ORGANIZATIONAL BEHAVIORAL PRACTICES IN: ACI PHARMACEUTICAL LTD.

MGT251 Term Paper Organizational Behavioral Practices in ACI Pharmaceutical Ltd.

Submitted To:
Md. Kamrul Hassan Assistant Professor Department of Business Administration East West University Dhaka 1212

Submitted By: Maverick Submission Date: 13 December 2010

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LETTER OF TRANSMITTAL
13 December 2010 Md. Kamrul Hassan Assistant Professor Department of Business Administration East West University Dear Sir: We are very pleased to submit this Report on Organizational Behavioral Practices in ACI Pharmaceuticals Ltd as you have authorized us in this semester. We are honored to prepare this Reprot under your guidance since it gave us the opportunity to know the real Organizational Behavioral Practices in the ACI Pharmaceuticals Ltd. and analyze its effect on the organizational performance of the company. We tried our level best to accumulate the information for you as comprehensive as possible. We will be obliged to provide further clarification on this report whenever necessary. Sincerely Yours: Ehsan Habib Jubaer Hossain U. T. Zakia Khan Tasnova Tabassom ID # 2009-1-10-212 ID # 2010-2-10-245 ID # 2009-1-10-246 ID # 2009-1-10-220 ____________ ____________ ____________ ____________

ACKNOWLEDGEMENT
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First of all we would like to our gratitude to Allah. Thereafter we would like to express our thankfulness and indebtedness to our honorable course instructor, Md. Kamrul Hassan, Lecturer, Department of Business Administration, East West University (EWU). With his inexhaustible guidance, valuable advice, continuous inspiration, constructive criticism and generosity he helped us to carry out this report successfully. We would also like to express our gratitude to the website that helped us to gather all the necessary information. Finally, we would like to thank to all group members that directly or indirectly helped us to provide and accumulate all the necessary information for the accomplishment of this report.

Table of Content

1. INTRODUCTION 4|Page

6-7

1.1 1.2 1.3 1.4 1.5

Origin of the Report Objective of the study Scope Methodology of the study Limitation 8-13

2. ORGANIZATION 2.1 2.2 2.3 2.4 2.5 2.6 Historical Background of ACI Mission, Vision, Goal & Strategy Organizations structure & size Quality Management Product, Service, Customer & Market Future Plan of ACI

3. FINDINGS & ANALYSIS 3.1 3.2 3.3 3.4 3.5 Models of organizational behavior Detailed study of Motivation Analysis of the data Findings Journal Papers on Motivation

14-31

4. CONCLUTION & RECOMMENDATION 5. BIBLIOGRAPHY

32-33 34

Chapter 1: Introduction:
1.1 Origin of the Report: We are assigned to prepare a report on Organizational Behavior Practices in an organization by our respected course instructor Md. Kamrul Hassan. We have chosen ACI

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Pharmaceutical Ltd.

And we will focus on how they use motivational incentives to

encourage employees to work spontaneously and to improve performance individually as well as collectively. The report is one of the requirements of the course MGT251. We have tried our best make our report as informative as possible. 1.2 Objective of the study: The objective of the report is to know the real Organizational Behavioral practices in ACI Pharmaceutical Ltd. that is the actions and attitudes of individuals and groups toward one another and towards the organization as a whole, and its effect on the organization's functioning and performance. We have selected a topic that is the Motivational Incentives in the Organization. We have tried to find out the motivational incentives that are used by ACI Pharmaceutical Ltd and to know the effect of the application of the incentives on the organizational performance. 1.3 Scope: The scope of preparing this report is limited to the Organizational Behavioral practices in the ACI Pharmaceutical Ltd. This Behavioral Practices include performance of group and team, their beliefs, attitudes and perception of the organization. Here we have focused on the use of Motivational Factors and the result of using these factors in the ACI Pharmaceuticals Ltd.

