1.

0 Introduction
The City Bank Limited is the first private sector bank in Bangladesh. It came to being in 1983 under the entrepreneurship of 12 prominent and leading businessman of the country. The noble intention behind the establishment of this bank was to bring about a qualitative change in the sphere of banking and financial management. Today the bank serves its customers at home and abroad with 87 branches spread over the country and about 300 overseas correspondences covering all the major cities and business centers of the world. The bank currently has 84 online branches spread across the length & breadth of the country. Besides these traditional delivery points, it currently has 25 ATMs and 225 ATMs in place sharing arrangement with partner banks. The bank has a plan to end the current year with 50 own ATMs. It is the first bank in Bangladesh to have issued Dual Currency Credit Card. The bank is a principal member of VISA international and it issues both Local Currency (Taka) & Foreign Currency (US Dollar) card limits in a single plastic card. City Bank is among the very few local banks which do not follow the traditional, decentralized, geographically managed, branch based business. Instead the bank manages its business and operation vertically from the head office through 3 distinct business divisions Corporate & Investment Banking, Retail Banking (including Cards) & SME Banking. For significant performance, the bank has earned national and international recognition. The City Bank Limited was one of the 12 banks of Bangladesh among the 500 banks in Asia for its asset, deposit and profit as evaluated by Asia Tek in the year 2000. The present senior management leaders of the bank consist of mostly people form the multinational banks with superior management skills and knowledge in their respective "specialized" areas. The bank this year, is celebrating its 25th year of journey with the clear ambition of becoming the no.1 private commercial bank in the country in 3 years time. And the management of the bank is determined to maintain and update the quality of these resources through continuous training and upgrading technology to keep pace with market demands, new developments and practices of the competitors.

2.0 Management of The City Bank Ltd.

There are 13 directors in the management of the bank. All the directors have good academic background and have huge experience in business. Mr. Aziz Al-Kaiser is the chairman of the bank and Mr. Kazi Mahmood Sattar a dynamic, nationally & internationally

2 reputed Banker is the Managing Director of the Bank. All Boards of directors are the sole authority to take decision about the affairs of the business and they hold meetings on a regular basis. There are different committees in the bank for the efficient management system. Policy Committee: This committee deals with any policy matters related to the banks new products, new business development and any sort of policy related to City Bank Limited. Credit Committee: All these committees meet on a regular basis for discussing various issues and proposals submitted for decisions.

3.0 Vision
To be the leading bank in the country with best practices and highest social commitment

4.0 Mission
To contribute to the socioeconomic development of the country To attain highest level of customer satisfaction through extension of services by dedicated and motivated team of professionals To maintain continuous growth of market share ensuring Quality To maximize banks profits by ensuring its steady standards To maintain the high moral and ethical standards To ensure participative management system and empowerment of Human Resources To nurture an enabling environment where innovativeness and performance is rewarded

5.0 Organogram & Reporting Lines of City Bank Ltd

The below restructured organogram and the reporting lines to be followed by all tiers of Management as an interim arrangement:

Managing Director

Deputy Managing Director 1 (Business)

Deputy Managing Director 2 (Operations)

Head of Credit Risk Management

Head of Finance

Head of Legal & Compliance

Head of Human Resources

Head of Brand & Corporate Affairs

Head of Special Asset Management

Head of Retail

Head of Service Delivery

Head of SME

Head of IT

Head Corporate and investment Banking

Head of Audit

Head of Treasury

Head of Internal Controls

Head of Marketing

Head of Treasury Support

Head of Operational Support

5.1 Hierarchy of Position Structure of CBL (City Bank Limited)

Chairman

Vice Chairman Managing Director Deputy Managing Director - 1 Directors Deputy Managing Director - 2 Consultant

Coordinator

Senior Executive Vice President

Executive Vice President Senior Vice President First Vice President Vice President Senior Asst. Vice President Assistant Vice President Senior Executive Officer Executive Officer
Senior Officer

Officer

Junior Officer

Asst. Officer

6.0 Departments of City Bank Limited

The bank organizes all the jobs considering their interrelationship and they are allocated in a particular department to control the system effectively. The departments are fitted for the particular works and the performance of a particular department is measured perfectly. City Bank Limited has following departments: Human Resources Division Finance Division Audit and Inspection Division

5 Internal Control and Compliance Marketing Division Corporate Banking Consumer Banking Treasury Trade Service and Correspondent Banking Logistic and Support Information Technology Retail Finance Center Credit Division SME Credit Admin and Monitoring Corporate Affairs Card Division Recovery and Legal

