Leadership and Nib Bank

Report-on-organisational- expression-of- eyeshade- confide. doc LETTER OF TRANSMITTAL May 31, 2008 Mr. Retd. Cdr. Tabassum T apieceer, Organizational port Bahria University Karachi. Sir We herewith present our Term Report authorized by you as a prerequisite for this course. In this report, we build tried to provide depth psychology on organisational mien of schnoz wedge. We hope we read cover all that was need for the report. If on that point be either clarification demanded, we would give nonice a call from you to our conclave members. Sincerely, Maaz Khalid Muhammad Usman Badar Muhammad ZainACKNOWLEDGEMENT In the name of Allah, the nigh freehearted and merciful who gave us strength and hit the sackledge to complete this report. This report is a part of our course Organizational Behavior. This has proved to be a great experience. This report is a combine effort of, Maaz Khalid, Muhammad Usman Badar and Muhammad Zain. We would like to crush away our gratitude to our disposalal deportment t all(prenominal)er Mr. Retd. Cdr. Tabassum, who gave us this opportunity to fulfill this report. We would too like to thank our colleagues who participated in a focus group session.They gave us many helpful comments which helped us a lot in preparing our report. 1. 3 Objective The command purpose of this study is to determine the satisfactory level of job among the employees of British Ameri give the axe Tobacco Bangladesh. We have selected British American Tobacco because this company has a multinational job environment and ensures the upper limit level of efficiency among the employees. 3. Research Methodology A. Pilot survey We did a pilot survey for questionnaire testing (Vogt, 1999 Babbie, 2004) to detect error, validity and scale reli powerfulness.We apply a 5 sign- scale (1 for Strongly Disagree to 5 for Strongly Agree) busted by Likert (1932). The pilot survey was done during in the month of January-February, 2008 with 30 respondents from 6 ent erprises. A total number of 20 HRM items were utilise for this study. The sample size was 30 at superviserial (mid level) jobs and dewy-eyed random was used to obtain feedback and the scale validity of the survey. The calculated Chronbachs alpha (? ) value is 0. 9063, which indicates the high eliability of the instrument. B. In-depth Interviews The second stage of our research order was in-depth interviews with the 12 executives. Semi-structured open-ended questionnaire was used for in-depth interviews. A simple random consume method was used at this stage. The questionnaire was distri hardlyed to the executives to get feedback. C. integral-scale survey Full scale questionnaires were administered in the month of April, May and June 15, 2008 within 53 manufacturing organizations fall erupt of 103 (BEPZA statistics, May, 2008) organizations in economic zone, DEPZ.That covers 216 respondents from the total of 512 in the surveyed enterprises with the response rate of 42. 18% (26 . 18% of 825 total entire populations). A simple random ingest method was used for selecting the enterprises. From the pilot survey and in-depth survey purpose and suggestion, questionnaire was circumscribed and surveyed for this stage. D. Sample For the survey, a random sampling was chosen for selection enterprises from the A, B and C category of DEPZ organizations. A total number of 53 enterprises were selected from 103 and that cover 216 respondents. HISTORY OF THE capital of Bangladesh BANK hold DHAKA BANK LIMITED was incorporated as a public limited Company on 6th April 1995 under the company act. 1994 and started its commercial operation on June 05, 1995 as a private sector bank. The bank started its journey with an authorized ceiling of Tk. 1,000. 00 million and paid capital Tk. 100. 00 million. It is now one of the well-nigh far-famed private banks having multiple branches in the major cities of the country. DBL has started its business with all the features of a cor porate bank and the products of both corporate and retail banking system to alleviate the daily clientele requirements.Among all of its products Credit card is one of the most important financial-tool of the modern banking sector, Though DHAKA BANK is always arduous to improve their services in this field, notwithstanding in todays competitive business terra firma, banks need to offer additional concentration to the clients requirement in order stay at the top. Therefore, besides dealing with the general attri notwithstandinges of the Credit card, they as well as have been trying to put to a greater extent emphasis on the customer bring ins and separate customer link facilities.The Credit circular Division is a rude(a) venture for the bank, so the card is tho for the use within the city and in that locationfore it is facing a commodious competition against the existing local Credit Cards in the market. Moreover, DHAKA BANK LIMITED has expressed tremendous interest to create a competitive market for their Credit cards. destruction SETTING scheme persevereder sendting guess was born unwrap of Aristotles theory of nett causality and then researched in greater detail by Edwin A. Locke in the 1960s to understand how aims can influence an privates consummation.The rudimentary theory behind remnant siteting is that human deportment is galvanized and governed by goals and ambition. Today, goal set theory is very important not solely for those studying organizational psychology, but for anyone seeking to increase productivity, enhance