Communication in Banking Organization

Communication in organizational setting

B.Z.U Sahiwal

PROJECT REPORT On Communication Communication in Banking organization

Presented To: Mam Mehr ee een

Presented By:

Muhammad Irfan MBA 3RD

Department of Business Administration Bahauddin Zakariya University Sahiwal Campus

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B.Z.U Sahiwal

COMMUNICATION The term communication is derived from original Latin word ³Communis´ which means common. It involves act of importing a common idea or understanding the other persons and covers any behavior that effect on exchange of message. So, communication means conveying the message from one place to another place to one person to another person in a way that he can understand the meaning.

Organizational communication Organizational communication is a subfield of the larger discipline of communication studies. Organizational communication, as a field, is the consideration, analysis, and criticism of the role of communication in organizational contexts.

History of Organizational Communication The field traces its lineage through business information, business communication, and early mass communication studies published in the 1930s t hrough the 1950s. Until then, organizational communication as a discipline consisted of a few professors within speech departments who had a particular interest in speaking and writing in business settings. The current field is well established with its own theories and empirical concerns distinct from other communication subfields and other approaches to organizations. o rganizations. Several seminal publications stand out as works broadening the scope and recognizing the importance of communication in the organizing process, and in using the term "organizational communication". Nobel Laureate Herbert Simon wrote in 1947 about "organization communications systems", saying communication is "absolutely essential to organizations".

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In the 1950s, organizational communication focused largely on the role of communication in improving organizational life and organizational output. In the 1980s, the field turned away from a business-oriented approach to communication and became concerned more with the constitutive role of communication in organizing. In the 1990s, critical theory influence on the field was felt as organizational communication scholars focused more on communication's possibilities possibilities to oppress and liberate o rganizational members. The process of transmitting the message from sender to receiver so, that the receiver is able to understand the message clearly. These should be some feedback from receiver is able to understand the message clearly. There should be some feedback from receiver because the communication is considered effective when it achieves the desired reactions from recipient.

OR Business Communication is any communication used to promote a product, service, or organization ± with the objective o bjective of making sale. In organizational communication, message is conveyed through various channels of communication including internet, print (publications), radio, television, outdoor, and word of mouth.

Communication Networks in organizations A communication network is the pattern through which the members of a group communicate. Research conducted on networks suggests some interesting connections between the type of network and group performance. For example, when the group's task is relatively simple and routine, centralized networks tend to perform with greatest efficiency and accuracy. The dominant leader facilitates performance by coordinating the flow of information. When a group of accounting clerks is logging incoming invoices and distributing them for payment, for example, one centralized leader can coordinate coordinate things efficiently. efficiently. When the task is is complex and non routine, such as making a major decision about organizational strategy, decentralized networks tend to be most effective because open channels of communication permit more interaction and a more more efficient sharing of relevant information. Managers should recognize the effects of communication networks on group and organizational performance and should try to structure networks appropriately. appropriately. Researchers studying group dynamics have discovered several typical networks in in groups. There are several several patterns of communication:

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 Chain  Wheel  circle  All-Channel

Wheel:

The Wheel can be compared with a typical autocratic organization, meaning one-man

rule and limited employee participation. Chain: the chain can readily be seen to present the hierarchical pattern that characterizes strictly

formal information flow, "from the top down," in military and some types of business organizations. Circle: if you are in circle network, member communicates if they share something in common,

such as experiences, beliefs, areas of expert ise, background or office location. All-Channel network: The All-Channel network compared to

some of o f the informal

communication networks. Free-flow of communication in a group that encourages all of its members to become involved in group decision processes.

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THE COMMUNICSTION CHANNELS The communication channel selected for transmitting a message plays a significant role in maintaining the quality of the original message in its passage from the sender to receiver. The sender, given the opportunity to weigh the merits of using an oral or written communication, or a combination of the two, selects the most effective for the situation. Now, let's turn our attention to the basic communication channels within an organization. There are three channels: formal, informal, and uno fficial.

