Escolar Documentos
Profissional Documentos
Cultura Documentos
INTRODUCTION OF STUDY
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1.3 Scope of the study
This will help the relevant MCB to find out their weakness and can get
their relevant data from this report. This study is also helping the
student in future to understand the functions and procedure of the
banks. This study will facilitate the students regarding the working of
Banking sector of Pakistan because most of the
Methodology of Study
For writing this report the information has been collected in following
manner. There are two types of data used for report writing.
The data, which is collected for the first time and exist in raw form, is
called primary data. It includes:
i. Personal observation
ii. Discussion with staff
iii. Informal interviews with branch manager
The data gathered from existing sources are called secondary data. The
main sources of secondary data of MCB are:
i. Annual reports of MCB
ii. MCB’s website/ internet
iii. Manuals
iv. Brochures
v. Relevant books
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1.5 Limitations of the Study
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Scheme of the Report
The report has been divided into four sections, each section having
sub-sections in it. The scheme of the report is as follows.
Chapter 1
This chapter includes the introduction of the report, the background of
study, purpose of study, scope of work, methodology of research and
overall layout of the report.
Section two
Chapter 2
This chapter presents a comprehensive review of the bank. It includes
history of MCB, its organizational structure.
Chapter 3
Chapter 4
Chapter 5
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Section three
Chapter 6
This chapter contains personnel management analysis, administrative
analysis, political analysis and SWOT analysis.
Section four
Chapter 7
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CHAPTER 2
INTRODUCTION OF MCB
A little earlier before the creation of Pakistan, the role of the Muslims
of the areas, which were later included in Pakistan was of no
significance due to their restricted participation in the banking sector.
There was only a small bank namely Australasia Bank having a few
branches in Lahore and its suburbs. In 1942, the Australasia Bank was
housed in a garage of a trader of Lahore who used to trade at a small
scale with Australia during that period. However, the only full fledged
bank, run by the Muslims of the sub-continent, was the Habib Bank
which was established in 1941. At that time Quaid-e-Azam
Muhammad Ali Jinnah expressed his desire that another Muslim bank
also be established in Calcutta which came into reality when Adamjee
with the assistance of Isphanis established Muslim Commercial Bank
on July 9, 1947 in Calcutta. When Pakistan came into being the
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Muslim Commercial Bank shifted its headquarters from Calcutta to
Dhaka on August 17, 1948 and later on to Karachi on August 23, 1956.
In the banking sector, the then government decided to retain only five
major banks by merging all the smaller banks with the large ones. As a
result of this policy, the Premier Bank was merged into Muslim
Commercial Bank in 1974.
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2.3 PRIVATIZATION OF MCB
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vi. Modernization of Branches
vii. Launching of New Products
viii. Decentralization of Authority
ix. Effective staff Motivation Policies
2.5 MISSION OF MCB
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2.6-2 CONSUMER BANKING
MCB Consumer Banking provides different saving accounts with
attractive returns and investment products that give the monthly profits
as well as the convenient payment instruments to serve the purpose of
safety in highly valuable transaction, having acceptance around the
world.
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MCB is a very large organization with many branches in different
areas of the country and different divisions under the Head Office. So
it is managed through broad span of control with decentralization of
authority. (The tendency to disperse decision-making authority in an
organization structure) All the Executives, including Senior Executive
Vice Presidents (SEVP`s), General Managers (GM`s), Regional
Managers (RM`s), Vice Presidents (VP`s), and Branch Managers are
delegated with powers and authorities, which are fairly, commensurate
with their responsibilities and duties they perform.
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Baluchistan 1 2 40
NWFP and AJK 3 9 251
Punjab. 11 27 752
Sindh 7 12 283
TOTAL 22 50 1,326.
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• Training Division.
• Foreign Trade and exchange Operation Division.
PRESIDENT
Executive Vice
President
Vice President
Assistant Vice
President
Regional General
Manager
Branch Managers
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CHART .2 HIERARCHY OF MCB
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CHAPTER 3
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3.2 FUNCTIONS OF PERSONNEL DEPARTEMENT
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3.3 THE MARKETING DIVISION
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3.4 THE ISLAMIC BANKING DIVISION
The MCB has started Islamic Banking by converting all assets and
liabilities of Hangu branch on 27th Ramadan (22nd November 2003).
