It is a draft of managerial activities of a bank of Bangladesh, Dutch Bangla Bank Limited. It was prepared on 2015.

1.
Report
On
Exploring the Managerial Activities of DBBL Ltd.

2.
TABLE OF CONTENTS
PART PAGE
1.0 INTRODUCTION............................................................................ 1-2
1.1 Origin of the report 1
1.2 Objectives of the report 1
1.3 Methodology of the report 2
1.4 Limitation of the study 2
2.0 Company Overview.......................................................................... 3-5
2.1 Mission 3
2.2 Vision 3
2.3 Core Objectives 3
2.4 Board of Directors & Committee Members 3
2.5 Branches & ATM booths 4
2.6 Services & Products 4
2.7 Performance evaluation of the DBBL 5
3.0 Analysis.............................................................................................. 6-9
3.1 Activities of top level Mangers 7
3.2 Activities of mid-level/ Intermediate level Managers 8
3.3 Activities of first line/ Low level Managers 9
4.0 Findings and recommendations....................................................... 10-11
4.1 Findings 10
4.2 Recommendations 10
4.3 Conclusion 11

3.
Acknowledgement
At first, I would like to express our gratitude to almighty Allah for enabling us
the strength and opportunity to complete this report in the schedule time
successfully. We are taking privilege to deliver to our deliver to each and
every people who are involved with us in every phase of our lives.
We are grateful to our parents without whom we cannot be here. They were
beside us in very single situation and are still with us. Without the support of
our parents, we could not be able to achieve our objectives and goals.
Then we are thankful and grateful to our teachers. They were always there
with us parents and gave us all the needed education, manners all the
important lessons to live a perfect & honest life.
Finally we are grateful to entire people who helped us to make our report.

4.
Executive Summary
The report is based on Dutch Bangla Bank Ltd. The findings of this report will
help a reader to have an apparent idea about the Banking industry, its resource,
consumers and its managerial activities of Human Resource and so on. Tasnuva
Rahman course instructor of Principles of Management course (MGT 202)
authorized us the task of preparing a report as a part of our course requirement. We
did this report on the “Exploring the managerial activities of different levels of
managers in Dutch Bangla Bank Ltd.”. DBBL started operation is Bangladesh's
first joint venture bank. The bank was an effort by local shareholders spearheaded
by M Sahabuddin Ahmed (founder chairman) and the Dutch company FMO. From
the onset, the focus of the bank has been financing high-growth manufacturing
industries in Bangladesh. The rationale being that the manufacturing sector exports
Bangladeshi products worldwide. Thereby financing and concentrating on this
sector allows Bangladesh to achieve the desired growth. DBBL other focus is
Corporate Social Responsiblity (CSR). DBBL is the pioneer in this sector and
termed the contribution simply as 'social responsibility'. Due to its investment in
this sector, DBBL has become one of the largest donors and the largest bank donor
in Bangladesh. The bank has won numerous international awards because of its
unique approach as a socially conscious bank. DBBL was the first bank in
Bangladesh to be fully automated. The Electronic-Banking Division was
established in 2002 to undertake rapid automation and bring modern banking
services into this field. Full automation was completed in 2003 and hereby
introduced plastic money to the Bangladeshi masses. DBBL also operates the
nation's largest ATM fleet and in the process drastically cut consumer costs and
fees by 80%. Moreover, DBBL choosing the low profitability route for this sector
has surprised many critics. DBBL had pursued the mass automation in Banking as
a CSR activity and never intended profitability from this sector. As a result it now
provides unrivaled banking technology offerings to all its customers. Because of
this mindset, most local banks have joined DBBL banking infrastructure instead of
pursuing their own. Even with a history of hefty technological investments and an
even larger donations, consumer and investor confidence has never waned. Dutch-
Bangla Bank stock set the record for the highest share price in the Dhaka Stock
Exchange in 2008.

