1st Women Bank

ORGANIZATIONAL BEHAVIOR
ACKNOWLEDGEMENT
In the name of Allah, the most beneficent and merciful who gave us strength and knowledge to complete this report. This report is a part of our course Organizational Behavior. This has proved to be a great experience. This report is a combine effort of, Fatima ,Mahlaka, and Rabia. We would like to express our gratitude to our organizational behavior teacher Mr AMMAD UN NISAR who gave us this opportunity to fulfill this report. We would also like to thank our colleagues who participated in a focus group session. They gave us many helpful comments which helped us a lot in preparing our report.
UNIVERSITY OF SARGODHA
ABOUT THE SUBJECT
Organizational studies, organizational behavior, and organizational theory is the systematic study and careful application of knowledge about how people - as individuals and as groups - act within organization..
Organizational studies encompasses the study of organizations from multiple viewpoints, methods, and levels of analysis. Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seeks to control, predict, and explain.
A HISTORY OF THE SUBJECT

The Greek philosopher Plato wrote about the essence of leadership. Aristotle addressed the topic of persuasive communication. The writings of 16th century Italian philosopher Niccol Machiavelli laid the foundation for contemporary work on organizational power and politics. In 1776, Adam Smith advocated a new form of organizational structure based on the division of labour. One hundred years later, German sociologist Max Weber wrote about rational organizations and initiated discussion of charismatic leadership. Soon after, Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees. In the 1920s, Australian-born Harvard professor Elton Mayo and his
colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States. After the First World War, the focus of organizational studies shifted to analysis of how human factors and psychology affected organizations, a transformation propelled by the identification of the Hawthorne Effect. This Human Relations Movement focused on teams, motivation, and the actualization of the goals of individuals within organizations. Prominent early scholars included Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Maslow, David McClelland, and Victor Vroom.
CURRENT SCENARIO:
Organizational behaviour is currently a growing field. Organizational studies departments generally form part of business schools, although many universities also have industrial psychology and industrial economics programs. The field is highly influential in the business world with practitioners like Peter Drucker and Peter Senge, who turned the academic research into business practices. Organizational behaviour is becoming more important in the global economy as people with diverse backgrounds and cultural values have to work together effectively and efficiently. It is also under increasing criticism as a field for its ethnocentric and pro-capitalist assumptions During last 20 years organizational behavior study and practice has developed and expanded through creating integrations with other domains:
Anthropology became an interesting prism to understanding firms as communities, by introducing concepts like Organizational culture, 'organizational rituals' and 'symbolic acts' enabling new ways to understand organizations as communities.
Leadership Understanding the crucial role of leadership at various level of an organization in the process of change management.
Ethics and their importance as pillars of any vision and one of the most important driving forces in an organization.
ORGANIZATIONAL CULTURE
Organizational culture is a concept in the field of Organizational studies and management which describes the attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. Conversely, there is weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy.
Where culture is strongpeople do things because they believe it is the right thing to dothere is a risk of another phenomenon, Groupthink. "Groupthink" was described by Irving L. Janis. He defined it as "...a quick and easy way to refer to a mode of thinking that people engage when they are deeply involved in a cohesive ingroup, when members' strivings for unanimity override their motivation to realistically appraise alternatives of action." This is a state where people, even if they have different ideas, do not challenge organizational thinking, and therefore there is a reduced capacity for innovative thoughts. This could occur, for example, where there is heavy reliance on a central charismatic figure in the organization, or where there is an evangelical belief in the organizations values, or also in groups where a friendly climate is at the base of their identity (avoidance of conflict). In fact groupthink is very common, it happens all the time, in almost every group. Members that are defiant are often turned down or seen as a negative influence by the rest of the group, because they bring conflict. Innovative organizations need individuals who are prepared to challenge the status quobe it groupthink or bureaucracy, and also need procedures to implement new ideas effectively.
OBJECTIVES OF THE STUDY

