Eastern bank ltd. management system by mushfiqul haque mukit


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Eastern bank ltd. management system by mushfiqul haque mukit

  1. 1. EBL Eastern Bank Limited Term paper on service oriented Managerial functions… MD.MUSHFIQUL HAQUE MUKIT
  2. 2. MUSHFIQUL HAQUE MUKIT Submitted To: Rumana Afrose (RUA) Faculty of Business Administration East West University Submitted By: Md.Mushfiqul Haque Mukit Remarks:
  3. 3. MUSHFIQUL HAQUE MUKIT Date of Submission: 08/04/2012 LETTER OF TRANSMITTAL Date: 23/11/2013 To Rumana Afrose Faculty of Business Administration East West University. Subject: Submission of report on “Manager and Management Function of Eastern Bank Ltd.” Madam, This is our great pleasure to have the opportunity to submit the report on the Management and Manager’s decision making practices as part of our course study. The report is prepared based on visiting EBL, published reports, websites and other related documents and the documents collected from the library. Through our best sincerity we have tried to uptake all the related issues in the report within several limitations. We sincerely hope and believe that these findings will be able to meet the requirements of the course. Therefore we would like to place this report for your kind judgment and valuable suggestion. Thanking you. Sincerely yours Md. Mushfiqul Haque Mukit
  4. 4. MUSHFIQUL HAQUE MUKIT ACKNOWLEDGEMENT At first we are very grateful and thankful to the Almighty Allah. For the completion of this report visiting the Eastern Bank Limited, searching for websites, articles and related documents were required. However, it was our instructor, Rumana Afrose who played the important role by giving us an insight about the report. We express our profound indebtedness and gratitude to her, for her valuable advice that helped immensely in preparing this report. In addition we would also like to thank all employees of EBL who spent their valuable time to provide us information about their company. We are also thankful to our fellow students, who helped us a lot to prepare this report.
  5. 5. MUSHFIQUL HAQUE MUKIT Table of Content Chapter:1 Introduction Chapter:2 Company Overview Chapter:3 Theoretical Background Chapter:4 Analysis Chapter:5 Findings Chapter:6 Conclusions & Recommendation Bibliography Appendix 1.1 Backgrund of the study 1.2 Objective of the study 1.3 Methodology 1.4 Scope of study 1.5 Limitations of the Study 2.1 History of the org 2.2 Vision,Mission,Goal 2.3 Present Sinerio 2.4 Contributing of our economy of our country 3.1 Decision making process 3.2 Types 3.3 conditions 3.4 Step in decision making 3.5 Decision making styles 4.1 Decision making styles of managers of service oriented organizations 4.2 Skills of managers of service oriented organizations 4.3 Comparison between decisions making styles and skills of managers 4.4 Qualities of successful manager Learning and analysis report 6.1 Conclusion 6.2 Recommendation … …
  6. 6. MUSHFIQUL HAQUE MUKIT Chapter 1: Introduction 1.1 BACKGROUND OF THE STUDY: In this study we have got a chance to learn & share something about one of the most renowned banks in our country and that is an Eastern Bank Ltd (EBL). In this study we have discussed about the whole scenery of Eastern Bank Ltd(EBL) bank. We know about why EBL bank is becoming so popular than other banks, what makes bank different from others. In this report we have tried to solve some arising questions by solving this, we know about the past history of EBL bank, their present situation, & assume their future aspects. Especially we have discussed about the Manager’s Decision Making Process of this bank. Additionally, we have discussed about: * Future alternative assessment of EBL bank * Future action plan of the bank. * Recommendation. * Regional expansion. * Opening new branches around the country. 1.2PURPOSE OF THE STUDY:  To acquire knowledge and find the relationship between practical and theoretical background.  To evaluate the relationship with dependent variable and independent variable in EBL bank.  To examine the operational procedure of banking.  To examine various factors and techniques use in their decision making process..
