ASSIGNMENT ON

Organizational Behavior Practices of Jamuna Bank

2

East West University

Submitted To

Sharmin Akther

Lecturer, Department of Business Administration

East West University

Submitted By

“Group-Innovative Thinkers”

Course: MGT251 (Organizational Behavior)

Section: 04

Contribution of Members

Sl no: Name of the students ID No.

1 Mohammad Jahurul Islam 2012-3-10-083

2 Nouman Hossain 2012-3-10-098

3 Sohanur Rahman 2012-3-10-160

4 Adnan Islam 2012-3-10-090

5

3

Mohammad Jahurul Islam

Nouman Hossain

Sohanur Rahman

Adnan Islam Yesmin Akter0%

20%40%60%80%

100%

25% 25% 25% 25% 25%

100% 100% 100% 100% 100%

Contribution Out of 100

Letter of Transmittal

Date: 13rd March, 2014

Sharmin AktherLecturerDepartment of Business Administration East West University

Subject: Submission of assignment on Organizational Behavior Practices of Jamuna Bank .

Dear Madam,

This is to inform you that we are submitting the assignment on “Organizational Behavior Practices of Jamuna Bank” upon completion of our formal assignment attachment with Jamuna Bank Limited. We have tried to discuss all the relevant points of a feasibility study while keeping consistency with Jamuna Bank Limited.

We would be glad to clarify any discrepancy that may arise or any clarification that you may require

Thanking you in anticipation,

“Group Name: - Innovative Thinkers”

Sincerely yours

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ACKNOWLEDGEMENT

First and fore mostly we would like to thank the Almighty Allah who blessed us with knowledge,

understanding and ability to do this Assignment.

We are indebted to many people for providing us encouragement and support during our learning and

working while making this Assignment and we want to show our gratefulness to these people. We are

very much grateful to Ms. Sharmin Akther, our respected course instructor of MGT251

(Organizational Behavior), who assigned us this challenging work. She always guided us to take and

Sl no: Name of the students ID No.

1 Mohammad Jahurul Islam 2012-3-10-083

2 Nouman Hossain 2012-3-10-098

3 Sohanur Rahman 2012-3-10-160

4 Adnan Islam 2012-3-10-090

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overcome this challenge successfully. Without her help in every step it was quite impossible for us to

finish this report properly in time.

We are also grateful to Abu-Taher, Branch Manager, Jamuna Bank Ltd. We also thank Quamrul

Hassan Faisal, First Executive Officer, Jamuna Bank Ltd Select for giving us valuable information.

Table of Content

Topic Pages

Chapter # I: Introduction 06

Brief History of Jamuna Bank Ltd 06

Chapter # II: Main Body 07-18

Employee motivational tools used by Jamuna Bank(JBL)

Application of OB by JBL

Employee Involvement program byJBL

Variable pay programs

Conflict & Negotiations of Jamuna Bank(JBL)

Conflict in JBL Negotiations

Organizational Culture

09

10

11

13

6

Recommendation

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16

18

20

Chapter # III: Conclusion 21

Definitions of Terms

Appendix

Bibliography

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23

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Introduction

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Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act, 1994 with its head office at Printers Building (2nd floor and 8th floor), 5, Rajuk Avenue, Dhaka-1000. The Bank started its operation from 3rd June 2001.

Jamuna Bank Limited is a highly capitalized new generation Bank started its operation with an authorized capital of  Tk.1600.00 million and paid up capital of Tk.390.00 million, as of December 2006 Paid up capital of the Bank raised to Tk.1072.5 million and number of branches raised to 29 (Twenty nine).

JBL undertakes all type of banking transactions to support the development of trade and commerce in the country. JBL’s services are also available for the entrepreneurs to set up new ventures and BMRE for industrial units. The Bank gives special emphasis on Export, Import, Trade Finance, SME Finance, Retail Credit and Finance to Women Entrepreneurs.

To provide clientele services in respect of International Trade it has established wide correspondent banking relationship with local and foreign banks covering major trade and financial centers at home and abroad.

Vision statement of the bank

To be in the forefront of national development by providing all the customers inspirational strength, dependable support and the most comprehensive range of business solutions, through our team of professionals who work passionately to be outstanding in everything we do.

Mision statement of the bank

Jamuna Bank Ltd will become most caring, focused for equitable growth based on diversified deployment of resources, and nevertheless would remain healthy and gainfully profitable Bank.