The objective of the study is the purpose for which the study is conducted and it is undertaken. The objective decides the procedure and the path which will be taken for the study. The objective is the base on which the foundation of the study is built. The objective should be decided with utmost concentration and due consideration. The objective of our study is:
To analyze the organizational culture in FIRST WOMEN BANK Bank To analyze the employee engagement in FIRST WOMEN BANK Bank To analyze organizational effectiveness in FIRST WOMEN BANK Bank
INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS: The employees of FIRST WOMEN Bank, who were selected as a part of the sample, were told to fill the questionnaires with legitimate details in the questionnaire. The sample individuals were also requested to give the true and fair picture of the organization and the working environment of the organization, as this would help us in getting a fair picture of the organization and help us get the true findings from the study.
THE FIRST WOMEN BANK LIMITED Let the womens bank be a pioneer in the helping Muslim women secure economic independence and career satisfaction within the Cultural ambiance and social values of an Islamic society UNIVERSITY OF SARGODHA
Mohtarama Benazir Bhutto (Shaheed) P.M. of Islamic Republic of Pakistan, Islamabad, December 3, 1989 History
First Women Bank Ltd. is a unique financial institution, a Scheduled Commercial Bank and a development financial institution for the socio-economic empowerment of women. The Bank was set up in 1989 by the Islamic worlds first woman Prime Minister Benazir Bhutto (Shaheed), who wanted a bank that would meet the banking needs of women entrepreneurs. Currently, the Bank is headed by Mrs. Shafqat Sultana, who took over as President in May 2009. FWBL was incorporated as a Scheduled Commercial Bank in the Public Sector as a Public Ltd. Company on 21st November, 1989 under the Companies Ordinance, 1984. The Bank commenced its business on 2nd December, 1989 with a paid up capital of Rs. 100 Million; 90% of which was contributed in varying proportions by five leading Public Sector banks of the country. They were: Bank Limited and Allied Bank Limited om the Federal Government The FWBL model caters to women at all levels of economic activity micro, small, medium and corporate. Most importantly, the Bank provides women with the support services required to navigates the obstacles to the development of business. By doing so, FWBL is helping them emerge as key players in the national and global economy. The Bank has always looked at its micro-finance borrowers as potential SME and Corporate clients. The Banks unique credit policies promote asset ownership for women by Financing to business entity if one of the following fulfills:
In 1992, an ILO Geneva Study recognized First Women Bank Ltd. as a major innovation in Pakistan, along with Edhi Trust and Lahore University of Management Sciences (LUMS). In 1994, Euro money awarded FWBL the Best Bank in Pakistan for its low administrative cost. FWBL was the first Commercial Bank to launch Micro Credit in Pakistan. In 2001, Womens World Banking in its Global Directory profiled FWBL for Banking Innovation in Microfinance, and acknowledged that FWBL features among the worlds micro finance leaders. To combat child labor in the carpet weaving industry, FWBL collaborated with ILO and directly financed women micro-borrowers in rural areas. The Bank disbursed micro-credit to 2921 women living below the poverty line in 162 villages, with 100% recovery rate. Under this project 5842 children were weaned out from child labor and educated through non-formal educational centers. Asian Banking Award 2005 awarded First Women Bank Limited, FWBL / ILO IPEC Micro Credit Program as Runners-Up in its Micro-Finance Program category. Under this project, one of the borrowers received the Global Micro Entrepreneurship Award (Runners-up) organized by the UN Capital Development Fund in collaboration with CITI Group Foundation, Harvard Business School and Pakistan Poverty Alleviation Fund.
In Pakistan, when compared with other countries of the world, female entrepreneurship is amongst the lowest in the world. With very low female participation in the economy of the country, the percentage of female employers is even less than one percent. The issues stems from the statistical invisibility of women. Theres very little research on the market itself, primarily because women are just not considered a market worth tapping into on their own. Even at the macro level, there are very few people working to empower women as a special interest group. This is mainly because no extensive research or study has been done so far on womens economic role. Realizing the importance of research, FWBL commissioned SPDC to conduct a Market Assessment Study for First Women Bank. The study gave surprising results and revealed that Credit demand of women in five big cities of the country ranged between Rs. 261 Billion to Rs. 285 Billion. Since inception, FWBL has contributed substantially in raising a sizeable body of women entrepreneurs and banking professionals in the country. For example, the total proportion of women bankers in the commercial banks is around 6% of the total bankers, which was less than 1% around twenty years ago. To date, FWBL has disbursed Rs. 22,917 Million with outreach to 46,959 borrowers of which, Rs. 15,580 Million has been disbursed to women which comprised 68% financing to women.
FWBL achieved another milestone by introducing ATM & Online Banking. FWBL customers can now withdraw cash from any ATM carrying the MNET sign across Pakistan. The bank is also live on SWIFT to transfer funds internationally. At present, the Bank has a network of 38 branches in 23 districts of Pakistan. FWBL was formed with shareholdings from all the large public sectors banks. Over time, these banks were privatized; however, their shares in FWBL were not transferred to the public sector. A majority of the shares of FWBL are currently with the private sector banks HBL, MCB, ABL etc. Only National Bank of Pakistan and the Ministry of Women Development are the public sector shareholder of the Bank. Recently, the Government of Pakistan has decided to keep First Women Bank Ltd. (FWBL) in the public sector by purchasing the shares of private shareholder banks i.e. MCB, HBL, ABL and UBL through State Bank of Pakistan. Today, FWBLs mission for empowering women remains unmatched:
To transform the status of women from passive beneficiaries of social services to dynamic agents of change Unique Character Undertaking the conduct of all forms of business of Banking Company in a manner designed to meet the special needs of women and to encourage and assist them in promotion and running of trade and industry and practice of profession.
GOAL SETTING THEORY:

Goal setting theory was born out of Aristotles theory of final causality and then researched in greater detail by Edwin A. Locke in the 1960s to understand how goals can influence an individuals performance. The basic theory behind goal setting is that human behavior is galvanized and governed by goals and ambition. Today, goal setting theory is very important not only for those studying organizational psychology, but for anyone seeking to increase productivity, enhance performance and reach for greater heights of success. Goals are able to motivate and spur you to meet your ambitions because it helps you focus your efforts on that objective. Every objective we have requires a list of tasks to be executed. By setting goals, were able to persist with the list of tasks and are compelled to develop strategies in order to reach our objective. The incredible results achieved with the goal setting theory explain why its not just colleges, universities and sports institutions that use it to obtain results, but in businesses too where survival is based on ensuring positive outcomes. Having objectives is not the issue, but striving to attain them is. Following are the points that help you to achieve goals: State your goals in specific terms. Understand what your goals are and know why youre selecting these goals. Make your goals attainable. There is no point setting goals you believe are unattainable. The best way to do this is to break your goals down into actionable steps. Measure your goals. Set a timeframe, or a milestone that can put the pressure on you to meet your objectives.
ANALYSIS:
DATA COLLECTED, QUANTIFICATION AND INFERENCE
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QUESTIONNAIRE 1EMPLOYEE ENGAGEMENT QUESTION -- 1

