uttara bank final

8/11/2019 Uttara Bank Final

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MGT-530

Leadership Styleon

Uttara Bank LtdNarayanganj Branch, Narayanganj.

Prepared By :

Mohammad Salahuddin BhuyanID No.# MBA02706416Stamford Univr!itySidd!ha"ri Dha$a.

Prepared For:

M!. SaminaIn!tra%tor

Stamford Univr!ity


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Stamford University

Leadership Styleon

Uttara Bank LtdBarisal Branch, Barisal.


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December 01,2006

To,

The RegistrarStamford UniversityDhaka.

Subject: Submission my internship report on Uttara Bank Ltd Narayanganj

Branch,

Narayanganj.

Sir,

Im !"eased to s#bmit yo# this re!ort as o#r re$#irement .%o&ever, I have thoro#gh"yen'oyed !re!aring this (Re!ort &hich as contrib#ted significant"y to my #nderstandingabo#t the organi)ation. Im !"eased to &ork in this organi)ation. I attended *rogram inthe +arisha" +ranch of Uttara +ank -td for a !eriod of 1/ne months from 1 st

ovember 2006 to30 ovember 2006 and s#ccessf#""y com!"eted the -eadershi! sty"eon Uttara +ank -td , +arisa" +r#nch, +arisa".

Im no& s#bmitting this -eadershi! sty"e in f#"fi""ment of the re$#irement of my 4+5*rogram.

I therefore re$#est yo# to kind"y acce!t my sincere effort and This Re!ort.

Thanking o#

Sincere"y o#rs,

7777777777777777777777777777774ohammad Sa"ah#ddin +h#yanID 8 4+502906:16St#dent of 4asters of +#siness 5dministration /4+5

Stamford University


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Table of Contents

SerialNo.

Topics Page No.

1 ckno!"edgement #

$ %&ecuti'e Summary (

) *ission statement, goa"s and objecti'es +

S*' Analysis +

# -o"e o banking in *odern %conomy 1/

( 0enera" Banking 1$12

+ Loca" -emittance 3epartment 12$4

4 5ash 3epartment $4$2

2 5"earing 3epartment )/))

1/ Loans 6 d'ance )+/

11 7oreign %&change /(

1$ 5onc"usion +


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Ackno+ledgement

;irst and foremost I e

;ina""y I &o#"d "ike to e4 4anager of Uttara bank "td, arayangan' branch. &ho &as my s#!ervision

d#ring : &eeks stay in +arisa" branch for his efficacio#s g#idance in !re!aring thisre!ort. I &o#"d convey thanks to 4r. +i!"ab ?R %a"der /* Second fficer of +arisa"branch, 4r. @ahangir %ossain /*, incharge of foreign e#ard 4onir %ossain /5rmed >#ard 4omota) Uddin /5rmed g#ard for !roviding menecessary data for !re!aring this re!ort .


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ec$ti"e S$mmary, istory o/ the company

+arisa" +ranch began its 'o#rney &ith the ina#g#ration of the Uttara bank at 5rga"iS and other financia" instit#tions.4a'or c#stomer are big com!anies &ho transaction high vo"#me amo#nt of b#siness.Thro#gh its e


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;oreign and "oca" remittance.

Mohammd Sha$yat Ali BhuiyanID # 200614210&021Student of : MBA

Southa!t Univr!ityBari!al 'am(u! Bari!al.


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O!e"tives# Met$odo%o&yof the Study

To assist in bring high $#a"ity service to o#r c#stomer and to !artici!ate in the gro&thand e

%igher !ersona"i)ed services .

=#stomer driven foc#s.

Tota" commitment to $#a"ity services.

#tstanding services.

=ontrib#te to the economy.

G#a"ity of h#man reso#rces.

=ommitments to its c"ients at each "eve".

The !rimary ob'ectives of this re!ort is to fi"" !artia" re$#irement of ++5 degree.

+esides f#"fi""ing the degree re$#irement, this internshi! re!ort intends to cover a

com!rehensive ana"ysis a banking activities of +arisa" branch of Uttara bank.

The re!ort is aimed at st#dying and #nderstanding the vario#s !rod#cts offered by the

different de!artment of Uttara bank to its c"ients as &e"" as severa" activities tocarried o#t bank ob'ectives.

Re!ort a"so st#dies ho& +arisa" branch maintain gro&th in com!etitive b#siness.

;indings !rob"em in the banking !roced#re of different de!artment, strength and

&eakness, o!!ort#nity, and threats of the Uttara branch.

*roviding !ossib"e so"#tion that &i"" increase bank !rofits and maintain gro&th in the

market.

;ina""y the re!ort &i"" a"so eva"#ate f#t#re !ros!ects of the branch.

Scope

This re!ort covers a"" the banking activities of Uttara bank "imited Uttara branch, s#ch as-H= o!ening, -H= advising. -H= negotiation, -H= confirmation, reimb#rsement, !aymentco""ection, "oan against tr#st recei!t, "oans and advance, recovery of "oans , foreign and

"oca" remittance of bank, bi""s receive and co""ections, iss#ing of D.D.,*.., 4.T,,T.T. as&e"" as !rob"ems in banking !rocess. These !erformance ana"ysis of +arisa" branch &ascarried o#t to determine the !rogress of ban k and !ros!ect in f#t#re.

*ethodo"ogy

=ertain method and techni$#es &ere #sed to co""ect data for this re!ort. +oth !rimary andsecondary so#rces &ere taken as effective means of co""ecting data re"evant for this


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re!ort. s#rvey, G#estionnaire, !ersona" conversation &ith to! e


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Findings

Leadership Styleon

Uttara Bank Ltd. Barisal Branch,

Barisal


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LEADERSHIP

-eadershi! can be defined as inf"#ence, that is, the art or !rocess of inf"#encing

!eo!"e so that they &i"" strive &i""ing"y and enth#siastica""y to&ard the

achievement of gro#! goa"s.

LEADER

L-Loyal/ Listener

E-Ed!ated

A-A!ti"e

D-Dtifl/ Dpli!able

E-Energeti!/ Enthsiasti!

R- Realisti!/ Responsible

MA'AG()*A+ G)*, OF Uttara Ban +td. Brarisa% Bran"$

Uttara Ban$ )td Mana*rial +rid "a! dvlo( and +nral Bhavioral S%inti!t

hav !(aratd th t"o (rimary %on%rn! in or*ani,ation .


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1 The !on!ern for #anage$ent

2 The !on!ern for people

9


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8

7

6

Concern 5

For 4

People 3

2

1

1 2 3 4 5 6 7 8 9

'on%rn for Mana*mnt

The manageria" grid is b#i"t on t&o a


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5oordinate 81.19F

This is ca""ed im!overished management %ere managers make minim#m effort to get

the &ork done.

5oordinate 82.19:

It is kno&n as a#tocratic task management. %ere managers are concerned on"y &ithdeve"o!ing an efficient o!eration &ho have "itt"e or no concern for !eo!"e.

5oordinate 81.29:

It is ca""ed co#ntry7c"#b managementin &hich managers have "itt"e or no concern for!rod#ction b#t are concerned on"y for !eo!"e.

5oordinate 82.29:

It is kno&n as team management. %ere managers dis!"ay in their actions the highest!ossib"e dedication both to !eo!"e and to !rod#ction.

5oordinate 8#.#9:

This is kno&n as midd"e of the road . %ere managers have medi#m concern for!rod#ction and for !eo!"e. They obtain ade$#ate mora"e and !rod#ction.