realizeance and r apiece for greater heights of success. Goals argon able to touch off and urging you to envision your ambitions because it helps you focus your efforts on that objective. Every objective we have requires a key of tasks to be executed.By setting goals, were able to persist with the advert of tasks and atomic number 18 compelled to develop strategies in order to reach our objective. T he incredible results straind with the goal setting theory explain why its not save colleges, universities and sports institutions that use it to obtain results, but in businesses too where survival is establish on ensuring positive outcomes. Having objectives is not the issue, but striving to attain them is. next be the points that help you to achieve goals State your goals in specific terms.Understand what your goals be and know why youre selecting these goals. act upon your goals attainable. There is no point setting goals you believe are unattainable. The best way to do this is to render your goals dget into actionable steps. Measure your goals. Set a timeframe, or a milestone that can put the twinge on you to meet your objectives. summary To what extent you and your colleagues feel that the company sets repugn goals for it self and expects quality bring nearlyance and cracking production? Answer Log Table Low 1 2 standards 1 2 3 4 5 1 Tells group member s what they are supposed to do. - - 4 18 3 2 Acts congenial with members of the group. - - 3 5 17 3 Sets standards of military operation for group members. 2 5 12 6 4 Helps other(a)s feel comfortable in the group. - - 4 8 13 5 Makes suggestions astir(predicate) how to acquit problems. - 2 4 6 13 6 Responds favorably to suggestions made by others. - - 6 10 9 7 Makes his/her perspective sporting to others. - - 2 16 7 8 Treats others fairly. - - 2 5 18 9 Develops a jut out of action for the group. - 1 14 7 3 10 Behaves in a predictable personal manner toward group members. 3 12 2 8 We asked polar questions relating to the leadership elan from snout fix employees to know which leadership style their leader uses and we found that deuce of the leadership styles that are task oriented and people oriented or relations-Oriented. The results we got from employees of card Bank that 53% of the employees feel that their managers are relationship oriented leaders and re maining 47% feels that their managers are task oriented leaders so this shows that the measure Bank has got the combination of leaders that are task oriented and relationship oriented.This shows that NIB Bank have the leaders that perform better in all situations and can manage their police squads more in force(p) in favorable conditions and as well in very unfavorable conditions. lane GOAL THEORY Houses PATH GOAL THEORY describes how leaders can motivate their fol low-pitcheders to achieve group and organizational goals and the kinds of behaviors they can engage in to accomplish that Path Goal theory suggests that effective leaders follow three guidelines to motivate their followers.The guidelines are establish on the expectancy theory of motivation. Effective leaders who follow these guidelines have highly incite subordinates who are believably to meet their work goals and perform at high levels. Determine what outcomes subordinates are trying to obtain in the workplace. Fo r example, what needs are they trying to satisfy, or what goals are they trying to meet? After gaining this randomness, the leader must have control over those outcomes or over the ability to give or withhold the outcomes to subordinates.Reward subordinates for performing at high levels or achieving their work goals by giving them desired outcomes. Make sure the subordinates believe that they can obtain their work goals and perform at high levels. leadership can do this by showing subordinates the paths to goal attainment (hence the name path goal theory), by removing any obstacles that capacity come along the way, and by expressing confidence in their subordinates capabilities. House place four types of behavior that leaders can engage in to motivate subordinates Directive behavior (similar to initiating structure) lets subordinates know what tasks need to be performed and how they should be performed. validatory behavior (similar to consideration) lets subordinates know thei r leaders cares about their well-being and is looking out for them. Participative behavior enables subordinates to be involved in making decisions that impact them. Achievement-oriented behavior pushes subordinates to do their best.Such behavior includes setting difficult goals for followers, expecting high performance, and expressing confidence in their capabilities. abbreviation We designed a antithetic questionnaire especially for the TOP vigilance OF NIB Bank and the questions were related to PATH GOAL THEORY as the questionnaire belongs to the top wariness so we asked four top level managers of NIB Bank to fill this questionnaire list of their names and appellation are give up below By studying our questionnaire we found different behaviors of leadership and there contribution in the organizations behavior.We found different results for each behavior after analyzing the answers of our respondents which are given below Directive leading Behavior The most contributive b ehavior in leadership behaviors in NIB Bank having 27% share in leadership behavior was found to be directing behavior which is being frequently used in the organization we targeted. The benefit of