Management Report<br />STUDENTS OF LAHORE SCHOOL OF ECONOMICS <br />BSC ECONOMICS AND FINANCE<br />
Management at RBS<br />Functions of Management<br />High and middle level management<br />Sales Managers (“Hunters”)<br />...
Management at RBS<br />Work Agenda and Manager’s Education<br />Assigned and assessed periodically<br />Length of Training...
Major elements in RBS Environment<br />Economic<br />Recovering existing loans rather than issuing new ones<br />Downsizin...
Major elements in RBS Environment<br />Customers<br />General banking- no particular customer profile<br /> Preferred bank...
Problems & Decision Making<br />Nature of common problems<br />Non Crisis problems requiring programmed decisions<br />Mos...
Strategic Management<br />Corporate level strategy<br />Growth strategy<br />Business level strategy<br />Differentiation ...
SWOT Analysis<br />Strengths<br />Number in terms of assets<br />Better position by having big accounts<br />Bank follows ...
SWOT Analysis<br />Opportunities<br />Potential Growth in Islamic banking<br />Modern ways of Communication<br />Bank shou...
Porters Five Competitive Forces<br />Rivalry among existing firms<br />Availability of substitutes<br />Threat of new entr...
BCG Matrix<br />
Basic Elements of Organization Structure<br />Job Design<br />Job Simplification<br />Regular work hours<br />Vertical Co-...
Basic Elements of Organization Structure<br />Horizontal Co-ordination<br />Lateral relations<br />Information Systems<br ...
Organization Structure<br />
Human resource management <br />Management of various activities designed to enhance the effectiveness of an organization ...
Personal policy procedures manual <br />• Manpower planning <br />• Role of personal division at the head office <br />• J...
Continued….<br />• Personnel records and statistics <br />• Industrial relations<br />• Compliance management work conditi...
Human Resource Planning<br />The line managers usually assess the demand for a job vacancy. <br />It is then forwarded to ...
Recruitment <br />New employees are hired on basis of their qualification and experience<br />For Management trainees, wri...
Training and development<br />It is a planned effort to facilitate employee learning of job related behavior in order to i...
Training and Development <br />Basic Course on General Banking Operations 4 days Officers working in general & consumer ba...
Training and Development <br />Elementary Course in Trade Finance 4 days Officers working in trade finance <br />Advanced ...
Performance appraisals <br />They are prepared by looking at employee’s achievement of given targets.<br />Employees deali...
Compensation<br />Compensation to employees is based on grades, formulated by the HR department.<br />Bonuses for achievin...
Downsizing<br />If an employee at RBS is terminated the bank policy in this regard is that the employee will get one-month...
Motivation<br />Maslow’s Hierarchy of Needs<br />Psychological Needs<br />Fresh Employees (CRO)<br />Safety Needs<br />Per...
Belongingness Needs<br />Floor and Branch managers<br />Esteem Needs<br />Area managers<br />Self Actualization Need<br />...
Leadership<br />Encouraging<br />Motivating<br />Supporting<br />
Powers…<br />Reward & Punishment<br />Expert Power<br />Legitimate Power: : “Hierarchy follows and everyone is has to keep...