5.
Chapter One

6.
Page | 1
1.0 INTRODUCTION:
This report is a part of our Principles of management program (MGT 202)
course. Our course instructor Tasnuva Rahman authorized us to prepare a
report on the “Exploring the managerial activities of different levels of
managers in Dutch Bangla Bank Ltd.”.
1.1 Origin of the report:
At the present semester, theoretical knowledge is not enough to get
idea of this subject. Theoretical discussions have sometimes difference with
the practical world. In the classroom, we get the opportunity to know the
theoretical part of the subject. However, without practical orientation it is
difficult to grasp the core concept of a subject. Our course instructor
Tasnuva Rahman has assigned to prepare the report, which has given us the
opportunity to relate theory in practice. The submission date of our report is
on 29 November, 2015.
1.2 Objective of the report:
It is known to us that, Managers play a very significant role for the
achievement of goal of the organization. Our report directly with Banking
sector. The purpose of this report is to find out the managerial activities of
different level of manager of the bank and earn knowledge about the
Banking activities. While conducting the study, certain aims should be
fulfilled which we believe as the purpose of the study. These are as follows:
The purpose of this report are;
1.2.1 Broad Objective: The broad objective of the study is to
explore the managerial activities of Dutch Bangla Bank Ltd.
1.2.2 Specific Objectives:
a. To analyze the managerial activities of the top level managers
of DBBL.
b. To explore the managerial activities of the mid-level managers
of DBBL.
c. To find out the managerial activities of the lower level
managers of DBBL.
d. To identify the dispenses/ problems (if there is any) regarding
the managerial activities of DBBL.

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Page | 2
e. To provide some suggestions/ recommendations ( if there is any
problems) regarding the managerial activities of DBBL
1.3 Methodology:
In order to make the report more meaningful and presentable, and
because of some limitations we couldn’t manage to conduct any official
survey. We used two sources of data and information that have been used
widely.
The “Primary Sources” are as follows:
 Face-to-face informal conversation with the respective officers
and staffs of the Branch.
 Informal conversation with the clients.
The “Secondary Source” is as follows:
 The website- www.dutcbanglabank.com of the DBBL.
 Annual report-2014 of DBBL.
1.4 Limitation of the study:
While preparing this report we had faced so many problems. Those
are as follows:-
 Group members were not present every day,
 Lack of experience of doing such report,
 Bank employees were not willing to share information with us.

8.
Chapter Two

9.
Page | 3
2.0 BANK OVERVIEW:
2.1 Mission of the DBBL:
Dutch-Bangla Bank engineers enterprise and creativity in business
and industry with a commitment to social responsibility. "Profits alone" do not
hold a central focus in the Bank's operation; because "man does not live by bread
and butter alone".
2.2 Vision of the DBBL:
DBBL dreams of better Bangladesh, where arts and letters, sports and
athletics, music and entertainment, science and education, health and hygiene,
clean and pollution free environment and above all a society based on morality and
ethics make all our lives worth living DBBL's essence and ethos rest on a cosmos
of creativity and the marvel-magic of a charmed life that abounds with spirit of life
and adventures that contributes towards human development.
2.3 Core Objectives:
DBBL believes in its uncompromising commitment to fulfill its
customer needs and satisfaction and to become their first choice in banking. Taking
cue from its pool esteemed clientele. DBBL intends to pave the way for a new era
in banking that upholds and epitomizes its vaunted marquees "Your Trusted
Partner"
2.4 Board of Directors & Committee Members:
2.4.1 The Board
Mr. Sayem Ahmed
Chairman
2.4.2. Directors
Mr. Abedur Rashid Khan
Mrs. Frey-Tang Yuen Mei
Mr. Md. Fakhrul Islam
Mr. Md. Nazim Uddin Bhuiyan
Mr. Mohd. Khorshed Alam
Mr. K. Shamshi Tabrez

