11

1
 Table of Content
Acknowledgement ……………………………………………………………………………….. 4

Preface…………………………………………………………………………………………….. 6

Universality of Management…………………………………………………………………….. 7

The Company……………………………………………………………………………………… 8
Board Of Governance…………………………………………………………………………… 9

About Alkaram…………………………………………………………………………………... 10

Geographical Prescence……………………………………………………………………… 11-12

Vision & Mission………………………………………………………………………………. 13-14

Alkaram’s Values……………………………………………………………………………… 15-16

Organogram……………………………………………………………………………………… 17

Basic Principles of Management………………………………………………………………. 18

Planning…………………………………………………………………………………………. 19-20

Organizing………………………………………………………………………………………… 21

Leading……………………………………………………………………………………………. 22

Controlling………………………………………………………………………………………… 24

Managing in Global Arena……………………………………………………………………… 25-26

Code of Ethics…………………………………………………………………………………… 27-28

Corporate Social Responsibilities……………………………………………………………. 29-30

Alkaram Certifications…………………………………………………………………………. 31-32

SWOT Analysis of Alkaram Textile Mills……………………………………………………… 34

TOW Matrix………………………………………………………………………………………. 35

BCG Matrix………………………………………………………………………………………. 36

Porter’s Five Forces……………………………………………………………………………. 37-38

Core Competencies…………………………………………………………………………….. 39

Alkaram’s Customers………………………………………………………………………….. 40

Products…………………………………………………………………………………………. 41

Alkaram’s Competitors…………………………………………………………………………42
Questionnaire…………………………………………………………………………………. 43-44

Conclusion………………………………………………………………………………………. 46

2
3
Acknowledgement

We consider it as a privilege to express our gratitude to all those who guided and inspired us in
completing this term project.

We also express a profound sense of gratitude, indebted towards our faculty guide, Mrs. Bushra
Javed who gave us her guidance, support, and encouragement throughout our project.

A special thanks goes to "Alkaram Textiles" where everyone was hospitable and nice to us. We are
grateful to Adnan Asif, Manager of the Procurement Department, who gave us his time, sent us the
important pictures we needed, shared the company’s slides with us, answered our emails and solved
all our queries, and filled us in with all the information that helped us in every step of making this
project.

Lastly, we thank God who gave us strength to complete this project and for His blessings throughout
our course.

Date: 07.12.2021

4
5
Preface

As the students of the BBA program and in order to gain knowledge regarding management, we are
required to make a report on "Basic Functions of Management" for our course “Principles of
Management”. The main purpose of doing this project is to understand how the companies use these
basic functions to become successful and stay ahead of rivals and competitors.

In this project we have included various strategies and mindset of the managers and employees
working in Alkaram Textile.

By doing this report, we got to enhance our knowledge regarding the managerial functions, learned
how to become a good manager, how to motivate the employees, and how to work hard and develop
strategies in order to make a company successful.

6
The universality of management is that all the managers despite of the
position, title, and level do the same job, motivate their employees in the same
way, follow the same basic functions of management and work hard in every
way possible with and through others in order to achieve the organizational
goals, succeed, and stay one step ahead of the rivals.

7
‘Welcome to The Company’

8
Board of Governance

8
Anwar Haji Karim

Fawad Anwar

Sajid Haroon

Salik Sajid

Shafi Sajid

Muhammad Saleem

Abou

9
About Alkaram

Alkaram Textile Mill was set up to provide innovation all around the world in
1986. Very soon it became a success as a leading textile manufacturing and
exporting company of Pakistan. For more than many years, Alkaram has
developed and made reputation nationally and globally by expanding
products and international markets

10
Geographical Presence

11
12
 Vision:

“To be a global partner integrating vertical textile solutions with values

and sustainability”

13
 Mission:
“To be a leading competitive global textile company delivering improved
Stakeholders' value by being a Preferred Partner for our Customers,
Suppliers and Society through Innovative and Cost-Efficient Quality
products guided by Technology and Competitive Workforce in a Sustainable
manner through Continuous Improvement.”

14
15
Values (V8):

1. HONESTY:

We believe to keep our promise, responsibility and instill confidence in our stake holders so that we
generate assurance.

2. TEAMWORK:

We believe teamwork makes the dream works.