using directive form of leadership which is characterized by greater control, defining what needs to be done, allocating resources and establishing clear forecasts.The directive leadership behavior takes a more pragmatic approach to treatment affairs in NIB Bank and is characteristically utilized in corporate turn-around situations. Supportive Leaders Behavior The second most contributory behavior in leadership behaviors in NIB Bank having 26% share in leadership behaviors was found to be supportive behavior the results obtained shows that supportive behavior used in NIB Bank is nearly the same as the use of directive leadership behavior with having disparity of only 1% which is not a very big figure. Participative Leaders BehaviorParticipative leadership behavior is the least used b ehavior in NIBs agri cultivation with having 23% this shows that the NIB Bank leaders do consult with their subordinates eon making a decision but at low frequency as compared to other PATH GOAL leadership behaviors. Achievement Oriented Leaders Behavior The third most contributory behavior in leadership behaviors in NIB Bank with having percentage of 24 this shows that the leaders of NIB Bank set challenging goals for their subordinates with low frequency but they expect from their employees to perform at their highest level.The results of our compendium shows that there is no such big difference in leadership behaviors used in NIB Bank and this is a very serious sign for NIB Bank that their leaders manage their subordinates according to different situations with different leadership behaviors. NORMS Norms are shared group prospects about behavior and how members ought to behave. Norms provide groups with control and predictability and give members a sense of security and com fort. Norms are also the way we express determine, attitudes and beliefs.Norms put boundaries on members that may be narrow or wide. Many norms in organizations originate from management expectation or from work rules and procedures of the buckram organization. They develop and operate in promiscuous groups. Many central work group norms revolve around productivity. Norms can put lower and upper limits on productivity. Controlling productivity not only spread the work ought to more people for a overnight period, but also prevents management from rising its expectation.Some organizations have norms emphasizing complaisant concern for employees this norm foster taking care of people who unavoidable or other wise contributing to the quality of an employees smell at work. Management can foster many norms that contribute to organizational success, such as norms effecting work quality, helpfulness or customer relation. A norm of secrecy may be critical to keep competitors from lar ceny ideas. ANALYSIS Norms are of four types. The one we quire about is accessible norm. The source of selecting social norm is that our culture is based on communism so the importance of social norms is very high.The situation of norms in NIBs culture is fair enough according to the result of our questionnaire most of the employees follows the norms set by the organization and they are satisfied with them, but we found close to employees who are willing to improve the conditions i. e. norms the calculated value of there willingness is about 25%. The major factors of social norms are friendliness, trust and mutual support. fit to the employees in NIB Bank the conditions of trust and friendliness are lovely good and they are willing to increase mutual support.It is necessary to express on social arrangement norms in country like Pakistan because of its collectivism culture and these norms helps the organization to get the participation of their employee in positive manner to a chieve the goals set by the organization these kind of norms also motivates the employees to remain in organization because of palsy-walsy culture in organization social arrangement norms also helps the employees to interacts with each other in more friendly manner which will increase trust among them and with there top management.If these norms are valued by the management then it will positively have-to doe with employee satisfaction and productivity and it will also enhance the organization culture CONFORMITY Conformity can be defined as a change in a persons behavior or opinions as a result of real or imagined pressure from a person or a group of people. Who does Conformity affect? Conformity can affect people in all different ways, positively and negatively. In task-specific situations, those who are led to believe they do not have the required aptitude, their tendency to conform increases.Individualistic societies are less promising to conform than collectivistic. How does Conformity work? An separate will most likely conform if ? The majority consists of experts ? The members of the majority are important to the individual ? The individual can relate to the majority on some levelthere are similarities amidst the individual and the group ANALYSIS Through our questionnaire we examine the pattern of answers given by employees and we found many similar answers in regard of questions and it hows greater extend of complaisance among employees of NIB Bank as they have almost marked similar options given in each questions of our questionnaire. The level of conformity shows there good relations and understanding with each other which also shows that they will not leave each other in hard times but on the other spend the high level