7.0 City Banks Mirpur Branch

The City Bank Ltd. has been incorporated on March 14, 1983 in Dhaka, Bangladesh as a public limited company with the permission of the Bangladesh Bank. The City Bank Ltd. commenced formal inauguration banking operation from the March 27, 1983. The bank stood 77 branches all over the country up to December 31, 2007. Our study is completed at Mirpur Branch, which is started on July 01, 2001 with the 20 efficient & responsible employees as a new branch of The City Bank Ltd. Mirpur Branch started with initial deposit of Tk. 710 million at the end of 2001 and now it is 1,545 million. There are 17 employees are working at this Branch. The Employees are: Functional Designation Branch Manager (BM) Branch operation Manager (BOM) Relationship Manger (RM) & Assistant Relationship Manager (ARM) Number of Employee 1 1 3 Responsibility Full charge of Branch Full operation of the Branch To meet the target of retail asset

6 Relationship Officer (RO) Customer Service Manager (CSM) & Assistant Customer Service Manger (ACSM) Customer Service Officer (CRO) Teller In charge Teller Service Officer Computer Operator Attendant 3 1 2 1 1 2 2 To meet the target of retail asset and give support to the RM To give service properly to the customer and meet the liability target To give service properly to the customer and give support to the CSM To monitor the Vault and Cash receive and cash payment To receive cash and payment to the customer Compose, MIS maintain Give support to all

8.0 Organogram of Mirpur Branch

Branch Manager

Branch Operation Manager

Relationship Manager Group (RM)

Customer Service Manager (CSM)

Assistant Relationship manager (ARM)

Relationship Officer (RO)

Assistant Customer Service Manager (ACSM)

Chief Teller

Customer Service Officer

Teller Service Officer

9.00 Strategic, Tactical and Operational Plans

CBLs major planning, such as, defining overall goals of the bank, policy making and establishing strategic decisions in terms of the banks environment are taken by the top level managers of the head office, such as, chairman, board of directors, and the managing director, hence making it partially centralized. To implement the strategic plans taken by the Head Office, decisions made by the branch managers are taken under consideration. The tactical plans are those that specify the details of

7 how an organizational objective can be achieved, which in case of CBL, the branch managers take. They often make short term tactical plans in order to contribute in fulfilling the organizational objectives. These plans include setting target to attract potential customers for the branch sales officers. This day to day target generates lots of customers for the bank and increases the banks overall customer base. The employees are also given incentives, such as, bonuses, to be more productive in achieving their targets. Head of Retail banking makes the Strategic Plan for each and every branch. As per top level management plans total asset and liability target for each and every branch and divides the total operational jobs of the branch and BSSM Assign to the employees. The BSSM reports are directly sent to the Head of Retail and follow up the branch operational activities and he can modify the plan according to the Head Office policy. The BSSM, BOM makes operational plans for the Branch. Operational plans are mainly how to achieve the assigned targets asset, liability; issues include day to day activities 9.1 Operational Plans: Drive to achieve branch Business Target. Managing relationship with customer. Conducting sales call at convenient time of customer. Responding customer query. Monitoring the performance of the branch. Ensuring proper CRP complains. Complains with local law & regulation. KYC

10.00 Evaluation and Execution of Plans

Several key elements are taken under consideration as basis to determine the performance of a branch out of which, acquiring more potential customers and retaining the current clients are necessary. The target set for the Mirpur branch is almost identical to other branches of CBL in Dhaka. Mirpur, not being a commercial hub, restricts the RM and CSM in meeting their target. Moreover, the ongoing financial crisis has brought down the business in the country and, thus, the target has become difficult to achieve in the recent years. Yet, Mirpur branch

8 officers are achieving more clients and the rate of customer complaints are reducing gradually. Operational plan are assigned to RM and CSM & with the help of ARM, RO, ACSM, CSO and TSO executes the plan. Every week The BSSM arranges business review meeting to know the situation and monitor the overall activities of the Branch. He provides suggestion and supports the employees to achieve the target. He can do this through motivation of reward and incentives. Employees, hence feel the willingness to work harder and achieve the overall organizational goals.

11.00 Chain of Command and communication process

The chain of command is the continuous line of authority that extends from upper organizational levels to the lowest level and clarifies who reports to whom. We understand that chain of command is vital for an organization. Having said that, in our study of Organizational Behavior in CBL, we found that the bank has chain of command where the branches are under the head office.

Head of Retail Banking

BSSM

BOM

RM Group CS Group

Head of retail Banking set plans and gives instruction to the Branch Manager. Each and every Officer performs their tasks according to their job orders assigned to them. Customer Service Manager performs the task of organizing the Customer Service team. The Branch Operation Manager is responsible for verifying each and every transactions of the branch.

9 The chain of Command passed down from the Manager through CSM and RM to every employees or sometimes directly to the concerned officer. The communication process is mostly through physical contact and sometimes through email. BSSM arranges meeting to following up the process and activities of RM group directly follow up by the Branch Manager.