Does your work group plan together and coordinate its efforts?
Frequency indifferent Agree strongly agree Total 1 8 1 10
Percent 10.0 80.0 10.0 100.0
Valid Percent 10.0 80.0 10.0 100.0
Cumulative Percent 10.0 90.0 100.0
INFERENCE: From the above findings of the question, the inference that can be drawn is
that most of the employees think or consider that there is planning and coordination among the various workgroup of the organization. 80% of the total sample agree that there is planning and coordination among the various workgroups in an organization. QUESTION-- 2
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Does your work group make good decisions and solve problems well?
Frequency Indifferent Agree strongly agree Total 1 6 3 10
Percent 10.0 60.0 30.0 100.0
Valid Percent 10.0 60.0 30.0 100.0
INFERENCE: The inference drawn is that a majority of the employees feel that their
workgroup makes good decisions and solves problems well. but there is no one who is against this statement.
QUESTION -- 3
Is information about important events and situations shared within your workgroup?
Frequency Valid disagree indifferent Agree strongly agree Total 1 2 3 4 10
Percent 10.0 20.0 30.0 40.0 100.0
Valid Percent 10.0 20.0 30.0 40.0 100.0
Cumulative Percent 10.0 30.0 60.0 100.0
INFERENCE: The findings of this question show us that information in the organization is
shared in the organization to an extent. 40% strongly agree. 30% agree, and there is also a major part(30%) of the employees who disagree or are indifferent. QUESTION -- 4
Does your workgroup feel responsible for meeting its objectives successfully?
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Frequency Valid indifferent disagree strongly disagree Total 2 6 2 10
Percent 20.0 60.0 20.0 100.0
Valid Percent 20.0 60.0 20.0 100.0
INFERENCE: The inference that can be drawn is that the workgroup does not feel
responsible about achieving its objectives successfully, but there is also a combined chunk of employees(40%), who think that the workgroups do feel responsible to meet the objectives successfully. QUESTION -- 5
Is your workgroup able to respond to unsual work demands placed upon it?
Frequency Valid indifferent Agree Total 6 4 10
Percent 60.0 40.0 100.0
Valid Percent 60.0 40.0 100.0
Cumulative Percent 60.0 100.0
INFERENCE: the inference is that, if unusual demands are placed upon the workgroup, the
group is either unsuccessful or any type of unusual demand is not placed on it.
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QUESTION 6
Do you have confidence and trust in the persons in your workgroup?
Frequency Valid Disagree Indifferent Agree strongly agree Total 2 3 2 3 10
Percent 20.0 30.0 20.0 30.0 100.0
Valid Percent 20.0 30.0 20.0 30.0 100.0
INFERENCE: The answer to this question came as a mixed response. Same proportion of
individuals agreed strongly and were indifferent about it. But, the difference between those who agree and disagree is only 10%, which shows that there is distrust among individuals in the workgroups.
QUESTION -- 7
Overall, are you satisfied with the persons in your workgroup?
Frequency Indifferent Agree strongly agree Total 3 4 3 10
Percent 30.0 40.0 30.0 100.0
Valid Percent 30.0 40.0 30.0 100.0
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INFERENCE: Majority of the people in the organization are satisfied with the persons in
their workgroups. But 1/3rd of the employees are indifferent towards this. QUESTION 8
Overall, are you satisfied with your boss?
Frequency Valid indifferent Agree strongly agree Total 2 6 2 10
Percent 20.0 60.0 20.0 100.0
Valid Percent 20.0 60.0 20.0 100.0
To what extent you and your colleagues feel that the company sets challenging goals for itself and expects quality performance and outstanding production? INFERENCE: Most of the employees (80%), are satisfied with their bosses.
QUESTION -- 9
Overall, are you satisfied with your job?
Frequency Agree strongly agree Total 7 3 10
Percent 70.0 30.0 100.0
Cumulative Percent 70.0 100.0
INFERENCE: All the employees are satisfied with their jobs. There is no employee who is
dissatisfied.
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QUESTION -- 10
Overall, are you satisfied with this organization?
Frequency Valid Indifferent 1 7 2 10
Percent 10.0 70.0 20.0 100.0
Valid Percent 10.0 70.0 20.0 100.0
Agree strongly agree Total
INFERENCE: A majority of the employees (90%), are satisfied with the organization. Only
10% are indifferent and there is no one who is dissatisfied.
QUESTION -- 11
Are you satisfied with the progress you have made in this organization up till now?
Frequency Valid Disagree indifferent Agree strongly agree Total 1 2 5 2 10
Percent 10.0 20.0 50.0 20.0 100.0
Valid Percent 10.0 20.0 50.0 20.0 100.0
INFERENCE: A majority of the employees are satisfied with the progress they have made in
the organization. This proves that the organization provides ample growth opportunities to its employees.
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QUESTION -- 12
Are you satisfied with your chance for getting ahead in the organization in the future?
Frequency Valid disagree indifferent Agree Total 1 6 3 10
Percent 10.0 60.0 30.0 100.0
Valid Percent 10.0 60.0 30.0 100.0
INFERENCE: Majority of the employees are indifferent towards their chance of getting
ahead in the organization. QUESTION -- 13
Is this organization effective in getting you to meet its needs and contribute to its effectiveness? Valid Frequency disagree indifferent Agree strongly agree Total 1 2 6 1 10 Percent 10.0 20.0 60.0 10.0 100.0 Valid Percent 10.0 20.0 60.0 10.0 100.0 Cumulative Percent 10.0 30.0 90.0 100.0
INFERENCE: Most of the employees, (70%), agree that the organization is effective in
getting its employees to meet its needs. Only a small %, (10%), disagree.
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QUESTION -- 14
