BANK

AL-HABIB
LIMITED
Management Report Prepared by:
Waleed Zafar
Burair Abbas
Muhammad Ishaq
Shoaib Haider

Submitted to:
Ma'am Ammara Akram
TABLE OF CONTENT
INTRODUCTION TO BANK 01

HISTORY OF BANK 02

BOARD OF DIRECTORS 05

PRODUCTS/SERVICES 06

MANAGEMENT FUNCTIONS 07

FINANCIAL HIGHLIGHTS 12

EXTERNAL ASSESSMENT 16

CAREER PROGRESSION 17

CORPORATE SOCIAL RESPONSIBILITY 18

HUMAN RESOURCES MANAGEMENT 20

QUESTIONNAIRE 23
 BANK AL HABIB LIMITED // WALEED ZAFAR

01

INTRODUCTION TO BANK
Bank AL Habib was incorporated as a Public Limited Company in
October 1991 and started its operations in January 1992. It is a
venture of the Habib Group, which owns 50% of the shares - 20 %
shares are owned bank AL Habib was incorporated as a Public
Limited Company in October 1991 and started its operations by NIT
and 30% are owned by the general public. The bank operates in the
private sector, with 30 branches in the major cities of Pakistan, and
has its principle office at Karachi.

VISION STATEMENT:
"To be our customers’ most convenient and trusted bank."

MISSION STATEMENT:
"To make banking safe, simple and pleasant."
 BANK AL HABIB LIMITED // WALEED ZAFAR

02
HISTORY OF BANK
Dawood Habib Group, the sponsor of Bank AL Habib Limited has a long track
record in banking that dates back to the 1920s. The Group was among the
founder members of Habib Bank Limited and played a major role in meeting
the financial and banking needs of Pakistan. It was nationalized along with
other Banks in Pakistan on January 1, 1974. Under the subsequent
privatization policy of Government of Pakistan, Dawood Habib Group was
granted permission to set up a commercial bank.
Bank AL Habib was incorporated as a Public Limited Company in October
1991 and started banking operations in 1992. The Late Hamid D. Habib,
grandson of the founder of Habib Group, was the first Chairman of Bank AL
Habib Limited. He was the Director in Habib Bank Limited from 1954 and its
Chairman from 1971 until its nationalization.

After the death of Mr. Hamid D. Habib in May 2000, Mr. Ali Raza D. Habib,
who was Director on the Board, he was appointed the Chairman of the Bank,
a position he continued to hold till October 2016. The Late Rashid D. Habib,
who was the Managing Director of Habib Bank Limited from 1953 till it's
nationalization, was appointed as the Managing Director & Chief Executive
of Bank AL Habib Limited until he passed away in 1994.
After his demise, Mr. Abbas D. Habib, the Joint Managing Director and a
close associate of Bank AL Habib since its inception in 1991, was appointed
as the Managing Director and the Chief Executive of the Bank. He currently
holds the prestigious position of Chairman of the Board of Directors while
Mr. Mansoor A. Khan has been appointed as Chief Executive effective
November 1, 2016
In a short span of 28 years, the Bank's assets have grown to more than PKR
1 trillion, with a network of 850 branches and sub-branches, a Wholesale
Branch in the Kingdom of Bahrain, Seychelles and Malaysia and
Representative Offices in Dubai, Istanbul, Beijing and Kenya.
 BANK AL HABIB LIMITED // WALEED ZAFAR

