Comparative study on management functions of public and private bank in bangladesh.

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By kanok and his group
CHAPTER: 1 Introduction
1.1 Background of the study
Management is an activity of converting disorganized human and physical resources into useful
and effectively results. It deals with setting, seeking and reaching objects. The success of an
individual, group, or organization mostly depends on the effectiveness of management. Despite
its importance to everyone, management is one of the most nebulous and at the same times the
most ubiquitous functions in all societies.
Management practices of any Bank and its performance mainly based on its strategic mission,
vision and goals but the different styles exist in different culture, may be they are effective now
but may not be in the future, because the practices are not unique or not universal or not without
any critics .We collected information both from primary and secondary sources about how
private and public bank authority carry out their managerial functions and represented our
findings on chart, table, graph or theoretical explanation. In order to carry out our study we took
three public banks (We tried to expose an overall management practice of both types of bank and
highlighting similarities and differences on them respectively.
1.2 Objective of the study
 BROAD OBJECTIVE
The core objective of the study is to assess the values of the different management styles
practiced or followed by Public and Private banks of Bangladesh and comparing their core
management functions.
 SPECIFIC OBJECTIVES
The specific objectives of the study are:
To make a brief study on Banking system of Bangladesh
To make an outline of management functions carried on by banks.
To represent the functional differences of private and public banks through charts, graphs
and theoretical approach.
To assess the standard functional criteria for more productive output.
Finally, identify the major problem of management practice and provide subsequent
recommendations.

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1.3 Scope of the Study
The study would focus on the following areas of both Public & Private banks.
Basic management practices in banking sector.
Way of carrying our overall activities.
The analysis of factors related to management style.
How managerial practices influences employees work attitudes & outputs.
1.4 Limitations of the study
Though we tried our level best to produce a comprehensive and well-organized report, some
limitations were yet present there:
Bank authorities maintains strict confidentiality about provide their financial information;
therefore, it was quite difficult to obtain all the necessary data that was required to
complete the report. In some cases assumption had to be used for some particular figures.
Thus in those cases there could be a certain level of inaccuracy.
Major part of this report is based on the face to face interviews, which consists of view
and opinion of those people. In some cases some of them were not able to provide
concrete facts or figures. In these cases as well some assumption had to be made.
Finally the nature of information of the project part is somewhat confidential and critical
to analyze. It was quite difficult to have the sufficient knowledge and understanding in
that particular field, in a short period of time.

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CHAPTER 2: Literature Review
Management is a universal concept which is necessary for the success of not only profit oriented
business organizations but also for non-trading organizations.
Bank is a financial organization. From the very outset, „‟bank‟‟ popularly means only
commercial banks. Although different types of banks are found at present, only commercial
banks are the major participants in the banking world. Since the past thirty years, commercial
banks more or less have been performing all types of activities of specialized bank.
However our focus is on the management practices in different banking sectors of Bangladesh.
To say simply, bank management means, the of way managing the activities of bank properly by
the banking authority.
2.1. Types of bank
Figure: types of banks in Bangladesh.
central bank
state-owned
commercial
bank
private
commercial
banks
foreign
commercial
banks
specialized
banks

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2.1.1. State owned commercial banks
State owned banks are functioning as nationalist. Among the state owned banks, there are four
state owned banks in our country as,
1. Sonali bank limited
2. Janata bank limited
3. Agrani bank limited
4. Rupali bank limited.
2.1.2.Private commercial banks
Private Banks are the highest growth sector due to the dismal performances of government
banks. They tend to offer better services and products. Here is the list of some private
commercial banks.
1. AB bank limited
2. BRAC bank limited
3. Eastern bank limited
4. United Commercial bank Limited
5. Prime bank limited.
6. Bank Asia limited.
7. Pubali bank limited
8. One bank limited.
9. Mutual trust bank limited.
10. Mercantile bank limited
11. Jamuna bank limited
12. IFIC bank limited
13. Midland bank limited
14. The city bank limited. Etc.
We will try to show the differences of management practices among some private commercial
banks and some state owned banks.
2.2. Some management functions carried out by banks:
Management
Functions
Activities
Planning  What will be their planning orientation?
 How their decisions will be made?
 Are they involving their employees in decision making?
 What speed they maintain while decision making? Etc.
Organizing  What will be their organization‟s structure?
 Who is responsible for the overall banking activities?
 Degree of clearness about their responsibilities? Etc.