Does this organization do a good job of meeting your needs as an individual?
Percent 20.0 60.0 20.0 100.0
Valid Percent 20.0 60.0 20.0 100.0
INFERENCE: The organization does a good job of meeting the needs of its employees and
that is why it was found in the earlier question that the employees were satisfies with their jobs. QUESTION 15
The goals of this team are well defined
Percent 20.0 50.0 30.0 100.0
Valid Percent 20.0 50.0 30.0 100.0
INFERENCE: The majority of the employees consider that goals are well defined. From this
we can infer that the organization is successful in communicating the goals to its employees. QUESTION -- 16
The team has enough freedom to decide its sway of working
Frequency
Percent
Valid Percent
Cumulative Percent
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Valid
strongly disagree disagree indifferent Agree Total
1 1 5 3 10
10.0 10.0 50.0 30.0 100.0
10.0 10.0 50.0 30.0 100.0
10.0 20.0 70.0 100.0
INFERENCE: Not many employees feel there is enough freedom in the teams in the
organization. QUESTION 17
Members generally avoid discussing the problems facing the team.
Frequency Valid strongly disagree Disagree Indifferent Agree Total 2 5 1 2 10
Percent 20.0 50.0 10.0 20.0 100.0
Valid Percent 20.0 50.0 10.0 20.0 100.0
INFERENCE: The majority of the employees disagree with this statement. This shows that,
when faced with a problem, the team discusses them and tries to find a solution to them. QUESTION -- 18
There is confusion amongst the team members about its main tasks.
Frequency Valid strongly disagree disagree indifferent Agree Total 4 1 3 2 10
Percent 40.0 10.0 30.0 20.0 100.0
Valid Percent 40.0 10.0 30.0 20.0 100.0
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INFERENCE: It is clear from the table and the graph that the majority of the group, is either
disagreeing to this or is indifferent to the statement. Only 20% of the employees agree to it. This shows that there is good communication in the organization and there is minimal confusion. QUESTION -- 20
The team only carries out tasks given to it; it cannot decide its own priorities.
Percent 30.0 40.0 20.0 10.0 100.0
Valid Percent 30.0 40.0 20.0 10.0 100.0
INFERENCE: The answer to this question is varied and most of the employees are either
indifferent or they disagree to it. But this shows that the team, carries out the tasks assigned to it, but along with it, they can decide on priorities for themselves only to a certain extent. QUESTION -- 21
The team generates alternative solutions for a problem.
Percent 10.0 20.0 30.0 40.0 100.0
Valid Percent 10.0 20.0 30.0 40.0 100.0
QUESTION -- 19
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The sense of responsibility and accountability is pretty high amongst the team members.
Frequency disagree Valid indifferent Agree strongly agree Total 2 5 2 10 1
Percent 10.0 20.0 50.0 20.0 100.0
Valid Percent 10.0 20.0 50.0 20.0 100.0
INFERENCE: The team is creative and self sufficient and it feels that it can generate
alternative solutions for the problems it faces.
QUESTION -- 22
In the group, the task is divided into small teams.
Percent 10.0 10.0 60.0 20.0 100.0
Valid Percent 10.0 10.0 60.0 20.0 100.0
INFERENCE: The above data shows that the majority (more than 80%) of the employees
feel that the tasks assigned to it are divided into smaller teams. QUESTION -- 23
No one cares to assess the true achievement of the goals of the team.
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Frequency Valid strongly disagree disagree indifferent strongly agree Total 1 6 2 1 10
Percent 10.0 60.0 20.0 10.0 100.0
Valid Percent 10.0 60.0 20.0 10.0 100.0
INFERENCE: From the above data it can be inferred that there is assessment of the groups
achievements and there is care taken to recognize the efforts of the groups. QUESTION -- 24
Each member in the team knows what his/her role in the team is.
Frequency Valid indifferent 2 7 1 10
Percent 20.0 70.0 10.0 100.0
Valid Percent 20.0 70.0 10.0 100.0
Agree strongly agree Total
INFERENCE: This data shows that there is role clarity among the members of the team and
this allows the team to perform the tasks better. QUESTION -- 25
Members of the team are not clear how to work towards the team goal.
Frequency Valid strongly disagree disagree indifferent 2 3 4
Percent 20.0 30.0 40.0
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Agree Total
1 10
10.0 100.0
10.0 100.0
100.0
INFERENCE: The answer to this question is a mixed answer. The majority of the team
members feel that they are not clear about how to achieve their goals. This shows a lack of direction among the team members with respect to the execution of the tasks. When we asked the question relating to goal setting theory from employees in general we got responses which led us to decide that employees wanted to decrease the standard of goals set for them by management. But after the thorough analysis of individuals we found about 72% employees who were satisfied with the standards of goals set for them and not only this some them wanted to improve standards of goals with little difference according to our provided scale. The rest of 28% employees feel to decrease the standard of goals. Now the question arises why in general the answer was different instead of having majority satisfied with the standards. The reason is that those 32% employees who wanted to decrease the standard marked greater difference on the scale we provided which affected the final result but the analysis shows that the majority is satisfied with standard of the goal sets for them. But very few of the employees answers led us to decide that employees wanted to decrease the standard of goals set for them by management.
But too much difficult goals can also de-motivate many employees. Company should set there goals that there employees expect to achieve.
EMPLOYEE INVOLVEMENT PROGRAMS:

