Part One- Motivational Programs for Workers of Jute

Industry in Bangladesh

1. Introduction
Jute, a natural fibre, which is widely known as the golden fibre, is one of the cheapest and the
strongest of all natural fibers and considered as fibre of the future. Jute, as a natural fibre, has
many inherent advantages like lustier, high tensile strength, low extensibility, moderate heat and
fire resistance and long staple lengths. It is a biodegradable and eco-friendly having many
advantages over synthetics and protects the environment and maintains the ecological balance.
Besides being a major textile fibre, Jute is also a raw material for nontraditional and value added
non-textile products which is used extensively in the manufacture of different types of traditional
packaging fabrics, manufacturing Hessian, sacking, carpet backing, mats, bags, tarpaulins, ropes
and twines.

Jute industry has been playing a substantial role in the economic development of Bangladesh for
a pretty many years. A large no of workers are playing a momentous role in running this industry
successfully. To measure how these employees performance is related to productivity, it is
required to find out and how motivated employees are to perform well.

Hence, the purpose of this assignment is to draw out how workers of jute industry in Bangladesh
are motivated; that is, the motivational programs for workers of jute industry in Bangladesh.

2. History of Jute Industry in Bangladesh

Golden fibre Jute has a golden history. It once flourished the name of Bengal globally by virtue
of self-excellence and successively became an integral part of Bengali culture. During the British
Raj in the 19th and early 20th centuries, much of the raw jute fiber of Bengal was carried off to
the United Kingdom, where it was then processed in mills concentrated in Dundee. Jute
inaugurated industrialization in Indian subcontinent (specially in East Bengal Present
Bangladesh) and was supplied as raw material for number of industries in Europe, America,

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France, Germany, Belgium, Italy, Austria & Russia during the latter half of 18th century. Thus
jute once built a vital global trade network.
Margaret Donnelly, a jute mill landowner in Dundee in the 1800s, set up the first jute mills in
Bengal. In the 1950s and 1960s, when nylon and polythene were rarely used, one of the primary
sources of foreign exchange earnings for the erstwhile United Pakistan was the export of jute
products, based on jute grown in the East Bengal. After Bangladeshs independence in 1971, the
government pursued a program of nationalization of large manufacturing enterprises. As part of
this program it took over all the abandoned jute mills and nationalized those owned by Bangladeshi
citizens. The operations of these nationalized mills were put under the Bangladesh Jute Mills
Corporation (BJMC). In the early 80s, some rethinking led to a partial reversal of this policy and
over 50 percent of the mills (35 out of 66) under BJMC were privatized. Notwithstanding this
change, market forces were still not allowed to guide the operation of the mills and both public
and private sector mills remained mired in large financial losses. Jute has been called the "Golden
Fiber of Bangladesh." However, as the use of polythene and other synthetic materials as a
substitute for jute increasingly captured the market, the jute industry in general experienced a
decline. Between 2004 and 2010, the jute market recovered and the price of raw jute increased
substantially.
Jute has entered many diverse sectors of industry, where natural fibers are gradually becoming
better substitutes. Among these industries are paper, celluloid products (films), non-woven textiles,
composites, (pseudo-wood), and geotextiles. In 2006, the General Assembly of the United Nations
proclaimed 2009 to be the International Year of Natural Fibers, so as to raise the profile of jute
and other natural fibers.
Bangladeshi jute are traditionally being used in both packaging of food grade materials and
industrial packaging. it also used for various kind of shopping bags, promotional bags and geo-
textiles.
Growing international interest for diversified and lifestyle jute products have prompted
Bangladeshi jute manufacturers and exporters to develop value-added jute products like jute gunny
bag or sack bags, jute yarn and twine, handicrafts, shopping bags, beach bags, sports and travel
bags, wine bags and other jute textiles.

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Jute is one of the most valuable natural resources of Bangladesh and is truly ruled the world market.
Bangladeshi Jute bags are available in neutral and earthy colors like olive green and different
shades of white. These quality jute bags made their way into almost every nature lovers home.

