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Organizational Behavior of southeast Bank

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Report onOrganizational Behavior of southeast Bank.

Prepared forMohammad Zahidul Islam

Faculty, CBA IUBAT

Prepared by

Pentium

05 December 2010IUBAT- International University of Business Agriculture and Technology

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HRM 201: Organizational Behavior

Project Proposal 2010

Project Title Organizational Behavior of southeast Bank

Supervisor Name Mohammad Zaihidul Islam1. O9102119 Md.Yousuf Sikder

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LETTER OF TRANSMITTAL

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20 November 2010

Mohammad Zaihidul Islam

Faculty, CBA

Subject: Organizational Behavior of southeast Bank

Dear Sir,

We are much pleased to submit the project repot on “Organizational Behavior of southeast Bank. For increasing knowledge from this report which is essential requirement for the completion of organizational behavior course. This report is a result of the conducted with deferent organizational behavior for understand the employ character. All the presented here is done with utmost sincerely and honesty. We have tried our best to make this report holistic and informative enough. In this report, we have tried to provide analysis on organizational behavior of Organizational Behavior of southeast Bank

Apart from the academic knowledge gained, this project report and preparation of this report has given us the opportunity to acquaint our self with Organizational Behavior of southeast Bank . We believe that the experience we acquired from this study will be an invaluable asset in our life.

Working with such an interesting program has given us the opportunity to achieve experience on. We are always available for any further quarries regarding this report.

Yours truly,

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Leader of PentiumBachelor of Business Administration IUBAT, Uttara, Dhaka

LETTER OF AUTHORIZATION

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28 November 2010

Md.Yousuf Sikder

ID# 09102119

Program: BBA

Dear Md.Yousuf Sikder,

You will be happy to know that project on Organizational Behavior of southeast Bank has been assign to you. I have received your proposal last week. Based on your proposal you will have to submit it as soon as possible. I hope you will successfully complete the project on time. After successful completion of the project you are requested to write a report based on the project.

For any kind of needs don’t hesitate to contact with me.

Thank you.

Sincerely,

……… ………………………..

Mohammad Zaihidul Islam

Faculty, CBA

ACKNOWLEDGEMENT

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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, Md Yousuf Sikder , Md.Hasan, Shamim Ara Munni,.

We would like to express our gratitude to our organizational behavior Faculty Mohammad Zaihidul Islam , 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.

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EXECUTIVE SUMMARY

From this report you can know about Organizational Behavior of southeast Bank. What are there culture and mood ,emotion . Their goal , objective, training and development , employ selection method, motivation factor , leadership style, management process, norms.

TABLE OF CONTENTS

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1. Introduction …… …………………………………………………………………….. 09

1.1 Origin of the report …………………………………………………… ...………. 09

1.2 Objective o f the report …………………………………………………… ……… 09

2. Overview of the company ……………………… ………………………… ..………. 10

3. Goal setting theory ………………………………………………...………... 11

4. Employee involvement program ………………………………... . 12

5. Participative Management …………………………………………… ………… 12

6. Leadership style ………………………………………………… ……………….. 13

7. Motivation……………………………………………………………… ……….. 13

8. Directive leadership behavior ………………………… ……….15

9. Supportive leadership behavior…………………………… …………………… 15

10. Participant leadership behavior ………………………………… …………….. 16

11. Achievement oriented leadership behavior ……………… ………………………….. 16

12. Path goal theory…………………… …………………………...... 16

13. Norms…………………… …………………………………… 18

14. Conformity…………… ………………………………. 19

15. Team…………… ……………………………..……………………………………. 20

16. Quality management…… ………………………….…………………………………. 21

17. Continues learning……………………………………….……………………………... 22

18. Conclusion …………………………………………….………………………………. 23

19. Recommendation ……………………………………………………………………… 25

20. Limitation ……………………………………………………………………………... 25

21. Reference …………………………………………………………...…………………. 26

1. INTRODUCTION

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Southeast Bank Limited was established in

1995 with a dream and a vision to become a

pioneer banking institution of the country and

contribute significantly to the growth of the

national economy. The Bank was established

by leading business personalities and eminent

industrialists of the country with stakes in

various segments of the national economy.

The incumbent Chairman of the Bank is Mr. Alamgir Kabir, FCA, a professional Chartered

Accountant. Mr. M. A. Kashem a member of the Board and Mr. Yussuf Abdullah Harun were

past Presidents of the Federation of Bangladesh Chamber of Commerce and Industries (FBCCI).