A participative process that uses the entire capacity of employees and is designed to encourage increase commitment to the organization success. Employee involvement programs include the following. Participative management Representative Participation Quality circles Employee Stock Ownership Plans.
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Participative Management:
An open form of management where employees have a strong decision-making role. Participative management is developed by managers who actively seek a strong cooperative relationship with their employees. The advantages of participative management include increased productivity, improved quality, and reduced costs.
ANALYSIS:
We asked the question from the employees to what extant you and your colleagues feel that you can make decisions and solve problems without checking with your managers? Basically this question is related to participative management that is one of the types of employees involvement program to increase the involvement of employee in decision making process. After analysis of the questionnaire we found that the current participation level in FIRST WOMEN BANK is 48% this shows that the employees are authorized to make decisions for routine works or in normal situations but not in critical situation. However, the rating scale in our questionnaire suggests that employees wanted to be trusted and allowed to make decision to further extent by 20% more. Participative program are also very helpful to increase the moral high and productive of the employee. In participative management employees are the trusted by the management and also increase the management confidence on their employees. Participation increases commitment to decision. Employees are less likely to undermine a decision at the time of implementation if they share in making that decision and participative management makes employees job more interesting and meaningful to them and participative management increased productivity, improved quality and reduced costs.
MOTIVATION:
The process that accounts for an individual, intensity, direction and persistent efforts towards attaining a goal. Reward systems: The only way employees will fulfill your dream is to share in the dream. Reward systems are the mechanisms that make this happen. "However, reward systems are much more than just bonus plans and stock options. While they often include both of these incentives, they can also include awards and other recognition, promotions, reassignment, non-monetary bonuses (e.g., vacations), or a simple thank-you.
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ANALYSIS:
We asked the question related to rewards that how rewards motivate employees in FIRST WOMEN BANK and we found that there are different kinds of rewards FIRST WOMEN BANK gives to their employees which are as follows: Cash Bonuses Promotions Make team leader ESOP Increment in salaries Allowances like (Fuel allowance, mobile allowance)
We found one very different kind of reward in FIRST WOMEN BANK that they motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank so as to motivate their employee. We asked the question from the employees related to reward system that to what extent they are being recognized and rewarded on their good performance and how these rewards motivate them to work. We ascertained that most of the employees in FIRST WOMEN BANK are satisfied but very few of employees showed that there are not rewarded for their performance but the overall result is positive and this shows the level of motivation employees get from rewards. Many of the employees told us they are being rewarded after accomplishment of their sales target in such a way that their management take them to the picnic or invite them for dinner and the rewards like picnic and dinner from FIRST WOMEN BANKs management is being rewarded most frequently. And other very interesting thing which we found in FIRST WOMEN BANK is that their management doesnt fire their employees even their performance level is not up to the standard of the company. For example if an FIRST WOMEN BANKs employee continuously does not achieve its target for the period of three months the management does not fire that employee and we can say that this is kind of surety from FIRST WOMEN BANKs management to its employees and this kind of relaxation motivate employees a lot and employees secure and they are not always threaten from their management to achieve sales target. Here we also want to share that in FIRST WOMEN BANK we did not find the employee recognition programs like (employee of the year, employee of the month) and we feel that this kind of recognition program can also increase the level of motivation and productivity of employees of FIRST WOMEN BANK . But in whole we discover that the employees of FIRST WOMEN BANK are very much satisfied from rewards that are being given to them and the rewards in FIRST WOMEN BANK is based on the performance of the employee except one that we mentioned
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above and in FIRST WOMEN BANK most of the rewards are given to employees are of monetary nature and Management of FIRST WOMEN BANK continuously appreciates the good work done by the employees for the achievement of goals, which motivate the employees to worker harder for the achievement of goals.
LEADERSHIP STYLES:
From Mahatma Gandhi to Jack Welch and Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, business people and psychologists have developed useful, shorthand ways of describing the main leadership styles that can help aspiring leaders to understand and adapt their own styles and leadership impact. Whether you are managing a team at work, captaining your sports team or leading a major corporation, you leadership style is crucial to your success. 10 of the most frequently talked-about leadership style are as follows: 1. Autocratic leadership 2. Bureaucratic leadership 3. Charismatic leadership 4. Democratic leadership or Participative leadership 5. Laissez-faire leadership 6. People-oriented leadership or Relations-Oriented leadership 7. Servant leadership 8. Task-oriented leadership 9. Transactional leadership 10. Transformational leadership
ANALYSIS:
Key: 1 = Never; 2 = Seldom; 3 = Occasionally; 4 = Often; 5 = Always S.No. 1 2 3 4 5 6 7 8 9 10 QUESTIONS 1 Tells group members what they are supposed to do. Acts friendly with members of the group. Sets standards of performance for group members. Helps others feel comfortable in the group. Makes suggestions about how to solve problems. Responds favorably to suggestions made by others. Makes his/her perspective clear to others. Treats others fairly. Develops a plan of action for the group. Behaves in a predictable manner toward group SCORING 2 3 4 - 4 18 - 3 5 2 5 12 - 4 8 2 4 6 - 6 10 - 2 16 - 2 5 1 14 7 3 12 2
5 3 17 6 13 13 9 7 18 3 8
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members.
We asked different questions relating to the leadership style from FIRST WOMEN BANK employees to know which leadership style their leader uses and we found that two of the leadership styles that are task oriented and people oriented or relationsOriented. The results we got from employees of FIRST WOMEN BANK that 53% of the employees feel that their managers are relationship oriented leaders and remaining 47% feels that their managers are task oriented leaders so this shows that the FIRST WOMEN BANK has got the combination of leaders that are task oriented and relationship oriented. This shows that FIRST WOMEN BANK have the leaders that perform better in all situations and can manage their teams more effective in favorable conditions and also in very unfavorable conditions.
PATH GOAL THEORY:

Houses PATH GOAL THEORY describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors they can engage in to accomplish that Path Goal theory suggests that effective leaders follow three guidelines to motivate their followers. The guidelines are based on the expectancy theory of motivation. Effective leaders who follow these guidelines have highly motivated subordinates who are likely to meet their work goals and perform at high levels. Determine what outcomes subordinates are trying to obtain in the workplace. For example, what needs are they trying to satisfy, or what goals are they trying to meet? After gaining this information, the leader must have control over those outcomes or over the ability to give or withhold the outcomes to subordinates. Reward subordinates for performing at high levels or achieving their work goals by giving them desired outcomes. Make sure the subordinates believe that they can obtain their work goals and perform at high levels. Leaders can do this by showing subordinates the paths to goal attainment (hence the name path goal theory), by removing any obstacles that might come along the way, and by expressing confidence in their subordinates capabilities. House identified four types of behavior that leaders can engage in to motivate subordinates: Directive behavior (similar to initiating structure) lets subordinates know what tasks need to be performed and how they should be performed. Supportive behavior (similar to consideration) lets subordinates know their leaders cares about their well-being and is looking out for them. Participative behavior enables subordinates to be involved in making decisions that affect them.
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Achievement-oriented behavior pushes subordinates to do their best. Such behavior includes setting difficult goals for followers, expecting high performance, and expressing confidence in their capabilities. ANALYSIS: We designed a different questionnaire especially for the TOP MANAGEMENT OF FIRST WOMEN BANK and the questions were related to PATH GOAL THEORY as the questionnaire belongs to the top management so we asked four top level managers of FIRST WOMEN BANK to fill this questionnaire list of their names and designation are given below: By studying our questionnaire we found different behaviors of leadership and there contribution in the organizations behavior. We found different results for each behavior after analyzing the answers of our respondents which are given below: Directive Leaders Behavior: The most contributive behavior in leadership behaviors in FIRST WOMEN BANK having 27% share in leadership behavior was found to be directive behavior which is being frequently used in the organization we targeted. The benefit of using directive form of leadership which is characterized by greater control, defining what needs to be done, allocating resources and establishing clear expectations. The directive leadership behavior takes a more pragmatic approach to handling affairs in FIRST WOMEN BANK and is characteristically utilized in corporate turn-around situations. Supportive Leaders Behavior: The second most contributory behavior in leadership behaviors in FIRST WOMEN BANK having 26% share in leadership behaviors was found to be supportive behavior the results obtained shows that supportive behavior used in FIRST WOMEN BANK is almost the same as the use of directive leadership behavior with having difference of only 1% which is not a very big figure. Participative Leaders Behavior: Participative leadership behavior is the least used behavior in FIRST WOMEN BANKs culture with having 23% this shows that the FIRST WOMEN BANK leaders do consult with their subordinates while making a decision but at low frequency as compared to other path goal leadership behaviors.
Achievement Oriented Leaders Behavior:
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The third most contributory behavior in leadership behaviors in FIRST WOMEN BANK with having percentage of 24 this shows that the leaders of FIRST WOMEN BANK set challenging goals for their subordinates with low frequency but they expect from their employees to perform at their highest level. The results of our analysis shows that there is no such big difference in leadership behaviors used in FIRST WOMEN BANK and this is a very good sign for FIRST WOMEN BANK that their leaders manage their subordinates according to different situations with different leadership behaviors.
NORMS:
Norms are shared group expectations about behavior and how members ought to behave. Norms provide groups with control and predictability and give members a sense of security and comfort. Norms are also the way we express values, attitudes and beliefs. Norms put boundaries on members that may be narrow or wide. Many norms in organizations originate from management expectation or from work rules and procedures of the formal organization. They develop and operate in informal groups. Many central work group norms revolve around productivity. Norms can put lower and upper limits on productivity. Controlling productivity not only spread the work ought to more people for a longer period, but also prevents management from rising its expectation. Some organizations have norms emphasizing social concern for employees this norm foster taking care of people who needed or other wise contributing to the quality of an employees life at work. Management can foster many norms that contribute to organizational success, such as norms effecting work quality, helpfulness or customer relation. A norm of secrecy may be critical to keep competitors from stealing ideas.
ANALYSIS:
Norms are of four types. The one we quire about is social norm. The reason of selecting social norm is that our culture is based on collectivism so the importance of social norms is very high. The situation of norms in FIRST WOMEN BANKs culture is fair enough according to the result of our questionnaire most of the employees follows the norms set by the organization and they are satisfied with them, but we found some employees who are willing to improve the conditions i.e. norms the calculated value of there willingness is about 25%. The major factors of social norms are friendliness, trust and mutual support. According to the employees in FIRST WOMEN BANK the conditions of trust and friendliness are pretty good and they are willing to increase mutual support.
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It is necessary to emphasize on social arrangement norms in country like Pakistan because of its collectivism culture and these norms helps the organization to get the participation of their employee in positive manner to achieve the goals set by the organization these kind of norms also motivates the employees to remain in organization because of friendly culture in organization social arrangement norms also helps the employees to interacts with each other in more friendly manner which will increase trust among them and with there top management. If these norms are valued by the management then it will positively affect employee satisfaction and productivity and it will also enhance the organization culture
CONFORMITY:
Conformity can be defined as a change in a persons behavior or opinions as a result of real or imagined pressure from a person or a group of people. Who does Conformity affect? Conformity can affect people in all different ways, positively and negatively. In task-specific situations, those who are led to believe they do not have the required aptitude, their tendency to conform increases. Individualistic societies are less likely to conform than collectivistic. How does Conformity work? An individual will most likely conform if: The majority consists of experts The members of the majority are important to the individual The individual can relate to the majority on some level--there are similarities between the individual and the group
ANALYSIS:
Through our questionnaire we analyzed the pattern of answers given by employees and we found many similar answers in regard of questions and it shows greater extend of conformity among employees of FIRST WOMEN BANK as they have almost marked similar options given in each questions of our questionnaire. The level of conformity shows there good relations and understanding with each other which also shows that they will not leave each other in hard times but on the other hand the high level of conformity indicates the danger of employees saying always yes to others decision instead of thinking critically about it and there might be a chance of employee saying
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yes under pressure in the fear of loosing group and may result in loss of any useful idea. After Aschs study about conformity, in the world the conformity is decreasing as the level of knowledge and awareness are increasing and the result of our questionnaire shows high level of conformity, we can suggest the reason collectivism culture of Pakistan
TEAMS:
A group whose individual efforts result in a performance that is greater than the sum of the individuals input. Guideline for team leaders set by FIRST WOMEN BANKs management:
Definition: Has a natural authority, generates commitment and builds team cohesiveness by setting a clear vision for the team, reflected in core values.
EFFECTIVE BEHAVIOUR INDICATOR MORE OF THIS LESS EFFECTIVE BEHAVIOUR INDICATOR LESS OF THIS
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Communicates frequently a realistic picture of future plans so people know what has to be done and why? Arrives at decision by consensus, where appropriate, to gain team commitment. Is supportive of the team / individuals and helps in overcoming problems to achieve targets. Leads by example; displays behavior which reflects the desired work norms and values. Spends time finding out the way individuals want to be managed and work together; adapts leadership by style to match. Maximizes the available resource by constructing wellbalanced teams; acknowledges and helps others values the unique contributions of each member. Identifies own leadership style and strengths, adapts these to specific situations. Follows up with dissenters or blocker to contain negativity.
Takes independent decisions and asks the team to follow instruction without questioning. Waits for team to ask for information instead of proactively keeping them informed of the big picture. Exhibits high personal energy when initiating action but does not follow through. Talks about the theory and principles of leadership, yet not reflected in behavior. Uses the abilities of staff for own personal and career gains; does not share benefits and praise but passes on criticisms and blame. Does not seek to identify and discuss the values of the team to ensure everyone is working towards a common goal. Avoid admitting own mistakes or limitations.
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Guidelines for reducing conflicts between team members set by FIRST WOMEN BANKs management:
Definition: The ability to pull together individuals or parties in conflict by diffusing emotions, identifying the critical issues and helping got reach a compromise; keeps the focus on common objective to meet both needs.