It further converts the Quetta and Bannu Branches into Islamic
Banking. These branches are now working according to the guidelines
of Shariah Supervisory Board. The Aims and target of the IBD is to
implement the decision of the Board of Director to gradually convert
the whole bank in to an Islamic Bank within three years under the
supervision of the Shariah Supervisory Board as per rules and
regulation of the SBP. To achieve the target, Islamic banking division
has devised an action plan for expansion and conversion of the whole
bank into an Islamic Bank within a laid down framework and to
develop the business in various areas. According to the plan new
branches will be opened and twelve branches of the Bank will be
converted in to IBBs. Disbursement of funds under Islamic Financing
modes through other branches will start soon. Presently Islamic
Banking Branch is offering Ijara, Murabah. Diminishing Musharakha
and Guarantees as Islamic finance services and investing the idle funds
through Treasury in the Capital. While consumer financing schemes
under Islamic modes of financing Housing Finance Scheme and House
Contraction Scheme are launching. Export scheme, Foreign exchange
Accounts etc.
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3.5 THE CREDIT DIVISION
There has been a remarkable growth in core business of the Bank and
the Credit Division has played very effective role in this regard. The
credit division of the bank continuously review its policy frameworks
in accordance with the tough competition faced in the wake of
reducing mark up rates and increased liquidity in market. Credit
monitoring is being strengthened with a view to develop early warning
signals through constant monitoring of loans from different angles, risk
management plan is being developed giving a rating to the clients
based on industry status, financial strength of the clients security
offered, repayment behavior among other factors. The conventional
loans, micro and consumer finance, Islamic mode of financing are the
salient characteristics of our credit schemes whereas the agricultural
lending policy is being formulated with new features. Introduction of
new schemes like house finance, car finance and other financing
schemes will definitely improve and enhance the credit portfolio. The
MCB has strengthened its grip on the target market for these schemes.
The Micro lending operations in the Bank are structured in a separate
department called the Micro Finance Department under the credit
division of the Bank. It aims to be the largest Micro Finance provider
in the KPK on sustainable basis. Its main objective is providing access
to financial services by the low income and disadvantaged segment of
the society.
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3.6 THE INTERNAL AUDIT DIVISION
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currency exposure is being managed prudently and effectively while
generating sustainable exchange earnings. The financial markets of the
country continue to develop; we expect significant opportunities to
arise for division by trading, funding and gapping areas.
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3.9 THE INFORMATION TECHNOLOGY DIVISION
The MCB has its own banking system called as “U-BANK” which is
used for the transactions. Through this all the branches of the MCB are
interconnected with each other. The U-BANK provides an Online
Inter-Branch Transaction Facility through which customer maintaining
accounts in online branches would be able to operate their accounts
from any of the online branches across the country.
An online branch will offer the following transactions to account
holder of other online branches:
i Balance Inquiry
ii Cash Withdrawal
iii Cash Deposit
iv Transfer of Funds
v Issuance of ATM Cards
A special option has been made available in the computer system in
online branches to accept transaction meant for another online branch.
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The online transaction will only be accepted during fixed hours. A
complete audit trail of all the transactions posted remotely would be
available both at the destination branch and the originated branch. The
originating branch must tick all the online transactions with the
voucher/documents, as is being done for local transactions.
Why On-line
• Fast changing financial environment.
• Market Competition
• Customer Demand due to increasing public interest in Banking.
• Objectives
• To Acquire Market Share with the introduction of On-line (e-
Banking) to meet competition.
• Improve corporate + Brand Image.
• Establish Customer Loyalty.
• Increase and Sustain Customer Base.
• Provide ease and speed in transaction Processing.
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3.10-1 ON-Line Server (IT)
The MCB has some online branches equipped with state of the art and
latest hardware and software components. Before giving an overview
of the Bank’s network, I would like to first give an introduction to
computer networks;
Computer Networks
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In the world of computers, networking is the practice of linking two or
more computing devices together for the purpose of sharing data.