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Staffing  What will be their recruitment system?
 How they train their employees?
 What will be their promotion criteria?
 How they pay bonus, incentives and remuneration?
 How they secure their job? Etc.
Leading  What management style they follow?
 How they communicate with each other?
 How they coordinate their activities? Etc.
Controlling  Who will responsible for control?
 What is their ultimate focus of controlling?
 How they manage deviation? Etc.
2.3. Comparative management study
Comparative management is the study and analysis of how management differs in various
environments. The study and analysis focus on the differences in management styles based on
geographic locations; dynamics and personalities in management team and employees; and size
of the company and corporation.
According to G.R Terry, “comparative management may be defined as identifying, measuring
and interpreting the similarities and differences among managers behavior , techniques followed
and practices applied as found in various countries.”
According to koontz, „‟ comparative management is defined is defined as study and analysis of
management in different environments and the reasons enterprises show different results in
various countries.‟‟
In our term paper we will try to analyze the basic differences of management practices in some
private and public banks, in the context of Bangladesh banking environment.
2.4. Importance of Comparative Management Study:
Understanding the management practices applied in different countries as well as
organizations.
Having in depth analysis and interpretation to advance the understanding of management
practices to provide framework for further study of management and enterprise
development.
Studying cross cultural management
Seeking new management frontiers.
Developing prescriptive guidelines that can improve effective management actions by
management of organizations

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CHAPTER 3: Research Methodology & Sample Design
This chapter examines the research methodology which generally means the selected methods of
achieving the research objectives. To be more precise, it primarily focuses on the method(s) of
data collection along with the justification of using the method(s). It also includes basic
parameters to be chosen related to the selected method(s). In addition to that, the instruments for
gathering data also fall within the definition of methodology of a research
3.1 Methods
To conduct a comparative management study on private and public bank limited in context of
Bangladesh is a matter of qualitative judgment. For the purpose of this study, two methods are
used namely
i. Content Analysis
ii. Questionnaire Survey
Content Analysis: This includes collecting related information and data from all relevant books,
documents, published and unpublished research works available, online articles, notes etc.
Questionnaire Survey: This survey is intended to gather primary data about management
functions carried out by different public and private banks.
3.2 Sources of Data
The data for this study have been collected both from primary and secondary sources. Secondary
data are drawn from the existing literatures like books, newspaper reports, previous research
works, seminar papers, reports, online etc. Primary data have been collected through
questionnaire survey. The respondents included the managerial authority from different banks.
3.3 Data Collection Techniques
To collect data, in-depth interviews are conducted through close ended semi structured
questionnaire.
3.4 Sampling
The employees of public and private bank, who are very much known about management
structure and functions of their bank. So we took them as our sample.

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3.5 Sample Size
Our tram paper is about comparative management study on public and private banks. Many
people of our country do not have any knowledge about managerial functions of any public and
private bank. So that we took our respondents from employees of the bank, who are specialist on
this area. We could manage six specialists of managerial activities of bank from different bank
organization. They include Ashik Ahmed (officer, Agrani Bank ltd.), Md. Khorshed Alam
Molla(Area manager, Brac Bank Ltd.), Md Nuruzzaman(Relationship officer, Eastern Bank
Ltd.), Mohammad Sarwar Alam (First vice president, United Commercial Bank Ltd.), Sayfur
Rahman Akon (FAGM, Manager, Janata Bank Ltd.) And Md. Zahirul Islam (DGM, Sonali Bank
Ltd.). They helped us through giving raw information about their managerial functions and style.
3.6 Data Validation
The collected data have been validated through cross checking with each other and with the
secondary sources.
3.7 Data Analysis Tools/ Techniques
There are some tools which are used in analysis. These are various figures, tables, charts. These
instruments are used in the analysis with the information we got.
We follow the qualitative survey system. Though our sample size is very few, our data is more
relievable.