3. TRANSPARENCY:
We believe to share knowledge and relevant information with each other.
4. PASSION:

We believe in allowing passion to become purpose.

5. LEADERSHIP:

We believe to inspire others to dream more, learn more, do more and become more.

6. POSITIVE MENTAL ATITUDE:

We believe to take every criticism as an opportunity.

7. HUMBLENESS:

We believe humbleness is the key to open all the doors of success.

8. SIMPLICITY:

We believe simplicity is a way of life.

16
Organogram:

-Managing Director
- COO
- Technical Director
- SGM
- GM
- Sr. Manager
- Manager
- Deputy Manager
- Asst. Manager
- Officer
- Supervisor

17
Basic Principles of Management:

At the simplest of level, management consists of basic functions;

01. Planning

02. Organizing

03. Leading

04. Controlling

All four of these are very important in order to make a manager be more effective and efficient and
successful. By these four basic principles; planning, organizing, leading and controlling, a manager
can work with and through other people easily, make plans, organize resources, evaluate objectives,
delegate responsibilities, motivate and inspire employees, and make an organization move towards
its goals and objectives.

18
Planning:
Planning is one the first and foremost fundamental principle in management, its purpose is to identify
goals for future organizational performance, deciding on tasks that lead to succession of these goals
and uses of the resources that will be required to attain them. Alkaram textiles vision and mission is to
become a globally recognized chain like other leading brands with values and sustainability. It plans it
to become a well-known brand outside its native country, penetrating into middle east and Europe
markets. Its core beliefs stand firmly on diversity and flexibility to adapt to dynamics of the
competition.

According to the Manager of Procurement Department, it is important to conduct a RCA (root cause
analysis) for explication of the situation regarding a change in trend or botched situation. The
managers working at Alkaram Textile have three courses of action; immediate action, corrective
action and preventive action. The immediate action is taken for those issues that needs attention as
soon as encountered to remain competitive in the market, corrective actions are for those errors that
have been done to avoid any further issues following them and preventive action are for those issues
that might be encountered, not as of yet but preparation is done already for those causes.

The manager of the Procurement Department briefly explained how the COVID-19 adaptations were
taken according to the laws through immediate action by identifying causes through RCA and a liable
new framework was implemented for its employees to gain the same sales as they did previously
through exports. Managers here firmly follow succession planning culture where they take the time to
clearly articulate the jobs, roles and values that any given person is responsible for, then making sure
that a variety of people and positions are familiar with those tasks and learning about those
responsibilities to improvise their quality of work.

Whenever the managers are willing to plan, they ensure that they do have enough information, facts
and stats that support them primarily to achieve the required Target/Outcome. According to their
vision, the functional departments have set goals to work with enough productivity and efficiency that
will lead to the organization becoming globally strong and recognized. The challenges are effectively
administered by using this methodology that challenges are part of daily routine and to deal with any
challenge they must keep two things in mind.

1. challenges are an opportunity and should be treated as a positive improvement potential.

2.Ways to prevent such challenges in future.

Managers of the functional department in Alkaram textile have this take on their corporate philosophy
“My cooperate philosophy is that I believe that diversity and market trends adaptation is the key to
success as a constant straight line would definitely lead you to the end”. Moreover, the manager of
the Procurement Department sees himself as a Director Supply Chain in the next 4 – 5 Years.

19
Contingency planning is a mandatory factor in this era for them where they believe that they are not
even certain about the market condition. Organizations which have taken Covid 19 impact as an
opportunity, are the best examples who implemented contingency planning on an immediate basis
according to them.

Management by objectives (MBO) is a strategic management model that aims to improve the
performance of an organization by clearly defining objectives that are agreed to by both management
and employees. In Alkaram textile, the conduct weekly follow up meetings with their employees about
their overall performance in attainment on their weekly goals, they work on reducing manual work and
encourage teams to work systematically via Business Intelligence and ERP software for which
training camps are held to bring efficiency in their work, they encourage sustainable and greener
supply chain to serve the purpose of their vision and mission and they implement Lean management
Techniques overall in every department.

20
Organizing:
Organizing is a major management function that follows planning. After a plan is made to achieve the
organizational objectives, to bring it into action proper allocation of physical, financial and human
resources is essential. In order to do this successfully an organizational structure is required which
enables an efficient distribution and allocation of tasks to obtain goals.