  7. 7. MUSHFIQUL HAQUE MUKIT  To analyze the overall performance of foreign exchange operations of EBL bank. 1.3METHODOLOGY: This report has been prepared on the basis of surveyed information. For preparing this report I have also got the information from annual report and website of the EBL bank. Sources of data collection: 1.4.1 Primary Sources • Face to face conversation with the respective officers and stuffs of the office. • Surveying with employees of the office . 1.4.2 Secondary Sources • Various publications on banking.. • Website of EBL bank. • Different procedure manual published by EBL bank Ltd. 1.4Scope of the Study This report is prepared as a requirement of the course “Principles of Management.” We selected Eastern Bank Limited (EBL BANK). Through surveying, we came to know the Manager’s decision making styles & Managerial skills which are practiced here for setting any goal of this organization. Though their bank they have proved themselves in the related industry as a major competitor. In this report we have
  8. 8. MUSHFIQUL HAQUE MUKIT followed the guidelines provided by our honorable course instructor. In this report we discussed about the managers ‘decision making processes which are practiced in EBL bank. 1.5 LIMITATION OF THE STUDY: Although we have tried to find out the relationship between our theoretical knowledge and practical implication, and dependent and independent variable. We have found some differences between what we have learnt in theory and what are in practice. The report was completed under the following constraints  Difficulty in gaining accesses to accounts of the bank.  Without their own employee it is very much difficult to collect relevant data.  In some cases verifications of data were become tough.  Unavailability of necessary documents.  As the department specified a short span of time, sufficient time could not spend to make on in-depth study on such an important issue. Chapter 2: Company Overview 2.1 History of EBL BANK With a vision to become the bank of choice and to be the most valuable financial brand in Bangladesh, Eastern Bank Ltd. (EBL) began its journey in 1992. Over the years EBL has established itself as a leading private commercial bank in the country with undisputed leadership in Corporate Banking and a strong Consumer and SME growth engines. EBL's ambition is to be the number one financial services provider,
  9. 9. MUSHFIQUL HAQUE MUKIT creating lasting value for its clientele, shareholder, employees and above all for the community it operates in. 2.2 Vision, Mission & Goal Vision:
  10. 10. MUSHFIQUL HAQUE MUKIT To become the most valuable brand in the financial services in Bangladesh creating long-lasting value for our stakeholders and above all for the community we operate in by transforming the way we do business and by delivering sustainable growth. MISSION:  EBL’s mission is to provide service to their clients with the help of a skilled and dedicated workforce whose creative talents, innovative actions and competitive edge make their position unique in giving quality service to all institutions and individuals that we care for.  They are committed to the welfare and economic prosperity of the people and the community, for they derive from them our inspiration and drive for onward progress to prosperity.  They want to be the leader among banks in Bangladesh and make their indelible mark as an active partner in regional banking operating beyond the national boundary.  In an intensely competitive and complex financial and business environment, they particularly focus on growth and profitability of all concerned. GOAL:
  11. 11. MUSHFIQUL HAQUE MUKIT 4.1 Decisions Making styles of manager of service oriented organizations Defining and analyzing the real problem The manager should first find out what is the real problem. The problem may be due to bad relations between management and employees, decrease in sales, increase cost, etc. After finding out the true problem manager must analyze it carefully. He should find out the cause and effect of the problem. Developing Alternative Solutions After defining and analyzing the real problem, the manager should develop (make) alternative (different) solutions for solving the problem. Only realistic solutions should be considered. Group participation and computers should be used for developing alternative solutions. Evaluating the Alternative Solutions The manager should carefully evaluate the merits and demerits of each alternative solution. He should compare the cost of each solution. He should compare the risks involved. He should also compare the feasibility of each solution. He should find out which solution will be accepted by the employees.
  12. 12. MUSHFIQUL HAQUE MUKIT Selecting the best Solution After evaluating all the solutions, the manager should select the best solution. He should select a solution which is less costly and less risky. He should select a solution which is most feasible and which is accepted by the employees. In short, the manager should select a solution which has the most merits and least demerits. The best solution is called the "Decision".