3. The Current Scenario of Jute Industry in Bangladesh

a) On the basis of industry structure and productivity
Among the two types of Jute Mills currently prevailing in Bangladesh, 19 conventional/traditional
jute mills are running under Bangladesh Jute Mills Corporation (BJMC) producing Hessian, CBC
and sack, and 42 conventional jute mills are under the Bangladesh Jute Mills Association (BJMA)
in the private management out of which, only seven to ten mills are being operated pretty well,
whereas, five to seven are staggering and the rest are closed. The reason is that the original
entrepreneurs are burdened with heavy bad debts and banks are unable to finance them due to
overdrawn position. Closing downs Adamjee Jute Mills, Narayanganj, the largest jute mill in Asia,
government handed over some of its good condition machineries to mills under Bangladesh Jute
Mills Corporation (BJMC) and sold the rest of almost useless machineries to the private
entrepreneurs by which they set up having a capacity of 20-50 looms. At present, there are
currently 30 mills, producing traditional jute goods, which are also under Bangladesh Jute Mill
Association (BJMA).

There are 50 private jute spinning mills producing jute yarn/twine under Bangladesh Jute Spinners
Association (BJSA). The mills under jute spinning sector produce 0.29 million (2.90 lakh) tonnes
of jute yarn/twine and export 0.261 million (2.61 lakh) m. tonnes of quality yarn/twine consuming
1.9 million (19 lakh) bales of high quality raw jute and earn foreign exchange worth Taka 12
million (1200 crore) per annum.

Before the independence, Bangladesh had six jute yarn mills. However, this sector had thrived
during the '80s as the industry experienced a setback in the developed countries during the same
period. The entrepreneurs of the country bought these second-hand jute mills machineries with a
very low investment and started setting up these jute spinning mills.

Experts are divided into two groups regarding opinion over the management of existing mills in
Bangladesh under BJMC. One group is in favor of privatization of the existing state owned jute

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mills, where another group advocates reorganization/restructuring of BJMC mills. The mills under
Bangladesh Jute Mills Corporation are exporting 0.128 million (1.28 lakh) m. tonnes of jute goods
i.e Hessian, Sacking and CBC. (Yusuf, 2007)

Bangladesh Jute Industry at a Glance (Quantitative analysis: productivity

data)
1. Average land area under jute 12.35 Lac acres
cultivation
2. Average production of jute Quantity Values
carryover 58 Lac bales (1.04 Million Ton.)

(+) 3 Lac (0.05 Million Ton.)

bales
61 Lac bales (1.09 Million Ton)
Total:-
(total)

3. Average internal consumption 38 Lac bales (0.68 Million Ton)

of jute
4. Average Export of raw jute
with value Quantity Values
21.00 Lac bales (0.37 Million
Ton 1000 Cr.
Tk.
5. Number of jute Mills: Under BJSA 81
Under BJMA 97
Under BJMC 27
TOTAL : 205 UNITS

6. Number of workers employed BJSA Mills 55,868

in Jute Mills (Approx.) BJMA Mills 39,000
BJMC Mills 61,681
TOTAL: 1,56,549

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 7. Average production of Jute BJSA Mills 3,60,500 M. Tons
goods BJMA Mills 1,56,500 M. Tons
BJMC Mills 1,46,000 M. Tons
TOTAL : 6,63,000 M. TONS

8. Average internal consumption BJSA Mills 20,000 M. Tons (yarn/twine)

of Jute goods BJMA Mills 48,000 M. Tons (sacking/hessain)
BJMC Mills 21,000 M. Tons (sacking/hessain)
TOTAL : 89,000 M. TONS

9. Average Export of jute goods Quantity Values

with quantity, value BJSA Mills 3,42,195 2014
BJMA Mills 97,160 58
BJMC Mills 96,523 537

Total 5,35,878 3139

10. Spindles in Jute 1,75,114 Installed

Spinning Mills 1,47,124 Operated

11. Installed Looms in Jute

Mills (As on 30th June 2010 ) Hessian Sacking CBC Others Total

BJMC: Installed 3790 2930 579 21 7320

Operated 2341 2930 513 21 5805

6532 5257 711 361 12861

BJMA: Installed 1421 2530 183 200 4334

Operated

Acronyms used
BJSA = Bangladesh Jute Spinners Association (Private Sector)

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BJMA = Bangladesh Jute Mills Association (Private Sector)
BJMC = Bangladesh Jute Mills Corporation (Public Sector)
CBC = Carpet Backing Cloth.

o Weight & Measures:

1 acre = 0.405 hectares
1 bale = 180 K.G.
1. mt. = 5.56 Bales

(Prepared by Bangladesh Jute Spinners Association on 05th April, 2011)

b) Current scenario of motivational initiatives and programs for workers of Jute

Industry (A study on Crescent Jute Mills Co. Ltd)
We have communicated with Mr.Jabber Hawlader, a representative of the welding workers and
visited the website of Crescent Jute Mills Co. Ltd situated in Khulna. Based on our study, we have
found data regarding motivational initiatives and programs for welding workers working there
which are summarized below:-

Job satisfaction
The workers are satisfied with their job considering the overall standing of this jute mill company,
the facilities provided to them, and the benefits they enjoy.