In order to do this effectively Alkaram has departmentalized its activities. They have a total of 114
departments which are then divided into 8 major divisions such as services, export, spinning, weaving
and cone dying etc. These divisions then have further divisions, departments and then sub
departments. In this way organizing is implemented throughout Alkaram by proper distribution of
tasks and procedures which yields better and specialized results.

In order for all departments to do their job effectively a manager has to classify power which brings
the need to create a hierarchy to identify the authority and reporting. Alkaram's structure is vertically
integrated chain as organization works on top-down approach, a traditional organizational style that
emphasizes on the imperatives and vision of upper management. Company directives and goals flow
down from the top to subordinates below so there's a top to bottom chain of command.

However, in Alkaram even while being a vertically integrated system employees are always involved
in decision-making so they feel valued and esteemed. According to Adnan Asif the manager of
procurement department, every employee adds valuable input and each subordinate's opinion is
essential for the decision-making process, though in the end final decision is taken on the top level.

This is necessary as Alkaram possess around 8000-9000 employees currently working for their
organization and to organize such a large group of people decisions have to follow a centralized
approach by keeping all control at its Factory unit.

Lastly, in order to effectively carry out all these procedures a manager has to ensure that there's a
smooth communication and interaction between divisions, departments and employees. This is
important to unify the goals and organizational objectives of each department. Although, in
perspective of Mr. Adnan every employee wants its department to lead and be on top which can
sometimes deviate them from the overall goal which is a challenge but then through meetings and
proper communication a way out is always devised.

21
 Leading:
Leading is the one of the Principles of Management where a manager motivates his employees in
order to work with and through them. A manager uses the influence in order to inspire his employees
to achieve the organizational goals by setting guidelines, showing interest in an employee's
professional and personal life, and rewarding him in different ways.

In Alkaram Textiles, leading is implemented like other principles as well. According to the Manager of
the Procurement Department, the employees at Alkaram are motivated by explaining the outcome of
achieving the goals in terms of their individual career benefit and ultimate organization's benefit.

•Treatment of Employees:

When asked about how the employees are treated and motivated at the company, we got to know
that employees are rewarded in cash form, by keeping events such as the

"Employee of the Month" in order to raise the confidence of the employees, and by giving them extra
offs.

When giving an example of one such treatment, Adnan Asif (the Manager) said; "Recently we have
assigned one inventory optimization project and awarded employees in cash form. "

•Alkaram's Leading Style:

In order to be effective, the managers at Alkaram Textiles practice time management, honesty,
accountability and monitoring, decision making on the basis of their past experiences.

When asked about how the managers at the Company handle some conflict, we were told,

"Conflicts are everywhere, either it is about interdepartmental level or cross departmental level. We
as managers take every feedback positive and try to understand everyone's opinion and make them
understand ours as well. In the worst case mostly, we divide team in two groups with unified goal of
the organization's success."

However, according to Adnan Asif, he prefers the combination of two or more style depending upon
the situation and the people to whom he is dealing with the most.

22
23
 Controlling:
A process that serves to motivate all organizational members to perform activities that contribute to
the achievement of the organization’s goals and to implementation of its strategies. Management
control includes a variety of informal and formal systems preferably to be used in an integrated way to
plan, monitor, evaluate, and reward financial, operational, as well as strategic planning of
organization.

In Alkaram Textiles, according to manager of Procurement Department, Adnan Asif, an organization

is considered to be ‘in control’ if all organization members execute their activities in accordance with
organization goals and strategies.

In order to control and monitor employee’s organization delegates managers to keep a record of
monthly performance review. Key Performance Indicators (KPIs) are established, and they are
addressed with the directors during the monthly performance review to see how far the goals have
been met.

Organization sets major goals and objectives such as to be sustainable, economical or using green
supply chain. Adnan Asif being manager of Procurement Department was told to use Green Supply
Chain Management (GSCM). The actions he took was when the goods were to be supplied less cars
were used in order to reduce carbon footprint. The paper used was FSC certified which uses the
philosophy of the amount of paper sold will be returned by planting more trees.

Alkaram uses behavioral control and output control in order to keep a check on subordinates. If an
employee is part of the McGregor’s Theory X and dislikes work or not coping up to the performance
then a charge sheet is given by the organization which is a warning letter. Almost three warnings are
given if the employee is not working according to Company’s vision and mission. Finally, a
termination letter is given which causes consequences such as gratuity is not given.