  13. 13. MUSHFIQUL HAQUE MUKIT Implementing the Decision After making the decision, the manager should implement it. That is, he should put the decision into action. He should communicate the decision to the employees. He should persuade the employees to accept the decision. This can be done by involving them in the decision making process. Then the manager should provide the employees with all the resources, which are required for implementing the decision. He should also motivate them to implement the decision. Follow Up After implementing the decision, the manager must do follow up. That is, he must get the feedback about the decision. He should find out whether the decision was effective or not. This is done by comparing the decision with the action, finding out the deviations (differences) and taking essential steps to remove these deviations. So, follow-up is just like the control function. It helps to improve the quality of future decisions. 4.2 skills of managers of service oriented organization The decision-making style used will vary by the nature of the situation and the decision that needs to be made. The directing style, sometimes referred to "autocratic" style, reflects an individual style where the decision maker relies on their own information,
  14. 14. MUSHFIQUL HAQUE MUKIT knowledge, experience and judgment.The other three styles of decision making entail varying degrees of involvement of others in gathering information and perspectives, and may include a direct role in making the decision. There are four essential styles of decision making: The directive: The group leader solves the problem, using the information he possesses. He/she does not consult with anyone else nor seek information in any form. This style assumes that the leader has sufficient information to examine all the relevant options and make an effective decision, but that is rarely the case. Analytical: When the leader does not possess sufficient information making an effective decision, they will need to obtain information or skill from others. They may not tell them what the problem is; normally, they simply ask for information. The leader then evaluates the information and makes the decision. Conceptual: The leader explains the situation to the group or individuals whom he provides with relevant information, and together they generate and evaluate many possible solutions. This style tends to behave a long-term perspective and, as a result, will be more creative and expansive in their approach entailing a higher level of risk for the long-term benefit of the organization. Behavioral: The leader explains the situation to the group or individuals and provides the relevant information. Together they attempt to reconcile differences and negotiate a solution that is acceptable to all parties. The leader may consult with others before the meeting in order to prepare his case and generate alternative decisions that are acceptable to them. While decision-making styles can depend on the situation, according to behaviorist Isabel Briggs Myers, a person's decision-making process depends to a significant degree on their cognitive style. For example, a manager who scored near the thinking, extroversion, sensing, and judgment ends of the dimensions would tend to have a logical, analytical, objective, critical, and an empirical decision-making style.
  15. 15. MUSHFIQUL HAQUE MUKIT S.W.O.T. Analysis 4.3 Comparison between decision making styles and skills of managers Making good decisions is one of the main leadership tasks. Part of doing this is determining the most efficient and effective means of reaching the decision.
  16. 16. MUSHFIQUL HAQUE MUKIT The job of a manager is, above all, to make decisions. At any moment in any day, most executives are engaged in some aspect of decision making: exchanging information, reviewing data, coming up with ideas, evaluating alternatives, implementing directives, following up. But while managers at all levels must play the role of decision maker, the way a successful manager approaches the decision-making process changes as he or she moves up in the organization. At lower levels, the job is to get widgets out the door (or, in the case of services, to solve glitches on the spot). At higher levels, the job involves making decisions about which widgets or services offer and how to develop them. To climb the corporate ladder and be effective in new roles, managers need to learn new skills and behaviors—to change the way they use the information and the way they create and evaluate options. In fact, we’ve seen in our executive coaching that making decisions like a full-fledged senior executive too soon can hurl an ambitious middle manager right off the fast track. It’s just as destructive to act like a first-line supervisor after being bumped up to senior management. Researchers have scoured a database of more than 120,000 people to identify the decision-making qualities and behaviors associated with executive success and found that the good managers’ decision styles evolve in a predictable pattern. Fortunately, struggling managers can often get back on track just by recognizing that they’ve failed to let go of old habits or that they’ve jumped too quickly into execution mode. Defining Decision Styles Before we look at the patterns, it’s helpful to define the decision styles. We have observed that decision styles differ in two fundamental ways: how information is used and how options are created. When it comes to information use, some people want to mull over reams of data before they make any decision. In the management literature, such people are called “maximizers.” Maximizers can’t rest until they are certain they’ve found the very best answer. The result is a well-informed decision, but it may come at a cost in terms of time and efficiency. Other managers just want the key facts—they’re apt to leap to hypotheses and then test them as they go. Here, the literature borrows a
