In the name of ALLAH, the most Gracious the most Merciful

Gulshan Campus
Final Presentation

Principal of Management
July 24, 201

ac!no"le#gement

We would like to express special thanks to

$%ir %hah&ai' (han)

for gi*ing us the opportunity to work on management system of Tapal Tea (Pvt. !td. This report has ena"led us to apply all management concept that we studied in class and gave us the chance to enhance our knowledge.

+I,-.AL -/., /0 -APAL -1A

History of tapal tea

Tapal has "een well recogni#ed company of Pakistan since $%&'. (dam (li Tapal was the founder of the Tapal Company. )e "ought a tea store in *odia +a#ar from a )indu who was at then migrating to ,ndia. The shop in *odia +a#ar existed until the $%'- when the third generation of the Tapal family. /r. (fta" Tapal. the current C01 2oined the company. (fta" Tapal introduced professional management and uni3ue production ideas to the "usiness. ( well trained tea taster and tea specialist himself. (fta" Tapal introduced new tea concepts and developed a wide range of tea "lends catering specifically to the tastes of people throughout Pakistan.

MI%%I/2 %-A-1M12-

The corporate mission of T(P(! is to extend its image of excellence and uni3ueness of product 3uality and service all over the glo"e with an o"vious intention of attaining a goal of profit maximi#ation.

MA2AG1M12/anagement is universality4 it is indeed re3uired in all organi#ations to grow and develop. The person. who performed the functions of management. is called the /anager. /anagers can "e classified into three categories5 $ First !ine 6 /iddle /anagers 7 Top /anagers.

management
/anagement is the art to work with or through other people "y coordinating and integrating their work activities in order to accomplish organi#ational goals. There are mainly four types of functional approach5
Assurance at all approach

Management theories at tapal tea

1"served that following /anagement theories are adopted in Tapal in their daily activities (may differ on special cases - Taylor8s 9 & principles of :cientific /anagement Theory (examples are Production ; Tea Testing <epartment - Frank ; !illion = Time ; /otion :tudy (examples are Production ; !ogistic (:upply Chain <ept. - )enry Gantt 9 Pay ,ncentive Theory ((ll <ept. 9 /arket (d2ustment in salary also given to employees from time to time - /ax We"er 9 Tapal operates in >ational /anner (Clear policies ; procedures availa"le. well define hierarchy ; career advancement on performance

Management theories at tapal tea

- )enry Fayol 9 (dministrative /anagement $& principles (Planning. 1rgani#ing. Commanding. Coordinating ; Controlling - )awthorne :tudies 9 Workers are taken as )uman (:ocial interaction in work group ; physiological needs are well addressed from time to time - ("raham /aslow 9 )ierarchy of ?eeds theory ()uman ?eeds theory are also adopted for /anagement Grade 0mployees - /c Gregor 9 @ ; A Type ("oth type exist in Tapal 9 vary on case to case "asis

planning

Planning is a process of setting goals. developing strategies. and outlining tasks and schedule to accomplish goals.

planning
%trategic Plan Tapal Tea look forward to even greater progress and innovation in the years to come. ,t remains committed to providing the people of Pakistan with only the highest 3uality products and improving their lives in whatever little way possi"le. -actical Plan ,mplementation of B:(PC 0>P :ystem to enhance the /anagement :ystem ; achieve :trategic Goal. /perational Plan ,: <ept. plans to develop a separate and fully e3uipped :erver >oom to achieve tactical plan in an efficient manner. )> <ept.5 ?ew induction of resources for implementation of :(P :ystem.

3ecisions +oth type of decisions are taken in Tapal i.e. >ational ; non=rational ,ational 3ecision :hortage of stock warehousing capacity 9 Planning was done "y /iddle /anagement (:ales. :upply Chain.. Finance <ept. and additional warehousing facility was opted near existing location. (ll the assessment were done "efore taking this rational decision. 2on4rational #ecision !aunching of ,C0 T0( was a non=rational decision taken "y the Top /anagement considering all availa"le factors ; 2udgment.

planning

planning
Planning Ai#s
Assessing 1n*ironment a. 0nvironmental :canning (:W1T ; Competitive ,ntelligence ". Forecasting (Duantitative. Dualitative ; *udgmental c. +enchmarking (<epends on case to case Allocating of resources d. +udgeting e. :cheduling f. +reak=0ven (nalysis (<epends on case to case 5ontemporary Planning g. Pro2ect /anagement h. :cenario (nalysis

planning
-ypes of Planning
- Formal Planning (most of the cases 9 follow "y /iddle /anagement - ,nformal Planning (follow "y First !ine /anagers

Goal %ettings
- :/(>T Goals (most of the cases :pecific. /easura"le. (ttaina"le. >elevant. Time !imited

organi&ing 1rgani#ing is an a"ility to put together into an orderly. functional and structured whole. (s management term. organi#ing is to put the right person at the right place with the clearly specified direction and with appropriate resources.