Lets conflict escalate before taking any action. Confronts covert conflict; draws out sensitive issues or relationships. Uses all-round knowledge to manage interdepartmental and intra-departmental conflicts. Keeps the focus of conflict resolution on the long term overall interests of the organization. Facilitates open discussion between conflicting parties. Remains impartial when dealing with others; listen to arguments of each party. Adapts approach to the situation and the culture of the conflicting parties. Seeks to diffuse conflict after listening to only some of the parties involved; jumps to conclusions about others based on earlier situations. Adopts a singular style or strategy across different contexts. Does not identify brewing conflicts from emotional reactions. Suggests own solution identifying the source. to conflict without
Focuses too much on emotional aspects of the conflict rather than the solutions. Conveys inconsistent messages to conflicting parties, thus resulting in the further confusions.
ANALYSIS:
After visited to FIRST WOMEN BANK Bank we discovered that the FIRST WOMEN BANK Bank employees comprised of self-managed works teams according to employees responses they feel greater level of responsibility on their shoulders and they manage the things like planning, scheduling of work, and assigning task to the member of team, control the pace of the work, make decisions through discussion between the team members, take actions to solve the problem and also interact with their customers and we found that the employees called their colleagues relationship officer rather than sales officer.
QUALITY MANAGEMENT:
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CREATIVITY
Definition: Is able to conceive original, imaginative and valuable ideas to solve problems and improve processes.
Develops ideas and thinks through to an innovative conclusions. Questions traditional thinking in order to initiate new perspectives. Builds on information and ideas provided by others. Acts quickly opportunities. to grasp and develop novel
Prefers to use tried and tested methods to solve problems rather than think of new and innovative solutions. Sees opportunities as risks; talks about the dangers and risks rather than the potential benefits. Actions ideas giving appropriate thought only to short-term benefits and immediate impact. Is overly absorbed in own ideas; hence is not as aware of the environment or important events as required. Over relies heavily on past experience; does not think laterally.
Improvises effective solutions when faced with ambiguous and difficult situations. Tests out ideas for practicality and feasibility. Seeks out pools and thinkers and puts them together to generate ideas; uses tools and techniques to simulate others creativity.
CONTINUES LEARNING:
Definition: A strong personal commitment to self-development reflected in an underlying curiosity to know more about people, things, issues, stretching beyond what is routine or required job knowledge.
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Identifies skills needed for the future and takes steps to develop self and others. Actively seeks professional opportunities, both inside and organization. development outside the
Over emphasizes the importance of won professional development at the cost of work priorities. Relies too heavily on own knowledge does not accept constructive feedback. Sticks to own area of expertise rather than broadening ones focus. Develops oneself for tangible rewards rather than more and grow. Waits for others to identify own development needs. Considers skills lifelong; continuously resorts to tried and tested methods. Prefers to cover up mistakes rather than seek feedback and learn.
Seeks opportunities to work with the others of diverse backgrounds, experience, viewpoints. Has personally established on-going systems or habits for information gathering through professional memberships, literature and contacts. Sets clear personal development targets which focus on behavioral improvements as much as professional / technical skills. Volunteers for assignments which contribute to individual learning goals. Accepts and seeks feedback from others; learns from past mistakes.
CONCLUSION:
After studying and a analyzing the results of our research on the various issues related to the organizational behavior within the organization that are affecting the performance of its management and particularly its employee, followed by several general and specific list of questions we asked and the interviews we conducted during our visit to the branch of FIRST WOMEN BANK bank one on university Road, we are able to draw out our conclusions about this report. FIRST WOMEN BANK Bank is a global bank which is also operating in Pakistan. The organization behavior regarding goal setting for employees we have concluded that the
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management of FIRST WOMEN BANK Bank is effective in setting goals according to the competition in the banking sector of Pakistan. As the requirement of growing banking sector it is necessary to set challenging and effective goals so as to become market leaders. Despite of setting challenging goals the employees of FIRST WOMEN BANK Bank are satisfied with these challenging goals and performing well to achieve the goals which were provided to them. The management style in FIRST WOMEN BANK Bank is kind of participative management in which employees are given chance to share their ideas for decision making so the FIRST WOMEN BANK Bank is utilizing its employees by getting different ideas from different employees this provides greater chances for getting better and innovative ideas. Not only this but from this activity employees feel motivated because they think they also have the authority in decision making process and they are also a part of an organization. During the interview of an employee FIRST WOMEN BANK Bank he told us All the employees here are given title of relationship officer rather than any other designation and at the beginning of each month the top level management visits every branch and arrange meeting with all the employees of the branch and discuss the problems faced by every employee and immediately tries to resolve the problem and this is the major motivating factor for us. For motivating their employees management uses different types of motivating tools the innovative ones we found are ESOP (Employees Stock Ownership Plan) and the pay plan for less productive workers. By providing ESOP the employees gains the ownership of an organization and work hard not only for their benefit but also to maximize the profit of the organization. The next thing about the pay plan for less productive workers the company motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank. As the motivation and reward systems are up to the expectation of the employees so the employees are very much satisfied and dont want to leave the organization.
The leadership styles in FIRST WOMEN BANK Bank are mixture of both the task oriented and relationship oriented but it is little lien towards relationship oriented leadership style. The leaders behavior consisting of all the leaders behavior provided by Houses Path Goal Theory having almost same percentages with very low variation. Overall we concluded FIRST WOMEN BANK Bank inherits strong organizational culture having values for leaders and as well as for employees and the organization behavior is up to the mark for any company being in Pakistan.
RECOMMENDATION:
1. FIRST WOMEN BANK Bank should offer training and development sessions for undergraduates; this will help FIRST WOMEN BANK Bank in future while recruiting employees.
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2. FIRST WOMEN BANK Bank should reduce conformity by giving rewards to employees for suggesting more effective idea in the benefit of the organization this will not only provide wider range of ideas but also act as a motivational tool for their employees. 3. FIRST WOMEN BANK Bank should arrange extra curricular activities like cricket matches on inter bank level to further improve relations between employees as other organizations are organizing (for example ABN Amro, Mobilink, etc.) 4. FIRST WOMEN BANK should introduce Dress-Down day i.e. employees should be given permission to wear dresses other than formal dresses on certain days so as to make them relaxed while work.
CONCLUSION
We see that nearly all the employees of the firm feel that there is employee engagement , organization effectiveness and organization culture .This means that the employees feel that they have a shared set of values ,beliefs and thought. Apart from this we even see that the employees feel that there is good team spirit among them.
SCOPE OF IMPROVEMENT:
Although we see that majority of the employees feel that the organization has an effective culture and the employees even appreciate their teamwork but if we analyze the questionnaires deeply we see that some of the employees are still not satisfied with their organization. Thus in order to improve the present situation the organization needs to fulfill all the employees aspirations. This the firm can do in many ways:
Recommendations
A career path that provides opportunities for advancement. Better management and effective communications. Reasonable workload Engage by concentrating on four areas- selection, expectation, motivation and development.
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CONCLUSION
On the basis of the survey done by us we have come to the following conclusion.
Organization Culture
In FIRST WOMEN BANK, culture plays a significant role. The firm already has a good organization culture according to the survey done by us. Organization culture is the unifying and shared patterns of thoughts, freely value and action that serve to bind together organizational members and distinguish them from non-members. Thus we see that in FIRST WOMEN Bank , the organization takes care of most of the employees.
Employee Engagement
Employee engagement is a two way communication process between the employees the organization. After scrutinizing the questionnaire we see that FIRST WOMEN BANK has an effective employee engagement. The employees in this firm can readily relate themselves to the organization. The employees in this organization feel more engaged when they make unique contribution to the organization. The employee structure of FIRST WOMEN BANK, is very loyal to the firm (according to the calculation done). There is little among themselves and we see that the employees perceive themselves as being unified with the organization.
Organizational Effectiveness.
By organizational effectiveness, we mean how effective an organization is to achieve its goal. In the context of FIRST WOMEN BANK, we perceive that the firm has a sound management, strong governance and a willful dedication to achieve its specific goals. Most of the employees agree with the fact that the organization is effective to accomplish its target in time.
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METHODOLOGY
The sample study was conducted on sample size of 10. Samples were employees from all managerial level Of FIRST WOMEN BANK.
Aim
To find the deviation in the responses given by the employees and interpreting and analyzing their responses to questionnaires on the above mentioned parameters.
Parameter of analysis
1. Organizational culture 2. Employee engagement 3. Organization effectiveness.
PROCESS
1. Review of literature 2. Employees personal interview and getting fixed questionnaires. 3. Sorting and classification of questionnaire 4. Creating database using excel sheet, SPSS. 5. Calculation of MODE of individual data. 6. Analyzing interpreting and graphical representation of the collected data.
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ORGANIZATIONAL BEHAVIOR

