Name of OrganizationName of Organization
Bank Alfalah LimitedBank Alfalah Limited
Vision:
To be t he premier or ganizat ions oper at ing
locally & int er nat ionally t hat provides t he
complet e range of...
Historical OverviewHistorical Overview
Bank Alf alah Limit ed was  incor porat ed  on 
J une 21st , 1997 as a public limit...
Hierarchy
President
Chief Operating Office
Head of County
Operations
Country Risk
Manger
Executive Vice
President
Executiv...
Mr. Mohammad
Saleem Akhtar
Chief  Executive
Officer
Mr. Abdulla Khalil Al
Mutawa
Mr.Khalid Mana
Saeed Al Otaiba
Mr. Abdull...
Following the privatization in July 1997,
Habib Credit and Exchange Bank assumed
the new identity of Bank Alfalah on Febru...
Planning
• Def ining organizat ion’s goals and obj ect ives.
• Est ablishing over all st r at egies f or achieving
t hose ...
 Goals / Objectives
• Financial st rengt h and Pr of it abilit y by making
pr of it able advances
• Cust omer sat isf act ...
Process of planning
Mission
Strategies
Plans
Programs
Policies
Rules
Budget
ORGANIZING
Organizing means how employees
organize t he whole work?
– Purposes of Organizing
• Divide work t o be done int...
Management
 Top Level of Management
I mport ant and overall decisions of
t he bank are made by t op level of
management ....
Environment
1.I nt er nal envir onment
(employee, management , shareholder s)
2.Ext er nal environment
 Task environment
...
PERFORMANCE OF BANK ALFALAH LIMITE
Any f inancial inst it ut ion’s per f or mance is
dir ect ly impact ed by t he inf luen...
 HUMAN RESOURCE MANAGEMENT
HRM means t o put t he right person,
f or t he right j ob, at t he right t ime and
at t he righ...
Human Resource Department is
responsible
Planning
Recruitment
Selection
Orientation
Training
Performance appraisal
Transfe...
The f low of inf ormat ion in Bank Al-Falah.
• Direction of communication
Bank Al-Falah communicat ion can f low
downward,...
• Up- ward Communication
Any communicat ion t hat f lows upward
f rom employees t o C.E.O.
• Lateral Communication
Communi...
Communication Model
• Message
Any t ype of message of Execut ive
I ncharge (E.I ) t o be conveyed.
• Encoding
Convert ing ...
• Receiver
The seven element s involved in
t ransf erring meaning f rom Execut ive I n
charge (E.I ) t o anot her.
• Feed ...
LEADERSHIP
• The leader is needed by t he every f ield
& Organizat ion, as well as t he Bank Al-
Falah has it s leader in ...
• Democratic leader
• The leaders, Bank Al-Falah have, are
t he t ypes of “Democrat ic”. Because t he
maj or port ion of b...
ETHICS
• APPROACHES TO ETHICS 
• .Utilitarianism Approach
What is good f or t he most number of people
st at es t he ut il...
• Justice Approach
I n j ust ice approach we t reat everyone
equally, f airly & consist ent ly  
Jus t i ce Approach i s
b...
 
PERFORMANCE APPRAISAL
• Bank Alf alah’s perf ormance appraisal
syst em is based on a combinat ion of
“MBO” and enabling ...
FACTORS WHICH
EVALUATE PERFORMANCE
APPRAISAL
Sincerity with job
Good performance
Good customer relation
Good decision m...
 
Appraisals Approaches
Adopted by Bank Alfalah
• There are t wo t ypes of appraisal
approaches adopt ed by bank Alf alah;...
• show t he overall perf ormance of each
employee e.g. t hey are asked t o collect
t he deposit of cert ain amount in t he...
Conflict handling
• I n Bank Al-Falah have very low chances
of conf lict because all t he employees
are cooperat ive and e...