1.4 Methodology: As a research methodology we have used mainly secondary information as well as primary information. We have selected a number of employees for doing our survey. We have used a questionnaire to collect the relevant information from the selected samples.

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Because of many limitations we could not collect as much data as possible in the fieldwork. Most of the information used to furnish this paper has been collected from both primary and secondary sources. The primary sources of information: Sample survey on 10 employees with a designed questionnaire. Face to face conversation to the respective officers and staff. Informal conversation with some sales persons.

The secondary sources of information: Relevant journals and articles available in website.

1.5 Limitation There are some difficulties which we have faced in preparing this report. Present and past statistical data and information which are confidential and also not available could not be accurately obtained. Because some analysis of the role and relative amount are based on our interpretation, there may be some biases as lack of knowledge and depth of understanding might have hindered our ability to produce an absolutely authentic and meaningful report. Another problem I have faced is to bring out the relevant data and information from the ACI is that as we have visited the organization and met with the officials, many of them are not so helpful and feared about the confidentiality in sharing information. Another limitation was that we could not always have internet connection whe needed and there was load shedding at times during preparing out report.

Chapter 2: Organization:
2.1 Historical Background of ACI

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ACI was established as the subsidiary of Imperial Chemical Industries in the then East Pakistan in 1968. After independence the company has been incorporated in Bangladesh on the 24th of January 1973 as ICI Bangladesh Manufacturers Limited and also as Public Limited Company. This Company also obtained listing with Dhaka Stock Exchange on 28 December, 1976 and its first trading of shares took place on 9 March, 1994. Later on 5 May, 1992, ICI plc divested 70% of its shareholding to local management. Subsequently the company was registered in the name of Advanced Chemical Industries Limited. Listing with Chittagong Stock Exchange was made on 22 October 1995. Advanced Chemical Industries (ACI) Limited is one of the leading conglomerates in Bangladesh, with a multinational heritage. The company has diversified into three major businesses. ACI is actively engaged in introducing newer molecules and Novel Drug Delivery Systems (NDDS) to meet the needs of the future. ACI introduced the concept of quality management system by being the first company in Bangladesh to achieve ISO 9001 certification in 1995 and follows the policy of continuous improvement in all its operations. Aligned with the concept that a pharmaceutical must ensure effective management of environment, ACI complies with standard environment management policy, thus adorned with EMS 14001 in 2000. ACI maintains a congenial and supportive relationship with the healthcare community of Bangladesh, with the belief that business excellence can only be achieved through pursuit of quality by understanding, accepting, meeting and exceeding customer expectations. The management of ACI, a competent team of professionals, thus operates with a progressive attitude to provide effective solutions to satisfy the customers needs, through its products and services of uncompromising quality.

2.2 Mission, Vision, Goal, Strategy: Our Mission: ACIs mission is to enrich the quality of life of people through responsible application of knowledge, skills and technology. ACI is committed to the pursuit of

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excellence through world-class products, innovative processes and empowered employees to provide the highest level of satisfaction to its customers. Our Vision: To realize the mission ACI will:

Endeavor to attain a position of leadership in each category of its businesses. Attain a high level of productivity in all its operations through effective and efficient use of resources, adoption of appropriate technology and alignment with our core competencies.

Develop its employees by encouraging empowerment and rewarding innovation. Promote an environment for learning and personal growth of its employees. Provide products and services of high and consistent quality, ensuring value for money to its customers. Encourage and assist in the qualitative improvement of the services of its suppliers and distributors. Establish harmonious relationship with the community and promote greater environmental responsibility within its sphere of influence.