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CHAPTER: 4 Data Analysis & Findings
Banks Respondent 1 Respondent 2 Respondent 3
Private bank Eastern BRAC UCB
Public bank janata Agrani Sonali
Section B (Planning)
B1. Planning orientation:
Every bank has its own distinctive Planning orientation system based on its strategic objectives
but they vary to an extent depending on the duration of the project. No matter whether the bank
is private or public it must possess both short & long term plans. While conducting our survey
we found several banks putting more emphasizes on short term plans as they are more profitable.
We propose them to rank the planning orientation system followed by the authority on the basis
of priority.
We convert their ranking into points and make percentage to show them in graph and charts.
Ranking 1 is given point five and ranking 5 is given point one. As ranking 2 = Point four,
ranking 3= point three, ranking 4= point two.
Planning orientation of Private Bank
Planning
orientation
Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Very short
term
4 4 5 (2+2+1)=5 11.11%
Short term 1 1 2 (5+5+4)=14 31.11%
Moderate
term
3 2 3 (3+4+3)=10 22.22%
Long term 2 3 1 (4+3+5)=12 26.67%
Very long
term
5 5 4 (1+1+2)=4 8.89%
total 45 100%

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Planning orientation of Public Bank
Planning
orientation
Respondent 1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Very short
term
5 5 5 (1+1+1)=3 6.67%
Short term 1 3 2 (5+3+4)=12 26.67%
Moderate
term
3 2 3 (3+4+3)=10 22.22%
Long term 2 1 1 (4+5+5)=14 31.11%
Very long
term
4 4 4 (2+2+2)=6 13.33%
total 45 100%
From the chart we see that public limited bank in Bangladesh emphasis more on long term plans
rather than short term profitable plans. They always consider the economic growth of the country
than their own profit. Other hand private limited banks always consider profit with low risk and
investment. They emphasis more on short term plan on the basis of their long term plan.
11.11
31.11
22.22
26.67
8.89
Planning orientation
of Private Bank
Very short
term
Short term
Moderate
term
Long term
Very long
term
6.67
26.67
22.22
31.11
13.33
Planning orientation
of Public Bank
Very short
term
Short term
Moderate
term
Long term
Very long
term

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B2: Decision making swiftness:
In conducting every activity a bank have to rely on some decision. All banks are not same
capable to take decision. Their decision making speed depends on capabilities of manager, their
management structure and types of decision.
Response from Private bank
Respondent 1 Respondent 2 Respondent 3
Fast Very fast Very fast
Very fast= 66.67% Fast=33.33%
Response from Public bank
Respondent 1 Respondent 2 Respondent3
Very Fast Moderate Moderate
Moderate=66.67% Very fast=33.33%
From the chart we see that decision making speed in public bank is slower than private limited
bank. The reason might be the different managerial structure & risk of the project.
33.33
66.67
66.67
33.33
0
20
40
60
80
100
120
Decision making speed of public bank Decision making speed of private bank
Fast
Moderate
Very fast

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B3: Decision making process:
There are two types of decision making process. Our Respondents from both public and private
bank ensure us that major decisions of a bank are taken centrally. But some daily work related
decisions can be taken de-centrally by responsible employee.
B4: Employee involvement in decision making:
Employee involvement in decision making is necessary. Our respondents from both public and
private limited banks ensure us that their bank‟s authority involves employees in decision
making so that implementation of decision may easy.
Centralized
Private
bank
Public
bank
Desions of both public
and private bank
Manage
ment
Employ
ees

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Section c (Organizing)
C1: Responsible for Activities:
Our respondents replied us; generally branch manager is responsible for carrying out all
activities. But two of our respondents from private bank ensures us everyone is responsible for
their assigned work.
Response from Private bank
Respondent 1 Respondent 2 Respondent 3
All employees All employees Branch manager
All employees = 66.67% Branch manager =33.33%
Response from Public bank
Respondent 1 Respondent 2 Respondent 3
Branch manager Branch manager Branch manager
Branch manager= 100%
C2: Organization structure:
By analyzing responses of our respondent, we found that the organizational structure of public
bank is traditional hierarchical. Other hand organizational structure of private bank is flatter.
Power distance is more in public bank than private bank. In private bank every employee can
communicate with top management. But employee of public bank faces some restriction in
communication with high authority.
Response from Private bank
Respondent 1 Respondent 2 Respondent 3
Flatter organization Flatter organization Flatter organization
Flatter organization = 100%
0
50
100
Responsible for activities in public bank
Responsible for activities in private bank
100
33.33
66.67
Branch Manager
All Employees