Networks are built with a mix of computer hardware and computer
software.
Stores various types of files and distributes them to other clients on the
network when required (Including broadcasting, uni-casting and
multicasting).
Controls and manages one or more printers and accepts print jobs from
other network clients, spooling the print jobs, and performing most or
all of the other functions that a workstation would perform to
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accomplish a printing task if the printer were connected directly to the
workstation’s printer port.
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facilitates the Administrator to troubleshoot any error/problem even if
he is far away from the branch and that error is needed to fix urgently.
Has network backup software installed and have large amounts of hard
drive storage or other forms of storage (tape, HDD etc.) available to it
to be used for the purpose of ensuring that data loss does not occur in
the network..
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3.11-2 Export
2. Carpets.
3. Sports goods.
4. Petroleum products.
5. Rice etc.
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3.11-4 Export from Customer Point of View
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3.11-7 Export Letter Of Credit
In such letter of credit we reverse our thinking what has been said in
the import L.C, the explain doesn’t know the credit worthiness of the
importer in the other country. So upon the request of the exporter, the
importer Bank sends a letter of credit to exporter to ensure the payment
and minimize risk. This help in promoting oversees trade exporter
should examine the following particulars of LC.
1. Advice No.
2. Name of issuing Bank.
3. Amount of LC.
4. Name of the importer.
5. Tenor of LC.
6. Shipping documents.
7. Expiration date.
8. Type of LC and liability of bank issued.
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3.11-8 Methods and period of payment
Cash Collection:-
Importer makes settlement upon the receipt of shipping documents in
cash.
Credit Collection:
In such case the exporter Bank hand over shipping documents to the
consignee against the acceptance of usance draft. The period of the bill
is usually 30 days, 60 days, or 90 days from the date of shipment a date
of acceptance.
Documentary Credit
It has good two categories.
a. Sight credits:-
Payment is made to exporter at the spot of receiving the documents.
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b. Usance credits.
Payment is made in future at specified period.
3.12 IMPORTS:
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3.12-1 OPENING OF THE IMPORT LETTER OF CREDIT
3.12.2 BY IMPORTERS:
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3.12.4 By custom authorities.
To ensure the import of goods has been made as per description and IT
classification mentioned in LC, and the item is imported in accordance
with the procedure prescribed in this order.
Bank under SBP order must ensure that registered contact for import
on consignment basis is submitted by the importer and the Banks will
ensure that importer submits contact for import on consignment basis.
Similarly the importer after receiving the good make payment of the
importing Bank either on spot or at some fixed future date depending
upon the type of the draft.
From letter of credit both importer and exporter are benefited and the
foreign trade transaction is made easily without any difficulty.
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3.14 WHY MCB HANDLE L.C.
The main reason behind this fact is that MCB and other banks while
expending LC charge commission very with the kind of LC’s. The
commissions are small yet when counted on the whole they form a
significant portion of the earning of MCB and other Banks.
New parties engage in import and export businesses are in this way
introduced to the bank which by serving them effectively develops
profitable relationship.
Importer Bank send LC from importer side to the exporter Bank which
in turn will send bulk of business to the bank and so reciprocal service
is developed.
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The Bank has different foreign currency rates, for different purposes.
1. If the letter of credit (LC) is about the export, then the Bank has
different rate for foreign exchange, (It will be higher compared
to rupees, in order to encourage exports).
2. If the LC is about the imports of the goods, then the rate will
vary from export.
3. The person who opened the letter of credit can book the rates,
up to six months. The Bank has different rates. This is provided
so that to cover the devaluation risks. This method is also called
swapping.
4. The rate of foreign currency, for the person who converts
directly is foreign currency notes in to Pak rupee will be
different.
The SBP rule every Bank can offer foreign a/c s in four major
currencies, US dollars $. Pound, German Mark and Japanese Yen. First
the other currencies should be converted to any one of currency and
then deposited in the respective FC a/c.