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5ontingency Leadership Sty"e

The first com!rehensive contingency mode" for "eadershi! &as deve"o!ed by ;red;ied"er. The ;ied"er contingency theory !ro!oses that effective gro#! !erformancede!ends #!on the !ro!er match bet&een the "eaderJs sty"es of interacting &iths#bordinates the degree to &hich the sit#ation gives contro" and inf"#ence to the "eader.These t&o factors are described be"o&F

;dentiying Leadership sty"e:

;ied"er be"ieves a key factor in "eadershi! s#ccess is the individ#a" basic "eadershi! sty"e.So ;ied"er created -*= /-east *referred =o&orker $#estionnaire to find o#t &hat thebasic sty"e is. It contains 16 contrasting ad'ectives s#ch as !"easant7#n!"easant, efficient7inefficient, o!en7g#arded, s#!!ortive7 hosti"e etc.

If the -*= is described in re"ative"y !ositive terms /a high -*= score then theres!ondent is !rimari"y interested in good !ersona" re"ations &ith the co7&orkers and

&o#"d be re"ationshi!7oriented.In contrast, if the -*= is seen in re"ative"y #nfavorab"e terms /a "o& -*= score,

the res!ondent &o#"d task7oriented.

3eining the situation:

;ied"er has identified three contingency dimensionsFa -eader7member re"ationsb Task str#ct#rec *osition !o&er

a9 Leadermember re"ations:

The degree of confidence, tr#st and res!ect s#bordinates have in their "eader.

b9


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goa"s &ith s#bordinates, he"! them find the best !ath for achieving the goa"s and removeobstac"es.

In this theory, the situationa" actors contrib#ting to effective "eadershi! inc"#deFK The characteristics of s#bordinates

K The &ork environment

In addition, a "eader beha'ior is categori)ed into fo#r gro#!sFK S#!!ortive "eadershi!K *artici!ative "eadershi!K Instr#menta" H Directive "eadershi!K 5chievement7oriented "eadershi!

This theory s#ggests that the a!!ro!riate sty"e de!ends on the sit#ation. 5mbig#o#s #ncertain sit#ations can be fr#strating for s#bordinates. Lhen s#bordinates are conf#sed,then the "eader may te"" them &hat to do and sho& them a c"ear !ath to goa"s.

=haracteristics of s#bordinates

-eader behavior UT=4CS R

>5-S

Lork environment

= 0L

The e


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Uttara Bank Ltd. Barisa" Branch Barisa"5haracteristics rgani?ation 5u"ture:

;nno'ation and risk takingF The degreeto &hich em!"oyees are enco#rage to be

innovative and take risk.

ttention to detai":The degree to &hich the em!"oyees are e

ana"ysis, and attention detai".

ut come orientationF The degree to &hich management foc#ses on res#"ts or o#tcomes

rather than on the techni$#es and !rocesses #sed to achieve those o#tcomes

=eop"e orientationF the degree to &hich management decisions take into consideration

the effect of o#t7 comes on !eo!"e &ithin the organi)ation.


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rgani?ation 5u"ture o Uttara Bank Ltd. Barisa"

Brach, Barisa".

rgani)ation c#"t#re re!resents a common !erce!tion he"d by the organi)ations

members. This &as made e

meaning. Le sho#"d e

simi"ar terms.

3ominant cu"ture

C

Subcu"tures

4ini c#"t#res &ithin an organi)ation, ty!ica""y defined by de!artment designations and

geogra!hica" se!aration. S#bc#"t#re tends to deve"o! in "arge organi)ation to ref"ect

common !rob"ems, sit#ations, or e

Strong 'ersus !eak cu"ture

It has become increasing"y become !o!#"ar to differentiate bet&een strong and &eak

c#"t#res. The arg#ment here is that strong c#"t#res have a greater im!act on em!"oyee

behavior and are more direct"y re"ated to red#ce t#rnover.

The organi)ations core va"#es are both intense"y he"d and &ide"y shared. The more

members &ho acce!t the core va"#es and the greater their commitment to those va"#es is,

the stronger the c#"t#re is.

rgani?ationa" cu"ture 'ersus nationa" cu"ture

ationa" differences that is, nationa" c#"t#res m#st be taken into acco#nt if acc#rate

!redictions are to be made abo#t organi)ationa" behavior in different co#ntries.

The research indicates that nationa" c#"t#re has a greater im!act on em!"oyees than does

their organi)ations c#"t#re.


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7UN5

7irst, it has a bo#ndary defining ro"e, that is , it creates distinctions bet&een one

organi)ation to another organi)ation.

Second, it conveys a sense of identity for organi)ation members.


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Uttara Bank Ltd. Barisa" Branch Barisa" %mp"oyees Learn 5u"ture

=#"t#re is transmitted to em!"oyees in a n#mber of forms, the most !otent being stories,

rit#a"s, materia" symbo"s, and "ang#age.

Stories

D#ring the days &hen %enry ford II &as chairman of the ford motor co. one &o#"d have

been hard !ressed to find a manager &ho had not heard the story abo#t 4r. ford

reminding his e

im!ortant, and &hich are e

em!"oyees that 5"coa va"#es o!enness, e$#a"ity, creativity, and f"e


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to each individ#a" record in a databaseM *1# /a set of key &ords in conte

!rograms. Use these training sessions to reinforce the organi)ations standards of

cond#ctM to c"arify &hat !ractices are not !ermissib"eM and to address !ossib"e ethica"

di"emmas.

4isily re+ard ethical acts and p$nish $nethical ones: !erformance a!!raisa"s of

managers sho#"d inc"#de a !oint by !oint eva"#ation of ho& his or her decisions meas#re

#! against the organi)ations code of ethics.


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3ro"ide protecti"e mechanisms:The organi)ation needs to !rovide forma" mechanisms

so that em!"oyees can disc#ss ethica" di"emmas and re!ort #nethica" behavior &itho#t

fear of re!rimand. This might inc"#de creation of ethica" co#nse"ors, omb#dsmen, or

ethica" officers.

5reating 5ustomer -esponsi'e 5u"ture

;rench retai"ers have a &e"" estab"ished re!#tation for indifference to c#stomers. Sa"es

!eo!"e, for instance, ro#tine"y make it c"ear to c#stomers that their !hone conversations

sho#"d not be interr#!ted. @#st getting any he"! at a"" from a sa"es !erson can be a

cha""enge.

4ost organi)ations today are trying very hard to be #n ;rench "ike. They are attem!ting

to create a c#stomer res!onsive c#"t#re beca#se they recogni)e that this is the !ath to

c#stomer res!onsive c#"t#re beca#se they recogni)e that this is the !ath to c#stomer

"oya"ty and "ong term !robabi"ity.

5 revie& of the evidence finds that ha"f a do)en variab"es are ro#tine"y evident in

c#stomer res!onsive c#"t#res.

7irstis the ty!e of em!"oyees themse"ves. S#ccessf#", service oriented organi)ations hire

em!"oyees &ho are o#tgoing and friend"y.

Second is "o& forma"i)ation. Service em!"oyees need to have the freedom to meet

changing c#stomer service re$#irements.


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meet changing c#stomer needs by minimi)ing r#"es and reg#"ations, and !rovides them

&ith &ide range of decision discretion to do their 'ob as they see fit.

*anageria" ction

+ased on the !revio#s"y identified characteristics, &e can s#ggest a n#mber of actions

that management can take if it &ants to make its c#"t#re more c#stomer res!onsive. These

actions are designed to create em!"oyees &ith the com!etence, abi"ity, and &i""ingness to

so"ve c#stomer !rob"ems as they arise.

Se"ection

The !"ace to start in b#i"ding a c#stomer res!onsive c#"t#re is hiring service orientation.