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Response from Public bank
Respondent 1 Respondent 2 Respondent 3
Traditional hierarchy Traditional hierarchy Traditional hierarchy
Traditional hierarchy = 100%
C3: Clearness of Responsibilities:
Our respondents ensure us all responsibilities of both public and private bank is clear. Every
employee very much knows about their assigned job and their daily work routine.
Section D (Staffing)
D1: Recruit System:
By analyzing responses of our respondents, we found that both public and private limited
company conducts written test and viva test to select their required employees. Though in private
bank some employees are selected through internal reference, those selected employee must be
qualified through written and viva test.
D2: Training System:
Training is the most important function of any organization. It introduces human resource with
responsibility. It also increases the efficiency of workers. Every bank both private and public
conducts some training programs.
We said our respondents to rank their training systemon the basis of priority.
We convert their ranking into points and make percentage to show them in graph and charts.
Ranking 1 is given point five and ranking 5 is given point one. As ranking 2 = Point four,
ranking 3= point three, ranking 4= point two.
0
50
100
Organization structure of
private bank
Organization structure of
public bank
100100 Flatter organization
Traditional hierarchy

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Training system of Private Bank
Training
system
Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Theoretical
training
5 4 5 (1+2+1)=4 8.89%
By providing
more
responsibility
4 3 4 (2+3+2)=7 15.56%
Employ as
assistant of
top manager
3 5 2 (3+1+4)=8 17.78%
By seminar
and couching
system
1 1 1 (5+5+5)=15 33.33%
Continuous
training
through daily
work
2 2 3 (4+4+3)=11 24.44%
total 45 100%
Training system of Public Bank
Training
system
Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Theoretical
training
2 4 3 (4+2+3)=9 20.00%
By providing
more
responsibility
5 3 4 (1+3+2)=6 13.33%
Employ as
assistant of
top manager
3 2 5 (3+4+1)=8 17.78%
By seminar
and couching
system
1 1 1 (5+5+5)=15 33.33%
Continuous
training
through daily
work
4 5 2 (2+1+4)=7 15.56%
total 45 100%

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From the chart we see that both private and public bank gives priority to seminar and couching
system while training. After that private bank emphasis on continuous training and management
assistant. But public bank emphasis on theoretical and management assistant training.
D3: Considerable factors of any employees while promotion
Promotion works as motivators to employee. Every bank has a promotion system. Organization
considers some criteria of their employee while promotion.
We said our respondents to rank their promotion criteria on the basis of priority.
We convert their ranking into points and make percentage to show them in graph and charts.
Ranking 1 is given point six and ranking 6 is given point one. As ranking 2 = Point five, ranking
3= point four, ranking 4= point three, ranking 5= point two.
Considerable factors of promotion in Private Bank
Considerable
factors
Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Duration of job 3 3 2 (4+4+5)=13 20.63%
Educational degree 4 4 4 (3+3+3)=9 14.29%
Professional degree 2 2 3 (5+5+4)=14 22.22%
Age of the
employee
6 5 6 (1+2+1)=4 6.35%
Performance of the
employee
1 1 1 (6+6+6)=18 28.57%
Loyalty to superior 5 6 5 (2+1+2)=5 7.94%
total 63 100%
8.89
20
15.56
13.33
17.78 17.78
33.33 33.33
24.44
15.56
0
5
10
15
20
25
30
35
Training system of Private Bank Training system of Public Bank
Theoretical training
By providing more responsibility
Employ as assistant of top manager
By seminar and couching system
Continuous training through daily
work

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Considerable factors of promotion in Public Bank
Considerable
factors
Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Duration of job 2 1 1 (5+6+6)=17 26.98%
Educational degree 4 4 4 (3+3+3)=9 14.29%
Professional degree 3 2 3 (4+5+4)=13 20.63%
Age of the
employee
5 6 5 (2+1+2)=5 7.94%
Performance of the
employee
1 3 2 (6+4+5)=15 23.81%
Loyalty to superior 6 5 6 (1+2+1)+4 6.35%
total 63 100%
From the chart we see that private bank consider performance while promotion. But public bank
emphasis on duration of the job as a promotion criteria.
D4: Promotion swiftness
By analyzing the responses of our respondents we found that promotion speed vary organization
to organization. We found that promotion speed is much faster in private bank than public bank.
The main reason behind that, private bank emphasizes more on performance as a promotion
criteria and public bank emphasize on duration of job.
Response from Private bank
Respondent 1 Respondent 2 Respondent 3
Fast Fast Moderate
Fast = 66.67% Moderate =33.33%
20.63
26.98
14.29
14.29
22.22
20.63
6.35
7.94
28.57
23.81
7.94
6.35
0 5 10 15 20 25 30
Considerable factors of promotion in
Private Bank
Considerable factors of promotion in
Public Bank
Loyalty to superior
Performance of the employee
Age of the employee
Professional degree
Educational degree
Duration of job