Standards are set according to Average employees and are not overburdened, if a complex task is
given guidance is given by managers. Therefore, tasks are given which are manageable. If a
manager feels being overburdened, he can add a subordinate as well.

Alkaram ensures their fundamental value of quality is kept so that the products can be marketed to
consumers. Alkaram goods are evaluated in their own labs, which are fully equipped with cutting-
edge technology and capable of testing to AST M, AATCC 8, and ISO standards. This ensures that
customers are never disappointed and that they
receive a product that they will appreciate not just for
its style and appearance, but also for the superior
stitching, fabric quality, and color. Alkaram believe
in establishing long-term partnerships with clients.

24
25
Managing in Global Arena:

An organization which works and contends in several countries is a global organization. The global
environment of such companies may be a set of powers and conditions outside of the organization’s limits the
way of working of the organization. These powers modify with respect to time and due to this global manager
need to get numerous openings as well as threats.

Alkaram textiles is currently present in several countries including USA, UK, Portugal and France. According to
the procurement manager of Alkaram textiles Adnan Asif, a manager should have the characteristic of learning
and developing to the new languages, so that he can adapt to any kind of culture and he should continuously
improve and adjust according to the modern aptitudes in order to compete and work globally.

Apart from the mangers, an organization also needs to fulfil its duties to become successful in the international
market. As Adnan Asif told us about how Alkaram textiles changes the nature of their product portfolio with
respect to the demand to adjust in the global environment, it needs to target a specific audience and build their
interest towards the product they are trying to launch globally and do R&D on the market trends and cultural
varieties. They need to communicate and collaborate with their global partners in order to succeed in the
external environment.

Adnan Asif gave us an example of China on how they managed to succeed in marketing their products
globally. Organizations on several times bear loss in the international market and face quite a lot of issues. If a
customer cancels their order, then the organization has to tolerate with the loss of the raw material wasted in
the order. It is also important for a manager to get to know about the administrative and local bodies policies of
the specific environment in which the organization is planning to supply. A manager should do enough R&D to
tackle all the problems caused in the global market.

26
Code of Ethics:
27
CODE OF ETHICS
A code of ethics is a set of principles intended to assist professionals in conducting business in an
honest and ethical manner. A code of ethics document may lay out the company's or organization's
mission and ideals, as well as how professionals should handle problems, ethical principles based on
the company's fundamental values, and the standards to which the professional is held.

Managerial ethics is important for every company, because people will follow what leaders do. Even if
a company has ethics policies in place, when top leaders ignore these standards, it resonates
throughout the company. This negative permeation doesn't always look the same. It might mean that
some employees might not act ethically, if they are following the actions of leaders. It could also
reduce employee pride and morale.

It is necessary for a manager to take his team up as a whole unit and motivate them, so that they are
enthusiastic about the organization. A manager needs to be a role model for his subordinates and he
should show them how to behave ethically within the organization. As Adnan Asif stated that a
manager balances the interest of the various stakeholders by taking opinion and suggestion from all
stakeholders with an open discussion and always appreciates every suggestion to encourage their
interest level accordingly.

Alkaram textiles focuses upon three basic principles from its foundation since 1986:

1. Respect for every human being.

2. Service to their customers.

3. Trying to get leadership of the market.

At Alkaram textiles they do not use involuntary or forced labor, modern slavery or human trafficking,
do not pay less than the minimum wage prescribed by the local law for unskilled workers.
Nondiscrimination is nonexistent in hiring and employment practices at Al Karam. They ensure in full
compliance with all applicable laws and regulations of the country. Employees are entitled to at least
one day off in every seven-day period, and they discourage Subcontracting for any product/order
unless there is a special/unavoidable condition. Being a socially responsible organization, Al Karam
textiles encourages all its supply chain to implementation & support our COC and national &
international laws at their organization. Al Karam textiles also conducts audits at its suppliers as and
when required. Violation of the code of conduct at Al Karam textiles will result to a verbal warning and
in 2nd phase a written warning letter and then a termination letter after the final warning.

