this was done for the course of Organizational behavior in university Institute of Business Management IoBM. We did Gap analysis which is GAP between book and actual practices....

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Submitted To: Saba Gulzar
Submitted By: Hammad Tariq
Arsalan Humayun
Muhammad Hussain
Arsalan Ahmed Khan
Arsalan Bakht
Sarim Raza
Section – F
Dated: 18th April, 2015

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 Letter of Transmittal………………………………………………………...…..2
 Objectives……………………………………………………………………….3
 Company Introduction…………………………………………………………..4
 Vision....………………………………………………………………….4
 Mission……………………………………………...……………………4
 CorporateValues…………………………………………………………4
 Operations………………………………………………………………..5
 History of Silk Bank…………………………………………………………….5
 Organization’s Practices……………………………………………………....6-7
 GAP Analysis…………………………………………………………………...8
 Introduction………………………………………………………………8
 Similarities……………………………………………………………..8-9
 Differences…………………………………………………………..10-11
 Recommendations ...…………………………………………………………..12
 Summary.............................................................................................................13
 Questionnaire…………………………………………………………………..14
Table of content:

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Letter of Transmittal
April 18, 2015
To: Ma’am Saba Gulzar
Course instructor, Organizational Behaviour
Institute of Business Management.
Respected Ma’am,
With due respect we, the undersigned students of BBA-H (Section-F) have devised a GAP
Analysis Report on Silk Bank. Your versatile knowledge in organizational behavior field and
unique teaching style has developed our knowledge and cleared many organizational behavior
concepts.
We are all the most grateful to her for assigning this report, which has further helped us in
evaluating many interrelated dimensions of organizational behavior & it’s professionally
implementation.
Finally we bestow our thanks to all those who have directly or indirectly supported us with their
assistance and guidance to compose this report and accomplish broader vision to visualize thing
in organizational behavior concepts.
Obediently,
Hammad Tariq
Arsalan Humayun
Arsalan Ahmed Khan
Sarim Raza
Muhammad Hussain
Arsalan Bakht

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Our group visited Silk Bank to achieve the following objectives:
 The first and foremost objective was to prepare a GAP Analysis of an organization. For
this very reason, we selected “Silk Bank” as our target organization. The reason of
selecting this organization was its developing stage in which the culture is being
developed.
 Since the Organizational Behaviour course is more of a practical learning course, we had
to gain some exposure of the corporate world. This led us to Silk Bank.
 Our goal was to identify the culture of an organization. Given that a Bank is interlinked
with different organizations, which comprises of different cultures. In another way, this
helped us understand how the Banks in Pakistan usually carry out their operations.
 Our group had access to few known organizations owned by our relatives. However, we
preferred to exit our comfort zone and actually put in an effort to meet new people and
learn about them. This would further add to our corporate world experience.
 Compilation of this report, helped us take the first step towards professionalism. It gave
us a base to evaluate our technical skills and experiences.
 Lastly, working together as a team was one of our major objectives as well. The
compilation of this report ensured that each one of the members put in an effort to
achieve our goal, which was to provide the GAP Analysis of an Organization.
OBJECTIVES

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CORPORATE VALUES:
 Customer focus
 Team work
 Creativity
 Meritocracy
 Humility
COMPANY INTRODUCTION
Vision Benchmark of Excellence in premier
banking.
Mission
To be the leader in premier banking,
trusted by customers for
accessibility, service & innovation;
be an employer of choice creating
value for all stakeholder

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OPERATIONS:
The Silk Bank currently operates 85 branches in 32 cities of Pakistan. The head office is located
at Centre Point, Off Shaheed-E-Millat Expressway, Near KPT Interchange, Korangi, Karachi,
Pakistan. They have about 23 branches in Karachi, 19 branches in Lahore and 7 branches in
Islamabad which are the major cities of Pakistan. A few of their services involve; Current
Accounts, Saving Accounts, Corporate banking, Investment Banking, Internet Banking, Loans,
Personal Loans, Foreign Banking, Utility Bills Payment Service, Direct Banking and much more.
On September 15, 2001, under the supervision of the State Bank of Pakistan (SBP), the
institution then known as the Prudential Bank was acquired by the management and associates of
the Saudi Pak Industrial and Agricultural Investment Company (Pvt) Ltd (SAPICO).
On March 31, 2008, a Consortium comprising of IFC, Bank Muscat, Nomura International and
Sinthos Capital led by senior bankers Mr. Shaukat Tarin and Mr. Sadeq Sayeed acquired 86.55%
stake in Silk bank for around $213 million or $0.47 per share (PKR 29.3 equivalent per share).
Under the new leadership, the Bank will continue to focus on SME & Consumer financing
resulting in efforts of increased profitability.
HISTORY OF SILK BANK