  17. 17. MUSHFIQUL HAQUE MUKIT term from behavioral economist Herbert Simon: “Satisficers” are ready to act as soon as they have enough information to satisfy their requirements. As for creating options, “single focus” decision makers strongly believe in taking one course of action, while their “multifocused” counterparts generate lists of possible options and may pursue multiple courses. Single-focus people put their energy into making things come out as they believe they should, multi focus people in adapting to circumstances. Using the two dimensions of information use and focus, we’ve created a matrix that identifies four styles of decision making: decisive (little information, one course of action); flexible (little information, many options); hierarchic (lots of data, one course of action); and integrative (lots of data, many options). (See the exhibit “Four Styles of Decision Making.”) Four Styles of Decision Making
  18. 18. MUSHFIQUL HAQUE MUKIT Decisive: People using the decisive style value action, speed, efficiency, and consistency. Once a plan is in place, they stick to it and move on to the next decision. In dealing with other people, they value honesty, clarity, loyalty, and, especially, brevity. Time is precious in this mode. Flexible: Like the decisive style, the flexible style focuses on speed, but here the emphasis is on adaptability. Faced with a problem, a person working in the flexible mode will get just enough data to choose a line of attack—and quickly change course if need be. Hierarchic: People in the hierarchic mode do not rush to judgment. Instead, they analyze a great deal of information and expect others to contribute—and will readily challenge others’ views, analyses, and decisions. From the hierarchic perspective, decisions should stand the test of time. Understanding the Model When you sit down to make a decision, your style, and the degree of participation you need to get from your team, are affected by three main factors:
  19. 19. MUSHFIQUL HAQUE MUKIT Decision Quality – how important is it to come up with the "right" solution? The higher the quality of the decision needed, the more you should involve other people in the decision. Subordinate Commitment – how important is it that your team and others buy into the decision? When teammates need to embrace the decision you should increase the participation levels. Time Constraints – How much time do you have to make the decision? The more time you have, the more you have the luxury of including others, and of using the decision as an opportunity for team building. Understanding what it takes to be a manager is not always easy. Many people employers included - think that all it takes is being the person with the most seniority or the best people skills. Fact is that to become an effective manager, you need to be able to efficiently and successfully integrate people and activities in order to meet your team's needs and your organization's goals. Skills of manager: If you are in a position that requires you to manage even a small team, here are the five essential skills you would be wise to develop. 1. Fine-tune Your Communication Skills Communication involves more than just being able to speak one-on-one to another individual in a clear and fluid manner so that your message is understood. If you have great communication abilities, you can captivate an audience of hundreds, even thousands, with your presentation skills. You can sit quietly, without interruption, and listen as a subordinate expresses his opinion and then empathize with his viewpoint.A manager with good communication skills knows how important it is to keep her team (and boss) in the loop by providing them as much information as possible about projects or changes in the work environment. It means having the ability to write a comprehensive report that anyone can understand.If you want to work on your communication skills - that means being able to speak, write, and listen in an effective manner - watch those you admire and emulate them, take courses at your local college, or join a writing or public speaking group. 2. Work with Your Relationship-Building Abilities
  20. 20. MUSHFIQUL HAQUE MUKIT As a manager, you need to interact with a variety of people at all levels, both inside and outside the organization. That means you need the ability to relate to the janitor as well as the president.Gain confidence by developing your professional presence, social poise, and self assurance. Be respectful and considerate of others and their time, regardless of the position they hold. Be comfortable with others by being comfortable with yourself. 3. Learn How to Develop Your Team If you are creating a team from scratch or replacing an open position, you will need to understand the process of identifying and hiring the best candidates who fit with your team and company culture.As a manager, you need to understand team dynamics and be able to bring people together by building and maintaining the right employee talent base. Once you understand the members of your team and where their talents lie, you will be able to help them work together cohesively. 4. Enhance Your Project Management Know-How Managing people and managing projects are two completely different things. You might think that if you can do one you can do the other, but that is not necessarily so. Some people are just better at dealing with differing personalities and others are best at implementing projects and processes. As a manager, you need to be able to handle projects and people.That means establishing and meeting project goals through effective time management techniques and fully utilizing the tools and manpower available to you. 5. Become a Problem Solver Your boss doesn't want you to bring all your issues to him to resolve. As a manager, it's imperative that you learn how to identify and solve problems, and then keep your boss in the loop as to the status or outcome.Creative problem solving requires you to assess the problem, ask questions, brainstorm for options, and search for alternative solutions. Once you have solutions for the problems you encounter, then you can seek out your boss and offer not just the problem, but the best way to resolve it. Being a good manager is fine, and will probably serve you well. But being a great manager means taking time to develop these five essential skills.