03
IN A NUTSHELL
Inception (1921)
Habib & Sons is established as a
Merchant Bank in undivided India
by Habib Esmail. Trading in cotton,
oil seeds and bullion, Habib & sons Privatization of Banks (1991)
grows into the flagship that Under subsequent
eventually evolved into Habib Bank privatization policy of
Limited. Government of Pakistan,
Dawood Habib Group is
Start of a Legacy (1941) granted permission to set up a
Habib Bank Limited is established private commercial bank. Bank
in Bombay, India by the sons of AL Habib is incorporated as a
Habib Esmail. Public Limited Company in
October 1991 and started
Migration to Pakistan (1947) banking operations in 1992.
On Quaid e Azam`s request, Habib
Family shifts all its businesses to
Pakistan. It becomes the first bank Bank AL Habib is Born (1992)
to finance Pakistan`s debt. Bank AL Habib starts
operations with shareholders’
Growth and Progress (1947-73) funds of PKR 300 million, and
Habib Bank Limited emerges as a six branches. The late Mr.
leading private sector bank in Rashid D. Habib takes charge
Pakistan. The late, Mr. Hamid D. as Managing Director and
Habib is appointed the first Chief Executive Officer. He
Chairman of Habib Bank. He serves serves in the position until he
in this position until the bank is passes away in 1994.
nationalized by the Government of
Pakistan along with all other
private banks in 1973
 BANK AL HABIB LIMITED // WALEED ZAFAR

04
A New Era Begins (1994)
Mr. Abbas D. Habib who was the
Joint Managing Director and was
closely associated with the Bank Silver Jubilee (2016)
since its inception in 1991, is Bank AL Habib celebrates 25 years of
appointed as the Managing successful operations. Mr. Mansoor A.
Director & Chief Executive of the Khan is appointed at the position of
Bank. the Chief Executive Officer, with Mr.
Abbas D. Habib presiding as Chairman
Technology, International of the Board of Directors.
Recognition and Alliances
(2005-2013) Global Expansion (2017-2018)
Bank AL Habib launched its Assets and shareholders’ funds cross
Internet Banking services for PKR 796 billion and PKR 46 billion
customers. It is recognized in Top respectively, while the network
200 Best under a Billion Companies comprises of 720+ branches and sub
in the Forbes Asia Annual Review. branches. Overseas operations
MasterCard announces its alliance include branches in Bahrain,
with Bank AL Habib, and issues Malaysia, and Seychelles and
exclusive credit cards. Official representative offices in UAE, Turkey,
recognition by Chartered Financial and China with further expansion to
Analyst Association of Pakistan as Africa by establishing a
Best Mid-Size Bank in Pakistan. Representative Office in Kenya. The
The Asian Banker recognizes Bank Bank also receives prestigious Elite
AL Habib with the “Strongest Bank Quality Recognition Award from JP
Balance Sheet Award” in Pakistan. Morgan and Chase.

Consistent Growth & Success

(2019-2020)
Among the fastest growing banks in
Pakistan, today the Bank has over
850 plus branches and sub branches
in 5 countries.
BANK AL HABIB LIMITED // WALEED ZAFAR

05 BOARD OF DIRECTORS
CHAIRMAN DIRECTOR
Mr. Abbas D. Habib Mr. Arshad Nasar

Mr. Abbas D. Habib became Chairman of Mr. Arshad Nasar was appointed as
the Board of Directors of Bank AL Habib Director on the Board of Bank AL Habib
on November 1, 2016. Limited in March 2016.

NIT NOMINEE CHIEF EXECUTIVE

DIRECTOR
Mr. Mansoor Ali Khan
Mr. Adnan Afridi
Mr. Mansoor Ali Khan was appointed
Chief Executive of the Bank on
Mr. Adnan Afridi holds a Degree in November 1, 2016.
Corporate Law and Bachelors Degree
from Harvard University, USA.
DIRECTOR
DIRECTOR Syed Mazhar Abbas

Ms. Farhana Mowjee Syed Mazhar Abbas joined Bank AL

Habib Limited in 1992 as a senior
Khan executive and became a Director in
2000

Managing Director of the Razaque Steel

(Pvt.) Ltd, she has over 30 years’
EXECUTIVE
experience in the local and
international environment.
DIRECTOR
Mr. Qumail R. Habib