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 Customers are the top priority. Customer is the king and the complete customer
satisfaction is focused. Silk Bank goes out of the way for its customers and it believes in
building long term relationships with its customers. This is why customers look forward
to own services the bank. The foreign customers are preferred more but the local
customers are also entertained.
 Silk bank represents a solid corporate culture. This represents their culture and care
values, which is in attribution to our foreign investors. Corporate values are same, in
every area; urban or suburban; of Pakistan. The staff ensures to follow the same corporate
culture, despite being in different regions, cultures and personal cultures.
 Silk Bank follows a people oriented approach. The employee’s motivation is the first
priority of the management. If the employee is not satisfied, the employer is not satisfied.
This motivation has leaded Silk Bank to achieve such substantial results in such a short
time. Employees are given complete freedom in the manner they choose to conduct the
goals assigned to them.
 Management believes: “risk mera; reward tumhara”, as quoted by Mr. Kashif Malik.
Which literally, translates in to that the risk is taken by the management while the reward
is earned by the employees.
 There is an open communication between the management and the employees. The
management believes in supportive and participative leadership. They focus on the
ORGANIZATION’S PRACTICES

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complete participation of the employee in goal achievement. Certain training programs
are done on the regular basis for the enrichment of the employee skills.
 Team orientation is focused when going to achieve the harder and challenging goals. It is
believed that the employees perform well in the team rather than working individually.
Management makes sure that employees work collectively in the team by doing a regular
check on the progress of the work rather than making it a one man effort.
 The creation of peaceful working condition with minimal power & politics, cohesiveness
of group, with a united effort, creates ‘stability’. This gives a better medium of operation
and work.
 After performance, with achievement of targets and success of team work, performance
review takes place. There is an equitable reward system for performance. Team rewards
are more focused than independent rewards. Gain Sharing, is major type of reward in Silk
Bank.
 The cultural of Silk Bank is carried nationwide. There are few regional differences,
which are only based on the motive to serve the customers. For examples, the operators
in Peshawar branches of Silk Bank, speak in Pushto at times to build a better
understanding with the customers. This is due to regional culture understanding allows
effective customer support.

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Introduction:
The GAP Analysis identifies the similarities and differences between the theories and practices.
Organizational Behavior consists of theories which have been written down on the assumptions
and some unrealistic approaches of the business scientists. Most of the times, these theories
differ with the actual practices. However, all of the theories focus on perfectionism of
organizations. Since every organization is different, the values, cultures and practices differ from
that of each other.
This analysis below shows the similarities and differences between the Organizational Culture
and Behaviour of Silk Bank with respect to the book theories that we have studied in our course.
Similarities:
 Organizational Behaviour focuses on developing a healthy culture in an organization. The
Silk Bank also promotes a healthy culture by showing a positive attitude towards the
customers and employees.
 The course identifies structured patterns of interaction. The Silk Bank also consists of a
organizational structure (levels of hierarchy) in which employees are interlinked with
each other.
 The course identifies scientific method of research which actually requires practical
experiences. The Silk Bank follows something similar. It develops a services and
conducts a market survey for the product to know the level of support for the product.
This matches the teaching of organizational behaviour, as the practical experience is
involved.
GAP ANALYSIS

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 The course involves few challenges to be met by organizational behaviour, such as,
downsizing, ethics and social responsibly, empowering people. The Silk Bank also faces
these challenges, as making people redundant is one the practice they follow, they also
empower their employees by the process of delegation and take on the social
responsibility by serving customers to their fullest.
 Intellectual ability is the individual’s capacity to perform. The course outlines it as one of
the most important requirement of an employee. The Silk Bank also prefers employees
with high intellectual abilities in order to promote creativity. The leadership styles
involved in Organizational Behaviour course are, Directive, Supportive, Participative and
Achievement Oriented. The Silk Bank showed us that it follows a participative and
achievement oriented leadership style. As the employees are supported evidently and
rewarded on their performance.
 The top hierarchy of Silk Bank, listens to its employees and tries to solve their problems
using a supportive attitude. The course also promotes the positive attitude.
 The course outlines few ways in order to manage political behaviour in an organization.
Silk Bank manages to follow a few of these ways. Such as, they maintain an open
communication system, the managements clarifies what is expected from the employees
in terms of performance and encourage team work.
 Reward Power is explained in the course a method to influence employee’s behaviour.
The management of Silk Bank uses this power to mold the employee’s behaviour to
become a productive asset to the bank.
 Different types of groups such as interest, command, task and informal groups mentioned
in the course, actually exist in the real life.
 The employees learn the culture of organization by the rituals, rules, languages and
material symbols.