  21. 21. MUSHFIQUL HAQUE MUKIT Eastern Bank Ltd. Problem shooting process:
  22. 22. MUSHFIQUL HAQUE MUKIT Organogram of Eastern Bank Limited: 4.4 Qualities of successful managers
  23. 23. MUSHFIQUL HAQUE MUKIT The list of qualities a good manager should have is exhaustive (to say the least), and would probably take quite some time to read, so we’ve saved you the trouble and picked out ten of the best Qualities of a Good Manager. Here they are: Communication Skills This includes both written and spoken communication, including public speaking. A good manager understands the importance of clear communication, meaning that his or her instructions are always specific and unambiguous, presentations are always well prepared and delivered and feedback is constructive, frequent and effective. Self-Motivation As the manager the onus is on you to motivate your team – this is simply not going to happen if you are unable to motivate yourself. Maintaining a positive outlook is vital, especially on the bleaker days. Flexibility “The only constant is change.” This saying, make of it what you will, is particularly relevant to management. One thing you can be certain of as a manager is that you will be required to adapt to change regularly and without warning – how well you adapt to this change is what is important. Delegation Managers with a “I’m the only one who can do this task properly” attitude soon learn that that’s the quickest way to go crazy with stress. Part of being a good manager is learning to trust your team enough to delegate work to them, as well as knowing when and what to delegate. Industry Knowledge It is essential for a good manager to keep on top of industry related news and developments, both so s/he can work more effectively in his or her industry and also to facilitate better networking and relationship building, Confidence Managers are decision-makers. This means a manager needs to be able to make decisions with confidence, lead with confidence and stand by his or her convictions. Any team would find difficult working with a manager who seems unpredictable and unsure of himself, just as conversely teams as a whole become more confident with a strong leader. Reliability Are you dependable? Can your team, including juniors and superiors, rely on you? This is a vital trait that any good manager should have. Mediation As a manager you will be required to resolve disputes in the workplace. Are you capable of remaining objective? Can you smooth over issues before they turn into disputes?
  24. 24. MUSHFIQUL HAQUE MUKIT Implementing Training A good manager improves his workforce (both as a whole and individually) by implementing training to increase skill sets, improve cohesion among workers and tackle relevant problems within the workplace. Not only does training create a more skilled workforce, but it also boosts morale. Organization Being organized, in terms of projects, your staff, goals etc. is important for any manager. Without organization you will be unable to plan effectively, execute goals or measure your success/failure Chapter:5 Findings: Answer to the question no: 1 What is your dominant decisions style? Sequential Sequential decision makers need lots of specific information, the details of what’s being Asked, instructions on the best way of doing things, evidence that particular procedures Work best, and steps for doing the task correctly. The sequential decision maker might Ask: “What are the steps? Who’s done this before? How do I know if I’m right? Where Are the directions? What’s the end result supposed to look like?” Logical Logical decision makers want the specifics, but more than that they want reasons, Defensible positions, and a clear understanding of the possible results of the different Choices. They tend to balance off one set of choices in relationship to the others. They Exercise objective and critical judgment in order to not make choices based on personal
  25. 25. MUSHFIQUL HAQUE MUKIT Feelings. While they know no single choice is optimal, they try to make the best Choices(s) from amongst the available options. The logical decision maker might ask: “Have we examined all the possibilities? Have we correctly defined the problem? Do We have enough evidence? Can we defend our choice(s) based on a critical analysis of all the data?” Personable Personable decision makers need lots of specific information, good problem definitions, And the sharing of other people’s experiences. But even more than that they need to explore their own and other people’s feelings about the decision(s) being faced. They look for ways to draw out their own and others’ values. They want the decision-making process to be collegial, cooperative, and sensitive to the individual’s needs. They decide best where the environment is relaxed, friendly, and supportive of individual needs. They need to talk extensively to make sure each person’s point-of-view has been expressed and heard. They need continual verbalizations of steps taken and conclusions drawn. They Search for both consensus and a feeling of “group ownership” of process and conclusion. Personable decision makers might ask: “How do I feel about what I’m doing? Do I have all the specific facts as well as feelings? How does the process relate to my priorities Experience? Do I like (dislike) what’s happening? Is this a good decision for me as well as for others? Will this decision be difficult for others to understand and accept?” They tend to look for precedent, to benefit from the experience of others, to be somewhat precise about details and procedures, and to keep good records. Their approach tends to Emphasize the practical and the doable.
  26. 26. MUSHFIQUL HAQUE MUKIT No I’m not surprised about it and I’m fully supporting it styles. Answer to the question no:2 Questionnaire 2: Here, we subtract the scores for question 6, 10, 14, and 17 from the number 6, and then add the total points. For question 6: (6-4 score) = 2 For question 10: (6-5 score) = 1 For question 14: (6-1 score) = 5 For question 17: (6-5 score) = 1 Scoring: Conceptual skills total score = 5+5+2+4+5+5 = 26 score Human skills total score = 3+5+3+1+5+1 = 18 score Technical skills total score = 5+1+3+4+1+2 = 16 score
  27. 27. MUSHFIQUL HAQUE MUKIT 1, 3, 6, 9, 12, 15 Conceptual skills total score = 26 2, 5,8, 10, 14, 17 Human skills total score 4, 7, 11, 13, 16, 18 Technical skills total score = 16 = 18 Interpretation: For a good manager these three types of skills must be needed, but the skills do not need to equal. By analyzing the EBL’s manager questionnaire we find that the manager has the excellent Conceptual skill and also good in Human skill, but his Technical skill is less than the previous two skills. So we find that the manager needs to develop his Technical skill to provide more effective decision to employees and other sectors of the Bank. Answer to the questions. no: 3 Qualities of a Successful Manager Becoming a successful manager is not an easy task. It is not only a matter of making the right decisions for your company but you need to be a good leader which means that you need to know how to encounter and handle various problems. Knowledge is necessary but more important is a good vision on the future of your company and the ability to create a good working team.