/,GA2I9I2G
6 7uil#ing 7loc!s
18 3esigning Jo' - Clear 2o" description of each position is prepared "y )> <ept. in coordination with the !ine /anagers for all <epartments. 28 3epartmentali&ation - Functional approach is used to setting up the departmentali#ation as an organi#ation hierarchy. - Functional department hierarchy further drilled down using Product (/kt <ept ; Geographic (:ales <ept. departmentali#ation

organi&ing 0.25-I/2AL APP,/A5H

CC1 C01

C11 Duality (ssuran ce

CF1

:ales

/arketi ng

/,:

:upply Chain

Finance

G/

<ept )ead /anage r

organi&ing
P,/3.5- APP,/A5H
/arketin g <ept

<anedar

F. /ixture

Green Tea

/e#"an

+rand /anager +rand 0xecutiv e

(T! E +T! /anager

+rand /anager +rand 0xecutiv e

+T! /anager

+rand /anager

+rand /anager +rand 0xecutiv e

organi&ing
G1/G,APHI5 APP,/A5H
:ales <ept.

:outh >egion

Centre >egion

?orth >egion

Farachi

)ydera"a d

:ukkur

!ahore

Faisala"ad

,slama"ad

Gu2ranwal a

)yd Town

:urroundi ng Towns

:ukkur Town

:urroundi ng Towns

/,GA2I9I2G

6 7uil#ing 7loc!s
8 ,eporting ,elationship - Tall 1rgani#ation - Gertical line of authority - Clear chain of command is designed 48 3istri'uting Authority - Work delegation differ on case to case "asis. depending on individual /anagers. - Centrali#ed (uthority = Primary (uthority is with the Hpper ; /iddle /anager.

/,GA2I9I2G

6 7uil#ing 7loc!s
:8 5oor#inating Acti*ities - <epartment linking activities are also encouraged in Tapal Tea (<aily interaction of :ales. /arketing. Finance. :upply Chain dept. 68 3ifferentiating ';" Line < %taff Position - +oth Position exist in Tapal (e.g. !ine positions are :ales ; /arketing whereas staff position are )>. (udit. 0mployee >elation etc .

organi&ing
Jo' ,otation < 1nlargement
= *o" rotation is not as such o"served in Tapal whereas *o" 0nlargement is done in several cases. depending upon the cali"er of individual and availa"ility of additional task E portfolio. (For e.g. :ales /anager of /odern Trade Channel shows exemplary achievement in the year 6-$$ in meeting the planned goal of company therefore given an additional charge of 0xport <epartment along with the current assignments.

L1A3I2 G

lea#ing

!eading is an a"ility to guide and direct the su"=ordinates or the followers. ,t can "e also taken as the process of influencing a group towards the achievement of desired goals.

lea#ing
Tapal uses the -,A2%0/,MA-I/2 L1A31,%HIP style "ecause it is often the "est leadership style to use in "usiness situations. Transformational leaders are inspiring. This leads to high productivity and engagement from everyone in their team.

lea#ing
Tapal also uses -,A2%A5-I/2AL L1A31,%HIP style and clarifies everyoneIs roles and responsi"ilities. 0mployees are motivated "y external rewards.

lea#ing
Moti*ation
Tapal "elieves in motivating their employees in terms of 0xtrinsic (more focus ; ,ntrinsic factors. 1=trinsic 0actors> /arket compati"le Pay :la"s -& +onus (including Pay for Performance +onus ; !eave Fair (ssistance (!F( Cafeteria. medical. conveyance. li"rary facilities Intrinsic 0actors> 1n ; 1ff 2o" trainings ,nternal Competitions (out of the "ox thinking activities

lea#ing

Tapal "elieves in all !eading Theories which are )ierarchy of ?eeds. Two Factors ()ygiene ; /otivator . 03uity Theory along with 0xpectancy Theory and it reflects in their well=defined Policies ; Procedures.

5/2-,/LLI2 G

controlling

Controlling is an a"ility to manage or direct others on the tasks assigned to others. ,t is a check that the su"ordinate is in the correct direction of work or not.

controlling
5/2-,/L P,/51%%> 3etermine areas to control : The areas where product expansion was made. 1sta'lish stan#ar#s : Policies were made for strategic. tactic. operational controlling to keep check and "alance for not facing such issue. Measure performance : /onitor actual performance. 5ompare Performance> Comparison of actual performance with standards ,ecogni&e positi*e performance : To motivate and give rewards accordingly. A#?ust %tan#ar#s 5 (d2ustments are re3uired "ecause sometimes standards are high which "ecome unattaina"le or vice versa.

controlling
- <ue to clear chain of command. controlling factor on every stage is done "y all /anagement !evel at Tapal. - General >ules ; >egulations are also defined for controlling of !a"our ; /anagement :taff as well. (for e.g. Time Punctuality. :afety measures at work place. internal communication. peaceful working environment. delegation of work etc.

-*c of tapal tea

Thank you all for your kind attention and being with us.