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8/7/2019 14167546-Comparison-of-Management-Practices-Between-3-Pharmaceutical-Companies-of-Pakistan (1)
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Comparison of Management Practices
Between 3 Pharmaceutical Companies of
Pakistan
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Summary of Presentation
Introduction.
Problem statement.
Objectives.
Significance.
Literature reviews.
Methodology of dissertation.
Conclusion.
Limitation.
Recommendation.
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Introduction
Usually it seems that management practices in Pakistani industry are autocratic and mechanistic
with top down decision making but new environment values participative and knowledge
management practices. The project emphasis the importance of good management between 3
pharmaceuticals in Pakistan which affects the firms performance. For the purpose of study
strategic level management will be chosen like Controllers, Plant managers or CEO to get the
over all picture of pharmaceutical manufacturing plant. Comparison among 3 companies shows
that practices in Pakistani pharmaceuticals are satisfactory and stand above 80% in over all
score.
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Problem Statement
Do Pakistani pharmaceuticals maintain sufficient level of management practices?
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Objectives
The aim of the study is to come to know that whether the pharmaceutical industry in Pakistan
acknowledges good management practices as well as modern management practices. And to
what extent they are applied to the organizations. Further the study make comparison between
the management practices of 3 pharmaceutical industry of Pakistan to conclude that which
pharmaceutical has better management practices and have knowledgeable management.
The study also suggests recommendations for those pharmaceuticals that are not practicing the
management tools as demanded by the environment
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Significance
The project will show indirectly the importance and value of management practices in
pharmaceutical industry as compared to other industries of Pakistan e.g. textile or leather etc and
open an avenue for others to study in that direction. The study also shows the practical efforts or
recognition of management practices for organizational efficiency and effectiveness. Further it will
also show the difference in management practices with in the pharmaceutical industry that is
organizations that adopts good management practices and which gives less value or no value to
management practices and adopt traditional bureaucratic styles.
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Major Literature Reviews
BUBL LINK Catalogue of Internet Resources, Management practice
http://bubl.ac.uk/link/m/managementpractice.htm
Management in Practice Events.
http://www.managementinpractice.com/default.asp?page=event.home
Management by Stephen P. Robbins & Mary Coulter, 7th edition.
Management by Koontz
http://bubl.ac.uk/link/m/managementpractice.htmhttp://www.managementinpractice.com/default.asp?page=event.homehttp://www.managementinpractice.com/default.asp?page=event.homehttp://bubl.ac.uk/link/m/managementpractice.htm8/7/2019 14167546-Comparison-of-Management-Practices-Between-3-Pharmaceutical-Companies-of-Pakistan (1)
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Theoretical Framework
Following constructs were used to measure the management practices
1) Strategic Management Practices
2) General Management Practices
3) Human capital management practices
4) Management self assessment practices
5) Innovation and creativity
6) Supply chain management
7) Manufacturing management practices
8) Change management practices
9) Lean management practices
10) Safety and health management practices
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Methodology
Data collection techniques and presentation:
Data is collected by sending questionnaire to 3 pharmaceutical companies of
Pakistan. Questionnaires were given to qualified individuals and responses were
recorded accordingly. Data was processed using excel worksheet where data is
entered and tabulated and chart wizard for making Column and Pie diagrams.
Research design is a survey-questionnaire where behaviors, beliefs and observations
of
management were identified, reported and interpreted and it is a cross-Sectional
Study. Questionnaires were send via emails to different destinations and any
complication is handled by mobile phone communication.
3 Pharmaceutical companies were selected from Karachi, Lahore and Faisalabad
and strategic level managers were contacted to fill the questionnaires. Sample were
selected on non probability basis.