Accommodation facilities
The company provides sufficient accommodation facilities to their workers where they feel at
home and safe.

Transportation facilities
The workers complain that transportation facilities are available only for the staff of the
organization. They grieve that the although they directly contribute to the production of jute, they
are deprived of the transportation facilities which are enjoyed by the staff.

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 Canteen facilities
Khulna crescent mills provide canteen facilities to their workers; but foods are offered at high
price although the quality is low.

Work environment
Working condition is friendly and congenial which allow the workers to fully concentrate on
their work, in sound physical and mental health.

Safety measures
Crescent jute mill provides enough safety measure for their workers against electric short circuit
and fire. Workers stated that they are satisfied by this safety measure.

Festival bonus
Workers receive festival bonus two times in a year; one is for Eid UL FITUR another one is for
EID UL ADHA. But they are not satisfied with the amount paid to them as they claim it as
insufficient.

Outlook towards the current motivational programs undertaken by the company for its
workers
The workers are very much dissatisfied with the current motivation program the company provide.
They grieve that the organization doesnt pay their salary on time. As a result the workers fall in
big trouble, every now and then, they communicate their grievance, but the management barely
pay any heed to their complaints.

Retirement benefits
Workers said that as it is semi-governmental organization they are provided retirement benefit.
But the fact is that the workers usually do not get their retirement benefits even after 5 or 6 years
of retirement. They face difficulty in leading life.

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 Career progression
Workers get promotion based on seniority. So, they are demotivated to perform better as this does
not affect promotional decision.

Relationship with co-workers

The relationship with co-workers is very positive. They are united.

Relationship with management

Workers said that relationship between worker and management is not friendly. They argue that
management always want to exploit their in terms of production. Workers said that management
do not provide good raw materials but they expect that workers will provide better product. It is
not fair to them. They also demanded that management does not provide the modern machine and
tools so that work can be done smoothly instead they create an environment which is forced to
workers work in physical harm. The workers also said that they have to work extremely hard which
leads to deterioration of physical health.

Learning opportunities
Management doesnt provide any development and learning opportunities.

Performance appraisal system

The performance appraisal system is faulty and biased which demotivates the workers.

4. Conclusion
A number of jute mills in our country is being closed due to loss and inefficiency. The management
and administration of the current jute mills are poor. Therefore, the workers are not properly
motivated to perform better.

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5. Recommendation
Though some facilities provide from management of crescent jute mill like accommodation
facilities, bonus facilities, taken some safety measure. The organization should take following
measures from the viewpoints of workers so that workers grievance towards motivation might be
minimized.
Fair transportation facilities: Organization should provide transportation facilities both for
management and workers, so that worker feel that organization give importance to them

Payment on time: Organization must give salary to the worker in time to time. The salary
for one month give to worker on that month. As a result the workers can run his livelihood
smoothly. Because it is salary that is the obligatory right to the worker to take from the
organization. If organization follow this worker will be more motivated than before.

Participative decision making: If employers allow or encourage employees to share or

participate in organizational decision-making the worker will be more motivated. They feel
that organization give more importance and they are the resources to the company.

Provide modern tools and machinery: Using technology maximize business productivity
creates the platform to realize true business success. Increased business productivity can be
traced to the automation of processes, when modern technology used then the heavy pressure
on physical health on workers also reduced productivity also rise at the same time worker also
motivated.

Friendly attitude of management toward workers: Instead of exploiting the workers,

management should provide environment where worker can gain sufficient raw materials and
proper tools and techniques and management should also concern about the employees
health.

Arrange training and development program: Getting people trained, participating,

engaged, motivated, empowered and loyal is managements task. However, this jute mill

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 would get a poor score on their ability to do that very thing and then wonder what went wrong.
So organization should arrange training and development program for their workers.

Give authority to the worker: if the management assign task to the workers but do not allow
to use resources they do not make quality product, when management assign task in the same
they have to ensure that workers might have got the power of using resources, so that the
workers will be motivated.

