swot and polc analysis
TRANSCRIPT
PRESENTED BY:• Aleena Haqqi (15002231005)
• Noor Ul Saba (15002231004)
• Kafila Kousar (15002232001)
• Afia Nadeem (15002232004)
• Fatima Abbas (15002231009)
PRESENTED TO :• Sir Abdul Ghaffar
DATED :• 16th may, 2016
MANAGEMENT FINAL PROJECT
INTRODUCTION TO COMPANY
Established in 1964
One of the largest Textile processing & production unit in Pakistan
Production capacity of about 500,000 square meters of fabric per day.
Purpose of establishment was t to cater the demanding needs of the fashion industry and to establish its name as a producer & exporter of quality fabric.
Follows Principles of Management strictly in 90% of its departments.
STRENGHTS
Economical rates.
Production capacityof 500,000 square
meters of fabric per day.
Home accessories and clothing are
necessities of humans.
Product exposure to people at
exhibitions.
This organization has a well-known
reputation in society with one of the reasons is its an ISO 9001-2008, OCS
100/OCS Blended Standards, Oeko-Tex Standard 100 and SA 8000:2008 Certified
company.
STRENGTH
It is best from its
competitors.
Export Quality products
Wide range of products
specialized in the processing
of Woven & Knit fabric
TexWorld: We have been
participating in Texworld, Paris since
2007.
Heimtextil, Frankfurt: We
have been participating in Heimtextil,
Frankfurt since 1992.
WEAKNESSES:
• Not widely known (in all areas of Pakistan).• Apparently not associated with any brands• Mostly involve in export not in local business.• Less no. of outlets in Pakistan.• Less involvement of employees and their exposure to research and
innovations.
PRINTING: If there will be no attention to detail of managers as
well as employees then production will be no better.
DYEING: This weakens organization because of
mismanagement of color scheme, poor utilization of energy system,
ignorance of its workers.
SPINNING: Poor utilization of raw materials, poor fibre mixing
results in low yarn qualities as a result products will be with no
more good quality
OPPOTUNITYChanges as per the demand of products by the customers
They find an opportunity to get more publicity when they launch their old stock of products with affordable prices
Association with brands
More no. of outlets in Pakistan and other countries
Online access to customers and clients
Increased product range
THREATS
They have security issues because of the
location and size of the
organization.
Threat of being bank erupted or
fooled from others for which
they pay attention to detail
Wide range of competitors in the market
Security problems in the shipments
and exports.
Threats
Delayed shipments may result in loss
due to legal or environmental
changes.
Decreasing economy of
Pakistan.
Increasing terrorism in
Pakistan.
Less availability of energy sources due to energy
crisis in Pakistan.
PLANNING AND VISION
Defining goals, establishing strategy and development of Plans.
Type of Planning
In Liberty Textile Mills overall formal planning is followed but informal planning is also followed at some managerial or sub managerial levels.
VISION
Seeing their textile-processing unit as a model of premier textile processing in the emerging markets.
Improving its effectiveness for total customer satisfaction.
Wish to play a leading role in the textile sector.
MISSIONS (objectives)• LONG TERM OBJECTIVES
A mission to turn around performance of company into sustainable growth for the benefit of its stake holders
• SHORT TERM OBJECTIVES
Establish sustainable and equitable growth and prosperity of the company.
To strive hard for boosting exports of country to earn more and more foreign exchange to rebuild economy
. PRODUCTS
Specialized in Woven & Knits, Starting from T-120 thread count to T-400 thread count 100% Cotton Satins, Cotton and Poly Cotton Percales, 100% Cotton Twill (Stretch / Non-Stretch), Drill, Canvas, BFC, Oxford, Herringbone, Dobby etc. etc
PRODUCTION FACILITY
• Liberty Mills Limited production facilities are capable of:
1. Printing and Dyeing 500,000 square meters per day.
2. Well-known for the finest printing
3. State of the Art dyeing is possible
4. processing equipment includes latest Printing Machines
5. Their production had increased more than 2,50 ,000 pieces per month
Design Development
Dyeing
Stitching Printing
1. DESIGNING DEPARTMENT
a) Liberty Mills Limited have in-house design department, equipped with the latest technology and the best designers.
b) Team of designers and stylists create designs for clients as per their requirements.
2.DYEING DEPARTMENT
State of the Art Dyeing is possible in pigment, reactive, soluble sulphur and VAT dyes. Beside finishes, various other treatments such as stain release, water repellent,fire retardant, anti microbial and crease recovery are possible.
3.STITCHING DEPARTMENT
Liberty Mills Limited Stitching department is one of the largest cut and sew facility in the industry with great range of modern machineries.
Their monthly stitching capacity (product wise) as follows:
4.PRINTING DEPARTMENT
Liberty Mills Limited is well-known for the finest printing in this part of the world and can that print with such diversity using pigment, reactive, puff / foam print techniques.