Will become most caring, focused for equitable growth based on diversified deployment resources, and nevertheless would remain healthy and gainfully profitable Bank. Jamuna Bank Limited aims to become one of the leading banks in Bangladesh by prudence, flair and quality of operations in their banking sector. The bank has some mission to achieve the organizational goals. Some of them are as follows as:

Jamuna Bank Limited provides high quality financial services to strengthen the well being and success of individual, industries and business communities.

Its aim to ensure their competitive advantages by upgrading banking technology and information system.

JBL intends to play more important role in economic development of Bangladesh and its financial relations with the rest of the world by interlining both modernistic and international operations.

JBL encourages investors to boost up share market.

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The bank creates wealth for the shareholders. The bank believes in strong capitalization. It maintains high standard of corporate and business ethics. Jamuna Bank Limited extends highest quality of services, which attracts the customers to choose them

first. The bank creates wealth for the shareholders. The bank maintains congenial atmosphere for which people are proud and eager to word with Jamuna

Bank Limited. Jamuna Bank Limited intends to provide better benefits to their customers and good returns to their

shareholders.

The bank intends to meet the needs of their clients and enhance their profitability by creating corporate culture.

Jamuna Bank Ltd will become most caring, focused for equitable growth based on diversified deployment of resources, and nevertheless would remain healthy and gainfully profitable Bank.

Product Scheme

The products and services can be classifying in two ways & those are.

The deposit products & services The lending products   & services

Deposits products & services Lending/Investment products & services

Corporate Banking Hi-her Purchase

Personal Banking Lease Finance

Online Banking Personal loan for woman

Monthly Savings Scheme Project Finance

i Monthly Benefit Scheme ii Loan Syndication

Double/Triple Benefit Scheme Consumer Credit

Marriage Scheme Import and Export. Handling Financing

Education Scheme  

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Lakhpati Deposit Scheme  

Q-Cash ATM  

 Principal activities of Jamuna bank Ltd.

The principal activities of the bank are to provide all kind of commercial bank activities encompass a wide range of services including excepting deposits, making loans, discounting bills, conducting money transfer and foreign exchange transactions and performing other related services such as safe keeping, collections, issuing guarantees, acceptances and letters of credit to its customers through its branches in Bangladesh.

THE BANKER – CUSTOMER RELATIONSHIP

The Banker – Customer relationship is essentially a debtor-creditor contractual relationship. This relationship may be divided into two categories,

1. Legal relationship2. Behavioral relationship

After the contractual relationship is established between the banker and customer, they have to avoid by some implied conditions of the contract as well as practices of the bank.

Some of the conditions and practices are as follows:

1. Customer is to use cheque books while demanding payment from his account.2. Customer should keep cheque books in his safe custody.3. Customer must inform the bank on time for any loss of cheque leaf or cheque books.4. Customer while depositing money or presenting cheque, they must do that during business hour of the

bank.5. Banker also should give necessary banking advice and help the customer in various banking activities.

Rights of a customerDuties & obligations of a banker

Right to deposit money in his A/C on time. Must credit the deposited the amount to the

customer’s A/C.

Right to demand repayment by issuing cheque or

written order properly in proper time and place.

Must honor cheque if otherwise in order.

 

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Right to get pass book/statement of A/C. Must supply pass boo/statement of A/C as

demanded.

Right to stop payment on his cheque. Must abide by the stop payment order.

Right to give standing instructions. Must abide by the instructions.

Right to claim interest of his deposit balance in the

interest bearing account.

Must pay/credit interest as per rule.

Right to have secrecy of his account. Must maintain secrecy of customer’s A/C if the

banker’s not bound to disclose it under certain

conditions.

Right to claim damages of any loss and for

defamation due to wrongful/willful dishonor of

cheque by bank.

Must compensate the loss.

Right to demand the proceeds of the instrument

deposited for collection and collected accordingly.

Must collect the proceeds of the instrument in

customer’s A/C and honor the cheque drown

against the amount.

Right to claim money paid by bank from his A/C

wrongly or payment is not made in due courses.

Payment should be made in due courses in good

faith and without negligence.

Right to return deposit if not in proper manner and

time.

Must deposit the amount properly and in time.

Right to return the cheque if not drown properly or

in time or for some other reason.