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Differences
 The method to motivate employees is different from the course of the organizational
behavior. The only theory followed by Silk Bank is the Equity Theory, while other
motivational theories are not considered in the practical world. In reality, the
motivation of the employees is monetary based.
 The concept job satisfaction is ambiguous in the practical world. The employees, do
not know the meaning of job satisfaction as they might have not reached the point
where they were satisfied with their jobs. It is said in the corporate world that, there is
no employee who is satisfied.
 The challenge faced by the organizations according to the theories of helping
employees balance work/life conflicts is avoided in Silk Bank. Since the job requires
complete focus of the employees.
 The course outlines the characteristics of physical abilities of the employees that
include personality, physical appearance and fitness is considered for only upper
management rather than the whole management.
 The course outlines that attitude makes our life 100%, however, at Silk Bank, the
skills and knowledge complete your life since these are preferred at the very first
priority.
 The course outlines the specifics in a job design of an employee. These specifics are
mentioned before hiring an employee. However, in organizations like Silk Bank,
there are duties outside the job design which are to be fulfilled by the employees. For
example, the working hours mentioned in the job design of the employees is 8 hours,
however, there are times when the employees are forced to work for more than 10
hours.

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 The expectancy theory explains that manager defines the ways to achieve objectives
and ways to achieve high performance. However, at Silk Bank, the employees are
free to choose their methods of work.
 The course identifies profit sharing a reward for the employees. However, in reality
profit sharing does not exist.
 In reality, the core skills such as welcoming and listening to a group of a new member
is hardly followed in any organization.
 In reality, the groups and teams are more or less the same. Mangers refer to their
groups as teams at times as well.
 The group diversity should depend on the age, sex, educational skills. However, a
concept of discrimination on the basis of sex is followed in organizations in the
corporate world. Men prefer a team of men, while women prefer a group comprised
of women.
 Written rules, regulations and ethics are ignored while, unwritten values and norms
are prerequisite of understanding of work.
 The mission statement of the Silk Bank, is just few words embossed on a steel plate
hanging on a wall, rather than the base on which the Silk Bank stands.
 Legitimate and coercive power is practiced rather than referent power in most of the
organizations.
 Conflicts in organizations like Silk Bank are based more on personalities rather than
lack of communications. Jealousy weighs over communicational barriers. Loyalty is
an asset.

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Recommendations:
 Achievement orientation for the company has to be in focus as to look for profits and
growth so that to cut down losses.
 Leadership / management has to set forward better 5 year short term plans / goals and
long term values.
 Intensive man leading and awareness campaign has to be launched. Promotion for Silk
Bank is a necessity.
 Decision making has to be more of rational and normative model.
 Appraisal system has to be more tighten for better performance. Both the processes and
end results should be evaluated rather than only evaluating end results.
 The management of Silk Bank should try to provide fringe benefits and non-monetary
rewards to its employees to motivate them.
 Silk Bank should hire people from outside the bank, in order to bring in creativity and
innovation.
 Teams should be devised properly, their goals should be mentioned specifically. They
should follow the theory of goals being specific, relevant, time bound, and manageable.
Every member of the team should be rewarded given his/her performance.

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We, the students of Organizational Behaviour (Section-F) compiled a report on Silk Bank. The
report includes various topics of the course “Organizational Behaviour”. We were able to
conduct an interview of the Financial Controller of Silk Bank, Mr. Muhammad Kashif Mallick.
Our group, prepared a list of questionnaires that were directed to Mr. Kashif, who answered them
in detail. Mr. Kashif provided us with valuable knowledge that he owned. He has been working
in Silk Bank for the past 2.5 years in the same designation.
Silk Bank was a great experience for us. We were exposed to the corporate world which helped
us gain practical experience. The report is based on information collected from Mr. Kashif and
the data provided by the Silk Bank on its website. Our group was able to identify the similarities
and differences between the organizational culture and behaviour of Silk Bank to the theories
that we have studied in our organizational behaviour course. We concluded that, in reality, the
organizational practices are quite different from what we study. The reason being, theories are
based on assumption and experiments that were conducted in past. As time passes, technology
evolves, these assumption become less significant to the experiments. However, some of the
roots of the theories are being practiced at organizations with different methods. We are also able
to recommend some techniques to Silk Bank in order to fill their gaps.
SUMMARY

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Questionnaire:
1. Is there a specific or distinct organizational behavior or culture at the Silk Bank?
2. What are the values, corporate activities and occasions at Silk Bank
3. Full culture changes or born accordingly?
4. What are the hierarchical and departmental divisions of Silk Bank? How do these
groups and teams coordinate and behave?
5. What is the importance of teamwork at Silk Bank?
6. How important does Silk Bank considers leadership? The Presidential Leadership,
and Departmental Leadership?
7. Which style of leadership is followed at Silk Bank? Directive, supportive or
participative?
8. How important do you consider organizational motivation? How are you self-
motivated? Which method is used for appraisal system at Silk Bank?
9. What does the Silk Bank look for in an employee before hiring? Skills or Abilities
and Knowledge or Attitude?
10. Does Silk Bank follows the normative model of decision making? Are the decisions
of Silk Bank pre-planned or improvised by the managers?
11. What does the Silk Bank prefers? Intelligent or dedicated employees? Or Smart and
Creative employees?