St#dies sho& that friend"iness, enth#siasm, and attentiveness in service em!"oyees

!ositive"y affect c#stomers !erce!tions of services $#a"ity.


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-e!ard systems

;ina""y, if management &ants em!"oyees to give good service, it has to re&ard goodservice. It needs to !rovide ongoing recognition to em!"oyees &ho have demonstratede


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eakness

Limited !orkorce

+arisa" branch has very "imited reso#rces com!ared to its financia" activities. There arenot many !eo!"e to !erform most of the tasks. 5s a res#"t many of the em!"oyees areb#rdened &ith e


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7re@uent currency de'a"uation

;re$#ent taka deva"#ation and foreign e

5"" the activities of Uttara bank are g#ided based on added va"#e for c#stomers. These are

*"acing the interest of c"ients and c#stomer first

5 contin#es $#est for $#a"ity in everything the bank does.

Treating everyone &ith res!ect and dignity.

=ond#ct and ref"ects the highest standards of integrity.

Team &ork from the sma""est #nit to enter!rise as a &ho"e.

+eing good citi)en in the comm#nities in &hich they "ive and &ork.

S!ecia" care is given for big !arties if com!"ain .

*hat is anking ser"ices5

+anking services means any government bank, foreign or "oca" commercia" banks or anyfinancia" instit#tions or cor!oration &ho !rovide banking services thro#gh "oans, bankg#arantee, demand draft, !ay order, T.T, 4T etc. in consideration of bank charges.

-o"e o banking in modern economy

The ro"e of banking in modern economy is #n"imited. +anks he"! in ca!ita" formation,

savings, investment, safe"y money transfer to home abroad, !rovides "oans advancefor vario#s ends to c"ients. S!ecia""y im!orts and e


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*3%L

mode" o customer preerencesof banking services de!ending on the fo""o&ingfactors that are sho&s as fo""o&s

Statement o the prob"em

Lhat sho#"d the branch do to increase its !rofits and maintain is gro&th .Lhat is the c#rrent satisfaction of c#stomers to the branch service "eve".Lhat is the "eve" of em!"oyee satisfaction to the branch.

Lhat is the trends of branch !rofit, and gro&th.Lhat is the !reference of the c#stomer to the branch.

Statistica" too"s and techni@ues

Data &ere ana"ysis tro#gh different statistica" techni$#es s#ch as fre$#ency distrib#tion,chart , histogram, re"ative fre$#ency distrib#tions. =#stomer attit#des and !references ofbank &ere meas#red thro#gh !ercentage range from 0O to 100O. ;or f#t#re

im!rovement of branch services c#stomer recommendation &as take on average .

Limitation

This re!ort may have some incom!"eteness d#e to some of the "imitation I enco#ntered&hi"e com!"eting it that are mentioned be"o&F3 one ma'or "imitation &as time constraint. This re!ort co#"d easi"y have been

!re!ared in a m#ch broader and e


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avai"abi"ity.4 Some essentia" data co#"d not be gathered beca#se of confidentia"ity concern. The

ra& data avai"ab"e in the organi)ation database system, different re!orts, statement&ere a"so not organi)ed.

5 I co#"d not visit the difference branches of Uttara bank and had to de!end on +arisa"

branch for a"" information for !re!aring re!ort.6 5nother "imitation &as data gathered co#"d not be verified for acc#racy d#e to time

"imitation.7 5s there are not any re!ort, "iterat#re, !#b"ication on the !ast so co""ection of

different data may not &ho""y re!resentative.8 D#e to #se of difference of sam!"e information may differ.

General Banking

*eeting day to day Banking

>enera" +anking De!artment #s#a""y !erforms a "ot of im!ortant banking activities.>enera" banking de!artment is that de!artment &hich is most"y e

/a 5cco#nt o!ening de!artment.

/b -oca" remittance de!artment.

/c =ash de!artment.

/d ="earing de!artment.

/e =o""ection de!artment.

In the fo""o&ing =ha!ters brief disc#ssion on the above de!artments are !resented

res!ective"y.


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(A) Account Opening epart!ent

5ommunication !ith the 5"ient

The re"ationshi! bet&een a banker and his c#stomer begins &ith the o!ening of anacco#nt by the former in the name of the "atter. Initia""y a"" the acco#nts are o!ened &ith ade!osit of money by the c#stomer and hence these acco#nts are ca""ed de!osits acco#nts.+anker so"icits de!osits from the members of the !#b"ic be"onging to different &a"ks of"ife, engaged in n#mero#s economic activities and having different financia" stat#s. Thereis one officer !erforming vario#s f#nctions in this de!artment.

7unctions o the 3epartment

The fo""o&ing are the main f#nctions !erformed by the de!artmentF/i 5cce!ting of De!osit

/ii !ening of 5cco#nt

/iii =heck +ook iss#e


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/iv Transfer of an 5cco#nt

9 ="osing of 5cco#nt

ccepting o 3eposits

De!osits are "ife7b"ood of a commercia" bank. Litho#t de!osits there are no b#sinessesfor the commercia" banks of any nat#re /=+s, *=+s or ;=+s. In this branch thevario#s ty!es of acco#nts are offered to vario#s c#stomers, &hich are gro#!ed intoF

10 Demand de!osit acco#nt.

11 Time de!osit acco#nt.

3emand 3eposit ccount

The amo#nt in acco#nts are !ayab"e on demand so it is ca""ed demand de!osit acco#nt.The fo""o&ing acco#nts are #nder demand de!osit acco#ntsF

12 =#rrent acco#nt.

13 Savings acco#nt.

14 Short otice Term De!osit /STD.

1. 5urrent account:

This ty!e of acco#nt is o!ened by both individ#a"s and b#siness concerns. ;re$#enttransactions /de!osits as &e"" as &ithdra&a" are a""o&ed in this ty!e of acco#nt. 5c#rrent aHc ho"der can dra& checks on his acco#nt for any amo#nt for any n#mbers of

times in a day as the ba"ance in his acco#nt !ermits. This acco#nt !rovides no interest.The minim#m ba"ance to be maintained is Tk. 2000. o ne& acco#nt can be o!ened&ith a check.

$. Sa'ings ccount

Individ#a"s for savings !#r!oses o!en this ty!e of acco#nt. =#rrent Interest rate of theseacco#nts is .0 O !er ann#m. 5 minim#m ba"ance of Tk. 1000 is re$#ired to bemaintained in a S+ acco#nt interest on S+ acco#nt is ca"c#"ated and accr#ed month"y andcredited to the acco#nt ha"f year"y. Interest ca"c#"ation is made for each month on thebasis of the "o&est ba"ance at credit of an acco#nt in that month. 5 de!ositor can

&ithdra& from his S+ acco#nt not more than t&ice a &eek #! to an amo#nt note


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pening =rocedure

;or o!ening s#ch 5H=, a!!"ication in the !rescribed form a"ong &ith a set of s!ecimen

signat#re d#"y verified by +ang"adesh mission abroad or by a re!#tab"e bank of any other!erson kno&n to the bank, sho#"d be obtained by the brandies. In case of !ersons, a"readymaintain any ;.= 5H= or .;.=.D. 5H= &ith them, reference to that ;.= 5H= &i"" serve,the !#r!ose of introd#ction, the branch may verify the signat#re from the s!ecimensignat#re and a"ready avai"ab"e &ith them. n"y one s#ch ;.= 5H= can be maintainedand the ba"ance in the 5H = sho#"d not e

16 +earer =ertificate of De!osits /+=D ,&hich are re!ayab"e after

e

b#t are negotiab"e. These are not rene&ab"e.