Goal: The goal of ACI Pharmaceutical Ltd. is to be one of the market leaders through providing best quality medicine in the highly competitive market. It also wants to make a highly qualified group of employees by retaining skilled professionals and providing them with everything that they think as necessary for their improvement. The goal of ACI

Pharmaceutical Ltd. can be simplified into followings:

Best Quality Strong Customer Focus Fairness Everywhere

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Transparency Continuous Improvement Creative Innovation

2.3 Organization Structure and Size: The company maintains strategically located sales centers in nineteen different locations across the country. It has developed an advanced distribution system through its skilled and trained manpower and a large fleet over eighty vehicles. The distribution system is fully equipped for handling continuing volume of diverse range of products from the various businesses. The company's distribution centers are highly streamlined, computerized and automated. We are capable of maintaining a cold chain for some specialized range of products such as vaccines and insulin. The combination of this advanced function and multidimensional capabilities made it possible to handle hundreds of products efficiently.

2.4 Quality Management: ACI introduced the concept of quality management system by being the first company in Bangladesh to achieve ISO 9001 certification in 1995 and follows the policy of continuous improvement in all its operations. Aligned with the concept that a pharmaceutical must ensure effective management of environment, ACI complies with standard environment management policy, thus adorned with EMS 14001 in 2000. ACI's mission is to achieve business excellence through quality by understanding, accepting, meeting and exceeding customer expectations. ACI follows International Standards on Quality Management System to ensure consistent quality of products and services to achieve customer satisfaction. ACI also meets all national regulatory requirements relating to its current businesses and ensures that current Good Manufacturing Practices as recommended by World Health Organization is followed for its pharmaceutical operations. The management of ACI commits itself to quality as the prime consideration in all its business decisions. All employees of ACI must follow documented procedures to ensure compliance with quality standards. 10 | P a g e

The pool of human resources of the company will be developed to their full potential and harnessed through regular training and their participation in seeking continuous improvement of work methods 2.5 Product, Services, Customer, Markets: Products: The company produces various types of dosage forms which include tablets, capsules, oral liquids, ampoules, dry powder vials, powder for suspension, nasal sprays etc. The company specializes in value added high technology dosage form like sustained release tablets, quick mouth dissolving tablets, barrier coated delayed release tablets etc. It also produces poorly soluble drugs, dry powder inhalers, coated pellets, modified release products, taste masked preparations etc. Service: Scientific seminars: ACI frequently arranges seminars and symposia covering a wide range of medical topics attended by members of health care community. The faculty of these programs usually consists of both reputed medical experts and experts from marketing team of ACI and its international principals. Continuing medical education of physicians and surgeons: ACI regularly arranges CME programs of both physicians and surgeons all over the country. These programs cover medical problems frequently faced by the practitioners, update their knowledge, and make them aware of the new therapies and medical technologies.

Clinical meetings: ACI arranges clinical meetings, covering case related medical problem faced by the physician in their daily practice. Every meeting is being supported by audio-visual media. Responding to doctors queries:

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It is the most regularly performed task of the marketing team of ACI. The company has developed a postage paid business reply card attached to every literature in which the doctors usually send their queries. ACI tries to provide a comprehensive answer to the queries of the physicians covering all the details.

Medical illustration and audiovisual aids: ACI is ready to assist in preparing presentation packages including computer slides, transparencies and printed text whenever medical experts wish to share their experiences and results of their research with the health care community. Reprint services: ACI provides the doctors with reprints of selected publications on topics that can assist the doctors in their professional practices. Info Medicus: ACI publishes quarterly medical news letter for the physicians with current medical information particularly emphasizing common diseases. Customers: ACI has customers from all round the world. Its products are being sold in Bangladesh and outside of Bangladesh. At present ACI is ranked second among all the Pharmaceutical companies in Bangladesh. So it can be said that, its customers are growing rapidly.

Market: 1. Domestic market: Being a developing country, the pharmaceutical market and at the same time, the pharmaceutical industry of Bangladesh is growing. In this growing market, ACI has been able to maintain its growth through its innovative marketing strategies.

