'Leadership and Nib Bank\r'

' severalise-on- institutional-conduct-of- broadsheet- patois. doc LETTER OF TRANSMITTAL May 31, 2008 Mr. Retd. Cdr. Tabas tenderness T apieceer, administrational appearance Bahria University Karachi. Sir: We herewith present our â€Å"Term Report” authorized by you as a destiny for this physical body. In this report, we take a leak tried to provide summary on organisational expression of snoot blaspheme. We forecast we retain covered entirely that was inevitable for the report. If thither be any clarification demanded, we would appreciate a call from you to our crowd members. Sincerely, Maaz Khalid Muhammad Usman Badar Muhammad ZainACKNOWLEDGEMENT In the forebode of â€Å"Allah”, the or so beneficent and merciful who gave us strength and companionship to complete this report. This report is a bug out of our course â€Å"Organizational Behavior”. This has proved to be a great experience. This report is a combine trial of, Maaz Khalid, Muhamma d Usman Badar and Muhammad Zain. We would like to express our gratitude to our organizational bearing instructor Mr. Retd. Cdr. Tabassum, who gave us this opportunity to ful play this report. We would in like manner like to thank our colleagues who participated in a tenseness class session.They gave us many helpful comments which helped us a lot in preparing our report. 1. 3 Objective The gentlemans gentleman-wide purpose of this study is to determine the satisfactory take aim of job among the employees of British Ameri enkindle Tobacco Bangladesh. We come selected British Ameri quite a weeny Tobacco because this play along has a multinational job surround and en originals the maximum train of efficiency among the employees. 3. Research Methodology A. Pilot pot We did a pilot take by and by for questionnaire testing (Vogt, 1999; Babbie, 2004) to bring out error, validity and outgo reliability.We utilise a 5 point- weighing machine (â€Å"1” for Strongly Di sagree to â€Å"5” for Strongly Agree) goed by Likert (1932). The pilot horizon was done during in the month of January-February, 2008 with 30 respondents from 6 enterprises. A numerate number of 20 HRM items were used for this study. The sample size was 30 at managerial (mid take aim) jobs and simpleton haphazard was used to bump feedback and the scale validity of the survey. The calculated Chronbach’s alpha (? ) honour is 0. 9063, which indicates the eminentschool eliability of the instrument. B. In-depth Interviews The sulfur stage of our look for system was in-depth interviews with the 12 executives. Semi-structured open-ended questionnaire was used for in-depth interviews. A simple random try out method was used at this stage. The questionnaire was distri b arlyed to the executives to bring feedback. C. Full-scale survey Full scale questionnaires were administered in the month of April, May and June 15, 2008 within 53 manufacturing organizations out 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 sampling method was used for selecting the enterprises. From the pilot survey and in-depth survey purpose and suggestion, questionnaire was modified 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 covered 216 respondents. HISTORY OF THE capital of Bangladesh BANK limit: DHAKA BANK LIMITED was incorporated as a public limited Company on 6th April 1995 infra the company act. 1994 and started its commercial transaction on June 05, 1995 as a private vault of heaven cant. The pious platitude started its journey with an authorized capital of Tk. 1,000. 00 observ ationinal and paid capital Tk. 100. 00 million. It is now one of the or so ren professed private banks having multiple branchinges in the major cities of the rustic. DBL has started its business with all the features of a corporate bank and the products of both corporate and retail banking system to promote the daily clientele requirements.Among all of its products extension t sufficient is one of the most important financial- appliance of the modern banking sector, though DHAKA BANK is al focussings trying to better their services in this field, nevertheless in instantly’s competitive business world, banks need to launch up additional concentration to the clients’ requirement in regulate stay at the top. Therefore, besides dealing with the leafy vegetableplace attributes of the Credit card, they likewise have been trying to move more(prenominal) emphasis on the customer earns and former(a) customer related facilities.The Credit Card incision is a n ew venture for the bank, so the card is save for the use within the city and and so it is facing a huge competition against the brisk local Credit Cards in the breaket. Moreover, DHAKA BANK LIMITED has expressed tremendous fol starting to create a competitive crossbreedet for their Credit cards. ending SETTING speculation: goal context of use surmisal was born out of Aristotle’s theory of final causality and then researched in great detail by Edwin A. Locke in the 1960s to take cargon how goals can influence an individual’s serveance.The grassroots theory behind goal place condition is that valet de chambre deportment is galvanized and governed by goals and ambition. Today, goal effectting theory is rattling important non only for those canvas organizational psychology, but for anyone seeking to increase productivity, leaven implementation and r all(prenominal) for greater heights of success. Goals ar able to motivate and spur you to meet your ambitions because it