Behaviors<br />Autocratic<br />To protect the interest of Company<br />Democratic<br />Laissez-Faire<br />
Traits of a Leader<br />Trouble Shooter (Disturbance Handler)<br />Pressure Bearer<br />
Thank you<br />
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Management slides

  1. 1. Management Report<br />STUDENTS OF LAHORE SCHOOL OF ECONOMICS <br />BSC ECONOMICS AND FINANCE<br />
  2. 2. Management at RBS<br />Functions of Management<br />High and middle level management<br />Sales Managers (“Hunters”)<br /> Services Managers<br />“Typical” Manager’s Routine<br />Reach office 15 to 30 min. before 9.00 am<br />Work with religious devotion and alacrity<br />Highest level of Technical & Human skill<br />All modes of communication (Direct & Indirect )<br />Personal visits, Phone, internet (email and video conferencing)<br />Relationship Manager- Busiest Routine<br />
  3. 3. Management at RBS<br />Work Agenda and Manager’s Education<br />Assigned and assessed periodically<br />Length of Training depending upon nature of job and manager’s past experience<br />HR department’s role<br />Creativity and entrepreneurship<br />Service industry<br />Product department: creative and “idea generating” people<br />Rewards and recognition<br />
  4. 4. Major elements in RBS Environment<br />Economic<br />Recovering existing loans rather than issuing new ones<br />Downsizing of workforce<br />Socio-cultural<br />Foreign Bank “Royal Bank of Scotland”<br />Issue of “war on terror”<br />First foreign bank to introduce Islamic Banking<br />Legal-political and international<br />Affected by State Bank of Pakistan & European Union regulations<br />Technology<br />Up to date IT department<br />ATM and credit/debit card services<br />24 hr banking, Balance Transfer Facility (BTF) and E statements.<br />
  5. 5. Major elements in RBS Environment<br />Customers<br />General banking- no particular customer profile<br /> Preferred banking for clients with balance over 1 mnRs. <br />Competitors<br />Barclays, Citi, Standard chartered, Faysal, AlFalah<br />RBS has a reasonable market share but the local banks although dominate the industry<br />Low Environmental Uncertainty<br />Low Environmental Complexity - homogeneity<br />Environment dynamism- fairly stable<br />Business risk is always there<br />
  6. 6. Problems & Decision Making<br />Nature of common problems<br />Non Crisis problems requiring programmed decisions<br />Mostly customer related problems (miscommunication between the customers and the bank staff)<br /> Involvement of various levels of management according to the nature and severity of the problem. <br />Group decision making<br />Decisions made on policy matters through the consensus of the concerned people<br />Formal and informal meetings and discussions<br />Recommendations presented to senior/ supervisor <br />
  7. 7. Strategic Management<br />Corporate level strategy<br />Growth strategy<br />Business level strategy<br />Differentiation Strategy<br />Functional level strategy<br />Different departments<br />
  8. 8. SWOT Analysis<br />Strengths<br />Number in terms of assets<br />Better position by having big accounts<br />Bank follows KYC policy<br />Role of Fraud Risk Management<br />24 hours services with SMS banking<br />Weaknesses<br />Lack of rotation<br />Customers not properly informed<br />
  9. 9. SWOT Analysis<br />Opportunities<br />Potential Growth in Islamic banking<br />Modern ways of Communication<br />Bank should employ best courier service<br />Threats<br />Religious class can be problem<br />Instability in Government Policies<br />Depreciation of domestic currency<br />Employees not loyal <br />High competition<br />
  10. 10. Porters Five Competitive Forces<br />Rivalry among existing firms<br />Availability of substitutes<br />Threat of new entrants<br />Power of buyer<br />Power of supplier<br />
  11. 11. BCG Matrix<br />
  12. 12. Basic Elements of Organization Structure<br />Job Design<br />Job Simplification<br />Regular work hours<br />Vertical Co-ordination<br />Formalization<br />Span of Control and hierarchy levels<br />Delegation<br />
  13. 13. Basic Elements of Organization Structure<br />Horizontal Co-ordination<br />Lateral relations<br />Information Systems<br />Departmentalization<br />Several departments like royal preferred banking, legal recovery, corporate, fraud risk, etc.<br />
  14. 14. Organization Structure<br />
  15. 15. Human resource management <br />Management of various activities designed to enhance the effectiveness of an organization work force in achieving organization goals.<br />The activities are human resource planning, staffing, development and evaluation, compensation and managing effective workforce relationship<br />
  16. 16. Personal policy procedures manual <br />• Manpower planning <br />• Role of personal division at the head office <br />• Job analysis for a job specification <br />• Recruitment and selection <br />• Promotion, transfer, demotion and retirement <br />• Resignation <br />• Management by objectives, performance standards, assessments and appraisals <br />• Training plans and development <br />• Salary and wages<br />
  17. 17. Continued….<br />• Personnel records and statistics <br />• Industrial relations<br />• Compliance management work conditions <br />• Tax liability<br />• Temporary recruitment<br />• Internal communication & staff welfare<br />• Delegation of authority & power of attorney <br />• Foreign posting international assignments<br />
  18. 18. Human Resource Planning<br />The line managers usually assess the demand for a job vacancy. <br />It is then forwarded to the head office, which after approving it sends it to HRM department<br />Human Resource Department then initiates the Staffing procedure<br />
  19. 19. Recruitment <br />New employees are hired on basis of their qualification and experience<br />For Management trainees, written tests of the candidates are taken<br />For top positions experienced candidates are preferred. <br />
  20. 20.