of conformity indicates the danger of employees saying always yes to others decision instead of ideateing critically about it and there might be a chance of employee saying yes under pressure in the fear of loosing group and m ay result in damage of any useful idea.After Aschs study about conformity, in the world the conformity is decreasing as the level of knowledge and awareness are increasing and the result of our questionnaire shows high level of conformity, we can suggest the power collectivism culture of Pakistan TEAMS A group whose individual efforts result in a performance that is greater than the sum of the individuals input.Guideline for team leaders set by NIBs management Definition Has a indwelling authority, generates commitment and builds team cohesiveness by setting a clear vision for the team, reflected in core values. EFFECTIVE doings indicator little EFFECTIVE BEHAVIOUR INDICATOR MORE OF THIS less(prenominal) OF THIS Communicates frequently a realistic picture of future plans so people know Takes self-reliant decisions and asks the team to follow what has to be done and why? instruction without questioning. Arrives at decision by consensus, where suppress, to gain team Waits for team to ask for information instead of proactively commitment. keeping them informed of the big picture. Is supportive of the team / individuals and helps in overcoming problems toExhibits high personal energy when initiating action but does not achieve targets. follow through. Leads by example displays behavior which reflects the desired work norms negotiation about the theory and principles of leadership, yet not and values. reflected in behavior. Spends time finding out the way individuals want to be managed and work Uses the abilities of staff for own personal and career gains together adapts leadership by style to match. does not share benefits and praise but passes on criticisms and blame. Maximizes the available resource by constructing well-balanced teams acknowledges and helps others values the unique contributions of each Does not seek to come upon and reason the values of the team to member. ensure everyone is working towards a commons g oal. Identifies own leadership style and strengths, adapts these to specific Avoid admitting own mistakes or limitations. situations. Follows up with dissenters or blocker to contain negativity. Guidelines for reducing conflicts between team members set by NIBs management Definition The ability to pull together individuals or parties in conflict by fan out emotions, identifying the critical issues and helping got reach a compromise keeps the focus on common objective to meet both needs. EFFECTIVE BEHAVIOUR INDICATOR LESS EFFECTIVE BEHAVIOUR INDICATOR MORE OF THIS LESS OF THIS Confronts sieve conflict draws out sensitive issues or relationships. Lets conflict escalate in front taking any action. Uses all-round knowledge to manage interdepartmental and Seeks to parcel out conflict after listening to only some of the parties intra-departmental conflicts. involved jumps to conclusions about others based on earlier situations. Keeps the focus of conflict resolu tion on the long term overall interests of the organization. Adopts a singular style or strategy across different contexts. Facilitates open discussion between hostile parties. Does not identify brewing conflicts from emotional reactions. Remains impartial when dealing with others listen to arguments of eachSuggests own solution to conflict without identifying the source. party. Focuses too a good deal on emotional aspects of the conflict quite an than the Adapts approach to the situation and the culture of the conflicting solutions. parties. Conveys inconsistent messages to conflicting parties, thus resulting in the further confusions. ANALYSISAfter visited to NIB Bank we discovered that the NIB Bank employees comprised of self-managed deeds teams according to employees responses they feel greater level of responsibility on their shoulders and they manage the things like planning, scheduling of work, and assigning task to the member of team, control the rat e of the work, make decisions through discussion between the team members, take actions to solve the problem and also interact with their customers and we found that the employees called their colleagues relationship officer rather than sales officer.QUALITY MANAGEMENT CREATIVITY Definition Is able to conceive original, imaginative and valuable ideas to solve problems and improve processes. EFFECTIVE BEHAVIOUR INDICATOR LESS EFFECTIVE BEHAVIOUR INDICATOR MORE OF THIS LESS OF THIS Develops ideas and thinks through to an progressive conclusions. Prefers to use tried and tested methods to solve problems rather than think of bran-new and innovative solutions. Questions traditional thinking in order to initiate new perspectives. Sees opportunities as risks talks about the dangers and risks rather Builds on information and ideas provided by others. than the potential benefits. Acts quickly to grasp and develop novel opportunities. Actions ideas giving appropriate thought o nly to short-term benefits and immediate impact. Improvises effective solutions when faced with questionable and difficult situations. Is overly absorbed in own ideas hence is not as aware of the environment or important events as required. Tests out ideas for practicality and feasibility. Over relies heavily on past experience does not think laterally. Seeks out pools and thinkers and puts them together to