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organizational behaviour of Bank AlFalah

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organizational behaviour of Bank AlFalah

  1. 1. Name of OrganizationName of Organization Bank Alfalah LimitedBank Alfalah Limited
  2. 2. Vision: To be t he premier or ganizat ions oper at ing locally & int er nat ionally t hat provides t he complet e range of f inancial ser vices t o all segment s under one roof Mission: To develop & deliver t he most innovat ive pr oduct s, manage cust omer exper ience, deliver qualit y service t hat cont ribut es t o br and st r engt h, est ablishes a compet it ive advant age and enhances pr of it abilit y, t hus pr oviding value t o t he st akeholder s of t he
  3. 3. Historical OverviewHistorical Overview Bank Alf alah Limit ed was  incor porat ed  on  J une 21st , 1997 as a public limit ed company under t he Companies Ordinance 1984. I t s  banking  operat ions commenced   f r om  November 1st ,1997. The bank is engaged in  commer cial  banking  and  relat ed ser vices as  def ined  in t he Banking companies or dinance, 1962. The Bank is curr ent ly oper at ing t hr ough 104 br anches in 36 cit ies, wit h t he r egist ered of f ice at B.A.Building, I .I .Chundrigar , Kar achi. Since it s incept ion, as t he new ident it y of H.C.E.B af t er t he pr ivat izat ion in 1997, t he management of t he bank has implement ed st r at egies and policies t o car ve a dist inct
  4. 4. Hierarchy President Chief Operating Office Head of County Operations Country Risk Manger Executive Vice President Executive Vice President Charted Accountant Information Department Corporate Heads Branch Manager Branch Manager
  5. 5. Mr. Mohammad Saleem Akhtar Chief  Executive Officer Mr. Abdulla Khalil Al Mutawa Mr.Khalid Mana Saeed Al Otaiba Mr. Abdulla Nasser Hawalileel Al- Mansoori Mr. Ikram Ul-Majeed Sehgal Mr. Nadeem Iqbal Sheikh Board of DirectorsBoard of Directors
  6. 6. Following the privatization in July 1997, Habib Credit and Exchange Bank assumed the new identity of Bank Alfalah on February 25, 1998. It is now Abu Dhabi based bank as the family of Sheikh Nahayan purchased 70% of its shares and 30% remained with Habib Bank on behalf of Government of Pakistan. It has 142 branches in Pakistan. About the BankAbout the Bank
  7. 7. Planning • Def ining organizat ion’s goals and obj ect ives. • Est ablishing over all st r at egies f or achieving t hose goals. • Developing a compr ehensive set of plans t o int egrat e and coor dinat e or ganizat ional wor k. – Types of Planning • Bank Al-Falah use bot h f ormal and inf ormal t ypes of planning. Informal Formal
  8. 8.  Goals / Objectives • Financial st rengt h and Pr of it abilit y by making pr of it able advances • Cust omer sat isf act ion by pr oviding higher qualit y of ser vices at an af f ordable cost • Growt h by expanding br anch net wor k and deposit base • Short- term Objectives • Pr of it abilit y • Long- term Objectives • Pr of it abilit y • To opt imize t he use of resour ces
  9. 9. Process of planning Mission Strategies Plans Programs Policies Rules Budget
  10. 10. ORGANIZING Organizing means how employees organize t he whole work? – Purposes of Organizing • Divide work t o be done int o specif ic j obs and depart ment s in Bank Al-Falah. • Assign t asks and responsibilit ies associat ed wit h individual j obs in Bank Al-Falah. • Est ablishes relat ionships among individuals, groups and depart ment s in
  11. 11. Management  Top Level of Management I mport ant and overall decisions of t he bank are made by t op level of management . For example: Chairman  Regional Manager Regional manager makes decisions at regional level.  Branch Manager Branch manager makes decisions at branch level.
  12. 12. Environment 1.I nt er nal envir onment (employee, management , shareholder s) 2.Ext er nal environment  Task environment (cust omer , compet it or, pr essur e gr oups local govt )  Gener al envir onment (Technological, economical, social)
  13. 13. PERFORMANCE OF BANK ALFALAH LIMITE Any f inancial inst it ut ion’s per f or mance is dir ect ly impact ed by t he inf luence of var ious ext ernal f act or s. The posit ive and dynamic int er play of economic, social and polit ical f act ors t r anslat ed int o higher perf ormance f or t he bank. I n compar ison wit h t he gover nment al policies and inst it ut ional regulat ions, t he bank is consist ent ly having a great success. Now in t ent h year of oper at ions Bank Alf alah is on t he pat h of st r at egic excellence. The smoot h wor king of I slamic Banking Division according t o I slamic
  14. 14.  HUMAN RESOURCE MANAGEMENT HRM means t o put t he right person, f or t he right j ob, at t he right t ime and at t he right place, so HRM deals wit h t he f air j ob descript ion as a whole in Bank Al-Falah. They have in place t he st at e-of -t he- art Training and Development Cent er bot h in Lahore and Karachi f or equipping t he personnel of t he Bank Alf alah wit h t ools t hat help carve a bright er f ut ure.