  21. 21. Training and development<br />It is a planned effort to facilitate employee learning of job related behavior in order to improve employee performance<br />It is obligatory for each employee of the Bank to attend at least one training course (of a minimum duration of one full day) in a calendar year<br />Branches, Area Offices and Head Office Divisions/Departments are to send their nominations<br />Training and Development Centre <br />
  22. 22. Training and Development <br />Basic Course on General Banking Operations 4 days Officers working in general & consumer banking departments <br />Account Opening & Customer Relationship 2 days Officers in-charge of account opening <br />Clearing, Collections and Remittances 2 days Employees working in these areas <br />Advanced Course in General Banking Operations 3 days Operations' managers <br />Basic course in Processing of Credit Proposals 2 days Credit officers <br />Analysis & Interpretation of Financial Statements 2 days Credit officers <br />Credit Administration & Documentation 2 days Credit Adm. Officers<br />
  23. 23. Training and Development <br />Elementary Course in Trade Finance 4 days Officers working in trade finance <br />Advanced Course in Trade Finance 3 days Experienced trade finance officers <br />Time Management and Personal Effectiveness( 1 day Officers in Range III and above who have not attended this course) <br />Customer Service Skills Workshops 1-2 days All RBS’ employees <br />Telephone Handling Skills 2 days All RBS’ employees handling telephone calls <br />Selling Skills 2 days All RBS employees at branches <br />Performance Appraisal Workshop 1 day All RBS employees <br />
  24. 24. Performance appraisals <br />They are prepared by looking at employee’s achievement of given targets.<br />Employees dealing with sales are judged by their sales target achievements<br />Employees dealing with service are judged by their provision of service providence to the customers<br />Supervisor input is also taken for his/her subordinate.<br />
  25. 25. Compensation<br />Compensation to employees is based on grades, formulated by the HR department.<br />Bonuses for achieving or over achieving a target are also given.<br />Medical benefits for employees and their spouses are also given to the permanent employees<br />Promotions are based in performance and productivity. <br />
  26. 26. Downsizing<br />If an employee at RBS is terminated the bank policy in this regard is that the employee will get one-month salary.<br />The branch or area manager has to refer the case to the HR department and they then go through with the process.<br />
  27. 27. Motivation<br />Maslow’s Hierarchy of Needs<br />Psychological Needs<br />Fresh Employees (CRO)<br />Safety Needs<br />Permanent (CRM )<br />
  28. 28. Belongingness Needs<br />Floor and Branch managers<br />Esteem Needs<br />Area managers<br />Self Actualization Need<br />Branch Banking Head, CBM, and CCO<br />
  29. 29. Leadership<br />Encouraging<br />Motivating<br />Supporting<br />
  30. 30. Powers…<br />Reward & Punishment<br />Expert Power<br />Legitimate Power: : “Hierarchy follows and everyone is has to keep it”.<br />Information Power<br />
  31. 31. Behaviors<br />Autocratic<br />To protect the interest of Company<br />Democratic<br />Laissez-Faire<br />
  32. 32. Traits of a Leader<br />Trouble Shooter (Disturbance Handler)<br />Pressure Bearer<br />
  33. 33. Thank you<br />

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