17 on7resident ;oreign =#rrency de!osits are term de!osits

mat#ring after 1 month, 3months, 6months and 1 year. This aHcs

can be o!ened either in U.S. do""ar or !o#nd ster"ing. o interest is

!aid in case of !remat#re encashment.

7i&ed 3eposit ccount

These are de!osit, &hich are made &ith the bank for a fi


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!ayment.


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=articu"ars -ate o ;nterest

;nterest -ate on 3eposits:

Savings De!osits

S!ecia" otice De!osits/STD

.0O

6.0O

7i&ed 3eposit8


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=roprietorship 7irm:

20 ame of a#thori)ed !ersons, designation, s!ecimen, signat#re

=ard.

21 Trade -icense.

22 *ass!ortH =hairman =ertificate.

=artnership 7irm:

23 5cco#nt m#st be o!ened in the name of the firm.

24 The form sho#"d describe the names and addresses of a"" the

!artners.

25 Trade -icense from city cor!. is needed.

26 *artnershi! Deed.

27 -etter of a#thority is achieved

Limited 5ompany:

28 =ertificate of incor!oration.

29 =ertificate of =ommencement of +#siness.

30 ;orm QII.

31 4emorand#m of 5ssociation.

32 5rtic"e of 5ssociation.

33 *o&er of attorney.

34 Reso"#tion of the +oard of Director s a#thori)ing o!ening of an

acco#nt.

SocietiesD5"ubDssociations:

ther than above mentioned common doc#ments reso"#tion of &ho

&i"" o!erate the acco#nt m#st be noted.


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Fig: Flow Chart of Account Opening Procedure

2) Classification of customers

It inc"#des the fo""o&ingF

a Individ#a" /!ersona"b *ro!rietorshi! /So"e tradersc *artnershi! firms /Registered or Unregistered35 @oint stock =om!anies /*rivate -imited com!aniesH*#b"ic "td.

e *#b"ic Sector =or!orationsf 4#nici!a"itiesH4#nici!a" =or!orations H-oca" +odies etc.g ="#bsHSocietiesH5ssociationsHSchoo"sH=o""egesH Universities etc.h C


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Figure: Issuance of fresh Check Book

B Issue of !uplicate check book

D#!"icate checkbook in "ie# of "ost one sho#"d be iss#ed on"y &hen an 5H= ho"der!ersona""y a!!roaches the +ank &ith an a!!"ication -etter of Indemnity in the !rescribed*erforma agreeing to indemnify the +ank for the "ost checkbook. ;resh check +ook in"ie# of "ost one sho#"d be iss#ed after verification of the signat#re of the 5cco#nt ho"derfrom the S!ecimen signat#re card and on rea"i)ation of re$#ired C


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#n#sed che$#e "eaves. The aHc sho#"d be debited for the acco#nt c"osing charges etc. andan a#thori)ed officer of the +ank sho#"d destroy #n#sed che$#e "eaves. In case of 'ointaHc the a!!"ication for c"osing the aHc is to be signed by a"" the 'oint ho"ders even if the5H=7 is o!erate by either of them. The "ast check for &ithdra&a" of the avai"ab"e ba"ancein the 5H= is to be signed by a"" the 'oint ho"ders.


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Local "emittance !epartment

Banking or 5ommon =eop"e

U+- has its branches s!read thro#gho#t the co#ntry and therefore, it serves as bestmedi#ms for remittance of f#nds from one !"ace to another. This service is avai"ab"e toboth c#stomers and non7c#stomers of the bank. The de!artment, &hich !rovides thefaci"ity, is kno&n as "oca" remittance de!artment.

Fun"tions of t$e +o"a% )emittan"e ,epartment

The fo""o&ing are the main f#nctions !erformed by the credit de!artmentF/a Iss#ing *ayment of Demand Draft.

/b 5"" re"ated corres!ondence &ith other +ranches +anks

/c =om!"iance of 5#dit Ins!ection

/d +a"ance of D.D. !ayab"e D.D. *aid &ith advice

/e 5ttached to Sanchaya *atra and Lage Carners Deve"o!ment+onds.

/f *ayment of Incoming TT.

/g Iss#ing, encashment of *ay rder and maintenance of record and!roof sheet.

/h Iss#ing and encashment of a"" kinds of Sanchaya *atras and &ageCarners Deve"o!ment +ond.

/i 5"" re"ated statements corres!ondences &ith +ang"adesh +ank other +ranches.

/' Iss#ance of -oca" Drafts

/k Iss#ing and encashment of +=D.

/" 5"" re"ated corres!ondences.

/mIss#ing of #tgoing TT.

/n Iss#ance of -oca" Drafts.

/o Iss#ance of T.T. I=5. I+=5 I+D5.


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-ate o 0o't. %&cise 3uty or a inancia" year8 %ecti'e rom /1/+/)9

Tk.10,0007777777777777777777777777777777777777Tk.0Tk.10,00071,00,00077777777777777777777777777Tk.120.Tk.1,00,000710,00,0007777777777777777777777Tk.20.Tk.10,00,00071,000,000777777777777777777777Tk.0.

Tk.1,000,0007,000,000777777777777777777777Tk.200.5bove Tk.,000,0007777777777777777777777777Tk.000.

)emittan"e of Fund5ny one of the fo""o&ing methods may make remittance of f#nds from one !"ace toanother.

40 Te"egra!hic Transfer /T.T

41 Demand Draft /D.D

42 *ay order /*H

43 #elegraphic #ransfer $##)

It is an order from the Iss#ing branch to the Dra&ee +ank H+ranch for!ayment of a certain s#m of money to the beneficiary. Te"e


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amo#nt of T.T

9. Debit ticket is #sed to debit the c"ientJs acco#nt if necessary.

B. T.T =onfirmation 5dvice is sent to the Dra&ee +ranch.

A. =redit Ticket /2nd co!y of the 5!!"ication ;orm is #sed to creditthe U+- >enera" 5cco#nts.

b9 ccounting %ntry

Dr. =ash Hc"ientJs 5H=

=r. U+- >enera" 5H=

=r. =omm#nication.

'r. 'ommi!!ion.

c. =ayment o


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The =onfirmatory advises are ke!t attached &ith the re"ative Ticket o f#rtherres!onding entry is re$#ired to be !assed on recei!t of s#ch confirmation co!y. n!ayment of T.T the !artic#"ars are to be incor!orated in the C


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2) !emand !raft $!!)

-oca" Draft is an instr#ment containing an order of the Iss#ing branch #!on anotherbranch kno&n as Dra&ee branch, for !ayment of a certain s#m of money to the !ayee or

to his order on demand by the beneficiary !resenting the draft itse"f.

7ig : 7"o! 5hart or a 33

a. =rocess o ;ssuing a 3emand 3rat:

1. >et the 5!!"ication form !ro!er"y fi""ed #! and signed by thea!!"icant.

2. =om!"ete the "o&er !ortion of the 5!!"ication ;orm meant for +ankJs#se.


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3. =a"c#"ate the tota" Taka amo#nt !ayab"e inc"#ding +ankJscommission Hcharges etc.

:. If a che$#e is !resented for the !ayment of the D.D officer sho#"d getthe check d#"y !assed for !ayment by the com!etent a#thority andrecord the !artic#"ars of D.D on the back of the che$#e.

. If the !#rchaser desires his acco#nt &ith the branch to be debited forthe amo#nt of D.D the officer sho#"d get the 5H=. ho"ders signat#reverified !ro!er"y, from signat#re card on record of the branch anddebit c"ientJs aHc for the tota" amo#nt inc"#ding commissionH chargesetc.