Southeast Bank is run by a team of efficient professionals. They create and generate an

environment of trust and discipline that encourages and motivates everyone in the Bank to work

together for achieving the objectives of the Bank. The culture of maintaining congenial work -

environment in the Bank has further enabled the staff to benchmark themselves better against

management expectations. A commitment to quality and excellence in service is the hallmark of

their identity.

Southeast Bank takes pride for bringing women into the banking profession in a significant

number for gender equality. At present, 32% of SEBL's employees are women that will rise to

45% over the next five years.

1.1ORIGIN OF THE REPORT

This report is prepared by ourselves and we are the students who are doing HRM 201,got this

report to do our report on Organizational Behavior of southeast Bank .our group name is

“Pentium”

1.2 OBJECTIVE O F THE REPORT

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To know the organizational behavior of southeast bank

To know different culture

To fulfilled our course requirement

To know the norms, value, motivation style and other organizational factor

2. OVERVIEW OF THE COMPANY

After the end of so called war apparently saying the uni-polar world is involved in another war

that is called the trade war of achieving supremacy over other countries through implementing

the strategies of free market economy. The convention of GATT (General Agreement on Tariffs

and Trade) to W.T.O. (World Trade Organization) with adopting new policies, the emergence of

various region oriented economic organizations like E.E.C., NAFTA, SAFTA, ASEAN, APEC,

G-7, Super seven etc. indicates that the twenty first century will be the century of economic and

business challenge.

Commercial Banks are one of the key contributors to the economy of Bangladesh. The process of

economic development requires the banking sector to operate efficiently and allocate the capital

resources to the proper development agencies. People and the government itself are very much

dependent on the services provided by these banks in the financial market for the process of

economic development to function properly. Commercial banks act as financial intermediaries

by performing the function of mobilization the funds from one group and lending the same to

another while making a reasonable amount of profit after meeting the cost of funding. So the

objectives of a Bank can be looked at from three different perspectives of the key parties to the

banking activities, these are the Bank owner, the Govt. and the bank customer.

Among other banks Southeast Bank Limited is playing a good role in our economy through its

various operations. Its general banking services, investment in several specified sectors and

foreign exchange business is notable.

Southeast Bank Limited is a scheduled commercial bank in the private sector established under

the Bank Companies Act 1991 and incorporated in Bangladesh as a public limited company in

the Companies Act 1994 to carry out banking business in Bangladesh.

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3. GOAL SETTING THEORY:

Goal setting theory was born out of Aristotle’s theory of final causality and then researched in

greater detail by Edwin A. Locke in the 1960s to understand how goals can influence an

individual’s 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, we’re

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 it’s 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 you’re

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:

To what extent you and your colleagues feel that the company sets challenging goals for itself and expects quality performance and outstanding production?

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4. EMPOLYEEINVOLVEMENT 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.

5. 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:

To what extent you and your colleagues feel that you can make decisions and solve problems without checking with your managers?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 employee’s 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 Southeast 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.

6. 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

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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:

Autocratic leadership Bureaucratic leadership Charismatic leadership Democratic leadership or Participative leadership Laissez-faire leadership People-oriented leadership or Relations-Oriented leadership Servant leadership Task-oriented leadership Transactional leadership Transformational leadership

7. 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.

ANALYSIS:

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We asked the question related to rewards that how rewards motivate employees in Southeast

Bank and we found that there are different kinds of rewards Southeast 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 t Southeast Bank hat 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 Southeast 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’ Southeast Bank s management is being rewarded most frequently.

And other very interesting thing which we found in Southeast Bank is that their management

doesn’t fire their employees even their performance level is not up to the standard of the

company. For example if an Southeast Bank’s 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 Southeast Bank’s 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.

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Here we also want to share that in Southeast 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

southeast Bank.

But in whole we discover that the employees of Southeast Bank are very much satisfied from

rewards that are being given to them and the rewards in Southeast Bank is based on the

performance of the employee except one that we mentioned above and in Southeast Bank most

of the rewards are given to employees are of monetary nature and Management of Southeast

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.

8. DIRECTIVE LEADERS BEHAVIOR:

The most contributive behavior in leadership behaviors in Southeast 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

Southeast Bank and is characteristically utilized in corporate turn-around situations.

9. SUPPORTIVE LEADERS BEHAVIOR:

The second most contributory behavior in leadership behaviors in Southeast Bank having 30%

share in leadership behaviors was found to be supportive behavior the results obtained shows that

supportive behavior used in Southeast Bank is almost the same as the use of directive leadership

behavior with having difference of only 2% which is not a very big figure.