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Page | 4
2.4.3 The Committees of the Board
1. Executive Committee
Mr. Abedur Rashid Khan : Chairman
Mr. Sayem Ahmed : Member
Mr. K. Shamshi Tabrez : Member
2. Audit Committee
Mr. Md. Nazim Uddin Bhuiyan : Chairman
Mr. Md. Fakhrul Islam : Member
Mr. Mohd. Khorshed Alam : Member
3. Risk Management Committee
Mr. Abedur Rashid Khan : Chairman
Mr. Sayem Ahmed : Member
Mr. Md. Nazim Uddin Bhuiyan : Member
2.4.4 Founder, Dutch-Bangla Bank & Chairman, Dutch-Bangla
Bank Foundation
Mr. M. Sahabuddin Ahmed
2.5 Managerial Hierarchy:
Managers of different level can be represented in a hierarchy way.
Their chain of commands and reporting system are followed in this way.
In managerial hierarchy, chain of command goes downward and the
flow of the report goes upward because managers give the command to their next
level managers and managers are bound to report to their superior for their work.
In managerial hierarchy Chairman of the bank remains on the top of
the hierarchy and it ends up with offices.

11.
Page | 5
The managerial hierarchy is as follows:
2.6 Branches and ATM booths of the DBBL:
After 19 years in banking, DBBL has owned 148 branches &
approximately 2700+ ATM booths all over the country.
2.7 Services & Product:
2.6.1 Deposit
 Savings Deposit Account
 Current Deposit Account
 Short Term Deposit Account
 Resident Foreign Currency Deposit
 Foreign Currency Deposit

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Page | 6
 Convertible Taka Account
 Non-Convertible Taka Account
 Exporter's FC Deposit(FBPAR)
 Current Deposit Account-Bank
 Short Term Deposit Account-Bank
2.5.2 Loan & Advances
 Life Line (a complete series of personnel credit facility)
 Loan against Trust Receipt Transport Loan
 Real Estate Loan (Res. & Comm.)Loan Against.
2.5.3 Others
 Mobile banking service
2.8 Performance evaluation of the DBBL:
The bank started with an authorized capital of Tk.400.00 million in
1996 and as on 31st December 2014 paid up capital stood at Tk. 18,077.9 million
which indicates that performance of the bank is good.

13.
Chapter Three

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Page | 7
3.0 ANALYSIS:
In an organization Human Resource is an important element. It is like
an asset. Proper allocation of right person to a right place is necessary.
Right person includes proper skills, proper acknowledgement of the
roles they will play, proper knowledge about their duties. Managers
are responsible for setting & achieving goal of an organization. They
ensure that all resource are allocated properly or not. Bank’s success
depends on managers efficiencies.
In a bank there are three different levels-
Top level managers
Mid-level managers
First-line managers
The effective and efficient activities and the delegation of the
managers are important. Each level of managers and their activities
may be different but all activities are necessary. The activities are as
follows-

15.
Page | 8
3.1 The managerial activities of top level managers:
Top level management is consist of board of directors, chief
executive or managing director. It is the ultimate source of authority.
Top level managers manage goals and policies for an enterprise. It
enhances their planning and coordinating functions and their skills.
The role of the top manager are as follows -
a. Set the objectives and broad policies of the bank.
b. They prepare strategic plans & policies for the bank.
c. They appoint the executive for middle level managers (for
example, departmental managers).
d. They control & coordinate the activities of all the
departments.
e. They are also responsible for maintaining a contact with the
outside world.
f. They actually provide guidance and direction.
g. The top management is also responsible towards the
shareholders for the performance of the enterprise.