Formal Communication Formal communication - written or oral - follows the chain of command of the formal organization; the communication flows from the manager to his immediate subordinates. Each recipient then re-transmits the message in the selected form to the next lower level of management or to staff members, as appropriate. The message progresses down the chain of command, fanning out along the way, until all who have a need to know are informed. Formal communication also flows upward through the o rganization on the same basis. Formal communication normally encompasses the transmittal of goals, policies, instructions, memoranda, and reports; scheduled meetings; and supervisory-subordinate interviews.

Informal Communication No organization operates in a completely formal or structured environment. Communication between operations depicted in an organizational chart does not function as smoothly or as trouble-free as the chart may imply. In most organizations operating effectively, channels of communication have developed outside the hierarchical structure. The informal communication process supplements the formal process by filling the gaps and/or omissions. Successful managers encourage informal organizational linkages and, at the same time, recognize that circumvention of established lines of authority and communication is not a good regular practice. When lines of authority have been bypassed, the manager must assume responsibility responsibility for informing those normally in the chain of co mmand of the action taken. There is a fine line between using informal communications to expedite the work of the organization and the needless bypassing of the chain of command. The expediting process gets the job done, but bypassing the chain of command causes irritation and can lead to hard feelings.

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To be effective, the manager must find a way to balance formal and informal communication processes.

Unofficial Communication Astute program and functional managers recognize that a great deal of communication taking place within their organizations is interpersonal. News of revised policies and procedures, memoranda, and minutes of meetings are subjects of conversation throughout the organization. These subjects often share the floor with discussions of TV shows, sports news, politics, and gossip. The "grapevine " is a part of the unofficial communication process in any organization. A grapevine arises because of lack of information employees consider important: organizational changes, jobs, or associates. This rumor mill transmits information of highly varying accuracy at a remarkable speed. Rumors tend to fall into three categories: those reflecting anxiety, those involving things hoped for, and those causing divisiveness in the organization. Some rumors fade with the passing of time; others die when certain events occur. Employees take part in the grapevine process to the extent that they form groups. Any employee not considered a part o off some group is apt to be left out of this unofficial communication process. The grapevine is not necessarily good or bad. It serves a useful function when it acts as a barometer of employees' feelings and attitudes. Unfortunately, the information traveling along the grapevine tends to become magnified or exaggerated. Employees then become alarmed unnecessarily by what they hear. It is imperative that a manager be continually alert to the circulation of false information. When discovered, positive steps should be taken to provide the correct information immediately immediate ly..

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HABIB BANK LIMITED HBL was the first commercial bank to be established in Pakistan in 1947. Over the years, HBL has grown its branch network and become the largest private sector bank with over 1,450 branches across the country and a customer base exceeding five million relationships. With a presence in 25 countries, subsidiaries in Hong Kong and the UK, affiliates in Nepal, Nigeria, Kenya and Kyrgyztan and representative offices in Iran and China, HBL is also the largest domestic multinational. The Bank is expanding its presence in principal international markets including the UK, UAE, South and Central Asia, Africa and the Far East. Key areas of operations encompass product offerings and services in Retail Banking. HBL has the largest Corporate Banking portfolio in Pakistan with an active Investment Banking arm. SME and Agriculture lending programs and banking services are offered in urban and rural centers. In the UK and GCC, HBL focuses on trade finance and remittances for the South Asian Diaspora in addition to basic banking facilities. HBL has always been a bank and a brand for the masses, with a history that is inextricably linked with the history of Pakistan itself. As it continues to grow, both locally and abroad, it strives to embody its brand personality: honest, approachable, and inclusive. HBL is currently rated AA+ (Long term) and A1+ (Short term)*. It is the first Pakistani bank to raise Tier II Capital Cap ital from external sources.