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In Bangladesh, ACI introduced the concept of quality management system by being the first company to achieve ISO 9001 certification that reflects its commitment to quality in every aspect of business. ACI covers the health care community of whole Bangladesh based in both urban and rural markets, through its 18 strategically located depots. 2. International market: To fuel the continuous growth of ACI, the company has started exploring international markets. The quality of ACI products, strengthened by its ISO 9001 certification, has brought immediate success in Sri Lanka, Yemen, Myanmar and Vietnam. 2.6. Future Plan of the Organization: Due to secrecy of the organization we could not know much about the future plan of the organization. But studying other aspects of this organization we could understand that, this company has a large future plan, which includes creating a larger market for its products, improving its products by research and other activities. The other future plans of this company are getting more involved with some beneficial works for the mass people for the country, creating more employment for the people etc.

Chapter 3: Findings and Analysis:

3.1 Models of Organizational Behavior: There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial:

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Autocratic The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.

Custodial The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.

Supportive The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.

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Collegial The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.

Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas overlapping in the other models. The first model, autocratic, has its roots in the industrial revolution. The managers of this type of organization operate mostly out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of

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time and there is no one best model. In addition, the collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm. Group Behavior The work group is usually the primary source of social identity for employees, and the nature of the group can affect their performance at work as well as their relationships outside the organization. There could be many reasons why people form groups. The propinquity theory of group formation attempts to explain why some people come together to form groups. Yet another popular theory of group formation is the exchange theory. According to the exchange' theory, the reward-cost outcomes of interaction are the basis of group formation. In reality, groups and their formation are much more complex than just the affiliation between two people (a simple dyad group). Groups can be classified into formal and informal groups, task groups, command groups, interest groups, and friendship groups. There are also some generally recognizable stages of group development. Two theories that analyze these steps are (a) the five stages model and (b) the punctuated equilibrium model. The structure of a group helps the management predict individual behavior within the group and the performance of the group itself. Some of the structural variables are formal leadership, roles, norms, group status, group size and the composition of the group. All these variables affect the functioning of groups. The style or behavior of the group leader tends to be imitated or repeated by the members of the group. As everyone is required to play a diverse set of roles within and outside an organization, one of the tasks in understanding behavior is grasping the role that is currently being played by a person. Group members share some acceptable standards of behavior among themselves, and once they are established, they become norms. Status also has major behavioral consequences when individuals

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perceive a disparity between what they believe their status to be, and what others perceive it to be. Research has shown that small groups are faster at completing tasks than large ones, whereas large ones are good for obtaining diverse inputs from members. The composition of a group may sometimes, prove to be a critical factor in its total performance and turnover. The processes that go on within a group - the communication within the group, behavior of the leader, power dynamics and conflict within the group - are crucial for understanding group behavior. Training people for simple tasks in groups, and for complex tasks can maximize process gains in individual practice sessions. The tasks^ that a group undertakes can moderate the impact of group processes on its performance and member satisfaction. The effectiveness of group performance is to a great extent, affected by the level of conflict among group members and the quality of their communication. . Human Resource: ACI HR works with a vision for creating a work-environment to foster creativity, innovation and productivity for achieving business excellence through dynamic and dedicated people. We believe that Human Resources are the most important asset of the organization. We identify the training needs and provide trainings accordingly to develop the knowledge and skills of our human resources. Thought Leadership and Team Building meetings are conducted on a regular basis. We provide an enabling working environment to unleash the full potential of the employees and a performance based career progression. We have a value based culture where dignity of the individual is the highest priority. We believe in empowerment and delegation. We organize different social events like Family Day, Cricket Tournament, and Badminton Tournament etc with an objective to strengthen the bondage among the employees.