28
Corporate Social Responsibilities:
Corporate Social responsibility is the responsibility of an organization for the impacts of its decisions
and activities on society and the environment through transparent and ethical behavior that is
consistent with sustainable development and the welfare of society; takes into account the
expectations of stakeholders, consistent with international norms of behavior; and is integrated
throughout the organization.

According to the manager of Procurement, Adnan Asif, in Alkaram Textiles, a win-win situation is
observed as organization try to benefit stakeholders by improving upon their quality of life in ways that
are beneficial for the development of the community.

A member is selected from each department such as processing, weaving, spinning, dyeing etc. One
person leads the initiative with others giving their input as well. Alkaram fully sponsors The Citizens
Foundation (TCF) which is a school for poor kids who cannot afford education. Therefore, Alkaram
wants to break the cycle of poverty and literacy by proving quality education to children. Hence
books, uniforms and gifts are given each year to these children bringing on smiles. Community
development and Vocation training is also given. Alkaram donated fabric as an income generating
facility to produce and sell bedsheets.

An Aga Khan consultancy clinic is present in Alkaram which offers medicine and checkup free to
those who are sick. As Covid came in 2019 a need for covid test was mandatory for each employee
therefore, they were free of cost as well.

In every Ramadan, a Holy month for Muslims, rations packages are given out to the people who have
salaries below a certain level.

29
Alkaram has also partnered with Make a Wish Foundation, a foundation for kids with disability such
as autism, down syndrome or life-threatening diseases. In order, to cheer them up and make their
day, Alkaram try to fulfil their wishes.

The organization celebrates “Children’s Day” every year with various humanitarian organizations
which support child rights and protection for underprivileged children.

Health related awareness sessions are performed giving awareness on TB diseases, discouraging
demerit goods such as tobacco and harmful substances affecting health.

Blood donation drives are organized at Alkaram Textiles as well. Generous amount of donations was
made in the past to Indus Hospital Karachi and Kashif Iqbal Thalassemia Center.

An adult literacy program is organized for those workers who are weak in basic reading or writing
skills or in math.

Free housing facility is given to around 3500 workers inclusive of accommodation to 50 families.

Books are distributed for workers and their children through Education CSS tokens.

With travelling being much expensive for a worker each year 3 workers are nominated through
balloting to go for Hajj. This brings confidence in workers that they also have importance in the
organization.

Alkaram has been the winner in 10th annual corporate social responsibility summit and awards 2021
in categories of Collaboration and Partnership, CSR event, Community Impact.

30
31
 Alkaram’s Certifications

❖GSV (GLOBAL SECURITY VERIFICATION)

❖GOTS (GLOBAL ORGANIC TEXTILE
STANDARD)
❖OCS (ORGANIC CONTENT STANDARD)
❖GRS (GLOBAL RECYLE STANDARD)
❖OEKO TEX CLASS-I
❖ OEKO TEX CLASS-II
❖OEKO TEX CLASS-II HOME TEXTILE
❖OEKOTEX CLASS-1 GARMENTS
❖ FSC
❖WWE GREEN OFFICE
❖FAIR TRADE
❖SMETA CORRECTIVE ACTION PLAN
❖ ISO 9001
❖CPSIC CERTIFICATE
❖PRGME
❖ISO 14001

32
Analysis of Alkaram

33
01. ISO certification: 01. Their information 01. In the local low-end 01. They have to
face
Alkaram Textiles got system is weak. Market, there are big instabilities be
ISO 9000 and ISO 02. The owner cannot be opportunities. political or
14000 certification separated from his 02. They are now an economical.
from International company due to "Seth" international and appealing 02. Their designs
ISO auditors. Culture. brand of designer wear. and ideas are
02. They use latest 03. Their R&D facilities 03. They have cheap labor pirated.
types of spinning and are weak. and raw materials are 03. They have
weaving machineries 04. They rely more on available domestically. tough competitors.
and looms and import international market 04. Under WTO,
them from Europe. to earn profit. there is a lack
03. They have strong of conductive
and appealing name in environment.
the country and abroad.
04. Workers are better
paid.
05. They have their own
6.4 M Watt Power Generator.
06. Branded customers for
example; IKEA and Walmart.
07. Yard-dyed home textiles.

34
 TOWS Matrix:

Weaknesses Strengths
WT: ST:
01. Since their information system is weak, they 01. There is a decrease in
have to face the tough competition from the profit due to lower price
market. set as compared to the
02. They have to face many instabilities because competitors
Threats

their R&D system is very weak. for same products along

with inclined production
cost as a result of inflation.

