the
interaction of three related concepts: power, authority and legitimacy.

Power: it is exercised by coercion. Power enables one person or a ruler to use force to another.

Authority: it has a system of beliefs that give the ruler or a person the right to issue the order and
gives the followers the duty to obey it without question. [Authority implies acceptance of rule by
those over whom it is to be exercised]

Authority/domination: it refers to a power relationship between the rulers and the ruled/people.
Authority is exercised over a large number of people/administrative staff.
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Legitimacy: If individuals in a society or in an organization memorize that the power held by the
ruler is right and acceptable, it legitimizes the exercise of authority.

Max Weber (1864-1920)

Max Weber was born in Germany in 1964 and a contemporary of Taylor and Fayol, the two
classical theorists. Unlike them, German social scientist Weber was not a practising manager and
his contribution to classical administrative theory appeared from a different perspective. He
studied, observed and theorized about many forms of social organizations and managing human
society. His most influential work entitled 'The Theory of Social and Economic Organization'
published in 1920 (later translated into English in 1947) is considered to be a landmark in public
administration. It was in this publication that the term 'bureaucracy' was used to describe the
rational form of organization. He described the bureaucratic organization as the most rational
means for managing human society and control over human beings. He is regarded as the father
of bureaucratic theory. His work has a great influence on modern social system/sociology. In other
words, Weber identified and described three types of authority structures and the system of belief
by which any authority is legitimated.

Traditional authority: traditional authority rests on the beliefs, traditions and customs. Individuals
obey the authority because of their traditions or customs. A person enjoys personal authority by
virtue of their inherited / inborn status. Similarly, individuals obey the authority because of their
faith, tradition and custom related to the person. Administrative apparatus in this kind of authority
consists of the personal relatives, favourites, and servants.

Charismatic authority: This type of authority is legitimated on the belief that authority has some
kind of magical or gifted power. Legitimacy in authority arises from loyalty to, confidence in and
personal qualities of the person/ruler. Administrative apparatus or authority structure in this type
of authority is very loose and unstable and consists of faithful followers.

Rational-legal authority: Rational-legal authority is not owed to anyone personally rather rests on
the rationally enacted laws, rules and regulations that specify the rules that individuals should
obey. The authority arises because of the office or position of the person in authority. The person

57
in authority is bounded/ restricted by the rules, regulations and procedures of the organization.
Subordinates obey the authority of superior because the superior has legal authority.

Weber's Model of Bureaucracy

According to Weber, all three types of authority have legitimacy and individuals obey them. Out
of the three types of authority, Weber preferred the rational-legal type of authority because its
structure is the most modern structure of the social organization and exists in most organizations
today. Weber termed this form of organization bureaucracy. Weber didn't define bureaucracy. He
only described its characteristics. According to him, bureaucracy refers to 'an administrative body
of appointed officials'. The main characteristics of bureaucracy or a bureaucratic organization,
according to Weber are as follows.

a. A clear-cut division of labour which makes it possible to employ specialists to carry out specific
official duties.

b. A clearly defined hierarchy of offices (A pyramid-like structure with each lower office/official
under the control of a higher one)

c. Offices or posts are filled through a free contractual agreement. [Officials are appointed on the
basis of contract]

d. Officials are selected on the basis of professional qualification and technical competence.

e. Functions/ duties of the offices and officials are clearly specified.

f. Written rules and regulations for carrying out assigned tasks which are to be applied uniformly.

g. Officials are paid/ remunerated by a fixed salary in money with the right to a pension. The salary
is graded according to a position in the hierarchy.

h. The officials should conduct their duties in a spirit of impersonality. They should not show any
fear or favour in a relationship with both inside (other officials) and outside the organization
(public)

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i. There is a career structure and promotion is possible by seniority or merit or according to the
judgment of superiors.

k. The office/position is treated as the sole or at least the primary occupation of the officials (career
service).

Ideal-Type Bureaucracy:

Weber emphasized the ideal type of bureaucracy as the most efficient form of organization or

administrative structure for goal accomplishment. The essential characteristics of ideal- type

of bureaucratic organization are as follows.