  15. 15. Human Resource Department is responsible Planning Recruitment Selection Orientation Training Performance appraisal Transfers Motivation
  16. 16. The f low of inf ormat ion in Bank Al-Falah. • Direction of communication Bank Al-Falah communicat ion can f low downward, upward, lat erally, or diagonally. • Down- ward Communication Any communicat ion t hat f lows downward f rom a C.E.O t o employees is downward communicat ion.
  17. 17. • Up- ward Communication Any communicat ion t hat f lows upward f rom employees t o C.E.O. • Lateral Communication Communicat ion t hat t akes place among employees on t he same level is called lat eral communicat ion. • Diagonal Communication Communicat ion t hat cut s across bot h work areas and organizat ional levels.
  18. 18. Communication Model • Message Any t ype of message of Execut ive I ncharge (E.I ) t o be conveyed. • Encoding Convert ing a message int o symbols. • Channel The medium a message t ravels along. • Decoding Ret ranslat ing an Execut ive I ncharge
  19. 19. • Receiver The seven element s involved in t ransf erring meaning f rom Execut ive I n charge (E.I ) t o anot her. • Feed back Any dist urbance t hat int erf ere wit h t he t ransmission, receipt s or f eed back of a message. • Formal & Informal communication Discussion bet ween C.E.O and Execut ive I n charge is Formal communicat ion.
  20. 20. LEADERSHIP • The leader is needed by t he every f ield & Organizat ion, as well as t he Bank Al- Falah has it s leader in t he f orm of High qualif ied & skilled Managers, which are working hardly t o put t he bank at t he peak level as well as achieving t he organizat ion’s pre-select ed goals. • According t o t he leadership t heory bank Al-Falah leaders are f ormal leader. • According t o t he t ypes of leader Bank
  21. 21. • Democratic leader • The leaders, Bank Al-Falah have, are t he t ypes of “Democrat ic”. Because t he maj or port ion of bank is ‘De- cent ralized’, t hat ’s why t he each leader has t he complet e power of decision making, but t hey are working “Collaborat ively” in whole organizat ion wit h each ot her. All leaders of bank are involved in decision making, delegat ing t heir aut horit ies t o t heir higher qualif ied employees, encouraged t he part icipat ion of t heir employees in work Al l t he work i s done i n f ri endl y at mos phere i n t he Bank Al -Fal ah
  22. 22. ETHICS • APPROACHES TO ETHICS  • .Utilitarianism Approach What is good f or t he most number of people st at es t he ut ilit arianism appr oach.  • Individualism Approach • Any Et hical decision t hat can be f or self int er est unt il or unless it is not harmf ul f or anyone else.  • Right Approach I n right appr oach, basic f undament al r ight s
  23. 23. • Justice Approach I n j ust ice approach we t reat everyone equally, f airly & consist ent ly   Jus t i ce Approach i s bei ng adopt ed i n Bank Al f al ah
  24. 24.   PERFORMANCE APPRAISAL • Bank Alf alah’s perf ormance appraisal syst em is based on a combinat ion of “MBO” and enabling f act ors’ approaches, under which 50% weight age is assigned t o perf ormance goals discussed and laid out in t he beginning of t he year anot her 50% weight age is assigned t o enabling personalit y f act ors, which are clarif ied t o all employees by t heir supervising of f icers at t he st art of each year.
  25. 25. FACTORS WHICH EVALUATE PERFORMANCE APPRAISAL Sincerity with job Good performance Good customer relation Good decision making Good relation with colleague and boss Level of commitment Punctuality Honesty
  26. 26.   Appraisals Approaches Adopted by Bank Alfalah • There are t wo t ypes of appraisal approaches adopt ed by bank Alf alah; t radit ional approach and modern approach. • Tradit ional Approach: This approach of appraisal is about t he overall organizat ion, on t he basis of t heir past perf ormance. I n Bank Alf alah, it is reviewed at branch level. Each branch is responsible t o show it s perf ormance in
  27. 27. • show t he overall perf ormance of each employee e.g. t hey are asked t o collect t he deposit of cert ain amount in t he prescribed period. Bank Alf alah has developed t heir own perf ormance management process which is perf ormed biannually in t he mont hs of J une and December. I t is done wit h t he consent of bot h manager and subordinat e. Manager conduct s t hirt y minut es int erview wit h his subordinat e t o discuss about his proj ect s and rat es him according t o appraisal f orm est ablished
  28. 28. Conflict handling • I n Bank Al-Falah have very low chances of conf lict because all t he employees are cooperat ive and everyone do his work like manager manage whole t he organizat ion, operat ional manager all t he operat ion, casher manage t he cash receipt and payment , and business development of f icer et c • I f conf lict arise in employees t hen manager remove t he conf lict bet ween
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