Production Expansion
a)250,000 pcs per month.
b)more than 500 machines
Partner to the Leading American Healthcare Company
ORGANIZING
WHAT IS ORGANIZING?
Function of management that involves developing an organizational structure
& allocating human resources to ensure the accomplishment of objectives.
The structure of the organization is the framework within which effort is
coordinated.
Provides a graphic representation of the chain of command within an
organization
ORGANIZATIONAL STRUCTURE
• Imran Shekhani
Director at Liberty Mills Limited
• Commands flow from upper level to lower level
• For each task a well educated and experienced person is allocated
• Focus on sales, product quality and customer service
WORK SPECIALIZATION
For specific jobs specified workers
are hired
Qualified and well experienced workers perform
their jobs according to
their field
Such as:
• Production facility
• Designing
• Dying
• Stiching
STITCHING CAPACITY
Product / Item Quantity / Month
• Woven Bed Linen 520,000 Sets
• Bed in a Bag 75,000 Sets
• Knitted Duvet Cover Sets 100,000 Sets
(narrow width only)
• Curtains 100,000 Sets
• Table Linen 50,000 Pcs
• Thermal Blankets 150,000 Pcs
STRUCTURE AND NETWORKING
Mechanistic, rigid and
tightly controlled.
Team based
matrix-project
structure
boundary less
structure
EMPLOYEE’S IMPORTANCE
• Employees are allowed to do research but the selection of materials and products depends on the selectors
• Safety of employee & comfortable enviroment is guaranteed
• Less work load & is divided
CUSTOMER SERVICE
• Customer service & demands are on the top priority list
• Changing Customer demands are a necessary part of their organization
• Company provides facilities & product exposure to customers
• Most of the products are of export quality
FORMALIZATION
• Rules and procedures are followed , the formalization structure consist of a hierarchical, top down reporting and decision-making structure, it also include multiple layers of supervision, operational supervisors, top level directors, or department heads and middle managers.
LEADING
STYLE OF LEADERSHIP
• Democratic Style
involvement, high participation, feedback
• During crisis, the owners or top management Muhammad Ashraf Makati and his legal advisors) held meeting .
• Follows democratic leadership style
LEADERSHIP PARTICIPATION MODEL
• DECIDE :
• CONSULT INDIVIDUALLY:
• CONSULT TO WHOLE GROUP:
• DELEGATING TO GROUP:
• They pay special attention to following terms
• Decision significance
• Importance of commitment
• Group support
• Likelihood of commitment
• Team competence
ROLE OF A LEADERACCOUNTABILITY
RESPONSIVE TO THE GROUP’S NEEDS
SHARP PERCEPTION
SELF-ASSESSMENT( FOCUS OF LEADERS)
TRANSACTIONAL LEADERSHIP STYLE
TRANSFORMATIONAL LEADERSHIP STYLE
EMPOWERING EMPLOYEES
CONTROLLING
CONTROLLING
Monitoring activities, making standards, comparing against
standards.
Taking actions to correct deviations from standards.
Types of Control
Market control by making standards
Clan control
THE OVERALL CONTROL PROCESS
They measure actual performance of their employees after every thirteen weeks.
They compare actual performance against a standard, as described earlier.
By using strict techniques they measure performance three times in a year.
They take immediate actions to correct deviations
CONTROL PROCESS
Empowering employees
Their stepwise control systems provides managers with information
and feedback on employee’s performance.
Protecting the workplace
Controls in Liberty Mills enhance physical security and help minimize workplace disturbance.
HOW DO THEY MEASURE?
Sources of Information:
Personal observation
(from top to lower management)
Statistical reports
(prepared on annual basis)
Oral reports
Written reports
(twice in a year)
WHAT DO THEY MEASURE?
Employee satisfaction
and turnover
Costs, output, and
sales
ProductivityAnalyzing
their budget
Controlling interactions
with customers
PRODUCTIVITY
• It is the overall output of goods or services divided by the inputs needed to generate that output.
• Output: sales revenues, number of outlets.
• Inputs: costs of resources (raw materials, labor expense, and facilities)way of managing things.
• Usually we take productivity as a measure of how efficiently employees do their work.
ANALYZING THEIR BUDGET
• An ideal Budget Analysis includes following terms:
• Quantitative standards
• Deviations
• Other Measures
• Such as improving performance etc.
• Economic Value Added (EVA)
• How much they can invest financially.
• Market Value Added (MVA)
• How much they are demanded by market (international level).
FEEDFORWARD CONTROL
• It is a control that prevents anticipated problems before actual occurrences of the problem.
Feedback Control
It is a control that takes place after an activity
is done.
It is a corrective action which is after-
the-fact, when the problem had already
occurred.
They use it when employee theft
occurs in a department.