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HISTORY AND BACKGROUND Habib Bank Limited was established by Mr. Ismail Habib (Late) on August 25, 1942 at Bombay. It was the first first Muslim Bank of the sub-continent. sub-continent. It was established established with a paid up capital of Rs. 2.5 million. million. At an early stage, stage, the number of its branches was only 12. HBL established operations in Pakistan in 1947 and moved its head office to Karachi. Our first international branch was established in Colombo, Sri Lanka in 1951 and Habib Bank Plaza was built in 1972 to commemorate the bank¶s 25th Anniversary. With a domestic market share of over 40%, HBL was nationalized in 1974 and it continued to dominate the commercial banking sector with a major market share in inward foreign remittances (55%) and loans to small industries, traders and farmers. International operations were expanded to include the USA, Singapore, Oman, Belgium, Seychelles Se ychelles and Maldives and the Netherlands.

PRIVATIZATION OF HBL On December 29, 2003 Pakistan's Privatization Commission announced that the Government of Pakistan had formally granted the Aga Khan Fund for Economic Development (AKFED) rights to 51% of the shareholding in HBL, against an investment of PKR 22.409 billion (USD 389 million). On February 26, 2004, management control was handed over to AKFED. The Board of Directors was reconstituted to have four AKFED nominees, including the Chairman and the President/CEO and three Government of o f Pakistan nominees.

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HBL¶S VISION, MISSION AND VALUES Vision ³Enabling people to advance with confidence and success´. Mission ³To make our customers prosper, our staff excel and create value for shareholders´.

Values

Our values are the fundamental principles that define our culture and are brought to life in our attitude and behaviors. It is these values that make us unique and unmistakable. Our values are defined below: Excellence

This is at the core of everything we do. The markets in which we operate are becoming increasingly competitive, giving our customers an abundance of choice. Only through being the very best ± in terms of the service we offer, our products and premises - can we hope to be successful and grow. Integrity

We are the leading bank in Pakistan and our success depends upon trust. Our customers - and society in general ± expect us to possess and steadfastly adhere to high moral principles and professional professional standards. Customer Focus

We understand fully the needs of our customers and adapt our products and services to meet these. We always strive to put the satisfaction satisfaction of o f our customers first. Meritocracy

We believe in giving opportunities and advantages to our employees on the basis of their ability. We believe in rewarding achievement and in providing first-class career opportunities for all. Progressiveness

We believe in the advancement of society through the adoption of enlightened working practices, innovative new products and processes and a spirit of enterprise.

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BORD OF DIRECTORS NAME

DESIGNATION

Sultan Ali Allana

CHAIRMAN

R. Zakir Mahmood

PRESIDENT & C.E.O

Mushtaq Malik

DIRECTOR

Ahmed Jawad

DIRECTOR

Yasin Malik

DIRECTOR

Moez Jamal

DIRECTOR

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MANAGEMENT HIERARCHY

PRESIDENT

BOARD OF DIRECTOR

MEMBER EXECUTIVE BOARD

REGIONAL CHIEF

ZONAL CHIEF

BRANCH MANAGERS

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CORPORATE INFORMATION

Head Office HBL Plaza

I. I. Chundrigar Road Karachi-75650, Pakis Pak istan. tan. Tel : +92 (21) 2418000 [50 lines] Fax : +92 (21) 9217511

Registered Office 4th Floor, Habib Bank Tower Jinnah Avenue Islamabad, Pakistan. Tel: +92 (51) 2872203 Fax: +92 (51) 2872205

Registrars THK Associates (Pvt.) Ltd. Ground Floor, State Life Bldg No. 3 Dr. Ziauddin Ahmed Road Karachi, Pakistan. Tel: +92 (21) 111-000-322 Websites

Corporate website: www.hbl.com E-bank (internet banking):

www.hblebank.com

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RESEARCH DESIGN PURPOSE OF THE STUDY The main purpose of this research study was to get information about communication in organizational setting that how it takes place.

