Leadership and Organizational Culture at Nitol Niloy Group
How Leaders Shape Shared Values and Drive Adaptability
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| Nitol Niloy Group PRODUCTS |
Nitol Tata follows the Functional Organization model whereby each division, headed by a Executive Director. The new firm quickly established itself as a key participant in the commercial vehicle industry, and it has continued to develop since then. The firm began as a car trade company with the principles of quality, honesty, and efficiency (Nitol Motors Limited, n.d.). International firms attracted its strong sales figure and Nitol Motors Ltd. became Bangladesh's exclusive distributor in 1989. In 1991 a joint venture was created between TELCO and NITOL, called Nita Company Ltd., for the assembly in Bangladesh of TATA cars. Nitol-Niloy Group literally became a domestic brand in less than 20 years from a trading firm in the early 1980s. The Nitol Niloy Group adopts the paradigm of a Functional Organization, which focuses on its distinct functional objectives by each division led by a Managing Director with a considerable education and industrial experience. The thesis on the Nitol Motors Limited section and its service department has been brought to the fore. Culture is established via values, beliefs or perceptions shared inside an enterprise by personnel. In practice it is a collection of rules and standards which, via words, interpersonal connections and gestures, lead to the cultural assumptions of its members. Image shows the three components, artifact, shared values and assumptions of organizational culture It's learned collectively. Image of 3 components, artifacts, common values and assumptions in corporate culture the members of the organization, but particularly the leadership, who play a major part in its awareness, learns and transmits it collectively. Because the activities of workers are influenced significantly in times of development or adaptation to change (Tata Motors in partnership with Nitol Motors launches the all-new Tata LPT 1212 light commercial vehicle in Bangladesh, n.d.). Managers also form and bear the responsibility for the development of the culture: they establish mission, vision and purpose, build the framework that guides and empowers the business. And they will be accountable for leading those who lead to it once formed.
The leaders of the companies spread the culture of the firm to their teams and groups (Hossain, 2016). They guarantee that all characteristics described as the culture of the firm are matched by the personnel and operate in accordance with the goals of the organization. Furthermore, the leader works together to prevent staff from deviating from what is anticipated. In some institutions, the responsibility of management to help create a culture that reflects the goals of the institution and guides everyone on the same road is not fully defined yet. The leader enables their employees to discover satisfaction.
The culture of the Nitol Tata is formed through leaders' activities. When values are dysfunctional, leadership helps the team to unlearn certain inefficient cultural assumptions and adopt new models. Otherwise, the sectors cannot adjust to the required changes without the figure of a leader who centralizes the team (Business Structure Comparison Chart for Bangladesh (LegalSeba, n.d.). The same traditional ideals so remain intact and the firm is not adapted to changing strategic circumstances. But it is a deadly mistake to keep up with the same positions in a continually shifting market. Tech periods like this require fluid information, process agility and adaptable ability. It is also important that the leader is active providing continuous feedback to every employee and lists the items that merit attention to be low-performance and the elements in which the team works effectively. Without this, employees believe that anyone higher up the hierarchical pyramid may read them as a mere number. The manager becomes united with the group and preserves the organizational culture at best by fostering a roundtable with work colleagues.
References
Business Structure Comparison Chart for Bangladesh LegalSeba. (n.d.). LegalSeba. Retrieved August 26, 2021, from https://legalseba.com/business-structure-comparison-chart-for-bangladesh/
Hossain, M. (2016, July 17). A guide to corporate culture. Dhaka Tribune. https://www.dhakatribune.com/feature/2016/07/17/guide-corporate-culture
Tata Motors in partnership with Nitol Motors launches the all-new Tata LPT 1212 light commercial vehicle in Bangladesh. (n.d.). Bangladesh. Retrieved August 26, 2021, from https://www.tatamotors.com.bd/press/tata-motors-in-partnership-with-nitol-motors-launches-the-all-new-tata-lpt-1212-light-commercial-vehicle-in-bangladesh/
Welcome to Nitol Motors Limited. (n.d.). Www.nitolmotors.com. Retrieved August 26, 2021, from http://www.nitolmotors.com/about
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