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We practice modern HR Policies and procedures for Recruitment & Selection, Manpower Planning and succession planning. We use a combination of qualitative aspects and balanced Score Card for performance appraisal. We have attractive policies regarding car loan, gratuity, provident fund and hospitalization. We offer performance bonus, leave fare assistance, festival bonus and workers profit participation fund during different times within a year. ACI is a place to learn, grow and contribute for improving the quality of life of people. Teamwork The terms work groups and work teams do not have the same meaning, although they are generally used interchangeably. A team consists of a small number of people committed to a common purpose and common performance goals. They share the responsibility and hold themselves mutually accountable for accomplishing the predetermined goals of the team. The team members possess complementary skills and follow a common approach to achieve their objectives. Unlike traditional work groups, teams have broad job categories, less formal supervision and different types of reward systems. Teams help organizations enhance performance and reduce costs, and provide employees with a sense of dignity and self-fulfillment. Teams can be classified into three types on the basis of their objectives: problem-solving teams, self-managed teams and cross-functional teams. A Quality Circle is a type of problem-solving team. It consists of a group of employees who work in the same field or perform similar work. They meet voluntarily to identify and resolve work-related problems. Teams can be effective when the environment is supportive of collective efforts and when the members of the team possess the requisite skills to perform their tasks. The presence of an effective reward system enhances the effectiveness of a team. All individuals may not be team players. Therefore, managers select only those candidates who have the necessary skills and are good team 18 | P a g e

players. It is possible to shape individuals into good team players through programs and workshops. Also, by designing effective reward systems, individuals can be motivated to become good team players. Total Quality Management (TQM) is a management philosophy that focuses on continuous process improvement. TQM encourages working in teams, removing internal organizational barriers, and sharing power. It also emphasizes the continuous improvement of processes. Diversified teams provide unique and innovative solutions, but at the same time, they are less cohesive. If the team norms are supportive of diversity, it can achieve cohesiveness. Studies reveal that teams with high cohesiveness are likely to be very effective and have low rates of absenteeism and attrition. Diversity and Ethics: Modern organizations have a very diverse workforce. In an organization, diversity can be defined as the presence of employees who differ from each other in terms of age, gender, ethnicity or education. There are various approaches for managing diversity. These approaches can be applied at the individual level or at the organizational level. The individual' approaches to managing diversity include 'learning' and 'empathy.' The organizational approaches include testing, training, mentoring and the use of alternative work schedules. Since most organizations have to employ a diverse workforce, they must strive to develop into multicultural organizations. A multicultural organization is one which is determined to eliminate all forms of social oppression within it and includes members of various cultural and social groups in the decision-making process. Such an organization acknowledges the contributions of people of various cultural and social groups, and reflects their interests in its mission, 19 | P a g e

operations, products or services. An organization progresses through various stages before it develops into a multicultural organization. These include the exclusionary organization, the club organization, thecompliance organization, the affirmative action organization, and the redefining organization. A truly multicultural organization aims at eliminating all forms of social inequities and involves members from diverse groups when taking decisions that are crucial for the survival and growth of the organization. Ethics is concerned with moral issues and choices and deals with right and wrong behavior. In recent times, the importance of ethics has increased considerably in the study of OB. Many factors in the cultural, organizational and external environment influence ethical behavior. The major ethical issues that organizations have to address are sexual harassment, discrimination in pay and promotion, and the right to privacy. Sexual harassment at the workplace refers to unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct which can be construed to be of a sexual nature. The issue of pay and promotion discrimination addresses the fact that women and minorities do not receive pay and promotion opportunities on par with men. Getting personal information through the use of computer technology, and mandatory drug testing and controlling the lifestyles of employees are regarded as a violation of the privacy of employees. Organizations should try to address these ethical issues and develop a work environment which allows people from various groups to work together to achieve organizational goals. Managing Communication: Communication, in general, may be defined as the process by which information is exchanged between individuals using written messages, spoken words, or gestures. It is a dynamic, interpersonal 20 | P a g e

process in which an individual modifies his response on the basis of the behavior of the recipient of the message. Henri Fayol and Chester Barnard have contributed greatly to the field of communication. The more recently proposed managerial communication model is based on the modern research findings on communication. Managers need timely and appropriate information to make sound decisions. Therefore, communication is essential for the effective functioning of organizations. In the two-way communication process, a sender or speaker transmits a message to a receiver through a proper medium and gets feedback from him. Downward communication is the primary means of organizational communication and is directive in nature. Upward communication is less frequent and non-directive in nature. Lateral communication across the or cross of communication command. involves communication chain Interactive