Must demand payment by issuing cheque or

written order properly.

Right to debit customer’s A/C for any charges,

interest and commission if recoverable.

Must pay the bank charges, interest and

commission if payable.

Right to lien, right of set off etc. Must abide by the law.

Employee motivational tools used within the Jamuna Bank:

Concept of Management by objectives (MBO)

Management by objectives (MBO), also known as management by results (MBR), is a process of defining objectives within an organization so that management and employees agree to the objectives

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and understand what they need to do in the organization in order to achieve them. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book The Practice of Management.

The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.

According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and subordinate jointly identify its common goals, define each individual's major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members.

Applications of OB by Jamuna Bank:

Jamuna Bank has been set the principle of Management by Objectives (MBO) is for employees to have a clear understanding of the roles and responsibilities expected of them. Then they can understand how their activities relate to the achievement of the organization's goal. Also places importance on fulfilling the personal goals of each employee.

Employee of Jamuna Bank get some of the important features and advantages of MBO are:

1. Motivation – Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment.

2. Better communication and coordination – Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.

3. Clarity of goals4. Subordinates tend to have a higher commitment to objectives they set for themselves than

those imposed on them by another person.5. Managers can ensure that objectives of the subordinates are linked to the organization's

objectives.6. Common goal for whole organization means it is a directive principle of management.

Linking MBO and Goal-Seeing Theory:

Since it was first researched five decades ago, goal-setting theory has been the most researched, utilized, and established theory of work motivation in the field of industrial and organizational psychology (PSU, 2012). The theory began with the early work on levels of aspiration developed by Kurt Lewin and has since been

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primarily developed by Dr. Edwin Locke, who began goal setting research in the 1960’s. The research revealed an inductive relationship between goal setting and improved production performance. A goal is the aim of an action or task that a person consciously desires to achieve or obtain (Locke & Latham, 2002; Locke & Latham, 2006). Goal setting involves the conscious process of establishing levels of performance in order to obtain desirable outcomes. If individuals or teams find that their current performance is not achieving desired goals, they typically become motivated to increase effort or change their strategy (Locke & Latham, 2006).

After implementing that Goal-setting theory, Jamuna Bank finds that:

1. Goal-setting theory demonstrates that:

a. Hard goals result in a higher level of individual performance than do easy goals.b. Specific hard goals result in higher levels of performance than no goals at all or generalized

goals.c. Feedback on one’s performance leads to higher performance. d. Implies that goals must be perceived as feasible e. Is most effective when the goals are difficult enough to require stretching

2. MBO directly advocates specific goals and feedback.

3. The only area of possible disagreement with goal setting theory is participation.

—MBO strongly advocates it.

Goal-setting theory—assigning goals to subordinates—frequently works just as well participation.

Jamuna Bank arranges employee Recognition Programs:

A. What Are Employee Recognition Programs?

Employee recognition programs consist of personal attention, expressing interest, approval, and appreciation for a job well done. They can take numerous forms. The best ones use multiple sources and recognize both individual and group accomplishments.

B. Linking Recognition Programs and Reinforcement Theory

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About Fifteen-hundred employees were surveyed in a variety of work settings about what they

considered to be the most powerful workplace motivator. Their response was “recognition!”

Consistent with reinforcement theory, rewarding a behavior with recognition immediately following

that behavior is likely to encourage its repetition.

Employee Involvement programs by Jamuna Bank:

A. What Is Employee Involvement?

Employee involvement has become a catchall term to cover a variety of techniques. It encompasses employee participation or participative management, workplace democracy, empowerment, and employee ownership. Employee involvement is a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success. The underlying logic is that by involving workers in those decisions that affect them and by increasing their autonomy and control over their work lives, employees will become more motivated, more committed to the organization, more productive, and more satisfied with their jobs.

B. Examples of Employee Involvement Programs

Four forms of employee involvement are participative management, representative participation,

quality circles, and employee stock ownership plans. Participative management- The distinct

characteristic common to all participative management programs is that subordinates actually share a

significant immediate degree of decision-making power with their superiors. It has been promoted as

a panacea for poor morale and low productivity. However, it is not appropriate for every organization.