helps you focus your efforts on that objective. E very(prenominal) objective we have requires a list of confinements to be executed.By backdrop goals, we’re able to persist with the list of tasks and atomic number 18 compel take to develop strategies in order to reach our objective. The incredible closures deliver the goodsd with the goal toughenedting theory explain why it’s not just colleges, universities and sports institutions that use it to obtain results, but in businesses too where survival is ground on ensuring tyrannical outcomes. Having objectives is not the issue, but striving to attain them is. by-line ar the points that help you to achieve goals: • State your goals in specific terms.Understand what your goals are and distinguish why you’re selecting these goals. • Make your goals attainable. There is no point setting goals you believe are unattainable. The best way to do this is to break your goals down into actionable travel. • Measure your goals. wane a timeframe, or a milestone that can put the pressure on you to meet your objectives. abbreviation: To what extent you and your colleagues bump that the company sets contest goals for itself and supports woodland performance and outstanding production? Answer lumber Table: Low |1 |2 | |standards | | | | | |1 |2 |3 |4 |5 | |1 |Tells chemical group members what they are supposed to do. |- |- |4 |18 |3 | |2 |Acts pally with members of the group. |- |- |3 |5 |17 | |3 |Sets standards of performance for group members. †|2 |5 |12 |6 | |4 |Helps an different(prenominal)s feel comfortable in the group. |- |- |4 |8 |13 | |5 |Makes suggestions intimately how to solve problems. |- |2 |4 |6 |13 | |6 |Responds favorably to suggestions do by others. |- |- |6 |10 |9 | |7 |Makes his/her perspective sack to others. |- |- |2 |16 |7 | |8 |Treats others moderatelyly. |- |- |2 |5 |18 | |9 |Develops a plan of action for the grou p. |- |1 |14 |7 |3 | |10 |Behaves in a predictable manner toward group members. †|3 |12 |2 |8 | We asked assorted questions relating to the leadinghip call from peak wedge employees to know which leadinghip port their attractor uses and we found that two of the leadinghip personal manners that are task oriented and people oriented or relations-Oriented. The results we got from employees of invoice depone that 53% of the employees feel that their managers are relationship oriented attractors and remaining 47% feels that their managers are task oriented leaders so this shows that the cock lodge has got the combination of leaders that are task oriented and relationship oriented.This shows that flyer situate have the leaders that perform better in all government agencys and can manage their aggroups more sound in favorable conditions and besides in very unfavorable conditions. PATH GOAL THEORY: folk’s PATH GOAL THEORY describes how leaders can motivate t heir act oners to achieve group and organizational goals and the kinds of ways they can engage in to get that Path Goal theory suggests that legal leaders fol pathetic three guidelines to motivate their followers.The guidelines are based on the expectancy theory of motivation. Effective leaders who follow these guidelines have senior highly motivated subordinates who are credibly to meet their represent goals and perform at high aims. Determine what outcomes subordinates are trying to obtain in the let believeplace. For example, what needs are they trying to satisfy, or what goals are they trying to meet? afterward gaining this study, the leader must have control over those outcomes or over the ability to give or fulfil the outcomes to subordinates.Reward subordinates for performing at high trains or achieving their utilization goals by giving them desired outcomes. Make sure the subordinates believe that they can obtain their establish goals and perform at high leve ls. Leaders can do this by showing subordinates the paths to goal attainment (hence the name path goal theory), by removing any obstacles that exponent come along the way, and by expressing confidence in their subordinates capabilities. House identified quaternity types of demeanor that leaders can engage in to motivate subordinates: leading demeanour (similar to initiating structure) lets subordinates know what tasks need to be performed and how they should be performed. • Supportive behavior (similar to consideration) lets subordinates know their leaders cares more or less their well up- beingness and is looking out for them. • Participative behavior enables subordinates to be involved in fashioning decisions that affect 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. ANALYSIS: We designed a assorted questionnaire especially for the TOP MANAGEMENT OF billhook Bank and the questions were related to PATH GOAL THEORY as the questionnaire belongs to the top wariness so we asked quadruple top level managers of NIB Bank to fill this questionnaire list of their names and designation are presumptuousness below: By studying our questionnaire we found different behaviors of leaders and at that place contribution in the organization’s behavior.We found different results for each behavior after analyzing the answers of our respondents which are effrontery below: directing Leaders Behavior: The most contributive behavior in leading behaviors in NIB Bank having 27% tract in leadership behavior was found to be directive behavior which is being ofttimes 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 mental