Chapter-1
Company Overview
Company Profile
In Bangladesh, the HSBC Group's history
dates back to 1996 when The Hong Kong and Shanghai Banking Corporation (HSBC)
Ltd opened its first branch. Today, the HSBC Group offers a comprehensive range
of financial services in Bangladesh including commercial banking, consumer
banking, payments and cash management, trade services, treasury, and custody
& clearing.
2.1 History of the Organization:
In Bangladesh, the HSBC Group's history
dates back to 1996 when The Hong Kong and Shanghai Banking Corporation (HSBC)
Ltd opened its first branch. Today, the HSBC Group offers a comprehensive range
of financial services in Bangladesh including commercial banking, consumer
banking, payments and cash management, trade services, treasury, and custody
and clearing.
General Background
- Opened first Bangladesh branch in December 1996
- Network of 13 offices, 38 ATMs, 9 Customer Service Centers, an offshore banking unit, and offices in 7 EPZs.
- 1051 employees as of December 2010
Key business areas:
- Retail Banking and Wealth Management
- Commercial Banking
- Corporate and Institutional Banking
- Global Markets
- Shariah Compliant Banking
2.2 Vision
Mission Goal:
Vision & Mission:
HSBC Bank
Recruitment and Selection Process and Comparison between the United Kingdom and
Banglades
Teams
around the world. The teams in London are responsible for the records of HSBC
Holdings plc and also the historic records of HSBC Bank plc (formerly
Midland...
HSBC Bank Analysis
Customers
worldwide. Throughout the world among the multinational banking giants HSBC is
one of the leading largest banking groups. A Flock hart, Chairman since 1...
HSBC Bank
Of
branch and non-branch channels (credit access points). INTERNATIONAL BANKING
HSBC Bank has established a strong franchise among non-resident Indians (NRI...
Analysis of Mission and Vision
Statement
Analysis
Of Mission And Vision Statement TOYOTA INDUS MOTOR COMPANY LTD. VISION
STATEMENT: To be the most respected and successful enterprise, delighting...
Mission and Vision
EDU
225 Instructional Technology October 8, 2011 Mission and Vision My mission as
becoming an educator will to empower all learners in my...
Term Paper on
Management Practices Of The HSBC Bank Limited
University
Subject: Submission of the term paper titled Management Practices of The HSBC
Bank Ltd, Bangladesh. Dear Sir, We are writing this letter to inform...
Goal:
 |
Training and Development HSBC
Bank Bangladesh Our goal
is to attract, retain and motivate the very best, and to do that we support
training, development, and business education through Internal Training Programs,
External Courses etc.
|
2H2009 Corporate
Sustainability Report 2009 HSBC . Our goal is to be one of the world’s
leading brands in corporate sustainability.
|
About HSBC Amanah HSBC Bank
Bangladesh HSBC Amanah
is the global Islamic banking division of the HSBC Group, and represents the
largest Islamic banking team of any international bank in the world.
|
Careers HSBC Bank Bangladesh Find out more on job opportunities available
in HSBC Amanah Bangladesh.
|
2.3 Present Scenario:
- Banking In Bangladesh efforts should also be made to improve the level of intermediation so that banks in Bangladesh may operate with smaller spread. This will help to reduce the lending...
- Investment BankIng In Bngladesh stock
warrants for raising funds. Activities of investment banks in Bangladesh
Investment banks act as intermediaries between issuers and investors. The
issuer...
- Sme BankIng In Bangladesh
SME
Banking in Bangladesh. OVERVIEW OF SME: ---------------- According to the
European Union (2003) SMEs are defined as enterprises which have at most 250...
- Effectiveness Of Internship In Commercial Banks In Bangladesh
and
sends evaluation report to the academic supervisor. Now, commercial bank in
Bangladesh is one of those prime sectors where a good number of students
complete...
- Online Banking
source
information we go through the websites of different banks of Bangladesh and all
over the world. We have also collected our information from different books...
- Hsbc Bank Recruitment And Selection Process And Comparison Between The United Kingdom And Bangladesh
COMPARISON
AND DEVOLPMENT BETWEEN THE UNITED KINGDOM AND BANGLADESH. Background: HSBC was
born from one small idea - a local bank serving local needs. In...
- Hr Policies Of Hsbc Bangladesh
obtaining
salary information form other foreign banks in Bangladesh such as Standard
Chartered, American Express. The compensation package includes a competitive...
2.4
Contribution to the economy of our country
:
1.
Trade and Supply Chain
Export Services
With over 8,000 offices in 87 countries
and territories, you can be rest assured that an HSBC office is close to you,
wherever you are exporting to.
Import Services
With over 130 years of experience
supporting importers globally, HSBC is well positioned to fulfill your trading
needs.
Trade Express
Trade features as an integral part of the
Bangladesh economy and this trend is set to continue.