For it to work, there must be adequate time to participate, the issues in which employees get involved

must be relevant to their interests, employees must have the ability (intelligence, technical

knowledge, communication skills) to participate, and the organization’s culture must support

employee involvement. Managers often do not know everything their employees do. Better decisions,

Increased commitment to decisions, Intrinsically rewarding employees makes their jobs more

interesting and meaningful.

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Dozens of studies have been conducted but the findings are mixed. It appears that participation typically has only a modest influence on productivity, motivation, and job satisfaction.

Job Redesign and Scheduling Programs by Jamuna Bank:

. Ways to reshape jobs so that they are more challenging, stimulating, and motivating.

Three Job redesign options—job rotation, job enlargement, and job enrichment

Job rotation – (sometimes referred to as cross-training). The practice of periodic shifting of an employee from one task to another.

o Reduces boredom and increases motivationo Training costs are increased, productivity is reduced

Job enlargement – Expanding jobs horizontally. o Efforts have met with less than enthusiastic resultso Some successful applications.

Job enrichment – refers to the vertical expansion of jobs. Increases the degree to which worker controls planning, execution, and evaluation of their work.

How does management enrich an employee’s job?

Combining tasks Forming natural work units Establishing client relationships Expanding jobs vertically Opening feedback channels

Overall evidence indicates that job enrichment reduces absenteeism and turnover costs and increases satisfaction. Evidence is inconclusive on the issue of productivity.

Flextime (flexible work hours). Allows employees some discretion over when they arrive at and leave work.

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Benefits include reduced absenteeism, increased productivity, reduced overtime expense, and reduced hostility toward management, and increased autonomy and responsibility for employees.

Major drawback is that it’s not applicable to all jobs.

Job sharing allows two or more individuals to split a traditional 40-hour a week job. Telecommuting, employees who do their work at home at least two days a week on a computer that is linked to their office.

Variable Pay Programs by Jamuna Bank:

Variable Pay Programs can take the form of piece-rate wages, bonuses, profit sharing and gain sharing. A portion of an employee’s pay is based on some individual and/or organizational measure of performance. Unlike more traditional base-pay programs, variable pay is not an annuity—there is no guarantee. The fluctuation in variable pay programs makes them attractive to management. The organization’s fixed labor costs turn into a variable cost reducing expenses when performance declines. Also, tying pay to performance recognizes contribution rather than being a form of entitlement. Four widely used programs are piece-rate wages, bonuses, profit sharing, and gain sharing:

Piece-rate wages

a. Around for nearly a century

b. Popular as a means for compensating production workers

c. Workers are paid a fixed sum for each unit of production completed.

d. A pure piece-rate plan—the employee gets no base salary and is paid only for production.

For example: Selling peanuts in ballparks works this way.

e. Modified piece-rate plan—employees earn a base hourly wage plus a piece-rate

differential.

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Bonuses

These can be paid exclusively to executives or to all employees. Increasingly, bonus plans are taking on a larger net within organizations to include lower-ranking employees to reward production and increased profits.

Skill-Based Pay Plans by Jamuna Bank :

Skill-based pay is an alternative to job-based pay. It is sometimes called competency-based pay or knowledge-based pay. Competency-based pay sets pay levels on the basis of how many skills employees have or how many jobs they can. The appeal, from management’s perspective is flexibility:

Filling staffing needs is easier when employee skills are interchangeable. Organizations today require more generalists and fewer specialists.

It facilitates communication across the organization because people gain a better understanding of others’ jobs.

It lessens dysfunctional “protection of territory” behavior. Additionally, it helps meet the needs of ambitious employees who confront minimal

advancement opportunities. It appears to lead to performance improvements.

Downside of skill-based pay:

People can “top out,” learning all the skills the program calls for them to learn. Skills can become obsolete. Organizations paying for skills they no longer need. Skill-based plans do not address level of performance.

Conflict in Jamuna Bank

A process that begins when one party perceives that another party has negatively affected, or is about

to negatively affects something that the first party cares about. It is that point in an ongoing activity

when an interaction “crosses over” to become an interparty conflict.