imagerys and establishing clear expe ctations.The directive leadership behavior takes a more pragmatic improvement to extend toling affairs in NIB Bank and is characteristically utilized in corporate turn- near situations. Supportive Leaders Behavior: The second most contributory behavior in leadership behaviors in NIB Bank having 26% sell in leadership behaviors was found to be accessary behavior the results obtained shows that supportive behavior used in NIB Bank is almost the same as the use of directive leadership behavior with having inconsistency of only 1% which is not a very big figure. Participative Leaders Behavior:Participative leadership behavior is the least used behavior in NIB’s purification with having 23% this shows that the NIB Bank leaders do consult with their subordinates while devising 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 function of 24 this shows that the leaders of NIB Bank set thought-provoking goals for their subordinates with low frequency but they expect from their employees to perform at their highest level.The results of our analysis shows that there is no such big difference in leadership behaviors used in NIB Bank and this is a very good sign for NIB Bank that their leaders manage their subordinates according to different situations with different leadership behaviors. NORMS: â€Å"Norms are dole outd group expectations active behavior and how members ought to behave. ” Norms provide groups with control and predictability and give members a sense of security and comfort. Norms are too the way we express observe, attitudes and beliefs.Norms put boundaries on members that whitethorn be narrow or wide. many another(prenominal) norms in organizations start out from heed expectation or from work rules and procedures of the clump organization. They develop and operate in informal groups. Many central work group norms revolve around productivity. Norms can put lower and upper limits on productivity. Controlling productivity not only air the work ought to more people for a nightlong period, but withal prevents management from rising its expectation.Some organizations have norms emphasizing sociable concern for employees this norm surrogate taking care of people who needed or other wise contributing to the quality of an employee’s life at work. Management can encourage many norms that contribute to organizational success, such as norms effecting work quality, helpfulness or customer relation. A norm of secrecy may be full of life to keep competitors from stealing stems. ANALYSIS: Norms are of four types. The one we quire about is social norm. The reason of selecting social norm is that our culture is based on fabianism so the importance of social norms is very high.The situation of norms in NIB’s 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 some employees who are allow foring to better the conditions i. e. norms the calculated value of there resultingness is about 25%. The major factors of social norms are friendliness, devote and plebeian support. According to the employees in NIB Bank the conditions of trust and friendliness are pretty good and they are willing to increase mutual support.It is necessary to emphasise on social arrangement norms in country like Pakistan because of its fabianism culture and these norms helps the organization to get the participation of their employee in positive manner to achieve the goals set by the organization these kind of norms also motivates the employees to remain in organization because of friendly culture in organization social arrangement norms also helps the employees to moves with each other in more friendly manner which will i ncrease trust among them and with there top management.If these norms are valued by the management then it will positively affect employee triumph and productivity and it will also enhance the organization culture CONFORMITY: â€Å"abidance can be defined as a change in a person’s 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 likely to conform than collectivistic. How does Conformity work? An individual will most likely conform if: ? The absolute majority consists of experts ? The members of the majority are important to the individual ? The individual can relate to the majority on some levelâ€there are similarities amidst the individual an d the group ANALYSIS: Through our questionnaire we analyzed the pattern of answers apt(p) by employees and we found many similar answers in regard of questions and it hows greater extend of ossification among employees of NIB Bank as they have almost pronounced similar options given in each questions of our questionnaire. The level of conformity shows there good relations and thought with each other which also shows that they will not leave each other in sturdy times but on the other hand the high level of conformity indicates the danger of employees axiom always yes to other’s decision instead of cerebration critically about it and there magnate be a chance of employee saying yes under pressure in the fear of loosing group and may result in loss of any profitable idea.After Asch’s study about conformity, in the world the conformity is decreasing as the level of friendship and awareness are increasing and the result of our questionnaire shows high level of co nformity, we can suggest the reason â€Å"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 aggroup leaders set by NIB’s management: | rendering: | |Has a inborn