This article focuses on important business problems for Myanmar's rubber plant company. This paper is divided into two main sections. The first part focuses on challenges such as external environmental factors faced by today's Myanmar's rubber industry and the second part focuses on the implementation of change management in selected organizations and the role of leaders and managers. There are many rubber companies owned by the government and the public all over Myanmar.
In 1926, the American rubber company Firestone established the world's largest rubber plantation in Liberia. The industry created 25,000 jobs, the rubber soon became the backbone of the Liberian economy, and in the 1950s rubber accounted for 40% of the national budget. In the 1930s, Liberia signed a franchise agreement with investors in the Netherlands, Denmark, Germany and Poland. These were called "open door" economic policies. Since 1927, the study of the League of Nations has claimed that the Liberian government forcibly recruited indigenous peoples as contract workers or slaves and sold it.
Rubber is a commercial crop grown in plantation and hires about half of those working for money. The first Liberian rubber plantation was founded in 1904 by the UK. In 1926 in the UK was acquired by a US company called Firestone Tire & Rubber. Firestone improved and expanded the company, but in 1983 he interrupted the business. Fishing is an important industry. Mining and logging are also important. Iron ore is the largest export product. America economically helped Liberia. However, the large amount of funds the US provides to Liberia is not always handled properly. With this, the United States decided to reduce them more. This brought difficulties to the Liberian economy. Because the expensive civil war made use of the majority of the Liberian funds, they were unable to pay the debt for several years. Home and business are destroyed, cultivation and harvesting of crops is interrupted, and hunger threatens the majority of the population