BANK OF BARODA'S PROBLEM AND SOLUTION

1. CASE STUDY
ON
BANK OF BARODA

3. INTRODUCTION
 Bank of Baroda is an Indian state-owned International banking
and financial services company.
 Headquarters are in Navi Mumbai in Gujarat, India.
 Second largest bank in India, next to State Bank Of India
 BoB has total assets in excess of ₹ 3.58 trillion, a network of
5493 branches in India and abroad, and 10441 ATMs

4.  The bank was founded by the Maharaja of Baroda,
Maharaja Sayajirao Gaekwad III on 20 July 1908 in the
Princely State of Baroda, in Gujarat
 bank, along with 13 other major commercial banks of
India, was nationalised on 19 July 1969, by the Government of
India
 10 banks have been merged with Bank of Baroda during its
journey so far

5. CASE SUMMARY
 BOB IS RANKED AMONG FIRST FOUR NATIONALIED BRANCHED
BANKS IN INDIA
 SPECIALISES IN ADVANCEMENT AND INNOVATION
 CONFLICT BETWEEN 2 TRADE UNIONS
 POOR ZONAL PERFORMANCE

6.  OPEN DOOR POLICY BY THE NEW MANAGER
 MANGER WAS THE KEY PERSON TO ANALISE HIDDEN KEY ABILITIES
 FOR THE FIRST TIME MEETING WAS ORGANISED WITH TWO UNIONS ON
SEP 20 1995
 AGENDA FOR THE MEETING WAS TO ERADICATE HOUSEKEEPING
ARREARS
 FINALLY TWO UNIONS AGREED TO WORK FOR THE BENEFIT OF BANK

7. .
 WALK IN BUSINESS GAVE NEGLIGIBLE GROWTH WAS ONE
OF THE CAUSE OF POOR PERFORMANCE
 THE BANK WAS LOOSING HIS MARKET SHARE IN INDORE,
THE FINANCIAL CAPITAL OF MP
 MESSAGE OF JOINT DECLARATION WAS DELIEVERED TO
EVERYONE
 STRATEGY PLANNING GOT STARTED

8. PROBLEM IN CASE
UNION RIVLARY

9. SOLUTIONS
 THE MANAGERS WERE MAKING EFFOERTS TO
MAKE THE TWO UNIONS BRING TOGETHER
 TO RE-BUILT THE CENTRAL NERVOUS SYSTEM OF
THE BANK ALSO KNOWN AS HOUSEKEEPING
ARRIERS

10. PROBLEM IN CASE
INDORE EFFECT

11. SOLUTIONS
 BEING THE FINANCIAL CAPITAL IT WAS NESCESSARY TO KEEP THE
POSITION STABLE OR SATISFACTORY
 BEGIN CONFRETATIONS AND BRANCH VISITS
 LEADS TO GREATER CO-OPERATION AMONG THE EMPLOYEES
 BEGAN GREATER CLARITY AND DIRECTION OF COLLABORATION
EMERGING

12. CAUSES
Staff was confined to do deskwork
No group meetings on business development and
house keeping
The practice of sitting late and working hard was
given up

13. EFFECTS
Low productivity
They couldn’t able to draw that why “ bank is
lacking in productivity”
 Communication gap

14. RECOMMENDATIONS
 EMPLOYEE GRIEVEINCES CELL SHOULD BE GIVEN
DUE PRIORITY TO ADDRESS ALL THE PROBLEMS
 CUSTOMER SERVICE AND RED TAPISM
 UNVEIL THE TALENTS
 BEING UNBIASED