- Impersonal order (impersonal relationship within or outside the office)

- Clear hierarchy or chain of command (hierarchical authority)

- Clear division of labour based on specialized skills and technical competence

- Formal or written rules and regulations of operations

- Merit-based recruitment and advancement of officials

- Keeping files and records for administrative actions/ Written documents

- Formal and task-oriented communications

- Personal and public ends (separation of administrative officials from the ownership of the
means of administration

Chapter 4: Organizational Synopsis

4.1 An overview of the organization

Marico Bangladesh Limited (here in after referred to as MBL), subsidiary of Marico Limited India,
(hereinafter referred to as Marico), is one of the front footers in the Fast-Moving Consumer Goods
(FMCG) market in Bangladesh. It was incorporated on 6 September 1999 under the Companies
Act 1994 as a private limited company with an authorized and paid-up capital of Tk. 10.00 million
59
and went into commercial operation on 30 January 2000 with its flagship brand “Parachute
Coconut Oil”. Company’s present authorized capital is Tk. 400 million and paid-up capital is Tk.
283.50 million. Within a couple of years, Parachute Coconut oil captured a significant market
share in Bangladesh and at present, it holds 72% market share of branded coconut oil market in
the country. Recently its “Parachute” brand was awarded as the 6th Overall Best Trusted Brand
out of 849 Brands (both local and MNCs) operating in Bangladesh and 3rd Best Brand in the
FMCG category by Bangladesh Brand Forum, an affiliation of Singapore based Brand Forum

4.2 Mission, Vision, Strategy statement

Vision:

“Transform in a sustainable manner, the lives of all those we touch, by nurturing and empowering
them to maximize their true potential.

The power of business is in its purpose, not its profits. Marico today is more than just a business
and we are guided by the responsibility of defining, creating and distributing value and the
dedication to help our stakeholders realize their true potential. This shared vision gives us a unified
sense of purpose and commitment to be the best in everything we do.”

Mission:

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“Make a difference.

Our sustainable growth story rests on an empowering work culture that encourages our members
to take complete ownership and make a difference to our entire business and social ecosystem.”

Strategy:

“Towards our business aspirations, the Company has identified areas of Transformation where it
will develop top quartile capability, processes and execution excellence. They are Innovation, Go
to Market Transformation, Talent Value Proposition, IT & Analytics and Cost Management.

As MBL expands, we are equally focused on facilitating our growth platforms while continuing to
strengthen governance and processes. The Company’s philosophy and focus are aligned with that
of Marico Group, under the “One Marico” umbrella, to develop capability ahead of growth and
create winning brands, winning culture and winning talent pool, to embed an enabling environment
of innovation-driven growth.”

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4.3 Ownership Structure
Marico Bangladesh Limited, subsidiary of Marico Limited India, is one of the front footers in the
Fast-Moving Consumer Goods (FMCG) market in Bangladesh. It was incorporated on 6
September 1999 under the Companies Act 1994 as a private limited company with an authorized
and paid-up capital of Tk. 10.00 million and went into commercial operation on 30 January 2000
with its flagship brand “Parachute Coconut Oil”.

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4.4 Management Structure

Name Age Since Title

Naveen Pandey, MBA - 2016 Managing Director & Director

Saugata Gupta - 2013 Chairman

Mohammad Iqbal Chowdhury, MBA - 2006 Chief Financial Officer

Vivek Karve - - Director

Rokia Afzal Rahman - 2014 Independent Director

Masud Khan 63 2014 Independent Director

Ashraful Hadi - 2016 Independent Director

Sanjay Mishra - 2016 Director

Randolph Christabel - 2016 Secretary & Head-Legal

Kazi Amirul Haque - - Sales Director

Chapter 5: Analysis and Interpretation

Our assigned work was to analyze an organization by the practices and factors of Organizational
Behavior, to apply the theories to the daily functions of a company. For that, we chose Marico
Bangladesh Ltd, one of the most prestigious and reputed business organization of Bangladesh. We
got the opportunity to talk to a managerial body of Marico Bangladesh Limited. Here are some of
the things we got to know:

1. Is there any issue of group decision and individual choice?

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 - Yes, there is. And it’s quite natural. Every member has different views and opinions
about a specific matter. Each member gives their input, based on information and
logistics we conduct discussions and if needed we seek the help of our top leaders.

2. How are the teams appreciated when they perform well?

- There are different teams in every department and different types of code of conduct.
We don’t usually issue appraisals to the members but yes, we do appreciate them by
giving a token or verbal mention.