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Response from Public bank
Respondent 1 Respondent 2 Respondent 3
Very slow Moderate Very slow
Very slow=66.67% Moderate=33.33%
From the chart we see that promotion swiftness of private bank is more than public ltd. Bank.
D5 & D6: Performance evaluation system and worker mobility
From the survey report we found that all banks evaluate their employee‟s performance by their
assigned activities and target standards.
The employee mobility is moderate in both private and public ltd. Bank.
D7: Considerable factor to pay salary
Salary is not motivator; it is value which is paid in exchange of labor by employees.
Organization considers several factors to pay remuneration. such as- age, position, duration of
job etc.
We propose them to rank the considerable factors to pay remuneration followed by the authority
on the basis of priority:
We convert their ranking into points and make percentage to show them in graph and charts.
Ranking 1 is given point five and ranking 5 is given point one. As ranking 2 = Point four,
ranking 3= point three, ranking 4= point two.
66.67
33.33
33.33
66.67
0%
20%
40%
60%
80%
100%
Promotion speed of private bank Promotion speed of public bank
Very slow
Moderate
Fast

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Considerable factor to pay salary of Private Bank
Considerable
factor
Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Age 5 5 5 (1+1+1)=3 6.67%
Duration of
job
4 3 3 (2+3+3)=8 17.77%
Position 1 1 1 (5+5+5)=15 33.33%
Professional
degree
3 4 4 (3+2+2)=7 15.56%
Performance 2 2 2 (4+4+4)=12 26.67%
total 45 100%
Considerable factor to pay salary of Public Bank
Considerable
factor
Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Age 5 5 5 (1+1+1)=3 6.67%
Duration of
job
2 2 3 (4+4+3)=11 24.44%
Position 1 1 1 (5+5+5)=15 33.33%
Professional
degree
4 3 4 (2+3+2)=7 15.56%
Performance 3 4 2 (3+2+4)=9 20.00%
total 45 100%
6.67
17.77
33.33
15.56
26.67
Considerable factor to
pay salary of Private
Bank Age
Duration of
job
Position
Professional
degree
performance
6.67
24.44
33.33
15.56
20
Considerable factors to
pay salary of Public
Bank
Age
Duration of
job
Position
Professional
degree
Performance

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From the chart we see that both public and private bank consider position to pay remuneration.
After position public bank emphasizes on duration of job and private bank emphasizes on
performance of the employee.
D8, D9& D10: Incentives and job security:
In case of private bank incentives are given on the basis of profit of the bank and performance of
the employee. Incentives can be both monetary and non-monetary in private bank. On the other
hand incentives are given in public bank only on the basis of the profit of the bank. Employee
performance is less considered to pay incentives in public limited bank. Monetary and non-
monetary both types of incentives are also available in public ltd. Bank.
High level job security is available in public bank and job security is Moderate in private bank.
Section E (Leading):
E1-E3: Leadership style & Communication System:
By analyzing the questionnaire we found that most of the private bank is followed democratic
leadership style but most of the public bank is followed authoritarian leadership style.
The communication system of public bank is top to down. In case of private bank two
commination systems -top to down and down to top communication are maintained.
Authoritarian
one way
Public Bank Private Bank
Democratic
Two way

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Section F (Controlling)
F1, F2&F3: Responsible for Controlling, Focus of Controlling and Blame Fixing:
Form our survey report we found that the ultimate controlling power in both public and private
bank is on branch manager. Branch manager control all the strategic activities of the employees
in both banks.
Individual goal get less priority in private and public bank. Overall goal achievement is the main
focus of controlling in both private and public bank.
Blame fixing is done immediately in private bank, but blame fixing is a slow process in public
bank.
Section G (Information Technology)
G1, G2&G3: IT governing committee, IT resources & IT security department:
From the responses of our respondents, we found that, now a days both public and private bank
have IT governing Committee.
Both types of bank have IT security department.
Both types of bank have IT resources such as computer hardware, software. But in public bank
IT resources are inadequate. The reasons of this are large size of banking operation, huge number
of branches, lack of government focus and corruption.
Section H (Corporate social responsibility)
HI: CSR Activities
Both public and private bank conducts CSR activities. We propose them to rank CSR activities
on the basis of priority.
We convert their ranking into points and make percentage to show them in graph and charts.
Ranking 1 is given point five and ranking 5 is given point one. As ranking 2 = Point four,
ranking 3= point three, ranking 4= point two