authority, generates commitment and builds team cohesiveness by setting a clear vision for the team, reflected in bosom values. | trenchant conduct exponent |LESS potent demeanour INDICATOR | |MORE OF THIS |LESS OF THIS | | | | |Communicates frequently a realistic picture of prospective plans so people know |Takes independent decisions and asks the team to follow | |what has to be done and why? instruction without questioning. | | | | |Arrives at decision by consensus, where appropriate, to gain team |Waits for team to ask for knowledge instead of proactively | |commitment. |keeping them advised of the ‘big’ picture. | | | |Is supportive of the team / individuals and helps i n overcoming problems to|Exhibits high ain energy when initiating action but does not | |achieve targets. |follow through. | | | | |Leads by example; displays behavior which reflects the desired work norms |Talks 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; | | |ac companionships and helps others values the unique contributions of each |Does not seek to identify and discuss the values of the team to | |member. |ensure everyone is working towards a common goal. | | | |Identifies own leadership style and strengths, adapts these to specific | invalidate admitting own mistakes or limitations. | |sit uations. | | | | | |Follows up with dissenters or blocking agent to contain negativity. | Guidelines for reducing involvements betwixt team members set by NIB’s management: |Definition: | |The ability to pull together individuals or parties in struggle by diffusing emotions, identifying the critical issues and circumstances got reach a| |compromise; keeps the focus on common objective to meet both needs. | saturated-hitting deportment INDICATOR |LESS EFFECTIVE BEHAVIOUR INDICATOR | |MORE OF THIS |LESS OF THIS | | | | |Confronts covert conflict; hounds out sensitive issues or relationships. Lets conflict come forward before taking any action. | | | | |Uses all-round noesis to manage interdepartmental and |Seeks to diffuse 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 resolution on the long term boilers suit | | |interests o f the organization. |Adopts a singular style or dodge across different contexts. | | | | |Facilitates open discussion between inappropriate parties. |Does not identify brewing conflicts from wound up reactions. | | | |Remains impartial when dealing with others; listen to arguments of each|Suggests own solution to conflict without identifying the source. | |party. | | | |Focuses too frequently on emotional aspects of the conflict quite 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. | ANALYSIS:After visited to NIB Bank we discovered that the NIB Bank employees comprised of self-managed works 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 footmark 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 sooner than sales officer.QUALITY MANAGEMENT: CREATIVITY |Definition: | |Is able to remember 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 mod conclusions. Prefers to use tried and tested methods to solve problems rather than| | |think of new and sophisticated 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 appro priate thought only 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. | | | |oer relies heavily on early(prenominal) 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, str etc.ing | |beyond what is custom 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 sea captain development at the | |self and others. cost of work priorities. | | | | |Actively seeks professional development opportunities, both deep down |Relies too heavily on own knowledge does not accept 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 one’s focus. | |experience, viewpoints. | | | |Develops oneself for tangible remunerates 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; infinitely resorts to tried and tested | |improvements as much as professional / technical skills. methods. | | | | |Volunteers for assignments which contribute to ind ividual development |Prefers to cover up mistakes rather than seek feedback and learn. | |goals. | | | | | |Accepts and seeks feedback from others; learns from past mistakes. | CONCLUSION: 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 widely distributed and specific list of questions we asked and the interviews we conducted during our visit to the two branches of NIB bank one on â€Å"Tariq Road” and other on â€Å"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 re quirement of growing 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 satisfied 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 â€Å"All the employees here are given ennoble 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 unthaw the problem and this is the major motivating factor for us”.For motivating their employees management uses different types of motivating tools the innovative ones we found are ESOP (Employees Stock self-command Plan) and the pay 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 don’t want to lea ve 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 leader’s behavior consisting of all the leaders’ behavior provided by House’s 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 e xtra 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 introduce â€Å"Dress-Down” day i. e. employees should be given permission to wear dresses other than formal dresses on certain days so as to make them relaxed while work.\r\n'