3. Are they conflict happening very often? How do you negotiate?

- For your first question, no. The staff members, employees are very friendly to each
other. They talk or discuss when they have any confusion, or they have different
opinions. And if needed, we go through the conflict process.

4. What do you have to say about your organizational culture?

- The environment here is very jovial. The workers are discussing and solving the
problems over a cup of tea. Here, we use a term- On Your Own. We encourage the
workers to find work by themselves and complete it. It gives them space and scope to
find out what they are best at and it makes them self-confident and self-dependent.

5. How do you stress manage? What does the administration do to reduce the workload of the
workers?

- We have a tradition called “Happy Tuesday”. Every Tuesday, no employee or no one

is allowed to be at the office after 6 pm. Besides, to collaborate and ensure a healthy
relationship among the workers, we arrange outings, movie nights, eating together and
much more.

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 6. Is there any scope for counselling for the employees? Can anyone report any complaint
anonymously against any bad acquaintance or bad behaviour?

- We don’t have the counselling support for the workers or to report any objection. But
we do motivate them to confront anyone if they are facing any problem. And we tell
them not to use or imply the words “accha, ji hujur” on their works.

Andthenwegavesomequestionnairestothemanagerabouttheissuesthattheyareunawareof.

Uncertain issues

1. The fear of facing a problem affects many decisions taken by the administration.

Mostly true (58%)

Somewhat true/false (19%)

2. When faced with a problem, we try to look at it from different angles in order to come up
with the best solution.

Completely true (34%)

Mostly true (35%)

3. Change, in general, makes us uneasy

Mostly true (52%)

Somewhat true/false (15%)

4. We don't make or come up to the solution in haste.

Mostly true (47%)

Mostly false (12%)

5. We are reliable to our skills/ instincts.

Somewhat true/false (36%)

Mostly false (18%)

6. We don't think it is necessary to come up with a new solution to a problem if the one we
have used before was successful

Mostly true (25%)

Mostly false (19%)

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7. We try to avoid the uncertain situations.

Mostly false (29%)

Completely false (23%)

8. We apply the old and used tactics to new problems.

Somewhat true/false (47%)

Mostly false (41%)

9. Encountering uncertainty helps us think outside of the box.

Mostly true (51%)

Somewhat true/false (41%)

10. We encourage ourselves to share our opinions regarding any situation.

Mostly true (39%)

Completely true (35%)

11. Once we find a solution we believe will work, we don't come up with more.

Somewhat true/false (36%)

Mostly false (35%)

12. When faced with a new problem, we tend to get discouraged easily.

Mostly false (31%)

Completely false (30%)

13. We encourage the new entrants and everyone to come together and plan for the future.

Completely true (46%)

Mostly true (39%)

14. We really enjoy solving new problems.

Mostly true (52%)

Somewhat true/false (31%)

15. We normally solve problems quickly without wasting a lot of time on details

After that, we talked to the employees there and gave them some questionnaire
about some aspects of OB and their organization.

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16. You know about rewards and recognition program in your organization

Strongly agree (52%)

Strongly disagree (29%)

17. Are you being appreciated every six months?

Yes (42%)

No (40%)

18. Is the rewards system of your organization being followed genuinely?

Yes (43%)

To some extent (39%)

19. Spending special time with senior leadership team outside the plant is motivating?

Agree (47%)

Neutral (25%)

20. My supervisor cares about me as a team member?

Strongly agree (48%)

Agree (38%)

21. You are feeling that your work is valued and appreciated.

Agree (34%)

Neutral (25%)

22. You feel support and guidance of your superiors is important for you to get Rewards and
Recognition

Agree (74%)

Neutral (12%)

23. It is important to you to be recognized for your work

Strongly agree (43%)

Agree (41%)

24. How do you come to know about any new Rewards and Recognition being introduced
into the organization?

Through seniors (39%)

If necessity comes (28%)

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 25. Rewards and Recognition provided by your organization are satisfactory?