Empowering the workforce: the management should empower the worker of the jute mill
so that it leads to greater job satisfaction, motivation, increased productivity and reduces the
costs. Increased efficiency in employees because of increased ownership in their work. Focus
on quality from the level of manufacturing till actual delivery and service of goods.by this
way the workers might be motivated.

Increase emphasis on workers benefit: as mentioned management only focus on their

interest, so they have to focus on workers benefit too by workers acquisition, workers
retention, focusing on workers health, give respect to the workers by this workers might be
motivated.

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 Part Two- Transformational Leadership Practice in
Bangladesh

Chapter-1
Theoretical part

1.1 Introduction
The role every manager must fill in the workplace is leadership. Managers often make the mistake
of assuming that because they are the managers, they are also the leaders and that their employees
(associates) will automatically follow. In reality, position only denotes title, not leadership.
Leadership is a process whereby one individual influences a group of individuals to achieve a
common goal. To be an effective leader, the manager must influence his associates in a positive
way to reach the goals of the organization. Furthermore, the transformational leadership approach
can help managers become exceptional leaders.

1.2 Transformational leadership

Transformational leadership is a style of leadership where a leader works with subordinates to
identify needed change, creating a vision to guide the change through inspiration, and executing
the change with committed members of a group. Transformational leadership serves to enhance
the motivation, morale, and job performance of followers through a variety of mechanisms; these
include connecting the follower's sense of identity and self to a project and to the collective identity
of the organization; being a role model for followers in order to inspire them and to raise their
interest in the project; challenging followers to take greater ownership for their work, and
understanding the strengths and weaknesses of followers, allowing the leader to align followers
with tasks that enhance their performance. Transformational leaders are described to hold positive
expectations for followers, believing that they can do their best. As a result, they inspire, empower,
and stimulate followers to exceed normal levels of performance.

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Transformational leaders also focus on and care about followers and their personal needs and
development. Transformational leaders fit well in leading and working with complex work groups
and organizations, where beyond seeking an inspirational leader to help guide them through an
uncertain environment, followers are also challenged and feel empowered; this nurtures them into
becoming loyal, high performers.

Transformational leaders specialize in:

Working to change the system.

Solving challenges by finding experiences that show that old patterns do not fit or work.
Wanting to know what has to change.
Maximizing their teams capability and capacity.

1.3 Factors influenced on Transformational Leadership

There are four factors to transformational leadership, (also known as the four I): idealized
influence, inspirational motivation, intellectual stimulation, and individual consideration. Each
factor will be discussed to help managers use this approach in the workplace.

Idealized influence describes managers who are

exemplary role models for associates. Managers
with idealized influence can be trusted and
respected by associates to make good decisions
for the organization.

Individual consideration describes managers

who act as coaches and advisors to the associates
to reach goals that help both the associates and
the organization.

Inspirational motivation describes managers

who motivate associates to commit to the vision

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 of the organization. Managers with inspirational motivation encourage team spirit to reach
goals of increased revenue and market growth for the organization.

Intellectual stimulation describes managers who encourage innovation and creativity

through challenging the normal beliefs or views of a group. Managers with intellectual
stimulation promote critical thinking and problem solving in an effort to make the
organization better.

Transformational leadership is said to have occurred when engagement in a group results in leaders
and followers raising one another to increased levels of motivation and morality.

1.4 Characteristics of Transformational Leadership

Five major personality traits have been identified as factors contributing to the likelihood of an
individual displaying the characteristics of a transformational leader. Different emphasis on
different elements of these traits point to inclination in personality to inspirational leadership,
transactional leadership, and transformational leadership. These five traits are as follows.

o Extraversion- The two main characteristics of extraverts are affiliation and agency, which
relate to the social and leadership aspects of their personality, respectively. Extraversion is
generally seen as an inspirational trait usually exhibited in transformational leadership.

o Neuroticism- Neuroticism generally gives an individual an anxiety related to productivity

which, in a group setting can be debilitating to a degree where they are unlikely to position
themselves in a role of transformational leadership due to lower self-esteem and a tendency
to shirk from leadership responsibilities.

o Openness to experience- Creative expression and emotional responsiveness have been

linked to a general tendency of openness to experience. This trait is also seen as a
component of transformational leadership as it relates to the ability to give big-picture
visionary leadership for an organization.