Descriptive Study Studies may be either exploratory in nature, descriptive, case study or may be conducted to test hypothesis. In our research, the purpose of study would be descriptive because substantial information is known about situation at hand on how this particular problem or research issues have been solved in the past.

EXTENT OF RESEACHER INTERFERENCE Minimal The extent of interference by the researcher with the normal flow of work at the workplace has a direct bearing on whether the study undertaken is causal or co relational. Extent of researcher interference with the study should be minimal, and because we are not trying to manipulate certain variables, but only wants to conduct research only on communication.

STUDY SETTING Non-contrived Since the research is going to be conducted in the natural environment where work proceeds normally. So, the study setting would be non-contrived also due to the fact that we are concerned with co relational study and this is going to be a field study.

UNIT OF ANALYSIS Organization The unit of analysis refers to the level of aggregation of the data collected during the subsequent data analysis stage. Unit of analysis in this particular research is going to be the organization as we are going to research on organizational communication in HBL.

TIME HORIZON Cross-sectional The time horizon would be cross-sectional, because the study is going to be done in a way that data would be gathered once, probably, over a period of days or weeks.

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SAMPLING Sampling Design been used over here has been convenience sampling. As a convenience we select sample of HBL, Regional Head sample size Head office Sahiwal and HBL, farid town branch Sahiwal. Our sample is 20 questionnaires.

DATA COLLECTION METHODS Primary Data Primary data is collected by interviews of employees of HBL and through questionnaires.

Secondary Data Secondary data is collected through internet and through the website of HBL.

TYPES OF COMMUNICATION USED IN HBL There are two types of o f business communication in an HBL: 1 .

Internal Communication

2. External Communication 1.

Internal Communication

It means communication within an organizat ion is called ³Internal Communication ´. It includes all communication b/w the different levels peoples within an organization. It may be informal or a formal function or department providing communication in various forms to employees. Effective internal communication is a vital mean of addressing organizational concerns. Good communication may help to increase job satisfaction, safety, productivity, and profits and decrease grievances and turnover. Under Internal Business Communication types there co me; a)Upward Communication b)Downward Communication c) Horizontal/Literal Communication d) Diagonal communication

a) Upward Communication Upward communication is the flow of information from subordinates to superiors, or from employees to management. Without upward communication, management works in a vacuum, 14


B.Z.U Sahiwal

not knowing if messages have been received properly, or if other problems exist in the organization. Such feedback to higher authorities may be in the form of complaints, suggestions, reports, opinions etc. Upward Communication is a mean for staff to: 

Exchange information.



Offer ideas.



Express enthusiasm.



Achieve job satisfaction.



Provide feedback.

b) Downward Communication Information flowing from the top of the organizational management hierarchy and telling people in the organization what is important (mission) and what is valued (policies).Downward communication generally provides information about the system, objectives plans, procedures, practices which allows a subordinate to do something. e.g.: Instructions on how to do a task. Downward communication comes after upward communications have been successfully established. This type of communication is needed in an organization to:  Transmit vital information  Give instructions  Announce decisions

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 Seek cooperation  Provide motivation  Increase efficiency  Obtain feedback

Both Downward & Upward Co mmunications mmunications are collectively co llectively called ³Vertical Communication´

c) Horizontal/Literal communication Horizontal communication normally involves coordinating information, and allows people with the same or similar rank in an organization to cooperate. Communication among employees at the same level is crucial for the accomplishment of work. Horizontal Communication is essential for: 

Solving problems.



Accomplishing tasks.



Improving teamwork.



Building goodwill.



Boosting efficiency.

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c) Diagonal communication It means communication occurs between workers in a different section of the organization and where one of the workers involved is on a higher level in the organization. For example in a bank diagonal communication will occur when a department manager in head office converses with a cashier in a branch of the bank based on the high street.

2.