communication helps employees coordinate their work to achieve overall organizational objectives. Communication need not always involve the exchange of words. Nonverbal communication refers to the use of non-word human responses like facial expressions and gestures and the perceived characteristics of the environment through which the human verbal and nonverbal messages are transmitted. There may be a number of interruptions in the communication process that act as barriers to communication. These barriers may totally prevent communication, filter a part of it, or convey the wrong meaning. Filtering, selective perception, defensiveness and linguistic differences are some of the barriers to effective communication. A network refers to a group of people who develop and maintain contact with others to exchange information of common interest in an informal manner. The grapevine is an informal network in which information moves freely in all directions, goes beyond the chain of authority and satisfies the social needs of organizational members. 21 | P a g e

Information technology has, to a great extent, revolutionized the communication process in organizations. A computerized MIS facilitates faster and efficient communication in organizations. Electronic mail is a computer-based communication system which allows messages to be exchanged instantly. Telecommuting involves the accomplishment of all or part of a person's work at home through computer links to the office. Though telecommuting benefits employees, organizations and society in many ways, it can lead to the social isolation of employees working from home. Personality and Attitude: The study of personality and attitudes gives insights into the behavior of people. Personality refers to the way in which a person views and understands himself, and the way in which he interacts with people and reacts to situations. Self-concept (in personality theory) refers to the attempts made by people to understand themselves. Self-esteem is the selfperceived competence and self-image of people. People with high selfesteem do well in managerial positions. Self-efficacy refers to the selfperceptions of a person regarding his ability to cope with situations as they arise. Individuals with high self-efficacy can quickly cope with the demands of tough jobs (such as sales jobs). An individual's personality is influenced by factors like heredity, external environment, and person-situation interaction. Some of the personality attributes that have an impact on an individual's behavior are the locus of control, Machiavellianism, self-esteem, self monitoring, propensity to risk-taking, and Type A personality. The locus of control refers to the degree to which people believe that they can determine their own fate. People high on the locus of control (called internals) tend to move up the career ladder quickly.

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Machiavellianism (Mach) refers the degree to which an individual is pragmatic, maintains emotional distance, and believes that the ends justify the means. High-Mach people are most productive in jobs which impose minimum restrictions on the employee, involve persuading others, and offer high rewards. Self-monitoring refers to the ability of an individual to adjust his behavior to external situational factors. High selfmonitors are capable of changing their behavior and expressions according to the situation. They progress faster in their careers than low self-monitors. Individuals vary in their willingness to take chances or risks. High risk- taking people perform well in jobs such as stock brokers and currency traders. Individuals who have a Type A personality are continuously involved in the struggle to achieve more in less time in the face of opposition from other people. But because of their emphasis on quantity than quality and their poor decision-making skills, they often do not make good managers. Type B people lay more emphasis on quality of outcome rather than quantity and have good analytical skills. They therefore make good managers. Many personality theorists have tried to explain the development of human personality. According to Daniel Levinson, an individual's life can be divided into adult, mid-life and late adult stages. The personality of an individual, Levinson argues, develops to some extent at each stage of his lifecycle. Another theorist, Hall, suggested that the personality development of an employee takes place in four stages: exploration, establishment, maintenance and decline. Chris Argyrols (ImmaturityMaturity model) proposed that human personality moves along a continuum from immaturity (infancy) to maturity (adulthood). John Harold proposed the personality-job fit theory in which he established a relationship among personality characteristics, the requirements of a job, and job performance. Attitudes are evaluative statements (favorable or unfavorable) about objects, people or events. Attitudes are acquired from parents, 23 | P a g e