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 o Agreeableness- Although not a trait which specifically points to transformational
leadership, leaders in general possess an agreeable nature stemming from a natural concern
for others and high levels of individual consideration. Charisma and idealized influence is
a classic ability of individuals who possess agreeability.

o Conscientiousness- Strong sense of direction

and the ability to put large amounts of
productive work into tasks is the by-product
of conscientious leaders. This trait is more
linked to a transactional form of leadership
given the management-based abilities of such
individuals and the detail oriented nature of
their personality.

1.5 Strengths of Transformational Leadership

As with any theory or approach to leadership, strengths and weaknesses become evident. The
strengths and weaknesses of the transformational leadership approach as follows:

Broadly researched- It has been widely researched, including a large body of qualitative
research centering on prominent leaders and CEOs in major firms.

Intuitive appeal- People are attracted to it because it makes sense to them.

Process-focused- It treats leadership as a process occurring between followers and leaders.

Expansive leadership view- It provides a broader view of leadership that augments other
leadership models.

Emphasizes follower- It emphasizes followers needs, values, and morals.

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 Effectiveness- Evidence supports that it is an effective form of leadership.

Most Popular- Transformational leadership is most intuitive and easily recognized by

people; it fits the popular notion of a leader. Bangabandhu Sheikh Mujibur Rahman,
Mahatma Gandhi, Martin Luther King, Adolf Hitler, Obama are all examples of
transformational leaders.

1.6 Weaknesses of Transformational Leadership

Weaknesses have many components that seem too broad, treat leadership more as a personality
trait than as a learned behavior, and have the potential for abusing power.

Too Complicated- Transformational leadership is an amalgamation of various leadership

theories, making it unreasonable to be trained or taught.

Potential to be abused- Transformational leaderships high effectiveness in leaders vision

makes it undemocratic; the leaders purpose is largely unchallenged, thus liable to be
misused by the leader. There is plenty of historical evidence supporting its misuse, Adolf
Hitler being one of the most prominent one.

Lacks conceptual clarity-

Dimensions are not clearly delimited
Parameters of TL overlap with similar conceptualizations of leadership

Measurement questioned-
Validity of MLQ not fully established
Some transformational factors are not unique solely to the transformational model

TL treats leadership more as a personality trait or predisposition than a behavior that can
be taught.

TL is elitist and antidemocratic.

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 Suffers from heroic leadership bias.
TL is based primarily on qualitative data.
Has the potential to be abused.

Chapter-2
Transformational leadership in real life scenario: A study on Dr.
Muhammad Yunus

2.1 Introduction
Good leadership matters for transforming a drive into reality. A legendary leader can transform
merely a drive into reality by his charisma, dedication, initiative, and commitment to the society,
and above all, to the organization. Dr. Mohmmad Yunus transforms his drive and vision of
alleviating poverty from the rural Bangladesh by building an organization of 8.61 million
borrowers scratched from only 42 borrowers by his initiative. The research is a kind of exploratory
research based on secondary information which has been collected from journals, websites, and
books. It is found that his vision of building a bank for the poor who are not bankable by the
traditional banking system comes true by his transformational leadership style backed by his drive,
vision, charisma, desperation, commitment, and faith on Grameen Bank families. Social and
managerial implications, conclusion, and future directions have been discussed in the end.

Bangladesh is one of the most densely populated countries of the world and one of the worlds
lowest land areas per capital. 160 million populations are living in a territory of 147,570 square
km with a literacy rate of 71%. Today, a country of a bottomless basket during independence war
in 1971 has become a developing one. Since then, small and medium enterprise and agriculture

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were severly affected due to the scarcity of loans to the poor. Dr. Muhammad Yunus transforms
the eye-catchy bubble bank for the poor into a reality.

2.2 Dr. Muhammad Yunus: An illuminated transformational leader

Professor Muhammad Yunus, got his master degree from Dhaka University in 1961 and joined
Chittagong college at the age of 21. He was naturally blessed with self-confident, optimism, and
ambition and got started a magazine named Advancement while he was the student of Dhaka
University. He got full bright scholarship in 1964 to study development studies in USA. He came
back to Bangladesh to take part for rebuilding the war devastated nation, but got frustrated while
working in planning commission and found that transformation of thousands of bureaucrat
mentality, indeed the entire government, was necessary. Eventually, he had been appointed as
associated Professor in economics department of the University of Chittagong. After joining there,
he launched Rural Studies program (RSP) financed by him for giving student a chance of
understanding how things are happening in realty.

