Tapal Tea - Management Presentation.pptx

8/13/2019 Tapal Tea - Management Presentation.pptx

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In the name of ALLAH, the most Gracious the mostMerciful

Final Presentation

Principal ofManagement

July 24, 201

Gulshan Campus


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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.


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+I-.AL -/. /-APAL -A


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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 atthen migrating to ,ndia.

The shop in *odia +a#ar existed until the $%'- when the thirdgeneration of the Tapal family /r. fta" Tapal the currentC01 2oined the company. fta" Tapal introduced professionalmanagement and uni3ue production ideas to the "usiness. well trained tea taster and tea specialist himself fta" Tapalintroduced new tea concepts and developed a wide range oftea "lends catering specifically to the tastes of peoplethroughout Pakistan.

History oftapal tea


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The corporate mission of TP!is to extend its image of

excellence and uni3ueness ofproduct 3uality and service all

over the glo"e with an o"viousintention of attaining a goal ofprofit maximi#ation.

MI%%I/ %-A-M-


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/anagement is universality4 it is indeedre3uired in all organi#ations to grow anddevelop. The person who performed thefunctions of management is called the/anager.

/anagers can "e classified into three

categories5$ First !ine

6 /iddle /anagers

7Top /anagers.

MAAGM-


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/anagement is the art to work with orthrough other people "y coordinatingand integrating their work activities inorder to accomplish organi#ational goals.

There are mainly four types of functionalapproach5

management

Assurance

at all

approach


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1"served that following /anagement theories are adopted inTapal in their daily activities (may differ on special cases

- Taylor8s 9 & principles of :cientific /anagement Theory(examples are Production ; Tea Testing


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- )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 needsare 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

Management

theories at tapal tea


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Planning is a process of

setting goals developingstrategies and outlining

tasks and schedule to

accomplish goals.

planning


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%trategic PlanTapal Tea look forward to even greater progress and innovation in theyears to come. ,t remains committed to providing the people ofPakistan with only the highest 3uality products and improving theirlives in whatever little way possi"le.

-actical Plan,mplementation of B:P 0>P :ystem to enhance the /anagement:ystem ; achieve :trategic Goal.

/perational Plan,: oomto achieve tactical plan in an efficient manner.)>


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3ecisions

+oth type of decisions are taken in Tapal i.e. >ational ;non=rational

ational 3ecision

:hortage of stock warehousing capacity 9 Planning wasdone "y /iddle /anagement (:ales :upply Chain.Finance


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Planning Ai#sAssessing n*ironment

a. 0nvironmental :canning (:W1T ; Competitive ,ntelligence

". Forecasting (Duantitative Dualitative ; *udgmentalc. +enchmarking (


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-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

planning


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1rgani#ing is an a"ility to put togetherinto an orderly functional and

structured whole. s managementterm organi#ing is to put the rightperson at the right place with the

clearly specified direction and withappropriate resources.

organi&ing


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6 7uil#ing 7loc!s18 3esigning Jo'

- Clear 2o" description of each position is prepared

"y )>


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C01

CC1

:ales

G/


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/arketing


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:alesegion

arachi)ydera"a

d

)yd Town:urrounding Towns

:ukkur

:ukkurTown

:urrounding Towns

Centre>egion

!ahore Faisala"ad

?orth>egion

,slama"adGu2ranwal

a

organi&ing

G/GAPHI5 APP/A5H


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6 7uil#ing 7loc!s8 eporting elationship

- Tall 1rgani#ation

- ertical 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.

/GAI9IG


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6 7uil#ing 7loc!s:8 5oor#inating Acti*ities

-


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Jo' otation < nlargement= *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 Eportfolio. (For e.g. :ales /anager of /odern Trade Channelshows exemplary achievement in the year 6-$$ inmeeting the planned goal of company therefore given anadditional charge of 0xport


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LA3I

G


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!eading is an a"ility to guide anddirect the su"=ordinates or the

followers. ,t can "e also taken asthe process of influencing a group

towards the achievement ofdesired goals.

lea#ing


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Tapal uses the -A%/MA-I/LA3%HIP style "ecause it is oftenthe "est leadership style to use in"usiness situations.

Transformational leaders are inspiring.

This leads to high productivity andengagement from everyone in theirteam.

lea#ing


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Tapal also uses-A%A5-I/AL

LA3%HIPstyleand clarifieseveryoneIs rolesand responsi"ilities.

0mployees aremotivated "yexternal rewards.

lea#ing


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Moti*ationTapal "elieves in motivating their employees in terms of0xtrinsic (more focus ; ,ntrinsic factors.

=trinsic actors> /arket compati"le Pay :la"s

-& +onus (including Pay for Performance +onus ; !eaveFair ssistance (!F

Cafeteria medical conveyance li"rary facilities

Intrinsic actors>

1n ; 1ff 2o" trainings

,nternal Competitions (out of the "ox thinking activities

lea#ing


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Tapal "elieves in all !eadingTheories which are )ierarchy of?eeds Two Factors ()ygiene ;/otivator 03uity Theory alongwith 0xpectancy Theory and itreflects in their well=definedPolicies ; Procedures.

lea#ing

5/-/LLI


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5/-/LLIG


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Controlling is an a"ility to manageor direct others on the tasks

assigned to others. ,t is a checkthat the su"ordinate is in the

correct direction of work or not.

controlling


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5/-/L P/5%%>

3etermine areas to control:The areas where product expansion was made.

sta'lish stan#ar#s: Policies were made for strategic tactic operationalcontrolling 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#s5 d2ustments are re3uired "ecause sometimes standardsare high which "ecome unattaina"le or vice versa.

controlling


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-


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-*c of tapal tea


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Thank you all

for your kindattention and

being with

Tapal Tea - Management Presentation.pptx

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