6. If cash de!osit is desired, re$#est the !#rchaser to de!osit the money atthe Te""ers =o#nter.

9. The Te""er, after !rocessing the 5!!"ication ;orm, =ash or =he$#e,&i"" va"idate the 5!!"ication form.

46 The first co!y of the 5!!"ication form is treated as Debit Ticket &hi"ethe second co!y is treated as =redit Ticket and sent to RemittanceDe!artment for f#rther !rocessing. The third co!y is handed over tothe 5!!"icant as c#stomerJs co!y.

47 Cach branch maintains a r#nning contro" seria" n#mber of their o&nfor iss#ance of D. D. on each Dra&ee branch. This contro" seria"n#mber sho#"d be introd#ced at the beginning of each year, &hich &i""contin#e ti"" the end of the year.

b. 3.3 ;ssue -egister:

The Remittance De!artment maintains !rescribed D.D Iss#e Register. 5"" the re$#ired!artic#"ars of a"" D. Ds iss#ed sho#"d be entered in that Register d#"y a#thenticated.Se!arate fo"ios are o!ened for each Dra&ee +ranch. Lhi"e iss#ing "oca" Drafts of T?.0,000H7 and above, branches sha"" !#t a test n#mber in RCD I? on the #!!er !ortion ofthe drafts so that the Dra&ee branch can immediate"y make !ayment of the D.D on!resentation after getting the Test agreed, if other&ise fo#nd in order.

c. ;ssue o 3up"icate 3rat :

D#!"icate D.D sho#"d not norma""y be iss#ed #n"ess thoro#gh"y satisfactory evidence is

!rod#ced regarding "oss of a draft. If the D.D is re!orted "ostHsto"en, a d#!"icate draft maybe iss#ed by the Iss#ing branch on recei!t of a &ritten re$#est from the !#rchase.

d. 5ance""ation o 3emand 3rat 8339:


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The fo""o&ing !roced#re sho#"d be fo""o&ed for cance""ation of a D.DF1. The !#rchase sho#"d s#bmit a &ritten re$#est for cance""ation of the D.D

attaching there&ith the origina" D.D.2. The signat#re of the !#rchase &i"" have to be verified from the origina"

a!!"ication form on record.

3. 4anager HS#b 74anagerJs !rior !ermission is to be obtained beforeref#nding the amo#nt on cance""ation.

:. *rescribed cance""ation charge is to be recovered from the a!!"icant andon"y the amo#nt of the draft "ess cance""ation charge sho#"d be ref#nded.=ommissionH*ostage etc. charge recovered for iss#ing the D.D sho#"d notbe ref#nded.

. The D.D sho#"d be affi


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d. Cndorsement on the back of the draft m#st be reg#"ar in case thedraft is !resented thro#gh c"earing.

e. The amo#nt of the draft sho#"d not e


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+. 5fter receiving the I+=5

I. Dr. U+- >enera" 5Hc

=r. Remittances 5&aiting Dis!osa" 7 D.D !ayab"e 5Hc

ii. Dr. Remittances 5&aiting Dis!osa" 7 D.D !ayab"e 5Hc

=r. D.D *aid &itho#t 5dvice 5Hc.


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:. *rescribed cance""ation charge is to be recovered from the a!!"icant and

on"y the amo#nt of the !ay order "ess cance""ation charge sho#"d be

ref#nded. =ommission recorded for iss#ing the !ay order sho#"d not be

ref#nded.

. The !ay order sho#"d be affi


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/as$ Payment

=ash !ayment of different instr#ments is made in the cash section. *roced#re of cash!ayment against che$#e is disc#ssed #nder e"aborate"y. =ash !ayment of che$#e inc"#des

fe& ste!sF53 5ir!t of all th %lint %om! to th %ountr "ith th %h%$ and *iv it

to th offi%r in %har* thr. /h offi%r %h%$! "hthr thr ar

t"o !i*natur! on th a%$ of th %hu and %h%$! hi! alan% in

th %om(utr. Aftr that th offi%r "ill *iv it to th %a!h in %har*.

54

55

56

57

58

59

60

61

62 /hn th %a!h in %har* vrifi! th !i*natur from th !i*natur%ard and (rmit! th offi%r in %om(utr to dit th %lint3! a%%ounty *ivin* (o!tin*. A (o!td !al "ith tllr numr i! *ivn.

63 /hn th %hu i! *ivn to th tllr (r!on and h aftr %h%$in*vrythin* a!$! th dra"r to *iv anothr !i*natur on th a%$ ofth %hu.

64 If th !i*natur mat%h! "ith th on *ivn (rviou!ly thn thtllr "ill ma$ (aymnt $(in* th (ayin* %hu "ith him "hil"ritin* th dnomination on th a%$ of th %hu.

65 'a!h (aid !al i! *ivn on th %hu and ma$ ntry in th(aymnt r*i!tr.


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There are fe& things that sha"" be scr#tini)ed and checked before making !ayments.i. ame of the dra&er

ii. 5cco#nt n#mber

iii. S!ecimen signat#re

iv. The va"idity of the che$#e and make it s#re that it is not !ost dated

or #ndated.

66 The amo#nt in &ords and fig#res are same.

5ash Ba"ance ca"cu"ation

The ca"c#"ation is done by the officer in charge of cash section and then manager or

a#thori)ed officer &i"" check the ba"ance and sign in the cash ba"ance book. The ba"ance

is maintained in the ba"ance book. !ening ba"ance of c#rrent day is the c"osing ba"ance

of the !revio#s day. Tota" receive of the c#rrent day is added &ith the o!ening ba"ance

and tota" !ayment is ded#cted for ca"c#"ating the c"osing ba"ance or cash ba"ance.

Clearing Department

5"earing >ouse peration

5ccording to the 5rtic"e 39/2 of +ang"adesh +ank rder, 1A92,the banks, &hich are themember of the c"earingho#se, are ca""ed as Sched#"ed +anks. The sched#"ed banks c"earthe cho#se dra&n #!on one another thro#gh the c"earingho#se. This is an arrangement bythe centra" bank &here everyday the re!resentative of the member banks gathers to c"earthe cho#se. +anks for credit of the !roceeds to the c#stomers acco#nts acce!t =ho#seand other simi"ar instr#ments. The bank receives many s#ch instr#ments d#ring the dayfrom acco#nt ho"ders. 4any of these instr#ments are dra&n !ayab"e at other banks. Ifthey &ere to be !resented at the dra&ee banks to co""ect the !roceeds, it &o#"d benecessary to em!"oy many messengers for the !#r!ose. Simi"ar"y, there &o#"d be manycho#se dra&n on this the messengers of other banks &o#"d !resent bank and them at theco#nter. The &ho"e !rocess of co""ection and !ayment &o#"d invo"ve considerab"e "abor,

de"ay, risk and e


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Fun"tions of t$e ,epartment

The fo""o&ing are the main f#nctions !erformed by the de!artmentF67 *ass o#t&ard instr#ments to the ="earing7%o#se.

68

*ass in&ard instr#ments to res!ective de!artment.