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Defining Conflict

Conflicts a process in which people disagree over significant issues, thereby creating friction. For conflict to exist, several factors must be present:

• People must have opposing interests, thoughts, perceptions, and feelings

• Those involved must recognize the existence of different points of view

• The disagreement must be ongoing rather than a singular occurrence

Conflict can be a destructive force. However, it can also be beneficial when used as a Source of renewal and creativity. Before we look at views, sources, consequences, and ways to manage conflict, note that we often use the terms conflict and competition interchangeably, although the two differ. Competitions the rivalry between individuals or groups over an outcome and always has a winner and a loser. While competition can be one of the sources of conflict, conflict does not necessarily involve winners and loser; we can have conflict over issues, but cooperate so that no one loses or wins

Source of conflicts in Jamuna Bank

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How can conflict be managed in Bank successfully?

Indirect conflict management approaches

• Reduced interdependence, Adjusting the level of interdependency among units or individuals when

workflow conflicts exist Options:-–Decoupling, buffering, and linking pin roles. Lose-lose conflict:

nobody gets what he or she wants. Avoidance–Everyone simply pretends that the conflict does not

really exist and hopes that it will go away. Accommodation or smoothing–Involves playing down

differences among the conflicting parties and highlighting similarities and areas of agreement

Compromise–Each party gives up something of value, but neither party’s desires are fully satisfied.

Win-Lose conflict one party achieves its desires at the expense and to the exclusion of the other

party’s desires. Competition–One party achieves a victory through the use of force, superior skills, or

domination. Authoritative command–Use of formal authority to dictate a solution and specify who

gains what and who loses what.

•Win-win solutions should:–Achieve each other’s goals; Be acceptable to both parties; Establish a process whereby both parties see a responsibility to be open and honest about facts and feelings.

Negotiation on Jamuna Bank

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Negotiation is a process whereby two or more parties reach a mutually agreeable arrangement. It is one of the most commonly used and beneficial skills managers can develop. The global business environment, the diverse workforce, rapid pace of change, and shift toward teams and empowerment all require managers to hone their negotiation skills.

The Negotiation Process

All negotiations share four common elements:32

• Members involved are in some way interdependent

• Members are in conflict over goals and processes

• Members involved are motivated and capable of influencing one another

• Members believe they can reach an agreement

Phases of Negotiation

• Selective disclosure: Negotiators highlight positive information and downplay or fail to mention negative information

• Misrepresentation: Negotiators misstate facts or their position; for example, they misrepresent the lowest price they are willing to accept

• Deception and lying: Negotiators give the other party factually incorrect information or information that leads to incorrect assumptions or conclusions

• False threat and false promises: Negotiators provide misinformation about actions that they may take and concessions they may be willing to make

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• Inflict direct or indirect harm: Negotiators intentionally sabotage the other party’s chance of success any of these violations is likely to occur in negotiations. The last two, giving false information inflicting harms, are the most severe violations, although how a negotiator ranks the others depends on his values and morals, and in some cases, his culture. Table 11.6 provides some guidelines for monitoring your own ethical behavior.

Organizational Behavior

Organizational culture (strong culture, weak culture, general organizational culture;

how employees learn culture within the organization):

Small idea about their culture:

As preparing the term paper on organizational behavior we selected Jamuna Bank. And we conduct a field survey in the bank with some questioner and direct communication. Now as describing their organizational culture their answer was very mixed and tricky. Not negative and not in positive side. But the organizational culture is sometimes very strong in the customer service sector, daily routine work, and seriousness in the work. Also in some sector as they have mentioned that there org culture is comparatively weak is the objection to use innovation at their work. They have to be observed. They have a boundary and they cannot do anything beyond their boundary line. There is no scope to make the work in own style. For this reason it can be considered as a weak part of the organizational culture.

When surveying we noted some of their values and culture. They have some important values that they think it is important part of their culture. These are

i. Customer focusii. Integrity

iii. Qualityiv. Team workv. Harmony

vi. Fairnessvii. Courtesy

viii. Commitmentix. Respect for the individualsx. And most important Business ethics.

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These are some values that they agree that it is part of their culture. They are strictly follower of these values. So we discussed a brief detail of Jamuna Bank. Now we are going to describe about how employees learn culture within the organization. Besides, the bank has innovated different services like online banking, i banking, credit transfer etc for the welfare of the customers which can be also said to be a part of the organization’s culture.

How employees learn culture within the organization?