Agree (42%)

Neutral (19%)

26. Did you get any Rewards and Recognition for your performance in your organization?

Yes (54%)

No (46%)

27. Which type of Rewards and Recognition do you prefer more?

Monetary (69%)

Non-monetary (31%)

28. What is the motivation level of you through these Rewards and Recognition provided by
your organization?

57%-97%

29. What is the satisfaction level of you through these Rewards and Recognition provided by
your organization?

80%-90%

Here are the qualitative results:

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Factors Opinions

“I am very happy with my job”

“It is totally uncommon from the regular 9-5 jobs”
“It is a great place to work”
“I have learnt a lot of things through my job”
“I feel secure about my job”
Job Satisfaction “The job pays me well and I can make both ends meet for me and my
family”
“Yes, I am satisfied”
“Here, work is never tiring”
“I love to work here”
“I would love to contribute more and more to this company”

“The ways I try to resolve conflicts usually work for me”

“We all try to understand each and every opinion”
“Every opinion is given equal importance”
“I think the more conflicts, the more potentialities”
“There is very few conflicts or arguments because the workers are
very much cooperative”

Conflicts “For every assigned work, the team members are giving their own
points and they are first being discussed and then they operate”
“There is no conflict here”
“Every opinion is being recognized here so there is no chance of
conflicts”
“Every department, even the top managers come forward so that
everyone is being appreciated and there is less disagreement”
“As a team consists of different people, conflicts happen”

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Factors Opinions

“We all come together and come to a conclusion”

“I am given the opportunity to speak for my opinion”
“We sit and discuss. There is no hurry, or we never jump to any
decision in haste”
Negotiation “All are negotiating to come to a conclusion”
“We do not hurry for a decision”
“We negotiate so that the best solution is found and applied”
“As the workers are very much cooperative and friendly, we discuss
the matters and conclude without any hindrance”

“I feel no stress”
“There is less workload”
“We all work together so there is less stress”
“The management pays attention that we are less stressed so that we
can submit our work in time and perfectly”
“Busy schedule means a little bit more stressed”
Stress management
“If a report is needed to submit in a small deadline, yes we feel
stressed”
“Unless we are going through a very busy schedule, I feel relieved
working here”
“We are always getting asked that we are having a sound mental and
physical health”
“They are very careful about our health”

“It is very friendly”

“The employers and managers are really very cooperative”
Work environment “We are so close that we are discussing and solving the problems over
chit-chats”
“It is an open ambience and everyone is being appreciated”

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Factors Opinions

“I love working in this environment. I believe everyone dreams about

this kind of place where you can nourish and flourish yourself by
working and learning”
“A pleasant and satisfying environment”
“Friendly colleagues and supportive superiors”
“A nice place to work”
“It is really good”
“I feel good”

In the next table, we are aligning these qualitative and quantitative results to come up with exact
result:

71
 Qualitative Mixed method
Dimension Quantitative findings
findings interpretation

1.I look forward to going

to work on Monday
morning.

Yes (89%)

No (11%)

2.Most interactions at
work are positive.

Yes (66%)

No (40%)

“I am very happy 3. I feel recognized and

with my job” appreciated at work.

“It is totally Yes (41%)

uncommon from the No (36%0
regular 9-5 jobs”
4. I feel free to be who I The employees are very
Job “It is a great place to am at work. much satisfied with their job
Satisfaction work” and wish to continue their
Yes (76%) career here.
“I have learnt a lot of
things through my No (8%)
job” 5. My values fit with the
“I feel secure about organizational values.
my job” Yes (43%)

No (34%)

6. I have opportunities to
learn what I want to
learn

Yes (48%)

No (21%)

7. My manager cares
about me as a person.

Yes (45%)

72
 Qualitative Mixed method
Dimension Quantitative findings
findings interpretation

No (12%)

8. My opinions count.

Yes (73%)

No (9%)

9. My manager reviews
my progress.

Yes (58%)

No (21%)

10. I respect the work of

my peers.

Yes (63%)

1. There are times when

“The ways I try to
I let others take
resolve conflicts
responsibility for solving
usually work for
the problem.
me”
No (14%)
“We all try to
understand each and Yes (72%)
every opinion”
2. Rather than negotiate
“Every opinion is the things on which we As there is so much
given equal disagree, I try to stress cooperation among the
Conflicts
importance” those things upon which workers, conflicts are less
we both agree. seen.
“I think the more
conflicts, the more Yes (10%)
potentialities”
No (54%)
“There is very few 3. I am usually firm in
conflicts or pursuing my goals.
arguments because
the workers are very Yes (56%)
much cooperative”
No (18%)

73
 Qualitative Mixed method
Dimension Quantitative findings
findings interpretation

“For every assigned 4. I might try to soothe

work, the team others’ feelings and
members are giving preserve our
their own points and relationship(s).
they are first being
Yes (31%)
discussed and then
they operate” No (24%)

“There is no conflict 5. I try to compromise

here” solutions.