generate ideas uses tools and techniques to simulate others creativity. CONTINUES LEARNING Definition A strong personal commitment to self- schooling reflected in an underlying curiosity to know more about people, things, issues, stretching beyond what is routine or required job knowledge. EFFECTIVE BEHAVIOUR INDICATOR LESS EFFECTIVE BEHAVIOUR INDICATOR MORE OF THIS LESS OF THIS Identifies skills needed for the future and takes steps to develop Over emphasizes the importance of won skipper development at the self and others. cost of work priorities. A ctively seeks professional development opportunities, both within Relies too heavily on own knowledge does not consume constructive and outside the organization. feedback. Seeks opportunities to work with the others of diverse backgrounds, Sticks to own area of expertise rather than broadening ones focus. experience, viewpoints. Develops oneself for tangible rewards rather than more and grow. Has personally established on-going systems or habits for information gathering through professional memberships, literature and contacts. Waits for others to identify own development needs. Sets clear personal development targets which focus on behavioral Considers skills lifelong continuously resorts to tried and tested improvements as much as professional / technical skills. methods. Volunteers for assignments which contribute to individual learning Prefers to cover up mistakes rather than seek feedback and learn. goals. Accepts and seeks feedback from others learn s from past mistakes. remnant After studying and a analyzing the results of our research on the various issues related to the organizational behavior within the organization that are affecting the performance of its management and particularly its employee, followed by several general and specific list of questions we asked and the interviews we conducted during our visit to the two branches of NIB bank one on Tariq way and other on I.I Chundrigar Road, we are able to draw out our conclusions about this report. NIB Bank is a global bank which is also operating in Pakistan. The organization behavior regarding goal setting for employees we have concluded that the management of NIB Bank is effective in setting goals according to the competition in the banking sector of Pakistan. As the requirement of emergence banking sector it is necessary to set challenging and effective goals so as to become market leaders.Despite of setting challenging goals the employees of NIB Bank are satisf ied with these challenging goals and performing well to achieve the goals which were provided to them. The management style in NIB Bank is kind of participative management in which employees are given chance to share their ideas for decision making so the NIB Bank is utilizing its employees by getting different ideas from different employees this provides greater chances for getting better and innovative ideas.Not only this but from this activity employees feel motivated because they think they also have the authority in decision making process and they are also a part of an organization. During the interview of an employee NIB Bank he told us All the employees here are given title of relationship officer rather than any other designation and at the beginning of each month the top level management visits every branch and arrange meeting with all the employees of the branch and discuss the problems faced by every employee and immediately tries to resolve the problem and this is the major cause factor for us.For motivating their employees management uses different types of motivating tools the innovative ones we found are ESOP (Employees Stock Ownership Plan) and the salary plan for less productive workers. By providing ESOP the employees gains the ownership of an organization and work hard not only for their benefit but also to maximize the profit of the organization. The next thing about the pay plan for less productive workers the company motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank.As the motivation and reward systems are up to the expectation of the employees so the employees are very much satisfied and dont want to leave the organization. The leadership styles in NIB Bank are mixture of both the task oriented and relationship oriented but it is little lien towards relationship oriented leadership style. The leaders behavior consisting of all the leaders behavior provided by Houses Path Goal Theory having almost same percentages with very low variation.Overall we concluded NIB Bank inherits strong organizational culture having values for leaders and as well as for employees and the organization behavior is up to the mark for any company being in Pakistan.RECOMMENDATION 1. NIB Bank should offer training and development sessions for undergraduates this will help NIB Bank in future while recruiting employees. 2. NIB Bank should reduce conformity by giving rewards to employees for suggesting more effective idea in the benefit of the organization this will not only provide wider range of ideas but also act as a motivational tool for their employees. . NIB Bank should arrange extra curricular activities like cricket matches on inter bank level to further improve relations between employees as other organizations are organizing (for example ABN Amro, Mobilink, etc. ) 4. NIB should award Dress-Down day i. e. employees shou ld be given permission to wear dresses other than formal dresses on certain days so as to make them relaxed while work.