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Focus of CSR activities in Private Bank
Focus of CSR Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Educational
sector
4 2 3 (2+4+3)=9 20.00%
Environmental
sector
3 4 4 (3+2+2)=7 15.56%
Poverty
alleviation
2 3 2 (4+3+4)=11 24.44%
Social
awareness
1 1 1 (5+5+5)=15 33.33%
Others 5 5 5 (1+1+1)=3 6.67%
total 45 100%
Focus of CSR activities in Public Bank
Focus of CSR Respondent1
( Ranking)
Respondent 2
( Ranking)
Respondent 3
( Ranking)
Points Percentage
Educational
sector
3 4 2 (3+2+4)=9 20.00%
Environmental
sector
4 3 4 (2+3+2)=7 15.56%
Poverty
alleviation
2 1 1 (4+5+5)=14 31.11%
Social
awareness
1 2 3 (5+4+3)=12 26.66%
Others 5 5 5 (1+1+1)=3 6.67%
total 45 100%
While CSR activities private bank focuses more on Social awareness, then poverty alleviation,
educational sector and environmental sector. Public bank focuses firstly on Poverty alleviation,
then social awareness, educational sector and environmental sector.
0
20
40
Focus of CSR activities in
Private Bank
Focus of CSR activities in Public
Bank
20 2015.56 15.56
24.44
31.1133.33 26.66
6.67 6.67
Educational sector
Environmental
sector
Poverty alleviation
Social awareness

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Similarities & Differences in a Nutshell
Therefore, the similarities & dissimilarities between Public and Private Banks management
practices can be summed up as below-
 Similarities observed:
Factors Public Banks Private Banks
Employee
involvement
participative participative
Decision
making
process
Centralized centralized
Job
specification
Clear and specific Clear and specific
Recruitment
system
Viva voce along with
written test
Viva voce along with written
test
Initial training
program
Seminar and couching Seminar and couching
Promotion
criteria
Job position Job position
Performance
appraisal
On the basis of assigned
activities
On the basis of assigned
activities
Employee
mobility
moderate Moderate
Pay scale Based on position Based on position
Responsible
for action
Branch manager Branch manager
Focus of
control
Emphasizes on
organizational goals
Emphasizes on
organizational goals

23. Page | XXIII
 Dissimilarities observed:
Factors Public Banks Private Banks
Planning
orientation
Long term Short term
Decision
making
swiftness
slower faster
Organizational
structure
Traditional flatter
On the job
training
Theoretical training and
management assistant
Continuous training and
management assistant
Promotion
swiftness
slower faster
Incentive
decider
Profit base Performance and profit base
Job security High level Moderate level
Leadership
style
Authoritarian democratic
communication One way Two way
Blame fixing Very slow immediately
IT resources Inadequate comparing to
the operational activities
Adequate and updated
CSR activities Poverty alleviation Social awareness

24. Page | XXIV
CHAPTER: 5 conclusion & recommendation
Generally, the banking profession in Bangladesh is recognized with standardized salary scale,
higher social status and dignity. As can be found from the study, human resources in banks were
enjoying comparatively better facilities under the rules of banking industry. Employees of the
bank getting good number of bonus and compensation, including salary grade, leave facilities,
housing facilities, gratuities, provident funds, and losses of accident or death of employees etc.
The employees in private bank are more satisfied with salary scale, job position, promotion
scheme, working environment but very worried about working hours and work pressure. Most of
the employees are less satisfied with HRM polices and practice, job analysis, IT facilities, job
evaluation and performance measurement technique.
Public and private banks may differ in their way of management practice but the ultimate goal is
ensuring profit anyway. The way of achieving goal and how actions would be carried on to do so
is determined by its management style. We tried outlining all these factors which influence
management practice and represented the variations on graphs.
 Recommendation
On the basis of the findings of the study the Following recommendations are made for better
HRM practice in the banks of Bangladesh:
 The salary package and administrative status of private banks are truly attractive. But in
public banks salary restructuring is needed to motivate employees.
 To develop human resources, the bank should undertake different HRD programs
including continuing education and training, IT-orientation, career development, etc.
 Banks‟ have good number of bright employees and it should create opportunities for
employee‟s higher studies with fellowship/scholarship at home and abroad.
 Banks should organize seminars, workshops, conferences, different short courses, and
training programs on financial matters, current issues, software up gradation on regular
basis that would definitely help to develop knowledgeable manpower, create awareness
and change mental attitudes among the professionals.
 Banks have a separate human resources departments. But it is essential to empower the
department or divisions for handling different issues in HRM in banks.
 Provision should be created to employ professional staffs having graduate and/or
postgraduate degrees in Information technology at IT department of banks. Educational
qualifications, Experiences, skills, competencies, and ICT-literacy of the potential
candidates are given emphasis in the selection and recruitment process of employees.