69 Ret#rn instr#ments incase of dishonor.

70 *re!are I+=5 or I+D5 for the res!ective branch and %.

ccounting %ntries o 5"earing 3epartment

The fo""o&ing entries are given if the che$#es are honored,

/ustomer A2/ ,eitUB+ Genera% A2/ /redit

U+- *rinci!a" +ranch c"ears its che$#es thro#gh the %ead ffice as &e"" as the che$#esof other branches, beca#se it is on"y !ermitted. The other branches send the instr#mentsthro#gh I.+.D.5 U+- *rinci!a" +ranch acts as an agent in this case. ;or this concernbranch gives the fo""o&ing entries,

U+- >enera" 5H=Debit

=#stomers 5H==reditIf the instr#ment is dishonored, the instr#ment is ret#rned to the concerned branchthro#gh I.+.D.5. a"ong &ith the fo""o&ing entries, Incase of ret#rn/;or In&ard

instr#mentU+- >enera" 5H= Debit

=#stomers 5H= =redit.In case of ret#rn/;or #t&ard instr#ment

=#stomer 5H= DebitU+- >enera" 5H==redit.

In case of ret#rning an instr#ment the res!ective officer #s#a""y "ooks for fo""o&ingreasons,

71 A""ount "%osed

72 *nsuffi"ient fund

73 'ot arran&ed for

74 Payment stopped

75 )efer to dra4er

76 (ffe"ts not "%eared may e presented a&ain

77 Amount in 4ords and fi&ures differs


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78 ,ra4ers si&nature differs

79 A%teration reuire dra4ers fu%% si&nature

80 Muti%ation reuires dra4ers "onfirmation

81 /$eue post dated out of date

82 ,ate in"omp%ete2missin&

83 Payees endorsement reuire2 irre&u%ar

84 Payees endorsement reuires an "onfirmation

85 /%earin& $ouse stamp missin&

86 'ot dra4n on UB+

87 Present t$rou&$ aner

If the check is dishonored d#e to ins#fficiency of f#nds, U+- charges T?. 0H7 as !ena"ty.

Bi""s 6 5"a@ue 5o""ection

=hecks, drafts etc. are dro&n on bank "ocated o#tside c"earing ho#se are sent forco""ection. *rinci!a" +ranch co""ects its c"ients above7mentioned instr#ments from otherbranches of U+- and branches other than U+-. In case of o#t &ard bi""s for co""ectionc#stomers acco#nt is credited after finishing the co""ection !rocessor. 5nd in case of in&ard bi""s c#stomers acco#nt is debited for this !#r!ose. So it !"ace d#a" ro"e as fo""o&sF

88 =o""ecting +anker

89 *aying +anker.

There is one officer &orking over desk in this de!artment.

Fun"tions of t$e ,epartment

The fo""o&ing are the main f#nctions !erformed by the de!artmentF

90 *re!aring of #t&ard and In&ard =o""ection Item.

91 Inter7+ranch Transfer.

92 +atch !osting and checking as and &hen re$#ired.

93 ther &orks as and &hen re$#ire.

pp"icabi"ity o 5o""ection

=o""ection is done &hen:

i -ayin* Ban$ i! lo%atd out !id Dha$a 'ity.

/ii *aying +ank is other branches of U+- sit#ated inside Dhaka =ity.


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94 %aying Bank is &utside !haka City

=o""ection de!artment of *rinci!a" +ranch, U+- sends o#t&ard bi""s for co""ection

/+= to the concerned !aying bank to get inter +ank =redit 5dvice /I+=5 from !aying

+ank. If the !aying bank dishonors the instr#ment, the same is ret#rned to !rinci!a"

+ranch.

$ii)#he %aying Bank of their &'n Branches Inside !haka City

=o""ection De!artment sends transfer de"ivery item to other branches of same bank

sit#ated inside Dhaka =ity. U!on receiving I+=5 c#stomers aHc is credited.

3ai"y

ens#re the conformity &ith the (5ctivity Re!ortM if other&ise

making it correct by ca""ing the res!ective officia" to rectify the

vo#cher.

B. Recording of the vo#chers in the o#cher Register.


62/82

A. *acking of the correct vo#chers according to the debit

vo#cher and the credit vo#cher.

Periodi"a% Tas

The ro#tine !eriodica" tasks !erformed by the de!artment are as fo""o&sF

1.*re!aring the month"y sa"ary statements for the em!"oyees.

2.*#b"ishing the basic data of the branch.

3.*re!aring the &eek"y !osition for the branch &hich is sent to the %eadffice to maintain =ash Reserve Re$#irement /=.R.R

: . *re!aring the month"y !osition for the branch &hich is sent to the %eadffice to maintain Stat#tory -i$#idity Re$#irement /S.-.R

. *re!aring the &eek"y !osition for the branch com!rising of the break #!

of sector &ise de!osit, credit etc.6.*re!aring the &eek"y !osition for the branch com!rising ofdenomination &ise statement of cash in ti""s. *re!aring the b#dget for thebranch by fi


63/82

decoration /23O, ,s#rro#ndings of the branch a"so goods/39 O, c#stomer someho&satisfied &ith techno"ogy, ski""ed !eo!"e, de"ivery of services /3O b#t c#stomer are notfee" convenience "ocation./O.+ranch charge, commission, interest, other charges are a"so fair forc#stomer/9O.branch has good re!#tation in the market/:O, and c#stomer are

confident a"&ays ab"e on its service re"iabi"ity /69O. In res!onse of the ans&er of$#estion ty!es of service c#stomer choice in this branch it sho&s that 60O, c#stomer "ikeforeign b#siness services.In res!onse to the ans&er of $#estion c#stomer come for banking services it sho&s that0O c#stomer come at noon,BO c#stomer come beginning and end of the months forservices. so &ork "oad become m#ch at noon, and beginning and end of the month. in res.!onse of the ans&er of $#estion c#stomer !rob"ems of the branch it sho&s that ma'or!rob"em of the branch is no !arking faci"ity for c#stomer /90O. ;e& c#stomer are notfee" convenience "ocation of the branch/2O .in res!onse to the ans&er of com!etitivesit#ation of the branch it sho&s that branch are a"&ays better than com!etitor in terms ofgood services, $#a"ity of services, bank charges, ski""ed staff, friend"y &ith c#stomer, b#t

has "o& com!etitive advantages in modern techno"ogy &ith some #! to date "ike standardchartered, ==, one bank and others.S#ggestion from c#stomer for f#t#re im!rovement, ne& services, credit cards, s#itab"e"ocation, money a#tomation services, ready cash, car !arking faci"ity for c#stomers,attractive decoration, $#ick de"ivery of services.


64/82

*oti'ation o the %mp"oyee

4ost of the em!"oyees are satisfied &ith management !ractices, incentive, bon#s,&orking environment of the branch. +#t fe& of them has arg#ment abo#t &orking "oads,&orking ho#rs of the branch. They have to &ork "ate ho#rs &ith o#t any overtime,incentive. some of them has arg#ment abo#t training and h#man deve"o!ment. They needtraining to ada!t &ith techno"ogy that bank has introd#ced7 ne& &ay of &ritingDD,4T.TT.*.. and other advice . some of the em!"oyees e

*ajor =rob"em ;n 0enera" Banking

*rob"em in genera" banking arises &hi"e iss#ing and res!onding different ty!es of D.D,4.T, *.. T.T, S=.-S=,D.D. I+*, D.D.*. d#e to different bet&een act#a" amo#nt and&ritten amo#nt in those botchers . this !rob"em most re!eated occ#r in genera" bankingfor mis#nderstanding of &ritten amo#nt or not conscio#s"y read the amo#nt in &ords inadvice. 5nother !rob"em is &hi"e iss#ing and res!onding of 4.T, T,T, same message aresend from different branch. This ha!!en d#e not #se the sea" of message confirmation byte"e!hone .then it needs to send severa" message and m#ch ha)ards occ#rs inreconci"iation. 5nother !rob"em occ#r d#e to not getting of advice of 4t., T,T, DD fromdifferent branch. 5nd making sched#"e for reconci"iation are not !ossib"e for head office.5nother !rob"em occ#r in c"ean cash &hen so many +o#cher may attached &ith othercategories .most serio#s !rob"em is that many branch of Uttara bank have not te"e!hone