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STRATEGIC MANAGEMENT PRACTICES
STRATEGIC MANAGEMENT PRACTICES
0%
20%
40%
60%
80%
100%
GOALS COMPETATIVE
ADVANTAGE
ENVIRONMENTAL
CONCERN
PRACTICE
%
AGP
ASK
SAF
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GENERAL MANAGEMENT PRACTICES
GENERAL MANAGEMENT PRACTICES
0%
20%
40%
60%
80%
100%
DECISION MAKING
CRITERIA
EMPLOYEES
BEHAVOUR SUPPORT
EMPLOYEE
EMPOWERMENT
PR
ACTICE%
AGP
ASK
SAF
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HUMAN CAPITAL MANAGEMENT PRACTICES
HUMAN CAPITAL MANAGEMENT PRACTICES
0%
20%
40%
60%
80%
100%
NATURE
OF
TASKS
JOB
SELECTION
CRITERIA
EMPLOYEE
DEVELOPEMENNT
MOTIVATIONAL
TOOLS
PRACTICE%
AGP
ASK
SAF
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MANAGEMENT SELF ASSESMENT PRACTICES
MANAGEMENT SELF ASSESMENT PRACTICES
0%
20%
40%
60%
80%
100%
SELF ASSESMENT FOR
IMPROVEMENT
ROLE PLAYED FOR SUBORDINATES
PRACTICE
%
AGPASK
SAF
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INNOVATIVE AND CREATIVITY PRACTICES
INNOVATION AND CREATIVITY
0%
20%
40%
60%
80%
100%
REASEARCH AND
DEVELOPEMT
SUGGESTIONS FOR
NEW PRODUCTS
PRODUCT PLANNING
CRITERIA
PRACTICE
%
AGPASK
SAF
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SUPPLY CHAIN MANAGEMENT PRACTICES
SUPPLY CHAIN MANAGEMENT
0%
20%
40%
60%
80%
100%
INVOLVEMENT OF SUPPLIERS AND DISTRIBUTORS IN STRATEGIC DECISION
PRACTIC
E%
AGP
ASK
SAF
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MANUFACTURING MANAGEMENT PRACTICES
MANUFACTURING MANAGEMENT PRACTICES
0%
20%
40%
60%
80%
100%
DAILY WORK
PROCEDURES FORMAT
TYPES OF
CERTIFICATION
CONSEDIRATION OF
MODERN TECHNOLOGY
PRACTICE%
AGPASK
SAF
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CHANGE MANAGEMENT PRACTICES
CHANGE MANAGEMENT PRACTICES
0%
20%
40%
60%
80%
100%
PREFFERABLE
STATE OF
ORGANIZATION
FREQUENCY OF
AUDITS
IMPROVEMENTS
REALIZATION
CHANGE
MANAGEMENT
IMPORTANCE
PRACTIC
E%
AGP
ASK
SAF
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LEAN MANAGEMENT PRACTICES
LEAN MANAGEMENT PRACTICES
0%
20%
40%
60%
80%
100%
ORGANIZATIONAL POLICY AND
SYSTEM FOR LM
LM TOOLS APPLIED
PRACTICE%
AGPASK
SAF
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SAFETY AND HEALTH MANAGEMENT PRACTICES
SAFETY AND HEALTH MANAGEMENT PRACTICES
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
STAFF SAFETY SAFETY AUDITS
PRACTICE
%
AGP
ASK
SAF
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Over All Comparison of Management Practices
OVER ALL % COMPARISON OF MANAGEMENT
PRACTICES
AGP, 80.22%
ASK, 82.45%
SAF, 86.62%
AGP
ASK
SAF
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Data Analysis
Over all percentage level of strategic management practices are good in case of ASK and
SAF. However AGP is lacking behind in goals and competitive advantage. It seems that
AGP management is more focus towards market development and depends on automation
in future as it considers more important the technology in his strategy
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Conclusion
In general management practices we see that management is more employee centered and
promote a collective culture of team.
In human capital SAF again has a culture of reward and training which shows the human
development and recognition factor for his human resource.
SAF which distinct it from all other 2 pharmaceuticals because it involves suppliers and
distributors for strategic level decision making.
ASK has its strategic management is more focused on technology than human capital.
Company also believes in drastic changes for improvement.
AGP is lowest in cumulative percentage as compared to above 2 pharmaceuticals.
Its strategic management practices are not quality but market share and technological.
AGP also not believes in employee empowerment. Human capital practices are traditional.
However the organization is very progressive in lean management practices and other aspects
of management.
The over all analysis concludes that Pakistani pharmaceuticals have good management
practices and due to this reason Pakistani medicines have high demand in international market.
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Limitations
The study can not be generalized to all pharmaceutical companies in Pakistan.
The variables used for management practices are not exclusive although they are selected as
most popular ones.
The study does not involve observations. Therefore the findings are based only on selected
representative managers feedback.
Pharmaceuticals of only Karachi, Lahore and Faisalabad were selected. Lots of pharmaceuticals
are present in Islamabad, Peshawar and Hyderabad. Data provided by the representative managers may be biased for many reasons.
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Recommendations
SAF
SAF needs attention in safety management and its relative aspect that is concern for environmental safety and waste
disposal.
Company should also increase the frequency of audits.
Lean management practices of SAF are also weak and the organization should approach for advance lean management
evaluation techniques.
ASK
Should consider human capital its important asset as the future competition is on tacit knowledge base.
Also the company needs to introduce new products.
Need strong interaction with suppliers and distributor.
Lean management practices should be encouraged by the management.
AGP
Management needs frequent self assessment if it has to retain its human capital.
Need strategic integration with suppliers and distributors.
General Recommendations:
More management constructs should be use in future study like IS management, Knowledge management practices as
there importance are growing day by day Sample size should be enlarge enough that it makes the representative sample of Pakistani pharmaceutical industry.
It is recommended that pharmaceuticals should perform management practices audit to bench mark there practices.
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VIRTUAL UNIVERSITY OF PAKISTAN
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