teachers and members of the peer group, apart from the predispositions acquired at birth. The three job-related attitudes are job satisfaction, job involvement, and organizational commitment. According to Edwin A. Locke, job satisfaction is the pleasurable or positive emotional state that results when an individual evaluates his job or job experience. Job involvement refers to the degree to which a person psychologically identifies with his job, actively participates in it, and considers that his performance in the job contributes to his self-worth. Organizational commitment refers to the extent to which an individual identifies with a particular organization, and its goals and wishes, to remain a member of that organization. Organizations can reduce turnover by taking steps to enhance the job satisfaction of their employees and increase their job involvement and organizational commitment. Attitudes enable people to adapt to their work environment. They are also used by people to defend their ego, express their values, and to interpret events. The cognitive dissonance theory refers to the incompatibility that an individual may perceive between two or more of his attitudes, or between his behavior and altitudes. The efforts made by an individual to reduce dissonance depend on the significance of the elements that give rise to the dissonance, the extent to which they can be controlled, and the rewards that the individual is likely to lose by not overcoming the dissonance. Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, eg, the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work, etc. (To my knowledge, there is no strong acceptance among researchers, consultants, etc., that increased job satisfaction produces improve job performance -- in fact, improved job satisfaction can sometimes decrease job performance. For example, you could let sometime sit around all day and do nothing. That 24 | P a g e

may make them more satisfied with their "work" in the short run, but their performance certainly didn't improve.)

On the other hand, Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. 3.2 Detailed study of motivation: Motivation: Motivation is the activation of goal-oriented behavior. Motivation may be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding mortality. Employee Motivation: Theory and practice: The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines. 25 | P a g e

In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies the problem! Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership. Motivation theory and practice concentrate on various theories regarding human nature in general and motivation in particular. Included are articles on the practical aspects of motivation in the workplace and the research that has been undertaken in this field, notably by Douglas McGregor (Theory X & Theory Y), Frederick Herzberg (two factor motivation hygiene theory,) Abraham Maslow (hierarchy of needs), Victor Vroom (Expectancy Theory), Elton Mayo (Hawthorne Experiments) Chris Argyris Rensis Likert and David McClelland (achievement motivation

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Why Motivation is important? Quite apart from the benefit and moral value of an altruistic approach to treating colleagues as human beings and respecting human dignity in all its forms, research and observations show that well motivated employees are more productive and creative. The inverse also holds true. The schematic below indicates the potential contribution the practical application of the principles this paper has on reducing work content in the organization. On the other hand, as a company owner, its not necessarily going to be the case that all of your workers are going to be as motivated as you are. Thats only natural. You have far more to gain (and to lose) by owning the company. However, if there is little or no employee motivation, you can never hope to achieve the desired results for your company.

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Training: Training activities of ACI is focused on transforming its human capital to achieve business excellence by increasing the bandwidth of ACI workforce. To win present and future challenges we identify knowledge and skill sets that are pivotal factors and we design a variety of programs so that achieving such success by using creativity, agility, flexibility, skill diversity and IT technology becomes a custom. We scan external environment for comparing industry practices, benchmark best practices and implement competency management programs to offer outstanding services to our valued customers. Enormous and spontaneous shared efforts are made with the strategic intent of achieving excellence in delivering customized services to meet the ever changing development needs of the human resources. We design strategic learning roadmap consisting tailored learning strategies for each of our employee clusters of the business divisions, based on a shared vision, to make us a proud member of a learning organization. We adopt best technology based modules, methodologies, facilities, in-house and external faculties/trainers to ensure the best return from human development investments. Corporate Values of ACI are embedded in the process of designing, developing and delivering each activity of Training Department throughout the organization. 3.3 ANALYSIS OF THE DATA: To Sum up the questionnaire, in terms of mean, standard deviation and percentage have been used to analyze the data. Questionnaire of Employee Motivation in ACI Ltd. Name: Designation:.. Department:...... Please provide your honest views: Strongly Agree: 5, Agree: 4, Undecided: 3, Not Agree: 2, Strongly Disagree: 1

