Organizational Behavior in Garment Industry
In contention with the economic health of a country like Bangladesh, it’s due to the garments sector of the industrial enterprise in Bangladesh that’s keeping the country’s economy stabled and in intended direction. The garment industry of Bangladesh has been the key export division and a main source of foreign exchange for the last 25 years. At present, the country generates about $5 billion worth of products each year by exporting garment. The industry provides employment to about 3 million workers of whom 90% are women. Two non-market elements have performed a vital function in confirming the garment industry’s continual success; these elements are (a) quotas under Multi- Fibred Arrangement1 (MFA) in the North American market and (b) special market entry to European markets, Bangladesh’s industrial base, which has remained stagnant over the past two decades, is very narrow, contributing to about 11.5 percent of the GDP (BBS, 2001). Within this narrow industrial sector, however, the ready-made garments (RMG) industry has flourished as its most dynamic sector. Five basic models have been developed on which “garments industry” organizational behavior is based. Autocratic Model: This is the most common model on which most garments factories are based. Here the managers or the leaders are firmly in control, and obedience is considered to be a virtue. All decisions come from the management and the rest just follow the instructions. Custodial Model: Here the management acts as a custodian of the welfare of its employees. They are provided money and security, and the employees in turn follow the diktats of the organization. The orientation is towards providing security, and less towards providing them an opportunity to be independent and leaders Supportive Model: As is evident from the name, here the emphasis is on support being provided by the managers to the employees. Here the employees are encouraged to improve their...
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