The employees of the Jamuna Bank learn culture through the corporate environment. Sometimes they provide training to the employees to act and work like their own culture. For some extent the learning of culture varies from person to person. The employee who is very eager to work they learn culture comparatively fast than the other’s. in contraction one employee said that the learning of culture is very much influenced b y the upper level managers. If the upper level managers are friendly to the employees than it is certain that the employees will learn culture and work through culture. And if the first line managers or officers are not so communicative or very tough in nature, it is hard to learn culture but not impossible. Besides, the organization is very structured in corporate line. Moreover, in certain situation like turnover or absenteeism the Organization’s culture is to follow some certain rules and back to back solution. And also the org conduct a performing appraisal, evaluation semiannually or annually to monitor the performance of the individuals employees. Besides, they perform different types of CSR activity like scholarship program for the poor students, providing help to the natural calamity affected people which are their part of the culture and employees learn it. Mainly the individuals take chance and cope with the environment to learn organizational culture at their own accord or at stack. There are some activities (short points) which help them to learn organization culture properly. They are:

To manage and operate the bank in the most efficient manner to enhance financial performance and to control cost of fund.

To strive for customer satisfaction through quality control and delivery of timely services To identify customers credit and other banking needs and monitor their perception through

their performance. Reviewing the update policies procedures and practices to broad the ability to extent better

service to the customers. To diversify portfolio both in the retail and wholesale market Increasing direct contact with customers in order to cultivate a closer relationship between the

bank and its customers.

Now those are the culture learning activities which help the employees learning culture.

Recommendation

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The following factors are recommended to this report to improve customer’s perception about the advertisement of Jamuna Bank Limited. Though JBL is more popular to the customers for their better services but they have to expand it. It is therefore imperative to get to the customers to know their impression on the services of this important communication medium. Such as:

The Bank can get huge more popularity to the people by using different advertisement tool to its customer.

The Bank should give more emphasize on their marketing efforts and try to increase their sales force.

Conclusion

It is a great pleasure for us to have practical exposure to Jamuna Bank Limited, Dakshinkhan Branch. At present Jamuna Bank Limited is one of the developing banks in Bangladesh. Because of its services the bank has already achieved immense popularity top let people know about the company, every company uses different types of promotional tools. Though personal selling is used in a wide range but besides this JBL must have to use other tools to advertise their bank’s products and services. Such Billboard is one of the most popular using promotional tools to the company. As it is cheap and mostly seen in an open place, most of the company likes to use this tool because of its wide repeated exposure.

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Definition of terms

ADB- Asian Development Bank

DPC- Asian Disaster Preparedness Centre

ADRC -Asian Disaster Reduction Centre

AFD- Armed Forces Division

APD- Academy for Planning and Development

ASEAN - Association of South East Asian Nations

BARD- Bangladesh Academy for Rural Development

BBS -Bangladesh Bureau of Statistics

BCAS- Bangladesh Centre for Advanced Studies

BCS - Bangladesh Civil Service

END

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BDRCS- Bangladesh Red Crescent Society

BFS&CD- Bangladesh Fire Service and Civil Defense

BGD -Bangladesh

BGS- British Geological Survey

BMD- Bangladesh Meteorological Department

BNBC- Bangladesh National Building Code

BNDV -Bangladesh National Disaster Volunteers

BPATC- Bangladesh Public Administration Training Centre

BS -Bangladesh Scouts

BUET- Bangladesh University of Engineering and Technology

BWDB- Bangladesh Water Development Board

CBO- Community Based Organization

CCC - Climate Change Cell

CCDMC- City Corporation Disaster Management Committee

Appendix

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Bibliography

1.Annual Report of Jamuna Bank Limited, 2005, 2006,2007

2.  Chowdhury, L.R; A Textbook on Foreign Exchange, Fair Corporation,139, Azimpur, Dhaka, 1205

3.   Foreign Exchange Manual, Jamuna Bank Limited., 1st November,2009

4.   Collyer Gary, ICC Uniform Customs And Practice For Documentary Credits ,3rdEdition, International Chamber Of Commerce, ICC Publication No.600

5.  Bangladesh Bank Foreign Exchange Guidelines, Volume-1

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6. www.jamunabankbd.com

7. http://en.wikipedia.org/wiki/Management_by_objectives

8. https://www.google.com.bd/search?q=google&ie=utf-8&oe=utf-8&rls=org.mozilla:en-

US:official&client=firefox-a&channel=fflb&gws_rd=cr&ei

9. http://home.ubalt.edu/ntsbmilb/ob/ob6/sld006.htm

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