External Communication

Communication with people outside the company /organization is called ³external communication ´. Managers communicate with sources outside the organization, such as

vendors and customers. custo mers.

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Customers Customers have great importance for each organization and should be served and communicated in a good way. HBL communicates communicates with its its customers in very very efficient way. In commercial commercial banking individuals and in corporate banking banking organizations are customer of HBL.

All the

communication is conducted in good way through telephone and also written communication as well when needed according to the situations and requirements of that particular customer. Customer complaints about banking are also a lso resolved in an efficient manner.

Vendors Vendors are those persons persons or organizations who provide supplies, services or both to HBL. In supplies stationary, stationary, computers and their parts, furniture furniture and fittings fittings are included. included. In services maintenance of computers, ATMs, furniture and fittings fittings are included. included. Communication with with vendors takes place in time. Share holders

Communication with shareholders is very necessary because those are the actual owners the organization. HBL conducts annual general meting in each year and notice is sent to each shareholder. Insurance Companies

HBL provides car leasing leasing facility and the cars leased are insured by insurance companies. To provide better car leasing facility HBL cont inuously communicate with insurance companies. Tax Department

Communication with with tax department department is very necessary for tax purposes.

HBL finance finance

department communicate tax issues and other procedures with HBL. Lawyers

The services services of lawyers are obtained obtained for the recovery of stuck off finance. finance. communication with lawyer can made him able to defend the case in an efficient manner.

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METHODS OF COMMUNICATION USED IN HBL There are three methods of communication used in banks which are represented in above diagram.

Verbal

Written

Communication Communication

Communication

Communication trough IT

1 )

Verbal Communication

It means conveying the message, idea, facts information in which words are used. It is face to face type of communication. It can also be made through mechanical devices like telephone, mobiles, dictating machines (type writer) etc in banks verbal communication is popular both for upward & downward communication. Instructions, letters, lectures, orders are done through verbal communication. It helps getting quick response & feedback & develops friendly environment.

2) Written Communication It is most important medium of communication. Different kinds of orders, circulars, handbooks, reports are provided only through written communication. It should be drafted clearly, correctly, completely and convincingly to make it effective.

3) Communication through IT

Networked Computer Systems In a network computer system HBL links its all computers together throug h compatible hardware and software for the sharing of resources such as printer in head office, regional offices or branches.

Intranet An intranet is an organizational communication network that uses internet technology and is accessible only by organizational employees. HBL uses intranet intranet to connect its its branches with with

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head office, regional offices and with with each other. Financial transactions transactions are done through this network.

Extranet An extranet is an organizational communication network that uses internet technology and it allows the users inside the organization to communicate with certain outsiders such as customers and vendors. HBL provides provides facility of internet internet banking through extranet.

E-mail It is the instantaneous transmission of message on computers that are linked together. Employees of HBL widely use this facility to communicate with each other for obtaining and transmitting information.

Fax HBL uses fax machines to for the transmission of documents to regional office, head office or to any other branch.

HBL Phone Banking HBL offers phone banking facility facility to its customers.

For this facility facility HBL gives TPIN

(Telephone Personal Identification Number) for each customer identification of that customer. Many services can be obtained by customers by talk to phone bank officer such as balance inquiry, amount transfer and bank statement etc.

HBL Internet Banking HBL also offers internet banking facility facility to its customers. customers. Particular login and user ID is gives to each customer and then a fter login he can perform different transactions by itself in his account.

ATM Service ATM machines are used to withdraw cash or transfer amount in any other account by the customers. HBL ATM has 1-link which means that it has a links links with all other bank¶s ATMs.

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INDIVIDUAL QUESTION CONTENTS AND RESULTS 1 .

How do you most often communicate with employees who work at the other departments?