Mr. Qumail R. Habib, Executive Director

of the bank since 1991
 BANK AL HABIB LIMITED // WALEED ZAFAR

06
PRODUCTS/SERVICES
CONSUMER BANKING
CREDIT RATING
Bank AL Habib Limited offer
The Bank has been rated Consumer Loan facilities to its
as "AA" for long-term eligible customers.
rating and "A1+" for Following are the consumer
short-term rating by banking products of Bank Al
thePakistan Credit Habib.
Rating Agency (Private) Personal Loan.
Limited (PACRA). Auto Loan.
Home Loan.
SERVICES
Bank AL Habib Limited offers a wide range of services to the
customers and recognizes theimportance for efficient business
delivery and providing timely solutions to them.Following are the
services provided by Bank Al Habib to its customers:
Online Banking.
Safe Deposit Lockers.
ATM Card.
Debit Card.
Tele Banking.
Remittances.
Cash Management.
The bank also maintains correspondent relations with leading international
banks.These include American Express Bank, USA; Banco Di Roma, Italy; Commerz
bank and Dresdner Bank, Germany; Midland Bank, PLC U.K.; The Royal Bank of
Canada, Canada; Hong Kong and Shanghai Banking Corporation Ltd. Hong Kong.
BANK AL HABIB LIMITED // MUHAMMAD ISHAQ

07
MANAGEMENT
FUNCTIONS
PLANNING
ORGANIZING
LEADING
CONTROLLING
PLANNING
Defining organization goals and objectives.
Establishing overall strategies for achieving those goals.
Developing a comprehensive set of plans to integrate
and coordinate organization work.

TYPES OF PLANNING
Bank Al Habib use both formal and informal types of
planning:

Informal Formal
In informal planning, their In formal planning, their
planning is not written planning is written down,
down, short term focus and specific, long term focus and
specific to an involves shared goals for the
organizational unit. organization.
 BANK AL HABIB LIMITED // MUHAMMAD ISHAQ

08
GOals & Objectives
Financial strength and profitability by making profitable
advances.
Customer satisfaction by providing higher quality of
services at an affordable cost.
Growth by expending branch network and deposit base

Short term objective: Long term objective:

Profitability Profitability
To optimize the use of
Mission: resources
To be a strong and stable financial institution offering
innovative products and services while
contributing towards the National economic and social
development
Strategies:
Strategies of bank Al Habib are giving loans and accepting
deposits.
Types of strategies used by bank Al Habib; cost leadership
strategy, differentiation strategy, focused
strategy and etc.
Plans:
Plans of bank Al Habib are short-term and long-term advances
& deposits.
 BANK AL HABIB LIMITED // MUHAMMAD ISHAQ

09
Programs
Policies:
Programs of bank Al Habib are Policies of the bank Al Habib
up to one year or more then are profitability, by making
one year advances, fixed profitable advances and
accounts, and etc. customer’s satisfaction by
providing best services at an
Budget: affordable cost.
Bank Al Habib always met its Rules:
budget The rules are define the upper
level management according to
situation.

Organizing
Purpose of organizing:
Divide work to be done into specific jobs and departments in
bank Al Habib.
Assign tasks and responsibilities associated with individual
jobs in bank Al Habib.
Coordinates diverse organizational tasks in Bank Al Habib.
Establish relationship among individuals, groups and
departments in Bank Al Habib.
 BANK AL HABIB LIMITED // MUHAMMAD ISHAQ

10
Type of organization III. Tall vs. Flat:
Bank Al Habib is a tall
I. Single vs. Branch:
organization.
Bank Al Habib is a branched
organization.
IV. Multinational vs.
II. Mechanistic vs. Organic:
National
Bank Al Habib is an organic Bank AL Habib is a
organization. multinational organization.