  28. 28. MUSHFIQUL HAQUE MUKIT The most important qualities that a successful manager needs are: PLANNING: A manager wants to reach some goals. When he wants to succeed he needs a certain plan for the short time but more important for the long term. A plan consists which investments can be useful for the long term. Maybe these investments will have a negative impact on the profit of the company the first years but will result in a higher profit and a rise in the turnover. A GOOD TEACHER: A manager needs a good team. The manager knows which goals need to be reached. Communication with your team is important. Teach your employees which their tasks are and their responsibilities and give the chance to share their ideas to work on the most efficient way. Giving commands on a respectful way is the key to succeed. A GOOD LISTENER Working with a team means that you need to understand the attitudes of your employees. Try to understand their motivations and in case of problems try to find solutions for their problems. A good listener is always someone who has an open mind for suggestions of employees of his team. In case one of more of your employees disagree your decision it is important that you can listen to them and come to an acceptable compromise. Managers need to treat his or her employees equal no matter the race, religion, age, sex or any other factor. DELEGATION A manager is the leader of the company and is responsible for all the work which will happen in the company. A manager needs to delegate some tasks to his employees but he can't give away the ultimate responsibility. He will build a staff team with different responsibilities and these staff members need to care for the final result of their tasks. Communication is important and when the tasks are done there is need of conversation and discussion. SELF CONFIDENCE Believe in yourself and your capacities. Don't become nervous when something fails and be optimistic for your next plans. Try to avoid stress and don't fear that you can't reach your goals. MOTIVATION OF YOUR EMPLOYEES A manager needs to show respect to his employees. They want that their work will be appreciated. Figure out a reward system to motivate your employees. A good idea is maybe some bonuses if they
  29. 29. MUSHFIQUL HAQUE MUKIT reach some goals or a kind of classification so that they can get more responsibility and receive more money. FLEXIBILITY AND PATIENCE A good manager needs to give commands about the necessary tasks but it is important that you are flexible with your team. Give your employees the possibility to give their opinion how the work will be executed. Flexibility means that there is a possibility of making an agreement. Don't take an attitude that you are the boss and only you know the right decisions. Give your employees the necessary time for their work. Patience is the key to have success! A successful manager is the motor of a company. He needs to work hard and to figure out where a good team work is possible. Honesty and teamwork where everyone has his positive input is the key to success. A successful manager works together with the team like the proverb said "there is no I in the team". Everyone is necessary to be successful. Recommendations: Through our assignments Mr.Monjurul Alam, Head of Human Resources, Eastern Bank Limited he supported us and fully checked and support our term paper nicely. He wished us a ton and graces to our success. Conclusion No ideology, no ism, no political theory can win a greater output with less effort from a given complex of human and material resources, without sound management. Although this service oriented organizations have in a very good reputation and positions in the market, we would just make a suggestion that, they should offer more and more differentiated loans services and schemes through segmentation of the current market in more details. Of course, the economic capability of target customers must be carefully analyzed. Managers can communicate more and make survey to reach closer to the customers and create high portfolio offerings which are both for the betterment of the services oriented organizations as well as for the society. This practical experience gathered from
  30. 30. MUSHFIQUL HAQUE MUKIT observing these established companies of Bangladesh has just helped us to reach to a conclusion that – What nurtured the success of Eastern Bank Limited? Bibliography: www.ebl.com.bd http://hbr.org/2006/02/the-seasoned-executives-decision-making-style/ar/1 http://www.mindtools.com/pages/article/newTED_91.htm#sthash.agjxw7fx.dpuf http://kalyan-city.blogspot.com/2011/06/steps-in-decision-making-process-of.html https://www.boundless.com/management/decision-making/decision-making-inmanagement/decision-making-styles-directive-analytical-conceptual-behavioral/ East West University Library