25. Page | XXV
Reference
BOOKS:
1. Khan Dr. A R; Bank Management(A Fund Emphasis); 135,Islamia Market, Nilkhet,
Dhaka: Brothers Publication
WEBSITE:
1. International knowledge sharing Platform(journals & books hosting conferences &
workshop solutions), Available from:
https://www.google.com/search?q=Management+is+an+activity+of+converting+disorganized+h
uman+and+physical+resources+into+useful+and+effectively+results.+It+deals+with+setting%2C
+seeking+and+reaching+objects.+The+success+of+an+individual%2C+group%2C+or+organizatio
n+mostly+depends+on+the+effectiveness+of+management.+Despite+its+importance+to+every
one%2C+management+is+one+of+the+most+nebulous+and+at+the+same+times+the+most+ubi
quitous+functions+in+all+societies.&ie=utf-8&oe=utf-8#
[Accessed: 8th
December 2015]
2. Shodhganga, Available from:
http://shodhganga.inflibnet.ac.in/bitstream/10603/2299/11/11_chapter%202.pdf
[Accessed: 8th December 2015]
3. ACADEMIA, Available from:
http://www.academia.edu/11705814/Overview_of_Financial_System_in_Bangladesh
[Accessed: 8th December 2015]
4. Ask.com, Available from: http://www.ask.com/business-finance/definition-comparative-
management-cfc06b989c287ecf
[Accessed: 8th December 2015]
5. Brac university institution repository, Available from:
http://dspace.bracu.ac.bd/handle/10361/3026
[Accessed: 8th December 2015]
6. Social Science Research Network , Available from:
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2117189
[Accessed: 8th December 2015]

26. Page | XXVI
APPENDICES
Appendix 1: Table given below shows the details about the participants of the study
Name of the Participants Position & Other Information
Md. Nuruzzaman Relationship Officer(SME Banking)
Eastern Bank Ltd.
Comilla SME/AGRI branch
Chowdhury Plaza, 195, Jail road, Jhawtala, Comilla
Tel:081-72778 Mobile:01712-012427
E-mail: bablum@ebl-bd.com
Web: www.ebl.com.bd
Md. Khorshed Alam Molla Area Manager(small Business)
BRAC Bank Ltd
Comilla SME Territory Office
98, Garjonkhola Road, Chaik Bazar, Comilla
Tel:081-62288 Mobile:01713-481627
E-mail:
mohammedkhorshedalam.molla@brackbank.com
Web: www.bracbank.com
Mohammad Sarwar Alam First Vice President & Head of Branch
United Commercial Bank Ltd.
Comilla Branch
125/117,Rajgonj,Chatipatty,Comilla
Tel:081-76447 Mobile:01711-809726
E-mail: cml@ucb.com.bd
Web: www.ucb.com.bd
Sayfur Rahman Akon (FAGM) Manager
Janata Bank Ltd.
Chawk Bazar Branch, Comilla, Bangladesh
Tel:081-65216 Mobile:01815-588228
Md. Abdul Majid Senior Principal Officer
Agrani Bank Ltd.
Comilla south Zone, Comilla
Tel:081-72689 Mobile:01812-066961
Md. Zahirul Islam Deputy General Manager
Sonali Bank Ltd.
Principal Office, Comilla
Tel:081-76569 Mobile:01711-434628
E-mail: sbpocomilla@gmail.com