This account is for the business purpose or for those people who
withdraw of deposit the amount very frequently. This account is
considered as no profit any loss account. The current account is opened
from at least five hundred dollars. There is no restriction on the
number of cheeses being cashed, if the balance is below five hundred
dollars, then it is discretion of the account officer to close it or leave it
as it is. If the amount is less then five hundred dollars, and the account
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is not closed, then the Bank will charge five dollars in six months.
Other Banks charge more than five dollars especially the foreign
Banks.
a. US Dollars.
b. Deutsche Marks.
c. British Pounds.
Khushali Dollar Account (KDA).
As the name shows, it is fixed deposit account. One can deposit his
amount from seven days up to five years.
The account section also deals with inwards remittances, meaning the
purchase of telegraphic transfers (TT) mail transfer
(MT), currency notes etc.
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3.20 TRAVELERS CHEESES (TC)
The account officer has a specified amount of stock of traveler’s
cheeses. The account officer acts as a trustee on behalf of the traveler’s
cheeses company. When giving the TC, hey have one percent
commission. When cashing they pay them off in rupees. If the TC is
purchase din a foreign country, then only the person who has a foreign
currency account can deposit it in his account and get dollars.
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CHAPTER 4
There are two basic principles of Banking, first deposits and secondly
advances. Deposits play a pivotal role in commercial Banking. In
deposits it could be initiated by the cash pay in slip which a customer
enter into the bank he will fill up the pay in slip for which he must have
an account to enter into a valid contract, which is called customer
banker relationship. This contract could be launched of on opening of
account.
1. Individuals.
2. Partnership firms.
4. Agent.
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5. Clubs.
9. Agriculture Accounts
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KEY POINT
• Low minimum balance requirements.
• Unlimited cash deposit and withdrawal facility at hundreds of
branch nationwide.
• Use your MCB Smart Card to shop at thousand of merchants across
Pakistan.
• Affordable lockers and other transactional facilities.
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iii. Short notice term deposits 30 days.
iv. Term deposits receipts 3 months.
v. Term deposits receipts 6 months.
vi. Term deposits receipt 1-5 years.
On saving Bank deposits the Bank pays, periodical profits paid on the
minimum closing balance.
KEY POINT
• Open a basic Account with as little as Rs. 1000/- only.
• No minimum balance maintenance requirement.
• No monthly account maintenance charges.
• Two free withdrawals per month.
• Two free deposits per month.
• Unlimited free withdrawal transactions through MCB’s ATMs.
• Use your MCB Smart Card to shop at thousands of merchants
across Pakistan.
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4.3 SCHEMES OFFERED BY MCB
To inculcate the habit of saving among the people and public, MCB has
introduced remunerative schemes, which include.
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• 14.70% per annum profit is paid monthly; it is reviewed in six
months.
On profit by MCB branches at the time of paying the profit on monthly
basis. Payment of profit is done by either crossed pay order or any
other way of transfer of money. In case the account holder does not
receive the profit, it will be credited to his account and for the next
month the profit will be paid on new balance.
In case the premature encasement is desired PLS, profit saving rate will
be applied as the Bank announces for a particular period. If the
certificate is held for less than 90 days no profit will be given.
This scheme is based on half yearly profit, but is not paid to the
customer or credited to his/her account.
At the time of issuing a capital growth certificate, the branch will make
an entry in the standard book SB 133, in the manner as required for an
entry of tern deposit in SB-9, in chronological order, Each page of this
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book has a provision of bearing one years record of the deposit receipts,
including the provision of declared profit, twice a year, on a six
monthly basis. His first six columns of this book relate to the particulars
of deposit, while column no-7 refers to the amount; in addition, up to
date profit provided to each deposit receipt. Column Nos-9 and 12 are
meant for calculation of six monthly profit and these columns will only
be used when the rate of profit is declared The profit so calculated
would be added to the previous cumulative amount of each deposit
receipt and total thereof will be noted in the next column of cumulative
amount. The profit will not be disbursed or paid to the
customer/depositor as it will be treated as being re invested, for
attracting profit on the entire accumulated amount of each deposit
certificate.