12.00 Problems and Decisions Making Process

There are two types of problems: ill-structured and well-structured problems. For well-structured problems, which are rather common, straightforward, and easily defined, the organization has a pre ready decision to execute the problem efficiently. This is called programmed decision. For instance, if a clients signature does not match with the one presented in the banks database, either a phone call will be made to the account holder, or the check dishonored, and in case of the clients presence, his signature would be asked again, and cross checked with that which is present in the database. Programmed decisions are constructed to suit expected problems. But, ill-structured problems are those that are new for the organization and the information regarding those problems are incomplete and ambiguous. Like many other organizations, CBL also faces such problems and the problem solvers are the top level managers of the bank. This is called non-programmed decision. Since, the information is incomplete the bank management assembles a research team and provides them a deadline to pin point the problem, understand it and submit a thorough report on it. Then the management, with the reference of the report will try to come up with a suitable decision. However, if those researchers fail to seek out any solution, then the managers make decisions based on their gathered experience and intuition.

13.00 Management by objectives

A system where the supervisors with the aid of their subordinates, jointly determined the specific performance objectives is called management by objectives. Here, the progress is annually reviewed and promotions, performance bonus, incentive are also allocated on the basis of the progress towards and accomplishment of the objectives. CBL follows the management by objective as decision making is centralized and rewards, performance bonus, increment and promotions are also allocated for better performance set by HR which is intended to work as motivating variables. CBL has some overall objective. Hence, while

10 implementing any particular task or setting any strategy, the branch management team must make these objectives in order to attaining the overall bank objective.

14.00 Decision Making Style

Analytic, Behavioral, Conceptual, and Directive are the four types which make up the decision making style. Analytic decision making is a quality where high tolerance for ambiguity and rational way of thinking is needed. This kind of decision makers prefer to have complete information and consider many alternatives. Conceptual decision making style consists of high tolerance for ambiguity and intuitive way of thinking. The decision makers of this style are focused on the long run and look for creative solutions. However, the Behavioral decision making style possess intuitive decision making style with low tolerance of ambiguity. These decision makers work well with others and are open to suggestions. They believe everyones view point is vital and can be used for obtaining organizational objectives. Lastly, the directive decision making style is where the managers have low tolerance for ambiguity and rational thinking. This kind of decision making style is adopted by efficient and logical decision makers, but only for a short period of time. Having stated the above, we have come to a conclusion, reference from our meeting with the CBL official that the decision making style of the organization is based on the managements rational way of thinking and their usually low tolerance for ambiguity in information. Therefore, to categorize, we can say that CBL falls under the Directive Decision Making Style.

15.00 Departmentalization
There are five types of departmentalization functional, product, customer, geographic and process. Departmentalization can vary from one organization to another organization, based on their activities. For instance, if an organization groups its activities in terms of functions performed, it will be specified as functional departmentalization, while if it groups the activities by products produced, it will be product departmentalization. But, CBL, Mirpur Branch, as per our interview with an official there, pointed out the fact that CBL has emphasized its activities and grouped them according to work or customer flow, making it Process Departmentalization. Although, according to our study and research through various sources, personal observation being one of them, we understand that CBL is following a

11 combination of Functional, Process and Customer Departmentalization, activities grouped by common customers. We say Functional Departmentalization, because we have seen the branch performing the same kind of functions as per the rule book, providing services to clients. Since, it is a bank branch; most of the customers who come on a regular basis are usually entrepreneurs, drawing or depositing money, making it Customer Departmentalization. Another observation was that the branch or as a matter of fact, the whole bank itself follows its own set of procedure in doing the assigned tasks. Hence, this made CBL fall under Process Departmentalization as well.

16.00 Methodology
While conducting smooth and accurate study it is necessary to collect information from different relevant sources. The information of this report has been collected from two sources Primary Sources are Practical deskwork and visited to Mirpur Branch and collected information through face to face conversation with the Branch Manager and other employee of the Branch. Secondary Sources are Annual report of City Bank Ltd., 2008 and Web site of City Bank.

17.00 Conclusion
This report is an effort to reflect a clear idea about the organogam, strategies, evaluation and execution of plans, chain of command and other activities and difference performances of City Bank Ltd at Mirpur Branch. We were assigned it in the Mirpur Branch of City Bank Limited (CBL) to observe the overall management process and different strategies by face to face interview. We present this report on the basis of the knowledge and experience gained during the interview process. Throughout the report our objective is to seek and find out the planning and organizing mechanism at The city Bank Ltd of Mirpur Branch. City Bank is one of the largest banks in Bangladesh that have passed 25 years. At the initial stage of business, every institution has to go through the difficult path of survival. Now days The City Bank Ltd is achieving the confidence of the customers with help of management team and highly efficient employees. They should try to win customers faith by providing them efficient and dependable services, credit facility and updating with user friendly modern technologies and also should redesign all sorts of banking procedures to be more user-friendly, attractive and impressive. City Bank Ltd. started with a vision to be the

12 most efficient financial intermediary in the country and it believes that the day is not far off when it will reach its desired goal. City Bank Ltd. looks forward to a new horizon with a distinctive mission to become a highly competitive modern and transparent institution comparable to any of its kind at home and abroad.

References
Annual Report 2008, The City Bank Limited. Deposit, Investment, Import & Profit position of City Bank- Mirpur Branch www.thecitybank.com Conversation with the Banks Personnel