*anagement eiciency o the branch

4anagement of the branch is very efficient. Disci!"ine is strict"y fo""o&ed in a"" activitiesof the branch. 4anagement a"&ays fo""o&ed, banks norms, c#"t#re, ethics. 4anagementimmediate"y im!"ement any circ#"ar from head office, +ang"adesh banks, financeministry that a!!ro!riate for them. 5ny ty!es of ne& techno"ogy. e& method of &rittenre!ort, s#bmission of statement immediate"y im!"ement in the branch. +ranch manager


65/82

a"&ays concern his d#ties and res!onsibi"ity. 5"&ays he observe a"" the officers &orks infront of their tab"e. In case of any ty!es of error in the &orks by an officer heimmediate"y take meas#re to rectify it. 5"&ays concern fo""o&ing of banking g#ide"inesin a"" banking activities. %e a"&ays concern abo#t c#stomer satisfactions &e"" asentertainment of the va"#ab"e c"ients. in case of any com!"ain form c#stomer in any

banking service he acce!t it and rectify. 5"&ays take s#ggestion from the c"ients for theirf#t#re satisfaction. manager a"so conscio#s abo#t em!"oyee satisfaction as &e"" as theirc"aims and arg#ment. 5nd try to give a!!ro!riate so"#tion of their !rob"em. he a"&aysconscio#s abo#t b#i"ding team &ork among them . in case of any em!"oyees absence hefi"" the ga!s by other officers so that any officia" &orks are not !ending. 4anager direct"yobserve !erformance of the officers and re!ort them to the higher a#thority for!romotion. %e a"so concern &ho are non !erformer and take a!!ro!riate meas#re forthem. fficia" disci!"ine are strict"y fo""o&ed, no em!"oyees and officer cannot go o#t ofoffice &itho#t !ermission of manager. Cm!"oyees have to &ear officia" dress ,!resent intheir desk, #nti" finished of the officia" &orks. In case of any disobey of officia"disci!"ine immediate"y actions are taken regarding him. 4anagement a"so concern

hygienic &orking environment, s#ch as !#re drinking &ater , canteen for "#nch,entertainment for the staff , neat and c"eanness of the branch, toi"et bath room faci"ity,!rayers !"ace for the !eo!"e. 5nd a"&ays try to im!rove branch environment.

Loans and ad"an!e of %ttara bran!h

5ategories o "oans oered by the branch

5gric#"t#re

-arge and medi#m sca"e ind#stries C

ther commercia" "ending/'#te and ferti"i)er

Sma"" and cottage ind#stries

=ons#mer -oan

*ersona" "oan

thers

a %o#sing "oansb Residentia"c =ommercia"s d Trans!ort e =o"d storage f +rick fie"d g >o"d "oans h 5gainst &ork

orders i 5gainst &ork ;DR @ -oans against sanchay!atra k "oans against LC+D, I=+,#nit certificate " "oans against "ife ins#rance !o"icy k thers s!ecia" !rogram

5"assiied "oans and pro'ision


66/82

=erormance o "oans reco'ery


67/82

$/// $//1 $//)

Unrecovered "oans :A.2 :B0.16 3B2.00

S#it money 166.:3 10.:B 2.1A

Recovered 1A.10 1B.00 .9

O recovered by s#its 11.O 19.06O 2.23O

*ajor indings

-oans are #n7recovered as these are sanctioned against im!ro!er doc#ments.

-oans are given as the order of direct higher a#thority.

-oans is not !ro!er"y #ti"i)ed, "oans &as ca#tioned for one sector b#t #sed in other

sector.

-ack of s#fficient interest .financia" "oss in b#siness of the creditor.

-oans are given &itho#t !ro!er ins!ection of !"edged assets or hy!othecation.

-oans are #n7recovered d#e to va"#e of the co""atera" assets are not !ro!er"yassessed.

4a


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the case date bank re!resentative m#st !resent in the co#rt and !rovide information tothe com!etent a#thority.

Strict"y fo""o& g#ide"ine of +ang"adesh bank &hi"e sanction "oans.

Take acc#rate g#arantee from the creditor so that creditor get no !rovisionH evasion

of not !ay bank d#e money.

+ranch m#st achieve ann#a" and ha"f year"y b#dget target so that amo#nt of c"assified"oans may be concern by higher a#thority and take a!!ro!riate action.

+ank have to be set #! a more strengthen R4 de!artment. +ranch manager have to

be direct"y cons#"t &ith the De!#ty >4 of R 4 .

%ead office have to em!"oyee a former D.=. as an "ega" advisor in order acce"erate

recovery of c"assified "oans.

4eas#re m#st be taken a"" debts before they are being c"assified or before e

dates that "oans not be c"assified.

*reca#tion m#st be taken &hi"e a!!rova" of "oans !ro!osa" in %.. m#st '#stify rea"

sit#ation of #sing "oans granted "oans, incase e of any discre!ant doc#ment or any

c"aim against "oans m#st inform %.. for not sectioning "oans to that a!!"icant.

=recaution !hi"e sanction o ne! "oans:

+anker m#st ana"ysis borro&er nat#re of b#siness, e

$#a"ification, good&i"". Income so#rces, !rofit from invested money, abi"ity tore!ayment of "oans money.

+efore s#bmit "oans !ro!osa" banker m#st !ro!er"y e


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+ank m#st re&arded and enco#rage those borro&er &ho reg#"ar re!ayment of "oans

and m#st give !reference to him for "oan sanction.

+ranch m#st !resent re!ort to +ang"adesh +.R.*.D. abo#t !rob"em and !erformance

of recovery of c"assified "oans ,"ega" action against those borro&er according to+ang"adesh bank +.R.*.D. circ#"ation.

+ranch manager m#st be ens#re abo#t obedience of a"" the above ste!s.

"oreign e#change

;oreign C


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>o! to open an LD5

;or o!ening an -H= there m#st be a re"ationshi! bet&een banker and c#stomer thro#gho!ening an acco#nt &ith the bank.=rocedures or opening a bank accounts:

95 +efore o!ening acco#nts c"ients m#st s#bmit some !a!er96 in case of com!any m#st s#bmit ann#a" financia" statement97 in case of individ#a" m#st s#bmit a"" ty!es of income ta< !ayment certificate.

a'e to take some charge documents rom the party

atrading "icensee bchamber of commerce certificate c"ast fisca" year income ta%T114-H= UDCR sta.115thers

LD5 is most suitab"e under o""o!ing conditions

Lhen the im!orter is not &e"" kno&n. The e

have the !romise of !ayment.

Lhen the im!orter doesnt &ant to !ay the e

the merchandise has been shi!!ed in good condition.

;mportance o LD5

In internationa" trade since the b#yer and se""er are $#ite distant from each other a!rob"em often arises to make the de"ivery of goods and &hen to make the !ayment for thede"ivery. This !rob"em is absent in home trade. +#t in foreign trade neither the im!orternor the e

im!orter sti"" re"y #!on the e


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LD5 procedure:

The vario#s ste!s invo"ved in the o!eration of credit are described as fo""o&s

The im!orter and e

The im!orter a!!"ies for a -H= from his banker kno&n as the iss#ing bank. %e may

#se his credit "ines.

The iss#ing bank o!ens the -H= that is channe"ed thro#gh its overseas corres!ondent

bank, kno&n as advising bank.