WO: SO:
01. By investing more in R&D 01. Due to increasing
would lead to new, unique, population leverage the
and different designs in order opportunity exists by
to gain competitive advantage adding men’s wear.
Opportunities

over rivals. 02. Activities are being

02. To put foot into a constructive done for promotion in order
culture to get cheap labor by to attract more and more
discouraging 'Seth' culture and branded customers.
normalizing equitable environment. 03. For the potential female
clientele, ready to wear
garments are introduced
by partnership with well-of
designers.

35
BCG Matrix:

high low

Stars Question Marks

Business Cash Cows

Growth

Rate Dogs

Alkaram
low

Alkaram lies in quadrant 3 also known as 'cash cows' which milks to finance question marks and
stars. This represents having good and stable market share but competing in an industry with low
growth. It enjoys a very strong and flourishing relative market share due to its unique product designs
which is available at low price but distributed widely at all outlets.

Since, the company is a strong cash cow, it should go for the tactics as follows;

01. Product Development

02. Diversification

36
Michael Porter’s Five Forces Model:

1- Threat of New Entrants

The threat of new entrants is incredibly low, because the barriers of entry are excessive. The key
motives for the threat of entry to be low are because there’s a huge amount of capital required to
enter into the trade, due to the necessity of up-to-date style technology and statistics to line up the
companies. Also, there’s a desire of lots of studies to stay updated with customers ever-changing
trends and life vogue, that is important as well as expensive for the companies. Not entirely the rate
of capital and R&D, there is a lot of competition among the triumphing organizations that build it
difficult to enter the trade, especially Nishat, Gul Ahmed, Lucky Textiles etc. These well-mounted
corporations build it sturdy for others to enter into the trade, thanks to the strong image that these
brands have within the market. It’s difficult to win over customers to vary the businesses they already
house due to their well-established brand name. However, with their expertise they will decrease
down their costs while not appreciable harm to their brands to force the new entrant out of business.
Thus, this low threat of recent entrants makes it a good exchange.

2- Bargaining Power of Customers

There is a high buying power in this industry. Moreover, the customers cannot take the firm’s functions in-
house and they have profitable businesses. Since the product is differentiated and has a very strong brand
name, the customers are as a result, not so sensitive to pricing; however, there is vast number of firms
producing the same product in the industry, so because of it, this provides many choices to choose from which
increases the customer’s power over the industry. So, from this analysis, we reach to the conclusion that this
industry is unattractive, because the bargaining power of buyers is high.

3- Threat of Substitute

There is a low chance of alternative in this enterprise. There is very small risk that the regulars will remove the
firm’s items mainly for the low quality of the product and because of the influence of upper-class people, buying
the brand’s product is the part of the status. The substitutes that do not meet the performance of the firm’s
products, are not able to compete even if the prices are set low. Another important thing is that because the
firm’s products closest substitutes are locally sold unbranded clothing, so in the contemporary sense, there is
no real substitute for these branded products available in the market, which eventually makes the threat of
substitutes very low. This, however, means that the threat of substitute is low which make Alkaram Textiles
favorable and attractive.

37
4- Bargaining Power of Suppliers

Bargaining power of suppliers being quite low. The supplier for the textile industry consists of wool and cotton
thread suppliers and the dyes of the different colors in order to give appealing look. The industry has a lot of
such suppliers to choose from which gives the industry an edge over the suppliers. The inputs required are in
the main standardized and hence, these inputs will get replaced. From this study, we can conclude that the
negotiation power of the suppliers is low, as a result, trade can be engaging.

4-Industry Rivalry

There is high rivalry existing in the textile industry. Alkaram Textiles has substantial competitive enmities, there
is a rapid growth in the industry, and a strong brand name. Moreover, it is challenging to exit the business
since there are long commitments. Moving on, the most important competitors are nearly the same size. This
shows that the competition among existing competitors in Alkaram Textiles is high, that build the company
somewhat unattractive.

Government Regulations
There is medium threat of government regulation to textile sector due to the Government policy
changes and changes in the Tax, Import and export taxes.

