14167546-comparison-of-management-practices-between-3-pharmaceutical-companies-of-pakistan (1)

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.htm


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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

Thank You

14167546-comparison-of-management-practices-between-3-pharmaceutical-companies-of-pakistan (1)

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