Leadership Motivation power

Honesty
Traits & skills of Leader: Strong vision
The leaders of bank Al Habib Interpersonal skills
have the following Traits & Market forecasting skill
Skills in themselves. Consistency
Decision making Step forward
Risk taking and risk bearing Discipline
Stress taking & stress Competitive skills
bearing Communication power

Types of leader:
There are three basic types of leaders;
Dictator
Democratic
Laissez-fair
But the Bank Al Habib has the democratic leaders
 BANK AL HABIB LIMITED // MUHAMMAD ISHAQ

11
Controlling
In Bank Al Habib the importance of control can not be neglected
because it’s a service base organization and deals with finance.
Every employee in this organization has direct of indirect
interaction with financial activities and finance play the key role
in the progress of the bank

Process of control:
1. Measuring actual performance
2. Comparing actual performance with standards
3. Taking managerial action to correct deviation or
inadequate standards
Specific standards:

Internal control system and all transaction and significant events must be
clearly documented, and the documentation readily available for
examination.
Transaction and other significant events are to be without delay recorded
and properly classified.
Transactions and other significant events are to be authorized and executed
only by authorized persons.
Key duties and responsibilities in authorized and executed only by
authorized persons.
Qualified and continued supervision is to be provided to ensure that internal
control objectives are achieved.
Managers are to; evaluate promptly findings and recommendations reported
by reviewers
 BANK AL HABIB LIMITED // BURAIR ABBAS

12

BANK AL HABIB HIGHLIGHTS

For the Nine Months of Financial Year 2020

Assets

Cash & Bank Balances

7.7%

Lending to Financial Institution

85.2%

Total Assets increased by 20.9% in nine months of 2020 as compared

to Dec-2019

Lending to Financial Institution, Investments & Advances - Worth

1338.02 Billion
Cash & Bank Balances - Worth 120.63 Billion
Fixed Assets & Others - Worth 110.93 Billion
 BANK AL HABIB LIMITED // BURAIR ABBAS

13 Liabilities

Sub-ordinate Debts, Deffered Taxes & Other Liabilities

6.4%

Bills Payable & Borrowing

20.6%

Deposits & Other Accounts

73%

Increase in Deposits & Others Accounts by 20.5%

Deposits & Other Accounts - Worth Deposits & Other Accounts

Bills Payable & Borrowing - Worth 308.11 Billion
Sub-ordinate Debts, Deffered Taxes & Other Liabilities - Worth
95.55 Billion

Total Assets Earning Per Share

PKR 1.57 Tr PKR 11.82
 BANK AL HABIB LIMITED // BURAIR ABBAS

14 Revenue

Non Mark-up Base Income

6.7%

Mark-up Base Income -

Worth 98.53 Billion
Non Mark-up Base Income -
Worth 7.08 Billion

Total Revenue increased by 31.4% for nine months

of 2020 as compared to Sep-2019

Mark-up Base Income

93.3%

PROFIT BEFORE TAXES

PKR 22.09 Bn
71.6% Growth
from September of 2019
BANK AL HABIB LIMITED // BURAIR ABBAS

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BANK AL HABIB LIMITED

FINANCIAL HIGHLIGHTS
 BANK AL HABIB LIMITED // BURAIR ABBAS

16
EXTERNAL ASSESSMENT
Strengths Weaknesses Opportunities Threats (SWOT) Matrix

Strengths-S Weaknesses-W
1. Strong brand
1. No massive advertising.
recognition.
2. Up gradation of
2. Complete range of
technology in all
banking products and
branches not yet
services.
complete.
3. Focused business
3. The potential of
strategy supported by
overseas branches is not
appropriate organization
being fully exploited.
structure, operating
4. Shortage of trained and
procedures, and
specialized staff.
qualified human
5. Communication among
resource.
the functional areas
4. Strong
aresome how lacking.
distributioncapability.