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Page | 9
So, Human resource professionals at this level are responsible for all
decision-making processes. Professionals reach at this level with their strong
dedication and years of experience.
These professionals are,
 HR Director
 Chief Human Resource Officer
 HR Generalist
 General HR Manager
 HR Branch Manager
 Deputy Director legal and payroll
 Assistant HR Manager
3.2 The managerial activities of mid-level managers:
The branch and departmental managers are considered as
middle level managers. They are responsible to the top management
for the functioning of their department. They spend more time to
organizational and directional functions. They play a vital role in the
bank. These roles are as follows -
a. Executing, interpreting and explaining the plans of the
bank’s policies and directives of the top management to
lower level.
b. They participate in employment & training of lower level
management.
c. Coordinate the activities within the department.
d. They make plans for the sub-units of the organization.
e. They send important reports and other data to top level
management.
f. Evaluate and inspire junior managers towards better
performance.
Following few job profiles are mentioned which come under this level
management-
 Senior Executive HR
 Assistant Director

17.
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 Personal Manager
 Personal Manager International Relation
 Personal Manager Welfare and Benefit
 Personal Manager training
 Executive HR
 Associate Executive HR
 HR Administrator
 Assistant HR Administrator
 Staffing Manager
 Wage & Salary Administrator
 Human Resource welfare Administrator
 Training & Development Manager
 Human Resource Safety Manager
3.3 The managerial activities of first line managers:
First line managers represents the image of the bank as they are
in direct contact with the workers. First line managers are also known
as supervisory / operational managers. Supervisors, foreman, section
officers etc. are known as first line manager. They are concerned with
direction and controlling function of management. Their activities
include –
a. Responsible for the quality as well as quantity of
production.
b. Responsible for maintaining good relation in the bank.
c. Assigning of jobs and tasks to various workers.
d. Arrange necessary materials, machines, tools etc for
getting the things done.
e. Supervise, guiding, instructing workers for day to day
activities.
f. Communicate with workers about problems, suggestions,
and recommendatory appeals etc to achieve the higher
level and higher level goals and objectives.
g. Motivate workers.
h. They are responsible for providing training to the
workers.
i. Prepare periodical reports about the performance of the
workers.
j. Ensure discipline in the bank.

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Page | 11
In this level of hierarchy, different profiles with different role are as below:
 Employment Manager
 HR Manager
 Recruiter
 HR Analyst
 HR Associate
 HR Assistant
 HR Trainee

19.
Chapter Four

20.
Page | 12
4.0 FINDINGS AND RECOMMENDATIONS:
4.1 Findings:
 In DBBL, the performance of the effective managers
enriches the bank’s quality.
 The bank is well organized.
 Because of so many branches all over the country, it is
convenient to the consumers.
 Though they have so many ATM booths but they
couldn’t manage all the time to provide money to the
consumers whenever they need especially in festive
season.
 In every branch, there are too many workers working. So
it becomes time consuming for a customer to get their
things done. Customers has to go desk to desk to get their
work done.
 Though they have employed people and train them well
but when a customer calls to a customer care service
center for any enquiry or problem they can’t give provide
needed information to the customer.
 If a customer is having a problem and file an application,
it sometimes remain unsolved or take too much time to
solve.
 They deduct a certain amount from the customers’
accounts twice a year but don’t them.
4.2 Recommendations:
 They may provide more money to the ATM booths
especially in festive season so that customer don’t face
any problem.
 They may train and hire more efficient and skilled
employees so that customers may have their work done

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in less time and don’t have to face the problem to go
desk-to-desk.
 DBBL may more concern about training of the
employees of customer care service.
 They may hire effective employees who will solve the
problem effectively and in time.
 They may notify the customer through a SMS while
deducting money as a service charge.
4.3 Conclusion:
Managers represent the bank to the outside world. They
continuously perform the functions- planning, decision making, organizing,
leading & controlling. Their individual skills needed for different level of
management. These skills help the bank to reach their goal. Each manager of
different levels and department plays a vital role. But Human Resource
Department is an important department of the bank. In an organization
Human Resource or employees are the asset. If this is not efficient enough
then bank can’t satisfy their customers and reach their goal. Performance of
DBBL so far is good and they almost have 4000000+ customers. But a little
development in Human Resource will enrich their capability to satisfy their
customers. It will ease their way.