ABOUT THE SUBJECT

A HISTORY OF THE SUBJECT

OBJECTIVES OF THE STUDY

GOAL SETTING THEORY:

DATA COLLECTED, QUANTIFICATION AND INFERENCE

QUESTIONNAIRE 1EMPLOYEE ENGAGEMENT QUESTION -- 1

Frequency indifferent Agree strongly agree Total 1 8 1 10

Percent 10.0 80.0 10.0 100.0

Valid Percent 10.0 80.0 10.0 100.0

Cumulative Percent 10.0 90.0 100.0

Frequency Indifferent Agree strongly agree Total 1 6 3 10

Percent 10.0 60.0 30.0 100.0

Valid Percent 10.0 60.0 30.0 100.0

Cumulative Percent 10.0 70.0 100.0

Frequency Valid disagree indifferent Agree strongly agree Total 1 2 3 4 10

Percent 10.0 20.0 30.0 40.0 100.0

Valid Percent 10.0 20.0 30.0 40.0 100.0

Cumulative Percent 10.0 30.0 60.0 100.0

Frequency Valid indifferent disagree strongly disagree Total 2 6 2 10

Percent 20.0 60.0 20.0 100.0

Valid Percent 20.0 60.0 20.0 100.0

Cumulative Percent 20.0 80.0 100.0

Frequency Valid indifferent Agree Total 6 4 10

Percent 60.0 40.0 100.0

Valid Percent 60.0 40.0 100.0

Cumulative Percent 60.0 100.0

Do you have confidence and trust in the persons in your workgroup?

Frequency Valid Disagree Indifferent Agree strongly agree Total 2 3 2 3 10

Percent 20.0 30.0 20.0 30.0 100.0

Valid Percent 20.0 30.0 20.0 30.0 100.0

Cumulative Percent 20.0 50.0 70.0 100.0

Frequency Indifferent Agree strongly agree Total 3 4 3 10

Percent 30.0 40.0 30.0 100.0

Valid Percent 30.0 40.0 30.0 100.0

Cumulative Percent 30.0 70.0 100.0

Frequency Valid indifferent Agree strongly agree Total 2 6 2 10

Percent 20.0 60.0 20.0 100.0

Valid Percent 20.0 60.0 20.0 100.0

Cumulative Percent 20.0 80.0 100.0

Frequency Agree strongly agree Total 7 3 10

Percent 70.0 30.0 100.0

Valid Percent 70.0 30.0 100.0

Cumulative Percent 70.0 100.0

Frequency Valid Indifferent 1 7 2 10

Percent 10.0 70.0 20.0 100.0

Valid Percent 10.0 70.0 20.0 100.0

Cumulative Percent 10.0 80.0 100.0

Agree strongly agree Total

Frequency Valid Disagree indifferent Agree strongly agree Total 1 2 5 2 10

Percent 10.0 20.0 50.0 20.0 100.0

Valid Percent 10.0 20.0 50.0 20.0 100.0

Cumulative Percent 10.0 30.0 80.0 100.0

Frequency Valid disagree indifferent Agree Total 1 6 3 10

Percent 10.0 60.0 30.0 100.0

Valid Percent 10.0 60.0 30.0 100.0

Cumulative Percent 10.0 70.0 100.0

Frequency Valid indifferent Agree strongly agree Total 2 6 2 10

Percent 20.0 60.0 20.0 100.0

Valid Percent 20.0 60.0 20.0 100.0

Cumulative Percent 20.0 80.0 100.0

Frequency Valid indifferent Agree strongly agree Total 2 5 3 10

Percent 20.0 50.0 30.0 100.0