State Bank of India (SBI) is India's largest bank and traces its origins back to 1806. It has focused on reducing staff, computerizing operations, and improving staff attitudes through training programs like "Parivartan". SBI has a centralized organizational structure but some decentralization in loan approvals. It provides training through the State Bank Academy and has implemented new technology like SAP to respond faster to customers and enable innovation.

1. STATE BANK OF INDIA PREPARED BY:- Prabhat Mani Tripathi

2. FLOW OF PRESENTATION HISTORY & BACKGROUND ASSOCIATE BANK FORMALIZATION CENTRALIZATION & DECENTRALIZATION HIEARCHY TRAINING PROGRAMME TECHNLOGY & CHANGE

3. HISTORY AND BACKGROUND State Bank of India (SBI) is government-owned and is the largest bank in India It traces its ancestry back to the Bank of Calcutta , which was established in 1806 ; this makes SBI the oldest commercial bank in the Indian subcontinent Managing the nation’s largest ATM network. SBI provides various domestic, international and NRI products and services, through its vast network in India and overseas

4. Cont……….. In recent years the bank has focused on three priorities, first, reducing its huge staff through Golden handshake schemes known as the Voluntary Retirement Scheme, which saw many of its best and brightest defect to the private sector Second, computerizing its operations Third, trying to change the attitude of its largely rude staff through a programme aptly named 'Parivartan' or 'change'.

5. Associate banks There are seven other associate banks that fall under SBI. They all use the "State Bank of" name followed by the regional headquarters' name. State Bank of Bikaner & Jaipur State Bank of Hyderabad State Bank of Indore State Bank of Mysore State Bank of Patiala State Bank of Saurashtra State Bank of Travancore

6. Foreign Offices State Bank of India is present in 32 countries, where it has 84 offices serving the international needs of the bank's foreign customers, and in some cases conducts retail operations. The focus of these offices is India-related business. SBI has branches in these countries: Australia Bahrain Bangladesh Belgium Canada Dubai France Germany Hong Kong Israel Japan

7. FORMALIZATION All the officers have certain financial powers and administrative powers depending upon their positions The delegation of financial powers of various grades of officials is decided by the Central Board which are revised from time to time, depending upon the organization’s requirement and also Government / RBI guidelines . There is a well defined organizational structure and a clear system of accountability and control system, which also take into account the RBI / CVC guidelines. There are quite a number of documents like manuals, book of instructions, codified circulars, scheme of delegation of powers, proceedings of the board etc and also the periodical circulars used by the employees for discharging various functions .

8. CONTINUE……. There are quite a number of documents like manuals, book of instructions, codified circulars, scheme of delegation of powers, proceedings of the board etc and also the periodical circulars used by the employees for discharging various functions.

9. Centralization & Decentralization Organizational setup whereby the authority to make important decisions is retained by managers at the top of the hierarchy. An organizational setup whereby the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in hierarchy .

10. CENTRALIZATION AND DECENTRALIZATION There is a well defined system in the Bank regarding the decision making process . Financial decisions are taken at various levels by different officials depending upon their positions and also through committee approach Centralized credit processing cells are being formed at certain centre for sanction of personal segment loans and loans under SIB segment. Branches source the applications and forward them to the respective credit processing cells, for their consideration

11. Centralization and decentralization in state bank of India Regarding sanction of loans, each officer of the Bank will consider loan proposals and take a decision in terms of the scheme of delegation of powers, on the merits of the proposals. If bank need to purchase any kind of equipment like computers or software branch managers are required to take permission from the high authority So in term of decision making centralization is high and low decentralization, managers have some power to take decision but it is very limited

12. ORGANISATIONAL STRUCTURE CHAIRMAN CORPORATE CENTRE DMD&CCO DMD(I&MA) CVO DMD&CDO BUSINESS GROUPS MD&GE(CB) MD&GE(NB) DMD&GE(IB) DMD&GE(A&S) DMD&CFO DMD(IT)

13. Deputy General Manager (Module) Security Officer (Module) Chief Manager - Personnel & HRD Chief Manager Gen. Banking/Budgeting & Per.Mon. Etc. Manager - Disc. Pro. Cell Manager - Official Languages Asst. Manager (Law) Manager MIS (Direct Branches) Chief Manager Advances, Rehab. Cum NPA Mgt. Cell Chief Manager -Office Administration CM Banking Operations Manager Adv. Cell Manager NPA MGT./REC. CELL AGM (Retail Asset CPC) Medical Officer Premises Officer AGMs (Region) All branches headed by AGMs MMGS III - Zonal Office Computer Centre Chief Manager Lead Bank Cell (in a few Modules) MMGS III - Interoffice Reconciliation – Government Accounts Department AGM (SE Credit Cell) Head, Mortgage Sales Credit Processing Cell (Temporary) AGM - Operations

14. TRAINING PROGRAMES- STATE BANK ACADAMY The State Bank Academy (SBA), formerly known as State Bank Staff College was set up at Gurgaon, on the 18th November, 1982 It is a centre for training middle and senior management officials of the State Bank group and other organisations in India and abroad. The programmes at SBA Gurgaon have attained a steady - stream maturity over the years. SBA has imparted training to over 19,000 managers during the past five years

15. TRAINING PROGRAM CONTINUE Gurgaon visualizes an unfolding opportunity in the use of new, technology enabled training methods as a supplemental training medium To this end, it has designed and launched an institution-wide e-learning programmes to be used by managers at various branches of the bank This Endeavour is intended to deepen and lengthen the collective training exposure of SBI managers.

16. TECHNOLOGY AND CHANGES IN STATE BANK OF INDIA Implementation of SAP & ERP State Bank Group aims to respond faster to market demands, enable real-time information access and assign the right people to the right positions at the right time. On Implementation of mySAP ERP help State Bank Group drive advancement and innovation in areas of human capital management and enterprise resource planning such as e- learning, virtual classrooms, career development and successing planning, competency assessment, performance management and property management

17. CHANGES CONTINUE ….. due to declining market share the senior management of the bank met over a weekend to brainstorm the issues and find solutions, and came up with the idea of a massive programme of transformation It set in motion a programme titled "Parivartan" to get employees at all levels to undergo training and charge themselves to better tackle competition and change at the market place

18. CHANGES CONTINUE .. The two-day programme is expected to cover all the 1.8-lakh staff across the country in a span of 100 days. The purpose of the programme is to explain to the employees why change is necessary, with examples of transformations of other organisations . response from staff have been very encouraging and the bank plans to institute an award for the best employee in every branch as part of this project

19. RESULT OF CHANGES Customers of State Bank of India can expect to have a positive experience when they visit branches. They can be sure that they’ll be welcomed courteously, greeted with a smile, attended to promptly and their grievances listened to carefully. Increased market share.