S 5+1 Forces Overall Industry Rating

1 Threat of new entrants Low
2 Bargaining power of Customers High
3 Threat of substitutes Low
4 Bargaining power of supplier Low
5 Industry Rivalry High
6 Government Regulations Medium

38
Core Competencies:

What is Core Competency?

Core competencies are basically the resources that consists of the advantages of some business. In
the modern ages, the management theory believes that whatever the business may be, if it has to
succeed and stay ahead of the rivals, it must define and cultivate its core competencies.

Core Competency of Alkaram:

Alkaram exports its home textiles and fashion garment products to many countries abroad. As the
demand is increasing with the passage of time, so are they getting many new customers from the
international market as a result, they are gaining advantage.

The annual sale of Home Textiles (exports) by Alkaram is approximately 16M to 18M USD. The
following are the articles of Alkaram:

•Kitchen Wear

•Windows

•Bed Linen

•Jersey Knits

•Bed in a bag

•Room in a bag

39
Alkaram’s Customers
IKEA

Walmart

Target

Carrefour

Chaps

Costco

JCPenney

Li And Fung

Lidl

Macys

Primark

PVH

Siplec

The Home Depot

Pottery Barn

West Elm

Others

40
Alkaram’s Competitors

Gul Ahmed Textiles

Yunus Textiles

Lucky Textiles

Orient Textiles

Bari Textiles

Union Textiles

Kohinoor Textiles

Rajby Textiles

Soorty Textiles

Artistic

41
Alkaram’s Products

42
Questionnaire:

Planning
•In what ways do you align your organization with your vision and mission?
•When you come across challenged and difficult situations what Is your method of going about that
situation and what steps do you take from a managerial perspective?
•What is your corporate philosophy?
•Where do you see yourself in five years from now?
•In what ways do you think that contingency planning plays an important role in your organization?
•How do you use management by objectives (MBO) here at Alkaram Textiles?

Organizing
•How would you define the hierarchy of your organization?
•Approximately how many employees are working in your organization and how many departments
are there currently?
•How does the external environment affect your organization? How do you cope up with the external
market and how difficult is it to be responsive to the changing environment, given the current situation
like the COVID-19?
•Can you tell us about your chain of command? Also does your company revolve around
centralization?
•How do you maintain and what challenges you might face in maintaining coordination among
departments?

Leading
•How do you motivate your employees to achieve the goals set by the organization?
•Can you give us an example of a situation where you motivated your employees by rewarding
them?
•Can you identify the qualities a manager needs in order to be effective?
•What methods do you adopt to delegate some assignment to your employees while ensuring that
it’s going to be a success?
• As a manager, you would have definitely worked in teams and interacted with different personalities.
How do you handle difficult team member or some conflict?
•What management style do you prefer the most?

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Controlling
•How do you control and monitor your employees to see if they are working properly, in order to make
the company go towards the goals and the objectives?
• What are the types of controlling that you use?
•In controlling process, are standards set according to the efficiency of the average employees?

Managing in Global Arena

01. In order to compete and work globally, what mindset do you think a manager should be having?
02. How do you think a company can be successful in international market?
03. When planning to go in international market, what problems does a company face and what
qualities does a manager needs to tackle them easily?
04. Why it is important for managers to develop their cultural intelligence?

Corporate Of Social Responsibility

01. In the 10th CSR Awards 221, Alkaram Textile won three awards. How big is the CSR team?
02.Can you tell us how does your company approach CSR and what types of initiatives are done?
03.How does your employees get involved in the CSR work of your company?

Code of Ethics
01. Why do you think is ethics important for managers in an organization?
02. How does managers balance the interest of various stakeholders?
03. How can managers promote ethics in the workplace?
04. Is there a specific code of ethics that is followed here in your company?
05. Is there some penalty for those who do not follow the code of ethics that is put forward by the
company?

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Conclusion:

All the group members went to the organization to interview the Manager. We were welcomed warmly
by them and the environment was very friendly.

After completing the project, we now think that Alkaram Textile contribution to Pakistan's economy is
great. Their products are very satisfactory and no customer can question their quality. If the company
keep on contributing, no doubt, there will be a great economic boom in Pakistan.

We thank everyone who helped us completing this project

Regards,

All Members

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 Group Members

Alaina Zubair Kishmala Ali Mohammad Fazil Hisham Ashraf Ayesha Asif

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