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SL. No

Strongly disagree You are satisfied with this job. There is a lot of opportunities in your Job for career development The environment is good for work Job security is very high in this job. Thee salary is according to your expectation You are getting proper job training Communication among leader member is good 2 1 2

Disagree

Undecided

Agree

1 2 3 4 5 6 7

1 1 2 4 1

2 1 4

Strongly agr ee 2 8

Members 10 10

3 2 1 6 5

10 9 10 10

1 3

2 3 4

10 6 4 10

You are getting proper feedback to use your talent

You are getting required support from your boss

5 10

10 11 12 13 14 15

You have enough opportunities to use idea Your job is a challenge for you You have full confidence in you boss You can share everything clearly You are getting less benefit Your are confident in getting promotion

5 2

3 8 9

10 10

1 1 1 1 3

6 9 9

10 10 10

3.4 FINDINGS: The analysis of data helps me to draw the following findings 1) Level of autonomy: Empowering employees to have some decision making capabilities is a great way to provide motivation. Offer staff the tools to utilize their talents and want some responsibility. Most people want to have some independence as they make the day to day decisions that may arise. Some employees who are micro-managed get frustrated and as a result become de- motivated. By offering some autonomous choices, employees feel some ownership in their jobs and as a result want to

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succeed. Remember to always remain a source of support that people can turn to for advice. 2) Specific goals and offer feedback using positive reinforcement: Employees want to hear they are doing a good job. If they are achieving great results - tell them. Even if they are having some difficulties, some constructive criticism through feedback goes a long way. 3) Integrate room for growth on the promotion scale: Most people want to do better in job and like to feel as if they are contributing. Those employees deserve personal growth and promotion to continued development. 4) Job enrichment: Some staff members bored out of their minds with the redundancy of the same tasks day in and day out. Provide a little variety by rotating responsibilities or changing the monotony in the office environment by introducing innovative ways to set about tasks.

5) Profit sharing: There are some employees who prefer to feel a sense of ownership; this also gives them a direct reason to want to see the company succeed because they are financially invested. As a means to invigorate many companies offer profit sharing as a reward for strong motivation in a job well done Offer Flex-time benefits 30 | P a g e

Many employee want Alternative work schedules. Sometimes employees flourish on different kinds of work schedules as opposed to the traditional (and often monotonous) 9 to 5 schedule.

3.5 Journal Papers on Motivation:

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Chapter 4: Conclusion:
From the analysis we find that most of the employees are motivated with their current job.. ACI gives proper training to its employees and they succeed in utilizing their skills at its best. The communication between top level managers and executives is somewhat smooth. The executives take their job as challenge. RECOMMENDATIONS: Level of Activity Check you understand employees needs. Ensure employee doesn't work too much. Try to fix the right person at the right place Avoid unnecessary distractions Structure Make sure that the goals for a task is set at a high level, avoiding too much detail Try to allow a degree of flexibility in the way they approaches tasks provided any objectives and measures are met. Equality in the organization Try to allow a degree of flexibility in the way they approaches tasks provided any objectives and measures are met. Equality in the organization.

Competition & Material Reward Provide Performance bonus.

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Increase Salary and Promotion scale. Check what constitutes fair remuneration for each employee In as far as is possible, ensure that salary, bonuses and other financial rewards are awarded equitably.

Fear of Failure Avoid setting objectives that are so unrealistic that employee unlikely to succeed no matter how hard they tries. Provide employees sufficient support and that they do not feel exposed to the likelihood of failure Encourage to overcome any personal problems or issues Ensure Job security

Personal Growth Support and authority to make decision necessary for accomplishing their assigned tasks. Give opportunity to exchange employees views freely in the workplace

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5. Bibliography:
http://www.aci-bd.com/pharmaceuticals.php http://wiki.answers.com/Q/What_is_mean_by_novel_drug_delivery_systems http://www.aci-bd.com/career/ http://www.aci-bd.com/quality-policy.php http://www.aci-bd.com/synergy.php http://www.jstor.com

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