27. Page | XXVII
Appendix 2: Questionnaire
Survey Questionnaire
Dear Sir/Madam,
We are the students of Comilla University of Dept. of management studies under BBA program,
are undergoing to prepare a term paper on “comparative management study on public and private
limited bank”. We, therefore request you to fill up the questionnaire to enable us to complete the
term paper.
Section A: General information
A1 What is your name?
----------------------------------------------
A2 Age? 22-30
31-44
Up to 44
1
2
3
A3 Gender Male
Female
1
2
A4 Name of your organization?
----------------------------------------------
A5 What is your position in the company?
Please indicate your field of responsibility? ----------------------------------------------
Section B: Planning
B1 What types of planning orientation is used in
your bank?
Please rank according to preference
Very short term
Short term
Moderate term
Long term
Very long term
-
-
-
-
-
B2 How quickly decisions are made? Very slow
Slow
Moderate
Fast
Very fast
1
2
3
4
5
B3 What type of decision making process is
followed by your bank?
Centralized
Decentralized
1
2
B4 Do the employees involve in decision
making?
Never
Seldom
Frequently
Often
Always
1
2
3
4
5

28. Page | XXVIII
Section C: Organizing
C1 Who are the responsible for activities? Top manager
Branch manager
Senior officer
Officer
General employee
1
2
3
4
5
C2 What is your organization structure The traditional hierarchy
Formal
Bureaucratic
Flatter organizations
1
2
3
4
C3 Clearness of your responsibility? Clean and specific
unclear
1
2
Section D: Staffing
D1 How does your bank recruit employees? By taking written test and viva
Only viva is conducted
Considering result of the candidate
Internal recruit(reference )
1
2
3
4
D2 What type of training and development
system does your bank follow?
Please rank according to preference
Theoretical training
By providing more responsibility
Employ as assistant of top manager
By seminar and couching system
Continuous training through daily
work
-
-
-
-
-
D3 What are considerable factors of any
employees while promotion?
Please rank according to preference
Duration of job
Educational degree
Professional degree
Age of the employee
Performance of the employee
Loyalty to superior
-
-
-
-
-
-
D4 How frequent of your promotion done? Very slow
Slow
Moderate
Fast
Very fast
1
2
3
4
5
D5 How your bank evaluates employee
performance?
D6 Labor mobility? High
Moderate
Low
Very low
1
2
3
4
D7 What is considered to pay remuneration
Please rank according to preference
Age
Duration of job
Position
Professional degree
1
2
3
4

29. Page | XXIX
Performance 5
D8 How frequent incentives and bonus are paid? Occasionally
Profit base
Economic condition of the country
1
2
3
D9 Forms of incentives? Monetary
Non-monetary
1
2
D10 The extent of job security of employees? High
Moderate
Low
1
2
3
Section E: Leading
E1 What leadership style is followed? Authoritarian
Paternalistic
Participative
Democratic
1
2
3
4
E2 What management style is followed? Autocratic
Consultative
Democratic
Laissez-faire
………………..
1
2
3
4
5
E3 What communication style is followed? Top to down
Down to top
Vertical chain command
Both 1 and 2
1
2
3
4
E4 How do the activities carried out? Individually
Collectively
1
2
E4 How do values of individual functions in
team?
Highly preferred
Only considered team performance
Ignored individual performance
1
2
3
Section F: Controlling
F1 Who is responsible for controlling? Top manager
Branch manager
Senior officer
Officer
General employee
1
2
3
4
5
F2 Focus of controlling? Goal achievement
Individual performance
Team goal
1
2
3
F3 Blame fixing? Never
Seldom
Frequently
Often
Always
I do not know
1
2
3
4
5
6

30. Page | XXX
Section G: Information Technology (IT)
G1 Does your bank have any IT steering /
governing Committee headed by Director
level person and comprise over
departmental heads?
Yes
No
1
2
G2 Do you have any IT Resource
(hardware/Software/Application)
acquisition process in place?
Yes
No
1
2
G3 What type of transactional method is
followed by your bank?
Manual
Automated
1
2
G3 Do you have Information Security policy,
approved by the senior management and
reviewed at planned intervals?
Yes
No
1
2
Section H: Corporate Social Responsibility
H1 Do you have any CSR activities?
If yes, what types they are?
Please rank according to preference
Yes
No
Educational sector
Environmental sector
Poverty alleviation
Social awareness
others
1
2
1
2
3
4
5