The CGC’s are originally issued for a total period of five years and,
maturity, the face value amount becomes approximately double one
premature withdrawal, profit is allowed at the simple rate, applicable
for the period the deposit has remained with the Bank. For this
purpose, the branch is advised to keep a schedule containing the
monthly declared rates of all the previous periods, duly updated, so
that the calculation of profit in such cases can easily be made. The
actual amount calculated along with the depositor, by debiting the
profit payable account (CGC) and capital growth certificate account,
respectively. The payment entry, recovery of Zakat and withholding
tax, wherever applicable, will also be noted in SB-133 simultaneously,
for updating the deposit record. Amount of Zakat and tax will as usual,
be credited other respective account.
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The profit on each deposit certificate is regularly provided, on a six
monthly basis and up to date record of provision is available in SB-133
against every individual deposit certificate. As such, upon premature
withdrawals the branch shall pay the actual calculated profit for the
period of deposit, as per the rules indicated above, and will reverse the
excess amount of provision, if any, by passing and entry as follows.
In capital growth certificates the profits are only paid at the time of
encashment, on either maturely or before maturity. As such, the zakat,
wherever applicable, is recovered on the total encashment value of the
deposit certificate (i.e., the face value plus accumulated profit there
upon) at 2.5%. The withholding tax is however, recovered only on the
amount of accumulated profit at the applicable rate.
The CGC already overdue for payment but which remain outstanding
will not attract profit after maturity. In order to keep these deposits
separate from other regular deposits, branch will carry for the details of
such deposits on separate folio to be reserved for overdue deposits in
SB-133, and the original entry of the deposit, in the folio of regular
deposits, will be closed. In order to segregate the figure of overdue
deposit in SB-9-A, A separate folio will also be reserved, and the
cumulative value as appearing in SB-133 against the each overdue CGC
will be transferred from regular record to this overdue section of SB-9-
A. After transferring to overdue, no further profit on these deposits,
except for the intervening period (the period between the last half, year
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end, and the maturely date of the deposit) will be applied on declaration
of profit rate for the period, in which the intervening period is covered.
In case the depositor withdraw before the declaration of profit the area
of profit intervening period will be added at the prescribed rate of
provision or must deposit and paid to the depositor. If, however, the
deposit is withdrawn after the declaration of profit, the actual amount
on the declared rate will be calculated for this remaining period and
paid to the depositor, in the prescribed manner. The entries for such
amount of profit will only be passed at the time of deposit or declaration
of profit rate, whichever is earlier.
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4.10 OPENING OF A HMS ACCOUNT
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A customer may request to withdraw the funds from his/her HMS
accounts before completing the period of deposit or to discontinue
participating in the scheme. In such cases, the branch will apply profit
on the deposit in declared for PLS SB accounts, during the period of
deposit for each term of six months. The calculation of profit will be
made on monthly product basis as per SB rules, and paid along with the
original deposit, through cash detail voucher after completing the
relevant formalities for closure of account as per procedure.
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4.11 KHANUM BACHAT ACCOUNT SCHEME
Expected rate of profit is, 14, 77% per annum, exactly the same rate
normally declared for 5 years term deposits, subject to change
according to the market situation.
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4.11.2 Withdrawal from the Scheme;
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subsequent months, and default for more than two months,
either continuously or with a gap, in any one year would result
in customers withdrawal from the scheme.
3. For the delay in payment, the profitability of the account would
be adversely affected as profit and such amounts (s) would be
calculated from the date of deposit. If the payment for the
defaulted amount is not subsequently made, the total period of
the scheme for such account, would automatically be extended
accordingly, to cover the number of monthly payment.
4. The Bank reserves its right to refuse any deposit in this scheme,
from any person or class of persons, without assigning any
reason, and for such refusal, no right or claim would be
entertained by the Bank or its officer.
5. The bank would be within its rights to invest the funds raised
form the deposits in PLS Khanam Bachat Account in any
manner at its discretion and to make use on the funds to the be
judgment in the banking business under the PLS system.