The advising bank inform the e

egotiation of e

In s#ch case he obtains !ayment immediate"y #!on !resentation of doc#ments. If notthe doc#ments &i"" be sent to the iss#ing bank for !ayment or an a!!rova" basis in thene


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advising bank sim!"y advises the -H= &itho#t any ob"igation on its !art. %o&ever, theadvising bank sha"" take reasonab"e care to check the a!!arent a#thenticity of the creditthat it advises.


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Back to back LD5

+ack to back -Hc is most"y iss#ed in +ang"adesh. Lhen a beneficiary receive a "etter ofcredit &hich is not transferab"e and he cannot f#rnish the goods himse"f, he may arrange

&ith his banker to iss#e a second credit &hich is kno&n as back to back -H= to s#!!"ierto s#!!"y the goods.5s both -H= cover the same goods the back to back credit m#st be iss#ed &ith identica"terms to the m#ster -H=, e

condition as s!ecified in -H= before !ayment.

Im!orter can insist on shi!ment of goods &ithin a certain time sti!#"ated a "atest

shi!ment date.

%e can get advice from the banker according to -H= terms.

%e can ask for financia" assistance from the banker.

*rotection offered by U=*00.

3isad'antages

Since bank dea"s &ith doc#ments on"y goods may not be the same as those s!ecified

in the credit.

Iss#ing bank ob"iged to !ay even tho#gh the conditions of goods may be !oor.

-H= commission are re"ative"y high.

d'antages or e&porter

The risk for non!ayment is "o&er as com!"ies !rovided &ith "Hc.

It is a safe method thro#gh &hich !rom!t !ayment obtain after shi!ment. C

The e


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The goods shi!!ed before receiving !ayment and so it is not 100 !ercent safe.

*ain business o 7oreign e&change department

The !rimary b#siness of foreign e7oreign remittance

5"" ty!es of -H= money, st#dents fees, and other charges are send to foreign co#ntrythro#gh remittance. 5fter negotiation bet&een im!orter and e


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margin that &as !re!aid &hi"e o!ening -H= after !re!aring dock statement7a"" the entrytransaction is re!orted to a c7form to +ang"adesh bank &here tota" foreign c#rrencyrecord is maintain in commodity &ise.

=rob"ems o oreign e&change remittance

Sti"" many co#ntry of the &or"d has not o!en e

5s sti"" there Is no remittance &ith many co#ntries taking this o!!ort#nities one c"ass

of broker are benefited, do""ars are going a&ay of the co#ntry , the rate of e

amo#nt of cash remittance &i"" be increases.


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Suggestion or the management or uture impro'ement

Deve"o!ing team s!ritmanager have to take detai"s information regarding em!"oyees

iAncome fami"y, no of chi"dren, &here they st#dy, !ersona" !rob"em, c"aim of &orks and

have to give so"#tion for them ,. So that in case of any officer absence they can r#nning

officia" &orks coo!erative &ith others and deve"o! team s!rit in their &orks.

*ake cautious to e'ery emp"oyeesE management have make ca#tio#s to every

em!"oyees that they to &ork &ith make o#t, and o!ening their eyes and ear so that any

mistake can not occ#r in their &orks.

-educing a"" unnecessary charges7 manager have ca#tio#s abo#t branch !rofit so

#nnecessary charges have to red#ce.

=roper uti"i?ation o branch resources7 +ranch has to #se a"" reso#rces, s#ch as ca!ita".;#nds, de!osit, "oans and advances, assets, e$#i!ment !ro!er"y. 4anager have to #se the

&ork force !ro!er"y, so that some of the em!"oyees cannot s!end their time id"y &hi"e

others do &orks.

="acement o oicer to reduce !ork "oads7 4anagement have to &rite "etter to head

office for !roviding them more $#a"ified staff to increase efficiency of the branch.

4odern techno"ogy7 management have to take meas#re for arrangement of modern

techno"ogy to s!eed #! &orks and red#ce their "abor.

F cash or ready cash ser'icesnE in order to tack"e com!etition, and s!eed #!

c#stomer branch need to introd#ce ne& services, s#ch as ready cash, or $7cash "ike other

!rivate bank7 to increase c#stomer satisfaction, and no. of c"ients. 5s c#stomer a"&ays

interested abo#t ne& services "ike ready cash that can red#ce their time, cost risk, traffic

'am. In ready cash system they can &ith dra& their money from any branch &here he

intentioned, not need !hysica""y !resent that branch.

Strict"y o""o!ed o business ethics

4anage have to care abo#t fo""o&ing of b#siness ethics in a"" the activities7not take any

gift from c#stomer7 in case of offer tactf#""y avoid gift.

Not pending o oicia" !orks7 management have to ca#tio#s abo#t not !ending of

&orks, sending re!ort to the head office acc#rate time, sending advices, TR to different

branch to a!!ro!riate time, $#ick"y res!onse to a#dit re!ort.


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Shit the branch in suitab"e "ocation

5s c#stomer fee"s many dist#rbances to come here so the branch have to be shifted in a

s#itab"e "ocation &ith !arking faci"ity.

;mpro'ing !orking en'ironment

5s the branch has s!ace "imitation, seating !"ace, so management have to im!rove

&orking environment. +ranch need se!arate !"ace for officia"s and c#stomer saying

!rayers.

;ncreasing deposits asbranch de!osits are com!arative"y "o& than "oans and advance

so branch need to take meas#re to increase de!osit thro#gh o!ening ne& c"ients acco#nt

>uman resources de'e"opment

4anagement a"&ays have to em!hasis on h#man reso#rces deve"o!ment of the branch

they have not re"y on"y on fe& em!"oyees. 4anagement have to take meas#re for

em!"oyee training for f#t#re im!rovement of their ski""s.

%&panding ser'ice range

+ranch sho#"d e

e

*aking "ist o non perormer o the branch

Some of the em!"oyees &ho id"y s!end their time or b#sy other b#siness branch need to

make of those non7!erformer and take immediate action to&ards them s#ch as s#s!end,

demotion, transfer, fine etc.

ork ethics

Cm!"oyee of the branch have to be fo""o&ed &ork ethic in a"" officia" activities.

5"ient satisaction


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4anagement sho#"d a"&ays &orks for their c"ient satisfaction .they sho#"d "isten

c#stomer com!"aint and take remedies to so"ve these. They sho#"d take a"" necessary

arrangement for c#stomer satisfaction thro#gh im!rovement of branch environment ,

"ocation, sec#rity, !arking faci"ity ne& service etc.

5ustomer retention

4anagement have to take ste!s to retain c#stomer. They sho#"d b#i"d a strong

re"ationshi! &ith their e


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5N5LUS;N:

Uttara +ank -td is the "argest nn7government organi)ation thro#gh o#t or this

region. It is &orking mass !eo!"e abo#t a$#ac#"t#re, socia" &e"fare and income

generation of this region.

-eadershi! sty"e !rocess accom!"ished ha"f of its organi)ationa" activities.

Cm!"oyees are the "ifeb"ood of organi)ation and "eadershi! sty"e are the &ay to motivate

and maintain that.

Lork mood is associated "eadershi! sty"e in many senses. 5n a!!ro!riate

"eadershi! sty"e can bring the 'ob satisfaction among em!"oyees.

Uttara +ank -td, +arisa" +rach, +arisa" is s#ch non7government organi)ation is

high"y concerned &ith those factors of -eadershi! sty"e. They a!!"y an effect ion sty"e to

im!"ement the organi)ationa" ob'ectives. ;rom a!!"y an effective sty"e to seen that

effective -eadershi! sty"e bring a great and fr#itf#" s#ccess of the organi)ations.

uttara bank final

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