Options

Percentage

Face-to-face

25%

Telephone Group Meetings E-mail

60% 0% 15%

15%

25%

0%

Face-to-face Telephone Group Meetings E-mail

60%

Interpretation

This question is asked to know about the interdepartmental communication between employees and how they co mmunicate with each other by using different channe ls and mediums.

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2. Do you participate in the meetings for routine decision making?

Options Yes

Percentage 65% NO

35%

35%

Yes NO

65%

Interpretation This question is asked to know about the decision decision making process of HBL. Mostly employees employees at Regional Head office participate in decision making but at branches there is no such trend.

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3 .

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How often do you communicate with your manager?

Options

Percentage 70% 25% 5% 0% 0%

Daily Weekly Twice in a month Monthly Every month

0% 0% 5% 25% 70%

Daily Weekly Twice in a month Monthly Every month

Interpretation By this question we come to know that the mostly managers and employees communicate with each other frequently.

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Communication in organizational setting 4 .

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In your one-on-one interactions with your managers concerning your work, does she/he encourage you to offer ideas on how to do your job better? Options

Percentage Never 25% 70% 5% 0%

25% of the time 50% of the time 75% of the time 100% of the time

5%

0%

0%

0% 25%

Never 25% of the time 50% of the time 75% of the time 100% of the time

70%

Interpretation This question is asked to employees to know about the importance of their own ideas for their job. About 70% employees employees asked that about 50% of time time managers encourage them to offer ideas about their jobs which are good communication with employees and managers.

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How often does your manager meet with you to review your performance objective?

Options

Percentage Never 25% 5% 65%

Once a year Twice a year Three or more times

5%

5% 25% 65% 

ever

Once a year Twice a year 5%

Three or more times

Interpretation The performance review system system is also also good.

Managers meet meet many times times in a year year with

employees to review their performance and to check the achievement of personal goals.

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Communication in organizational setting 6 . S ince ince

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the beginning my working experience the information I have

received about my department¶s issues/events has been: Timely

1 10%

2 75%

3 15%

4 0%

5 0%

Not timely

Accurate

1 10%

2 25%

3 55%

4 10%

5 0%

Inaccurate

Sufficient

1 25%

2 30%

3 20%

4 20%

5 5%

Insufficient

Timely 0%

15%

0%

10%

1 2 3 4 5

75%

Accurate 10%

0%

10% 25% 1 2 3 4 5

55%

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Sufficient 20%

5%

25% 1 2 3

20%

4 5

30%

7 .

S ince ince

the beginning of my working experience the information I have

received from other departments that I need to do my job has been: Timely

1 10%

2 25%

3 35%

4 30%

5 0%

Not timely

Accurate

1 5%

2 15%

3 25%

4 55%

5 0%

Inaccurate

Sufficient

1 0%

2 20%

3 50%

4 30%

5 0%

Insufficient

Timely 0%

10%

30%

25%

1 2 3 4 5

35%

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Accurate 0%

5% 15%

55% 1 25%

2 3 4 5

Sufficient 0% 0% 20%

30%

1 2 3 4 5

50%

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How often does your manager ask for your ideas before making decisions that affect your job?

Options 0% of the time 25% of the time 50% of the time 75% of the time 100% of the time

15%

Percentage 0% 35% 25% 25% 15%

0% 35%

25% 0% of the time 25% of the time 50% of the time 75% of the time 100% of the time

25%

Interpretation By this question we come to know that mostly managers make decisions about their subordinate¶s jobs jobs without their participation. But sometimes sometimes managers asked from them

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Does your manager give you specific enough feedback about the way you perform your job so that you can improve your performance?

Options

Percentage

0% of the time

0%

25% of the time

40%

50% of the time

30%

75% of the time

15%

100% of the time

15%

15%

0% 40%


30%

Interpretation Mostly managers give feedback to employees about the way of doing job and how to make it effective and efficient.

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Communication in organizational setting 10 . Y ou ou

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are having difficulty solving a problem assigned to you. How often do

you ask for suggestions or ideas from coworkers?