“Every opinion is Yes (47%)

being recognized No (23%)
here so there is no
chance of conflicts” 6. I sometimes sacrifice
my own wishes for the
“Every department, wishes of the other
even the top person.
managers come
forward so that Yes (16%)
everyone is being No (74%)
appreciated and
there is less 7. I consistently seek
disagreement” others’ help in working
out a solution.
“As a team consists
of different people, Yes (17%)
conflicts happen” No (45%)

8. I try to do what is
necessary to avoid
useless tensions.

Yes (74%)

No (9%)

I sometimes avoid taking

positions which would
create controversy.

Yes (65%)

74
 Qualitative Mixed method
Dimension Quantitative findings
findings interpretation

No (14%)

I will let him or her have

some of their positions if
they let me have some of
mine.

Yes (45%)

To what extent do you

“We all come prepare before a
together and come to negotiation?
a conclusion”
To a great extent (34%)
“I am given the
opportunity to speak To a little extent (25%)
for my opinion” Do you set clear
“We sit and discuss. objectives for a
There is no hurry, or negotiation?
we never jump to Always (54%)
any decision in
haste” Rarely (12%)
To find the best and feasible
“All are negotiating How often do you solution to any problem, all
Negotiation to come to a become impatient or come together and
conclusion” lose your temper in a compromise as well as
negotiation? negotiate.
“We do not hurry for
a decision” To a great extent (34%)

“We negotiate so To a little extent (25%)

that the best solution If you have spent some
is found and time negotiating, but are
applied” not happy with the
suggested outcome, how
“As the workers are
likely are you to reach an
very much
agreement during the
cooperative and
meeting?
friendly, we discuss
the matters and Very unlikely (42%)

75
 Qualitative Mixed method
Dimension Quantitative findings
findings interpretation

conclude without Very likely (15%)

any hindrance”
Which do you do more of
in a negotiation?

Talk (43%)

Listen (12%)

To what extent do you

consider the position
and issues of the other
party prior to the
negotiation?

To a great extent (34%)

To a little extent (25%)

How often do you invent

options/new ideas in
negotiations?

Frequently (34%)

Rarely (13%)

1. We have clear goals at

“I feel no stress” the
company/organization
“There is less
workload” Agree (34%)

“We all work Mostly agree (28%)

together so there is
less stress”
Stress
Management “The management
pays attention that
we are less stressed
so that we can
submit our work in
time and perfectly”
As most employees are
2. We have clear goals in aware and clear about their
the unit/department. work, the employers are
attentive to the subordinates,
Agree (35%)
we see less stress.
Mostly agree (29%)
3. I understand how my
work duties contribute
towards the goals of the
company/organization.

76
 Qualitative Mixed method
Dimension Quantitative findings
findings interpretation

“Busy schedule Mostly agree (42%)

means a little bit
Agree in some part (31%)
more stressed”
4. I understand what
“If a report is needed
responsibilities and what
to submit in a small
powers I have.
deadline, yes we feel
stressed” Mostly agree (29%)

“Unless we are Agree in some part (25%)

going through a very
5. I receive information
busy schedule, I feel
regularly on how the
relieved working company/organisation is
here” doing.
“We are always Agree (54%)
getting asked that
we are having a Mostly agree (22%)
sound mental and 6. There are sufficient
physical health” resources and
“They are very necessities to do a good
careful about our job.
health” Mostly agree (46%)

Agree in some part (23%)

7. The work pace can be

varied and the work is
diversified.

Mostly agree (22%)

Agree in some part (20%)

8. We have meaningful
workplace meetings.

Mostly agree (47%)

Agree in some part (23%)

9. Work is arranged so
that I have the
opportunity to contact

77
 Qualitative Mixed method
Dimension Quantitative findings
findings interpretation

and collaborate with

work colleagues.

Mostly agree (55%)

Agree in some part (33%)

10. I have a feeling of

well-being and
camaraderie with my
work colleagues.