Electronic DC Advising
You
should always insist that your
documentary credits are advised through HSBC. With our network of 8,000 offices
in 87 countries and territories, you are assured that your DCs will always
reach you on time.
Business Development Offices
Business Development Offices are available
at seven Export Processing Zones.
Frequently Asked Questions
Can I request
information on old shipments? Yes, information is available for documents
sent within the last 90 days using Quick Track and the last 30 days using
Request Status Updates.
2. HSBC Bank
The Hong Kong
& Shanghai Banking Corporation (HSBC) Limited recently donated USD 100,000
(Taka 69 Lac approximately) to SOS Children's Village in Bangladesh for helping
the unprivileged children.
3.
HSBC Export Excellence Awards launched
The Hong Kong and Shanghai Banking Corporation (HSBC) Limited in Bangladesh has recently launched the third installment of its annual export recognition programmed titled 'HSBC Export Excellence Awards 2011'. The award programmed, originally launched in 2010, aims to recognize five best exporters from Bangladesh each year for their contribution in national export and leadership in promoting the 'Made in Bangladesh' mark throughout the world.
Chapter-2
Theoretical Background
3.1Decision making process:
It’s a part of planning. It is think before to do something.
3.2Types: There
are two types of decision making process. They are: Rationality
of decision makin Limited
or bounded rationality
Here is the definition
of this two:
>
Rationality of decision making: In this type
manager have to develop some alternative, evaluate them and select the best one
courses form them. He has enough time to think about alternative. That’s why he
can take decision relaxed.
>
Limited or bounded rationality: In this type
manager has limitation of time. He has no enough
Information about the alternatives. For that
he has to take quick decision and the decision should be satisfactory or good
enough under the circumstances.
3.3 Condition: A
manager has some condition to make a decision. They are defined in below.
>
Certainty: Here people have available
information. They are clear about the future outcome. For example, opening a
saving account.
>
Unce
rtain: It’s opposite of certain. They have
little information and not clear about future outcome. For example, new
business in a country.
>
Risk: In this situation factual information
may exist but it may be incomplete. May be used subjective probability, based
on judgment and experience. For example, Macdolars took a calculate and, lost
with introduction of its deluxe Sandwich line.
3.4 Steps in decision
making process:
In this we know what our goals.
>
Develo
p an alternative: The first step of decision making is to develop a alternatives. Here a manager
tries to limit alternative. That’s why he use limiting factor. A limiting factor is recognizing and
overcoming factors that stand critically in the way of a goal, the best
alternative course of action can be selected.
>
Evaluation of alternatives: To evaluation
alternative a manager have to determine about the following element.
a.
Quantitative & Qualitative factors:
Quantitative factors mean that can be measured in numerical terms. Qualitative
factors means that are difficult to measure numerically.
b.
Marginal analysis: It means comparing the
additional revenue and the additional cost arising from increasing output.
c.
Cost effectiveness analysis: Seeks the best ratio
of benefit and cost.
>
Select an alternative: Here a manager choose
the best alternative. For this he can use three basic approach
 |
a. Experience
b. Experimentation
c. Research and analysis
Decision Making Styles:
The foundation
of the model is the recognition that people differ along two dimensions. The
first is their way of thinking (intuitive and creative). The other dimension
addresses a person’s tolerance for ambiguity. Some people have a high need to
structure information in ways that minimize
ambiguity; others are able to process many thoughts at the same time.
1.
Directive Style:
A decision
making style characterized by a low tolerance for ambiguity and a rational way
of thinking. They are efficient and logical. But their
concern for efficiency results in their making decisions with minimal
information and assessing few alternatives. Directive types make decision fast,
and they focus on the short run.
2.
Analytical
Style:
A decision making style characterized by a
high tolerance for ambiguity and a rational way of thinking. They desire
more information and consider more alternatives than do directives.
Analytical managers would be best characterized as careful decision makers with
the ability to adapt or cope with new situations.
3.
Conceptual
Style:
A decision making style characterized by a
high tolerance for ambiguity and an intuitive way of thinking. Individual with
a conceptual style tend to be very broad in their outlook and consider many
alternatives. Their focus is long range, and they are very good at finding
creative solutions to problems.
4.
Behavioural
Style:
A decision
making style characterized by a low tolerance for ambiguity and an intuitive
way of thinking. A behavioral style
decision maker who work well with others. They’re concerned with the
achievements of peers and subordinates.
They’re receptive to suggestions from others and rely heavily on
meetings for communicating. This type of manager tries to avoid conflict and
seeks acceptance.
Some managers rely almost exclusively on their
dominant style; more flexible managers can make shifts depending on the
situation.