Opportunities-O
1. Develop value added
Threats-T
services.
2. Large international 1. Intense industry
network. competition.
3. Reduction in 2. Economic instability.
intermediation costs. 3. Political changes.
4. E-banking operations. 4. Brain drain.
5. A wide product portfolio, 5. Cost of service and
along with increasing support of technology
greater hedging of increases exponentially.
business risks also 6. Technology is constantly
significantly increases changing.
cross selling
opportunities.
BANK AL HABIB LIMITED // BURAIR ABBAS

17
CAREER PROGRESSION AT BANK AL HABIB
Our employees are the most important asset of the Bank and the management
marks out career development plans for every individual whilst polishing their
skills through engagement and training. BAHL extends equal opportunities for
both men and women, with the required skills and competencies to fulfill the
Bank’s business requirements.The management provides employees with
training and development to enhance their skills and knowledge to further
master the skills required for their current job. We encourage promotions and
help our employees reach their desired goals through our specifically designed
training programs. BAHL is an organisation that inculcates learning and its
employees are encouraged to attain academic qualifications such as a Master’s
degree and professional qualifications such as JAIBP and AIBP. Our
Performance assessment process is an interactive one which provides the
employees the opportunity to set their own goals and evaluate their
performance by providing input of their activities during the assessment year.
This process is not only about self-assessment but also provides the individual
with the opportunity to discuss their career path with the relevant authority.

EQUAL OPPORTUNITIES AND JOURNEY OF LEARNING

INCLUSIVITY Change is a constant
process in life. We reward
Women at Bank AL Habib
employees and inspire them
are facilitated in different
to learn new skills. Team
areas of work, so they may
members always add value
pursue their professional
by bringing new ideas to
goals with dedication. They
the table. You get numerous
balance between their
opportunities to learn
official assignments and
through programmed
family life, successfully
trainings and working with
steering their way through
senior industry
to the top.
professionals throughout
your career at BAHL
BANK AL HABIB LIMITED // SHOAIB HAIDER

18
CORPORATE SOCIAL RESPONSIBILITY
To make banking safe, simple and pleasant.
The Bank is fully committed to the concept of Corporate Social Responsibility
and fulfills this responsibility by engaging in a wide range of activities which
include:

Corporate philanthropy amounts to Rs. 159.8 million in donations during

the year for health, social and educational development and welfare of
under-privileged people.
Energy conservation, environmental protection, and occupational safety and
health by restricting unnecessary lighting, implementing tobacco control
law and “No Smoking Zone”, and providing a safe and healthy work
environment.
Business ethics and anti-corruption measures, requiring all staff members
to comply with the Bank’s “Code of Conduct”.
Consumer protection measures, requiring disclosure of the schedule of
charges and terms and conditions that apply to the Bank’s products and
services.
Amicable staff relations, recognition of merit and performance, and on-
going opportunities for learning and growth of staff, both on-the-job and
through formal training programs.
Employment through a transparent procedure, without discrimination on
the basis of religion, caste, language, etc., including employment of
persons with special needs.
Expansion of the Bank’s branch network to rural areas, which helps in rural
development.
Contribution to the national exchequer by the Bank by way of direct taxes
of about Rs. 6.62 billion paid to the Government of Pakistan during the
year; furthermore, an additional amount of over Rs. 12.71 billion was
deducted/collected by the Bank on account of withholding taxes, federal
excise duties and sales tax on services, and paid to the Government of
Pakistan/Provincial Governments.
BANK AL HABIB LIMITED // SHOAIB HAIDER

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CUSTOMER SERVICES

FAIR TREATMENT OF CUSTOMERS (FTC) POLICY OF

BANK AL HABIB LIMITED

Bank AL Habib is committed to treating customers fairly and

our Fair Treatment to Customers (FTC) policy is driven by
following principles:

Customers are dealt with fairness and courtesy.

Senior Citizens and handicapped persons are offered
priority services at Branches.
Products and services are designed in view of banking
needs of our customer base.
Complete and correct information of products and
services is provided enabling customers and potential
customers to make informed choices.
Products and services are priced fairly and competitive
with the market.
Grievances of customers are resolved in a timely and
just manner through fair, accessible, transparent and
efficient complaint resolution mechanism.
Customer feedback is welcomed to further improve
Bank's products and services.
 BANK AL HABIB LIMITED // SHOAIB HAIDER

20
HUMAN RESOURCES MANAGEMENT
TWO DEPARTMENTS MANAGE THE HUMAN RESOURCE AT BANK AL
HABIB.
1. PERSONNEL AND ADMINISTRATION.
2. TRAINING AND HUMAN RESOURCE DEVELOPMENT.