Mostly agree (34%)

Agree in some part (32%)

78
Chapter 6: Findings

After analyzing and interpreting the different parts of Application of OB, we can conclude:

1. Job Satisfaction: The employees are very much satisfied with their job and wish to
continue their career here.

2. Conflicts: As there is so much cooperation among the workers, conflicts are less seen.

3. Negotiation: To find the best and feasible solution to any problem, all come together and
compromise as well as negotiate.

4. Stress Management: As most employees are aware and clear about their work, the
employers are attentive to the subordinates, we see less stress.

5. Work environment: The work environment is very pleasant and all people here are very
supportive so they maintain a good work relationship.

Conclusion:
Marico Bangladesh Limited is a reputed business organization of Bangladesh. As our work was to
study the organization based on Organizational Behavior aspects, we were satisfied with our
findings. We inspected it through the major branches of OB such as Job Satisfaction, Conflicts and
Negotiation, Stress Management and Work Environment. There was a mixture of some positive
and negative outcomes and there is a lot of scopes to overcome the flaws.

In short, we can say that by the application of OB on Marico Bangladesh Limited, we found the
organization satisfactory and the culture of it has may point from where there is a lot to learn.

79
Recommendation:
Though Marico Bangladesh Limited gives us a clear picture of its “almost-perfect” existence, there
are some factors those also need some attention so that we can say that it is a perfect place for a
career opportunity.

Prioritization Matrix

Appreciation Counselling
Importance

Stress
Co-operation
Management

Urgency

80
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Kahn, Jeremy. “What Makes a Company Great?” Fortune (October 26, 1998): 218.

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Huberman. A. M., Miles, M. B. (1983). Qualitative Data Analysis: A Methods Sourcebook.

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Morse J. M. (1991). Nursing Research. London: Sage Publication.

Salmons, J. E. (2016). Doing Qualitative Research. London: Sage Publication.

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82
Appendix

Here are the questionnaires with all the options that we asked the employers:

Uncertain issues

1. The fear of facing a problem affects many decisions taken by the administration.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

2. When faced with a problem, we try to look at it from different angles in order to come up with
the best solution.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

3. Change, in general, makes us uneasy

Completely true

Mostly true

Somewhat true/false

Mostly false

83
Completely false

4. We don't make or come up to the solution in haste.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

5. We are reliable to our skills/ instincts.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

6. We don't think it is necessary to come up with a new solution to a problem if the one we have
used before was successful

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

7. We try to avoid the uncertain situations.

Completely true

Mostly true

84
Somewhat true/false

Mostly false

Completely false

8. We apply the old and used tactics to new problems.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

9. Encountering uncertainty helps us think outside of the box.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

10. We encourage ourselves to share our opinions regarding any situation.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

11. Once we find a solution we believe will work, we don't come up with more.

Completely true

85
Mostly true

Somewhat true/false

Mostly false

Completely false

12. When faced with a new problem, we tend to get discouraged easily.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

13. We encourage the new entrants and everyone to come together and plan for the future.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

14. We really enjoy solving new problems.

Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

15. We normally solve problems quickly without wasting a lot of time on details

86
Completely true

Mostly true

Somewhat true/false

Mostly false

Completely false

Rewards and recognition

16. You know about rewards and recognition program in your organization

Strongly agree

Strongly disagree

17. Are you being appreciated every six months?

Yes

No

To some extent

18. Is the rewards system of your organization being followed genuinely?

Yes

No

To some extent

19. Spending special time with senior leadership team outside the plant is motivating?

Strongly agree

Agree

Neutral

Disagree

87
Strongly disagree

20. My supervisor cares about me as a team member?

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

21. You are feeling that your work is valued and appreciated.

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

22. You feel support and guidance of your superiors is important for you to get Rewards and
Recognition

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

23. It is important to you to be recognized for your work

Strongly agree

Agree

88
Neutral

Disagree

Strongly disagree

24. How do you come to know about any new Rewards and Recognition being introduced into the
organization?

Through seniors

If necessity comes

25. Rewards and Recognition provided by your organization are satisfactory?

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

26. Did you get any Rewards and Recognition for your performance in your organization?

Yes

No

27. Which type of Rewards and Recognition do you prefer more?

Monetary

Non-monetary

Both

28. What is the motivation level of you through these Rewards and Recognition provided by your
organization?

89
29. What is the satisfaction level of you through these Rewards and Recognition provided by your
organization?