6. PLS KHB account in the name of guardian (s) of the minor
either singly or jointly and, on maturity, the payment of the
accumulated amount along with profit will be made to the
guardian(s) or in a joint account to either or survivor, unless on
attaining majority age, the minor exercises his right to such
deposit with the consent of the guardian(s).
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4.12 MAAL- A-MAAL SCHEME"
Recently MCB has announced "Maal a Mall” scheme for its customer
this is prizes oriented scheme of the bank, in such scheme the
individual is received to deposit Rs.25000/- cash in any branch of the
Bank so as to count his name in the draw. The bank will arrange drain
after every month and the successful winners will be given prizes like,
Toyota cars, big prize of Rs.20, 000,000 lack and attractive prizes.
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CHAPTER 5
MCB BRANCH HANGU CITY
5.1 INTRODUCTION
Hangu city branch is one of the important branches of MCB. Because it is one
of the richest districts in KPK. It performs all the function of the commercial
bank, from deposits to advances, remittances etc. The Hangu branch of the
MCB is widely acclaimed as the busiest branch in the region. The site of the
branch is very suitable; it is in the middle of the Hangu city or can say in the
heart of the city. Building of the branch is not too big to accommodate the
staff and clients comfortably. However, the branch manager Mr. Gul Theef
and the other staff are so active that they deal the clients efficiently, politely,
and in a congenial atmosphere. During the internship period in the branch,
they give the writer too much respect and guidance to learn more in the field
of banking, general correspondence, and customer dealing.
5.2 DEPARTMENTATION
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CHART .3 MCB BRANCH HANGU CITY
ORGANIZATIONAL CHART
Manager Operation
General Banking
Credit Department
(Operation) Department
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5.2-1 ACCOUNT OPENING DEPARTMENT
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transportation of money from one place to another. MCB transfers
money in the following ways:
1. Pay order (P/O)
2. Demand draft (DD)
3. Mail transfer (MT)
4. Telegraphic transfer (TT)
The collection of bills usually involves two banks; the collecting bank
and the paying bank. Both, collecting as will as paying, banks have
certain obligations to each other and to their customers. They have
certain legal rights also and legal protection is available against
fraudulent transactions under section of the Negotiable Instruments
Act, 1881.
MCB along with their daily business activity also provides the facility
of collecting credit claims for customers i.e. when a customer deposits
a cheque or draft for collection, which is of the some other bank. Then
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bank collects this instrument for its customer through clearing and
similarly in case of payments, the bank makes the payment through
clearing for the instruments (cheque or draft), which are given by its
customers for his obligation fulfillment customer of some other bank.
The State bank of Pakistan (SBP) operates the function of clearing
house system. If SBP has no office at a place then National Bank of
Pakistan (NBP) as a representative of SBP acts as a Clearinghouse.
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CHAPTER 6
ANALYSIS
The MCB believes in investing in its people. On this account they have
very comprehensive and effective Human Resource Development
system. Since privatization the Human Resource Department has
adopted the strategy of streamlining, paving the way for unyielding
competitiveness.
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selecting people. In fact it is the only bank in private sector with such
an extensive and irrefutable selection process.
1. Probationary Officers
2. Management Trainees
3. Contractual Appointments
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o The candidate should be a graduate.
The candidate fills out specific application form. After screening the
applications only selected candidates are called for test, which is
designed to test the analytical, comprehension, and general knowledge
abilities of the candidates. After passing the test, the candidate
undergoes an interview. Those who pass the interview are referred to a
medical board for physical examination. The candidates, who are
finally selected, are offered appointments as probationary officers,
after signing the following bonds
6.1-2 Training
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6.1-2.1 Off the Job Training
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6.1-3 COMPENSATION
There are also some cash prizes for employees who show better
performance. Those employees, who pass IBP part 1 exam in first
attempt, are offered Rs.60, 000 cash prize or two increments. Similarly
those who pass part 2 exams are offered Rs.100, 000 or three
increments. Those who pass both examinations within one year of
training are promoted to OG 2, and those who get the gold medal in the
exam, are promoted to OG 1.