10. PARTICIPATIVE LEADERS BEHAVIOR:

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Participative leadership behavior is the least used behavior in Southeast Bank’s culture with

having 20% this shows that the Southeast Bank leaders do consult with their subordinates while

making a decision but at low frequency as compared to other PATH GOAL leadership

behaviors.

11. ACHIEVEMENT ORIENTED LEADERS BEHAVIOR:

The third most contributory behavior in leadership behaviors in Southeast Bank with having

percentage of 24 this shows that the leaders of Southeast 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 Southeast Bank and this is a very good sign for Southeast Bank that their leaders manage their

subordinates according to different situations with different leadership behaviors.

12. PATH GOAL THEORY:

House’s 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.

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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.

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 Southeast

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 Southeast 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 organization’s behavior. We found different results for each behavior after analyzing the

answers of our respondents which are given below:

13. NORMS:

“Norms are shared group expectations about behavior and how members ought to behave.”

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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 otherwise contributing to the quality of an employee’s 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 SOUTHEAST BANK ’s 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 20%. The major factors of social

norms are friendliness, trust and mutual support. According to the employees in Southeast Bank

the conditions of trust and friendliness are pretty good and they are willing to increase mutual

support.

It is necessary to emphasize on social arrangement norms in country like Bangladesh 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

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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

14. CONFORMITY:

“Conformity can be defined as a change in a person’s behavior or opinions as a result of real or

imagined pressure from a person or a group of people”.

1. 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.

2. 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 Southeast 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

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always yes to other’s decision instead of thinking critically about it and there might be a chance

of employee saying yes under pressure in the fear of loosing group and may result in loss of any

useful idea.

After Asch’s 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 Bangladesh”

15. 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 SOUTHEAST BANK ’s management:

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

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 well-balanced 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.

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LESS EFFECTIVE BEHAVIOUR INDICATOR

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.

16.QUALITY MANAGEMENT:

CREATIVITY

Is able to conceive original, imaginative and valuable ideas to solve problems and improve

processes.

EFFECTIVE BEHAVIOUR INDICATOR: MORE OF THIS

Develops ideas and thinks through to innovative conclusions.

Questions traditional thinking in order to initiate new perspectives.

Builds on information and ideas provided by others.

Acts quickly to grasp and develop novel opportunities.

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.

LESS EFFECTIVE BEHAVIOUR INDICATOR: LESS OF THIS

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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.

17. CONTINUES LEARNING: 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

EFFECTIVE BEHAVIOUR INDICATOR: MORE OF THIS

Identifies skills needed for the future and takes steps to develop self and others.

Actively seeks professional development opportunities, both inside and outside the organization.

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.

LESS EFFECTIVE BEHAVIOUR INDICATOR: LESS OF THIS

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.

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Sticks to own area of expertise rather than broadening one’s 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.

18. 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 two branches of

Southeast Bank one on “Uttara” and other on “dhanmonde”, we are able to draw out our

conclusions about this report.

Southeast Bank is a global bank which is also operating in Bangladesh. The organization

behavior regarding goal setting for employees we have concluded that the management of

Southeast Bank is effective in setting goals according to the competition in the banking sector of

Bangladesh. 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 Southeast Bank are satisfied with these challenging goals and performing well to

achieve the goals which were provided to them.

The management style in Southeast Bank is kind of participative management in which

employees are given chance to share their ideas for decision making so the Southeast 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 Southeast 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

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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 don’t want to leave the organization.

The leadership styles in Southeast Bank are mixture of both the task oriented and relationship

oriented but it is little lean towards relationship oriented leadership style. The leader’s behavior

consisting of all the leaders’ behavior provided by House’s Path Goal Theory having almost

same percentages with very low variation.

Overall we concluded Southeast 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 Bangladesh.

19. RECOMMENDATION:

Southeast Bank should offer training and development sessions for undergraduates; this

will help Southeast Bank in future while recruiting employees.

Southeast 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.

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Southeast Bank should arrange extracurricular activities like cricket matches on

interbank level to further improve relations between employees as other organizations are

organizing

SOUTHEAST 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.

20. LIMITATION

Shortage of time

Lack of experience

Lack of research tools

Lack of communication between team member

Lack of practical tools

21. REFERENCE

Inter net

www.google .com

www.ask.com

www.vangonotes.com

www.prenhall.com

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www.southeastbank.com

Company annual report

Survey

Company financial report

Organization employs feedback

Employs dress code and behavior