Job Satisfaction

1.I look forward to going to work on Monday morning.

Yes

No

2. Most interactions at work are positive.

Yes

No

3. I feel recognized and appreciated at work.

Yes

No

4. I feel free to be who I am at work.

Yes

No

5. My values fit with the organizational values.

Yes

No

6. I have opportunities to learn what I want to learn

Yes

No

90
7. My manager cares about me as a person.

Yes

No

8. My opinions count.

Yes

No

9. My manager reviews my progress.

Yes

No

10. I respect the work of my peers.

Yes

No

Conflicts

1. There are times when I let others take responsibility for solving the problem.

No

Yes

2. Rather than negotiate the things on which we disagree, I try to stress those things upon which
we both agree.

Yes

No

3. I am usually firm in pursuing my goals.

Yes

91
No

4. I might try to soothe others’ feelings and preserve our relationship(s).

Yes

No

5. I try to compromise solutions.

Yes

No

6. I sometimes sacrifice my own wishes for the wishes of the other person.

Yes

No

7. I consistently seek others’ help in working out a solution.

Yes

No

8. I try to do what is necessary to avoid useless tensions.

Yes

No

9. I sometimes avoid taking positions which would create controversy.

Yes

No

10. I will let him or her have some of their positions if they let me have some of mine.

Yes

No

92
Negotiation

1. To what extent do you prepare before a negotiation?

To a great extent

In somewhere middle

To a little extent

2. Do you set clear objectives for a negotiation?

Always

sometimes

Rarely

3. How often do you become impatient or lose your temper in a negotiation?

To a great extent

In somewhere middle

To a little extent

4. If you have spent some time negotiating, but are not happy with the suggested outcome, how
likely are you to reach an agreement during the meeting?

Very unlikely

Neutral

Very likely

Which do you do more in a negotiation?

Talk

Sit idle

Listen

To what extent do you consider the position and issues of the other party prior to the negotiation?

93
To a great extent

To a little extent

How often do you invent options/new ideas in negotiations?

Frequently

Sometimes

Rarely

Never

Stress management

1. I have to work very intensively

Always

Seldom

Sometimes

Often

Never

2. I am clear what my duties and responsibilities are

Always

Seldom

Sometimes

Often

Never

94
3. I have to neglect some tasks because I have too much to do

Always

Seldom

Sometimes

Often

Never

4. There is friction or anger among colleagues

Always

Seldom

Sometimes

Often

Never

5. I have to work very fast

Always

Seldom

Sometimes

Often

Never

6. I have unachievable deadlines

Always

Seldom

Sometimes

Often

95
Never

7. I am supported through emotionally demanding work

Always

Seldom

Sometimes

Often

Never

8. When changes are made at work, I am clear how they will work out in practice

Always

Seldom

Sometimes

Often

Never

9. I have unrealistic time pressures

Always

Seldom

Sometimes

Often

Never

10. I am clear what my duties and responsibilities are

Always

Seldom

Sometimes

96
Often

Never

Work Environment

1. We have clear goals at the company/organization

Agree

Agree in some part

Mostly agree

Don’t agree

2. We have clear goals in the unit/department.

Agree

Agree in some part

Mostly agree

Don’t agree

3. I understand how my work duties contribute towards the goals of the company/organization.

Agree

Agree in some part

Mostly agree

Don’t agree

4. I understand what responsibilities and what powers I have.

Agree

97
Agree in some part

Mostly agree

Don’t agree

5. I receive information regularly on how the company/organisation is doing.

Agree

Agree in some part

Mostly agree

Don’t agree

6. There are sufficient resources and necessities to do a good job.

Agree

Agree in some part

Mostly agree

Don’t agree

7. The work pace can be varied and the work is diversified.

Agree

Agree in some part

Mostly agree

Don’t agree

8. We have meaningful workplace meetings.

Agree

Agree in some part

Mostly agree

Don’t agree

98
9. Work is arranged so that I have the opportunity to contact and collaborate with work colleagues.

Agree

Agree in some part

Mostly agree

Don’t agree

10. I have a feeling of well-being and camaraderie with my work colleagues.

Agree

Agree in some part

Mostly agree

Don’t agree

99