TRAINING AND HR DEPARTMENT AT BANK AL HABIB IS RESPONSIBLE

FOR RECRUITING, TRAINING AND INJECTING THE NEEDED
MANPOWER. THE BANK EMPLOYEES A TOTAL WORKFORCE OF 600
MEN IN 30 BRANCHES ALL OVER PAKISTAN. THE BANK IS HIGHLY
CONSERVATIVE IN ITS HIRING POLICIES AND THEREFORE DOES NOT
EMPLOY FEMALES. MR. MAHMOOD ALLARAKHIA, THE COMPANY
SECRETARY SAID,

“We believe a lot of educated male force in the

country isunemployed so they should be given
preference”.

The employee morale is somewhat low, as the promotions are

seniority based. Creativity and suggestionsare not welcomed. The
bank has not made adequate career path and succession plan so it is
facing problem,as currently eleven senior executives of the bank are
about to retire.
BANK AL HABIB LIMITED // SHOAIB HAIDER

21 The bank has recently started

taking Management trainees from
institutes like IBA. A batch of 25
graduates is taken for six months
training. Although the bank claims
to follow a thorough procedure for
hiring including written test,
interviews of short listed
candidates and final interview by
M.D., a significant part of the
hiring is based on
recommendations. The bank
organizes refresher courses for its
employees from time to time. The
refresher courses are offered in-
house and personnel from all
levels are encouraged to take
classes offered by the banking
institutes.

The Bank has not as yet conducted

a retrenchment and follows a
policy of retaining all employees
as a reward for their loyalty.
BANK AL HABIB LIMITED // SHOAIB HAIDER

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HUMAN RESOURCES POLICIES

Our Human Resources (HR) policy is based on

raising our own leaders from within our Bank. We
make substantial investments in personal
development and leadership. We believe that
leaders, who can unveil the potentials of Bank Al
Habib team members and provide them with an
efficient and productive environment, are the key
to success. Hence, we place great emphasis on
leadership development programs.

HUMAN RESOURCES PRACTICES

HR manager told us that the practices are weekly

basis and monthly basis these practices are also
known as training as well. Bank will provide the
knowledge about the new products they are
launching in the market so then you can deliver
the information to thecustomers. For example,
they are launching the new type of account so
then they first tell aboutthe account to the staff
and tell them how they have to convince the
customers.
BANK AL HABIB LIMITED //

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QUESTIONNAIRE
NAME: MUHAMMAD TARIQ
BRANCH MANAGER
PHONE NO. 03004855898
BANK AL HABIB S.R.A BRANCH

1: Introduction of the organization

Mission Statement
To make banking sectors safe, simple.
Vision Statement
To be our customers ,most covenant & trusted bank.
Products/ Services
Deposit products Grade/credit finance , Cash Management, Remit hues -
Treasury
Organizational Chart
Chairman - MD-CEO-GH-2H-AM-BM

2: Decision Making in Organization

2.1 In your opinion, what it takes to be a good decision maker?
Time management, Thinker
2.2: Please provide an example of any (procedure, rule, and policy used in
your organization)
Different segment have policies & procedure
2.3: Share with us some examples of Programmed/Routine decisions used
in your organization?
Day to day task involves multiple decision
2.4 Please share with us any Non- Routine Decision you have recently
made?
Shuffle the assignment ( job duties) of officers
2.5: Do you think biasness impact decision making process? How to avoid
biasness in decision making process?
Some how agree but depends on organization, behavior , think
professional.
BANK AL HABIB LIMITED //

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3: Organization Environment & Culture

3.1: How do you rate your organizational culture? Is it a strong

culture or a weak culture?
Strong culture bond
3.2: Share with us some features of your organizational culture?
Trust , Ethics , Respect and Role playing.
3.3: How your organization help new employees to learn your
organizational Culture?
New employees provide tanning/ on Job training.
3.4: What are the major environmental factors that are impacting
management of your organization/business?
Corona effect badly ,taxation issues climate changes
3.5: What are different stakeholder groups impacted by your
organizational policies?
Corporate custom government sectors

4: Planning

4.1:Setting organizational goals is an important step in planning.