Percentage 10% 20% 35% 35% 0%

0%

10%

35%


35%

Interpretation This question is asked to know about the coworkers¶ participation when other employee is in problem. Mostly employees employees give ideas and help help to others.

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Communication in organizational setting 11 . How . How

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often do you provide help when asked by a coworker who is trying to

solve a problem?


15%

Percentage 10% 30% 15% 30% 15%

10%

30% 30%

0% of the time 25% of the time 50% of the time 75% of the time 100% of the time

15%

Interpretation This question is also asked to know about the communication for help purpose between the coworkers. We know that coworkers provide provide help in solving solving problems.

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Communication in organizational setting 12. How 2. How

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often you spent your time with your customers?


15%

Percentage 15% 35% 15% 20% 15%

15%

20% 35%

0% of the time 25% of the time 50% of the time 75% of the time 100% of the time

15%

Interpretation We collect information mostly from Regional head office of HBL so the customer involvement is minimum minimum there. Mostly branches deals with with customers.

Conclusion At the end we concluded that the internal as well as external communication of HBL was done in a good and efficient manner. manner. The results of individual individual questions are also also good and employees of HBL really coordinate with us and help us for giving required information and data by questionnaire and interviews.

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ANNEXURE Questionnaire We the student of MBA wants to conduct research as our project on the topic of ³Communication in organizational setting´ and we select HBL for our research. The following questionnaire questionnaire is designed to collect the information information about the communication. communication. Your information will help us in in completion of our project. project.

We assure assure you that the information information

provided by you will be use only for research purpose.

Please tick one option from the given options in each question. 1 .

How do you most often communicate with employees who work at the other departments? a) Face-to-face, one-on-one meetings b) Telephone c) Group meetings (3 or more people) d) Electronic mail

2. Do you participate in the meetings for routine decision making? A) Yes B) No 3 .

How often do you communicate with your manager? a) Daily b) Weekly c) Twice in a month d) Monthly e) About every other month

4 .

In your one-on-one interactions with your managers concerning your work, does she/he encourage you to offer ideas on how to do your job better? a) Never b) in about 25% of o f the time c) in about 50% of o f the time d) in about 75% of o f the time e) in 100% of the time

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How often does your manager meet with you to review your performance objective? a) Never b) Once a year c) Twice a year d) Three or more times a year

6 . S ince ince

the beginning my working experience the information I have received about my department¶s issues/events has been: a) timely 1 2 3 4 5 not timely b) accurate 1 2 3 4 5 inaccurate c) sufficient 1 2 3 4 5 insufficient

. 7

ince S ince

the beginning of my working experience the information I have received from other departments that I need to do my job has been: a) timely 1 2 3 4 5 not timely b) accurate 1 2 3 4 5 inaccurate c) sufficient 1 2 3 4 5 insufficient

8 .

How often does your manager ask for your ideas before making decisions that affect your job? a) 0% of the time b) 25% of the time c) 50% of the time d) 75% of the time e) 100% of the time

9 .

Does your manager give you specific enough feedback about the way you perform your job so that you can improve your performance? a) 0% of the time b) 25% of the time c) 50% of the time d) 75% of the time e) 100% of the time

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10 . Y ou¶re ou¶re

having difficulty solving a problem assigned to you. How often do you ask for suggestions or ideas from coworkers? a) 0% of the time b) 25% of the time c) 50% of the time d) 75% of the time e) 100% of the time

11 .

How often do you provide help when asked by a coworker who is trying to solve a problem? a) 0% of the time b) 25% of the time c) 50% of the time d) 75% of the time e) 100% of the time

12.

How often you spent your time with your customers? a) 0% of the time b) 25% of the time c) 50% of the time d) 75% of the time e) 100% of the time

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Refrences: www.hbl.com www.wikipedia .org www.notesdesk .com www.google.com

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Communication in Banking Organization

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