Fig: Decision making
Styles
Chapter-3
Analys
4.1
Decision Making Style of Managers of Service
Oriented Organization
In Decision Making Style of Managers of
Service Oriented organization we selected two banks such as The City bank and
Mercantile Bank. Both the bank managers filled up our questionnaires which have
two part one is personal decision style another is management aptitude. Their
information is given bellow:
Questionnaire 1-Personal Decision Style
In Personal Decision making style we can see that both
the banks are equal in Directive and Analytical answers. Both of them are
equally emphasized in that. On the Other hand their conceptual and behavioral
score is different. In Mercantile bank the score of conceptual is 3 and in City
bank their score is 4. It can easily say that city banks conceptual style is
more efficient that Mercantile bank. Another important style of decision making
is Behavioral where again City bank is leading Mercantile Bank by 2 and 1.So,
in conceptual and Behavioral style city Bank is more efficient that Mercantile Bank.
Based on this information we can say the managers are may be same in directive
and analytical thinking. Oppositely, the other two may be differ on the basis
of their efficiencies.
4.2 Skills of Managers of service
oriented Organizations:
Questionnaire 2-Management Aptitude Towards Decision
Making Style:
In Managerial skills we can see that both the banks are
equal in conceptual and Technical skills. Both of them are equally emphasized
in that. On the Other hand their Human skills are different. In Mercantile bank
human skills are 22 and in City bank their skills are 20. It can easily say
that Mercantile bank’s Human skills are more effective than City bank’s. Based
on this information we can say the managers are may be same in Conceptual and
technical skills. Oppositely, human skills may be differing on the basis of
their Human capabilities. These three skills are very important for a manager
of an organization. Without these skills it is very difficult to run the
organization smoothly. If any of the skills noticeably weaker should take
courses and read to build up that skills.
Managers’ often makes decisions on the
basis of their analysis. This thing is really praiseworthy. On the other hand,
they also measure the concept of the studies. These two things are more
important than anything else. Conceptually managers’ are quite same. We can see
from the table, managers’ scored almost same in conceptual skills. Certainly we
can say that managers’ are conceptually strong. Moreover they are also strong
in analytical part. So managers’ should keep it on.
In managerial
skills, again managers’ are stronger in concept. The technical skills and the
human skills are a bit weaker. The survey says, managers’ have the strongest enrolment
in Concept. The other two skills are not
that much high than the concept one. One thing is common in every manager that
they are almost same in every skill.
Chapter-4
Findings
Certainly, we
all should say we have got a really good scope of learning the corporate world ones
again. By performing this project we were able to know how the real corporate world
is. Specially, the survey part was the most educative. During surveying, we had
to act corporately with the managers. And we have got a good response from them.
Really for the time being we were feeling that we all are the member of this
world. So from this part firstly we learned the corporate behavior.
Secondly,
another important thing is the managerial skills. We had a very close touch
with the managers and their tasks. By staying so close we could easily
understand the particular skills. Managers give more stress on conceptual
skills.
Thirdly, we
learnt the decision making style as well. How a manger make decision, how he
implement this, how he stick on it, how he make it success, all the things we
learnt from this project. It is easily understood that managers apply directive
and behavioral style. But consequently it also viewed that they gives much
importance on analytical and conceptual style.
Finally, from
this very project we overall learnt that
in the corporate world managers applies the much ethical applications. If one
has to be successful in such world s/he has to be very careful on bookish
knowledge and the real experience as well.
Chapter-5
Conclusion & Recommendation
6.1 Conclusion:
Managers’ often makes decisions on the
basis of their analysis. This thing is really praiseworthy. On the other hand,
they also measure the concept of the studies. These two things are more
important than anything else. Conceptually managers’ are quite same. We can see
from the table, managers’ scored almost same in conceptual skills. Certainly we
can say that managers’ are conceptually strong. Moreover they are also strong
in analytical part. So managers’ should keep it on.
In managerial
skills, again managers’ are stronger in concept. The technical skills and the
human skills are a bit weaker. The survey says, managers’ have the strongest
enrolment in Concept. The other two skills
are not that much high than the concept one. One thing is common in every
manager that they are almost same in every skill.
6.2 Recommendation:
Managers have to
enrich their abilities on some particular sections. They have to give more
importance on the human skills and the technical skills. The most important
thing is they are good at some sections like conceptual and analytical. They
just have to hold it. And gives equal importance on the weaker sections because
all these sections reflect a perfect manager. If one wants to be a prefect one
then he has to follow all these skills.
Bibliography/Reference:
·
Reference
Books:
Ø Management:
A Global And Entrepreneurial Perspective 12th Edition By Heinz
Weihrich, Mark V Cannice, Harold Koontz.
Ø Management:
Leadership In Action 5th Edition By Mosley Donald, C. Pletrt Paul,
Megginson Leon
Ø Business
Organization And Management By Jamen Stephenson, McCmillan.
Ø Modern
Business Organizations and Management By Robbins & Coulter.
·
Internet Source: Google, Encyclopedia, Wikipedia.
Company website: www.hsbc.bd.org
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