What are the approaches to setting organizational goals used in
your organization?
Market trend and business environment
4.2: Do you use traditional style of making plans or provide
empowerment to your employees as well?
Employees are also empower
4.3 How the external environment dynamism is impacting your
organizational plans or are you working in a stable environment?
Yes we are working at comfort level
4.4: Can you share some of your organizational goals and plans for
upcoming year?
To be one of the best banking service provider
BANK AL HABIB LIMITED //

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5: Strategic Management

5.1: Who are the competitors of your organization? How you people try to
win the competition?
Pear banks are the competitors, To achieve better figures
5.2:Can you describe some of the strengths of your organization?
Strong culture, low turn over ratio.
5.3: What strategies you people adopt to overcome the weaknesses in your
organization?
Depends on the issues or weakness . however supporting behavior of
life management
5.4: Where do you see your company in next five years?
Among the top 5 big bank of country
5.5: Do you think of any organization which you can benchmark?
Our organization is the best H.B.L is formed by B.A.H.L
5.6: How COVID-19 pandemic has impacted your organization?
Huge impacted in business
5.7: What strategies your management has adopted to counter the impact of
this pandemic?
Digital banking channel improved

6: Organizational Design

6.1: Do your organization follows central authority structure or is there is

decentralized approach?
We followed the second matured slandered
6.2: Do your management use wider or narrower spans of control for
managing employees?
Wider spans of control use in organization.
6.3: Are you people working in stable or dynamic environment?
Stable environment
6.4: Are jobs in your organizations are more formalized or less formalization
is required?
Formalization job assess . every team member play an important role
6.5: Is there any team based or project-based structure used in your
organization?
Team based mechanism followed
BANK AL HABIB LIMITED //

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6.6: What type of departmentalization is followed in your organization e.g
functional departmentalization or product or geographical
departmentalization?
Product departmentalization followed
6.7: Are you people offering telecommuting or work from home in this
pandemic?
Work from home and design during pandemic
6.8: Are there any options of flexible timings in your organization?
No slandered office tanning followed

7: Human Resource Management

7.1: Do you have proper HRM department in your organization?

Yes
7.2: If yes what are the functions of HRM department in your organization?
Transfer , posting , heir new employees
7.3: Can you share with us the recruitment and selection process used in
your organization?
News paper advertisement , written test, interview
7.4: Do you use employee referrals for selection of employees?
Very rare but slandered procedure must follow
7.5: Do employees are provided with job description and job specification
document in your organization?
Yes integral part
7.6: How employee orientation is conducted in your organizations?
Currently online courses
7.7: What training methods are used to train employees of your
organization?
Written visual on job training
7.8: Do your organization offers competitive salary to the employees as
offered in the marketplace?
Yes
7.9: What different benefits are offered to employees of your organization?
Medical health insurance, Car allowance, Fuel
BANK AL HABIB LIMITED //

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8: Motivating & Leading Employees

8.1: Motivation is very important for superior performance of

employees? How do your organization motivate employees?
Mental relation of our organization treat us as family members
8.2: Can you describe management style used in your organization?
Is it authoritative or democratic?
Democratic sometimes authorization departmental service
8.3: In your opinion what characteristics a good leader possesses?
Man of action, leads from front
8.4: How does your company reward good performance?
Appreciation Letters , promotion , salary rise.
8.5: How your organization ensures that justice prevails in your
organization?
As matured management is very suppurated having a strong
culture
8.6: what are some critical behaviors of management that impact
employee performance?
I don’t think that negative behavior lives in B.A.H.L
8.7: How job security is ensured in your organization?
B.A.H.L doesn’t terminate employees expect Fraudulents
8.8: What do you think are the 21st century issues impacting
leadership?
I am not agree with statement.