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recommendations. These ACRs are sent to the GM Office from where
they are forwarded to the Human Resource Division.
6.1-5 RETIREMENTS
a) For employees who did not opt for the new scheme, the bank
Operates the following:
b) For new employees and for those who opted for the new scheme
introduced in 1975 for clerical staff and in 1977 for officers, the bank
operates the following:
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The above benefits are payable to staff on completion of prescribed
Qualifying period of service.
It has been noticed that the training program of MCB is not adequate.
Special marketing training should give to employees who are
concerned with marketing. They should learn new methods for
motivating customers. The training program of the bank should include
scientific techniques to improve the decision-making, and Inter
personal as well as individual needs of the employees. It has been
noticed that the training program of MCB is not adequate. Special
marketing training should give to employees who are concerned with
marketing. They should learn new methods for motivating customers.
The training program of the bank should include scientific techniques
to improve the decision-making, and Inter personal as well as
individual needs of the employees.
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6.2-3 Lack of public communication
Bank employee come in daily contact with many people who happen to
deal with the bank as casual remitter or beneficiaries, drawer of bills,
safe custody service holder, travelers and variety of other people with
whom that bank has no account or regulars relationship. The bank
officers are doing very little on their own to explore the possibilities of
selling banking services to them as a marketing contributor
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6.3-2 Slow career growth
6.3-3 Centralization
It has been noted that the Bank’s officers usually neglect the rules and
regulations either intentionally or unintentionally; because these have
not properly communicated to them. Their prompt communication
must be ensured and the employees must be informed about the
penalties in case of negligence.
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6.3.6 Product rates
When MCB’s product rates are compared with the competitors, one
can notice that they either have the same or lower rates. So in order to
attract the customers, MCB must offer rates above the market to have a
better market share.
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specific field. Due to lack of knowledge he faces difficulty to perform
the assigned job.
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4. There is lot of political interference in the recruitment system of the
bank that results in inefficient management which in the long run result
eventually in bad portfolio.
6.4-1 STRENGTHS
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9) Pioneer in introduction of MCB Master Card and RTC, which
minimize the degree of risk.
10) Attention and sensitivity to competition prevailing in the
country.
11) Easy access to the customers at their residential localities
through a large number of branches.
12) Recognition of critical condition and need for Drastic
immediate change.
13) MCB has a brand name and recognition.
14) MCB has now started Mobile banking, which is definitely a
truly innovative product and according to the needs of the customers.
15) The current customers list of MCB is very large and having a
large number of deposit.
6.4-2 WEAKNESSES
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• Untapped markets
9) No marketing of advances
10) No training for advances in-charge.
11) Not many advances to agriculture sector and small and medium
enterprises.
OPPORTUNITIES
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11) New schemes should be introduced to finance commodity
operations.
12) The formation of new and energetic marketing teams can
increase the disbursement of loans and new customers can be searched
out.
THREATS
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CHAPTER 7
7.1 FINDINGS
In the bank the officers come across many customers daily. There is a
need to improve the customer relationship in all the departments. The
relationship manager has a very close contact with the customers and
this is his duty to give proper guidance to the customers. Where as in
MCB I have found that the customer relationship is not up-to the
satisfactory level.
There is a shortage of latest computers. They have been using the same
old computers; those are out dated now a day. It results in the
inefficiency of work. There is also lack of latest software, which
results in slow processing.
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7.1-4 Poor Job Rotation
The employees of the foreign exchange and other departments have the
same routine for years after giving a seat to the probationary officer,
the management forgets about him for at least six months.
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7.1-7 Lack of Motivation
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7.2 RECOMMENDATIONS
In the bank the officers come across many customers daily. There is a
need to improve the customer relationship in all the departments. There
should be proper training programme for employees to enhance their
relationship with their customers.
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7.2.4 Enrich job Rotation
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7.2-8 Introduction of new technology
Person fit for the job must be recruited with the list of duties,
responsibilities, authority and accountability .work should be
distributed among the employees according to their skill, attitude,
education and experience.
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BIBLIOGRAPHY
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