One day he lent some small amounts of money, less than

twenty-seven dollars in all, to forty-two impoverished
villagers. To his surprise, they paid him back. He discovered
over the next months and years that not only do the poor pay
back their loans even without any collateral, but also they pay
back at rates far higher than the 60% rate that was typical of
commercial banks. This was the defining moment for Yunus.
He had found a practical way to help.

In 1975, he proposed a model to the local farmers where he will get nothing but loss eventually
and contribute significant to the continuation of crop production. This project faced enormous loss
to Yunus and farmers were not losers at all. It experienced miraculous success in the years that
followed under the supervision of farmers. He started next venture for removing helpless women
folk by giving loan to 42 labors from his own pocket and got some remarkable results. Motivation
by this effort, he approached some state commercial banks for financing those poor women but

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declined for having no collateral. Professor Yunus became the guarantor of all loans. This bank of
seed money has become the Nobel laureate organization under the great visionary leadership of
professor Dr. Muhammad Yunus.

He was not the first one that came up with the idea of small
loans to the poor, but he was the one who showed the world
that they could work on a large scale. He was the one who
demonstrated that the people at the bottom of the economic
pyramid could be brought into the mainstream of financial
services. And he was the one whose work at Grameen provided
the major model and the impetus for a worldwide microcredit
movement.

2.3 Foundation of Grameen Bank

Professor Muhammad Yunus founded Grameen Bank reasoned that if financial resources can
be made available to the poor people on terms and conditions that are appropriate and reasonable,
these millions of small people with their millions of small pursuits can add up to create the biggest
development wonder. Grameen Bank (GB) has reversed conventional banking practice by
removing the need for collateral and created a banking system based on mutual trust,
accountability, participation and creativity. GB provides credit to the poorest of the poor in rural
Bangladesh, without any collateral. At GB, credit is a cost effective weapon to fight poverty and
it serves as a catalyst in the overall development of socio-economic conditions of the poor who
have been kept outside the banking orbit on the ground that they are poor and hence not bankable.
As of December, 2015, it has 8.81 million borrowers, 97 percent of whom are women. With 2,568
branches, GB provides services in 81,392 villages, covering more than 97 percent of the total
villages in Bangladesh.

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Grameen Banks positive impact on its poor and formerly poor borrowers has been documented
in many independent studies carried out by external agencies including the World Bank, the
International Food Research Policy Institute (IFPRI) and the Bangladesh Institute of Development
Studies (BIDS).

2.4 Managerial and social implications

Transformational leadership is instilling pride, drive, encouragement, and desperation to pursue
the vision and mission of leader to the extent that it is shared goal, target, and achievement.
Muhammad Yunus makes this sense by driving a folk of million Grameen bank clients to achieve
the harmonious target.

2.5 Conclusion and Future Direction

Leader is such a legend who understand the problem, takes the first lead to address the problem,
and but transformational leader is different from all other forms of leadership who can scan the
situation, and lets his followers grow up to feel the same, leads the ir utmost destination by
themselves. Muhammad Yunus, a transformational leader, leads the poor by themselves
transforming a non-tradional banking system into a full-fledged formal banking system called
Grameen Bank- a bank for poor. His entrepreneurial vision, social commitment to poor, devotion
to the organization, drive to root out the grass root poverty, and desperation of keep going turn his
dream into a Nobel laureate organization and personality.

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Bibliography

1. Bangladesh Jute Mills Corporation (BJMC) website

http://www.bjmc.gov.bd/
2. Uddin. M. J., Hossain. J., Hoque. A. (2014) Present Condition of Jute Sector in
Bangladesh Available at: bv-f.org/VOL-14/08.%20BV%20Final.pdf

Retrieved on: April 01, 2017 (10.00 P. M.)

3. Crescent Jute Mills Ltd. Company website:-
https://panjiva.com/The-Crescent-Jute-Mills-Co-Ltd/1712944

4. Uddin. M. A. Exploring the Leadership Style of Dr. Muhammad Yunus at

Grameen Bank of Bangladesh Available at:-
https://www.researchgate.net/publication/267643303_Exploring_the_Leadershi
p_Style_of_Dr_Muhammad_Yunus_at_Grameen_Bank_of_Bangladesh ;
Retrieved on: April 01, 2017 (10.30 P. M.)
5. Slideshare.com Leadership of Dr. Muhammad Yunus Available at:-
https://www.slideshare.net/skmonirlive/leadership-of-dr-muhammad-yunus ;
Retrieved on: April 01, 2017 (11.00 P. M.)

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