Syed Ali Raza Chairman Board, National Bank of Pakistan

Mr. S. Ali Raza is the Chairman, NBP Board of Directors. Mr. Raza is a graduate of the London School of Economics and M.Sc. in Admn. Science from the London Graduate Business Centre, City University, London. Before joining the National Bank of Pakistan in July 2000 as the Banks President, he held a key management position as Managing Director and Regional Head, Pakistan, Middle East and North Africa at the Bank of America (BOA).

Qamar Hussain President , NBP

Mr. Qamar Hussain is the President of National Bank of Pakistan (NBP), the largest Commercial Bank of the country. He holds an MBA degree in International Business & Finance from Mcgill University, Montreal, Canada and has undergone extensive training in business leadership abroad. Mr. Hussain started his banking career from Bank of America N.T. & S.A., Pakistan in the year 1981. Prior to joining NBP in 2009, he has worked with American Express Bank Limited as Senior Director Global Credit, New York and earlier as Senior Director Country Manager, Bangladesh. He had also been associated with the CHASE MANHATTAN BANK in Pakistan and USA.

Mr. Tariq Kirmani Director

Soon after completing his Masters in Business Administration (MBA) Mr. Kirmani embarked upon a rewarding career, starting with a multi-national Oil Company (Caltex later Chevron Pakistan) in 1969 and worked for seven years in the United States of America, United Arab Emirates and Australia in different senior management positions in Marketing, Operations and Finance. In 1991, Mr. Kirmani became the first Pakistani to be elected as a Company Director of the mentioned multi-national company..
Mrs. Haniya Shahid Naseem Director

Mrs. Haniya Shahid Naseem is an MBA with more than fifteen years experience of working in the education, social, industrial textile and agriculture sectors of Pakistan. She has served for 5 years on the Board of a textile company, having a turnover of more than one Billion Rupees. Presently she is actively involved in the administration of Pakistan Public School Multan. She is a progressive agriculturist and actively participates in the management of her familys agricultural farms. She is a member of the Multan Chamber of Commerce and Industry, and is also on the guest faculty of IBA, Multan.

Ms. Nazrat Bashir Director Ms. Nazrat Bashir belongs to District Management Group of Civil Service of Pakistan. She is Masters in Economics from New York University, New York, USA and Masters in Psychology from Peshawar University, Peshawar. She has extensively traveled abroad and has attended various international Seminars and Courses including Executive Program from Kennedy School, Harvard, Consolidated Supervision of Banks, Dealing with Banking Crises, Commercialization of Micro Finance, Anti Money Laundering, Instruments of Financial Markets etc. Domestically too she has attended various programs in some of very prestigious institutions of Pakistan.
Syed Muhammad Ali Zamin SVP, Secretary Board of Directors

SWOT ANALYSIS OF NBP

SWOT Analysis is an acronym used for strengths, weaknesses, opportunities and Threats. Strengths and weaknesses are the initial strength and weaknesses of an Organization, whereas opportunities and threats are the external one.

STRENGTHS
NBP is high profitable organization with a big branch network. The only bank providing the advance salary account up to 10 months. NBP uses the fastest ways of money transfer. High liquidity is strength of NBP. People have more confidence in NBP due to strong government support. NBP is a very sound financial institute. Role in national economic development. Bank with more deposits than any other commercial bank. Professional confidence. Recognition of the hard work of staff through incentives. Intellectual commitment to change.

WEAKNESSES
NBP has a good staff combination on the basis of experience, but their training capabilities are not up to the requirements of the fast changing banking environment. The customers relations of the NBP staff are much weaker as compared to other private banks. Long term contacts are not maintained with customers. Most of the staff is from families with strong political background so it is very difficult to remove them or punish their negative behavior. The technical training of the staff is negligible e.g. in case of absence of the computer operator there is no alternate trained person who can record the daily transactions. The organization is very much mechanistic and provides no flexibility to encourage creativity.

 The lower staff is non-cooperative as compared to the lower staff of other branches. The control of manager is not effective. The discretionary powers of manager are very low to offer more incentives and value added services to its customers. There is a lack of commitment and professionalism on part of the employees. The staff is always in a hurry to leave the bank as soon as possible. They were also observed to be starting their operations comparatively late. The organizational culture is not cooperative and friendly. Nepotism was observed on part of the manager as well as the top management towards some staff members. The level of technology management in the branch is very low. The technology available is not maintained well mainly because of the lack of technically trained staff. In spite of the presence of technology many jobs are done manually such as the letters, fax messages and other calculations, which could be easily, done in MS Word and MS Excel. The job distribution is not up to the mark. The immediate result of this is inefficiency and delay in work. The filing system is not up-to-date. Much time is wasted while searching for even a week old document. The staff spends more time in collections than required. The bank collections are usually late because of the non-availability of staff. No efforts are made to recover the outstanding debts. There is no facility for complaints and suggestions. Customers coming to the Bank for TTs, TCs etc. are not received with open hearts and thus deprive the bank of revenues. There is a lack of functional and proper research and development, which could scan the micro and macro environmental data for future planning and strategy. Financial audits are conducted but operational audits have not received proper attention as much as it should get. There is no procedure, which could encourage the middle and lower level management to initiate creativity. The lack of professional bodies is a major weakness.

 Instructions are not conveyed systematically but rather than casual manner.

OPPORTUNITIES
New marketing strategies to invest money in new projects. There is a great opportunity for NBP in field of micro finance. Privatization of NBP. There is a good opportunity to utilize the skill of educated young talent for the enhancement of business. Advance is the main area, which has a tremendous potential in the share of profit. This area can be profitable for the organization. Wide range of products and product line can enhance the business. Leasing business. Hiring the new MBAs, new talent which can control the administrative expenses.

THREATS
this. Cannibalization of profits is yet another threat to the success of NBP. The branches of NBP are located very close to each other. All these branches are taking away each others customers. One of the biggest threats to the NBP is the increasing rate of dissatisfied customers. Most of these customers were observed to be dissatisfied with the delays in their services. The greatest threat to the performance of NBP is the decreasing morale of employees. They feel that they are not provided with bonuses, they are not given proper attention to have a say in the meetings. The biggest threat to the operational success is the better competitors services. The banks in the neighborhood of NBP have become online e.g. Union Bank, Many private sector banks are offering higher rates of return to customers than NBP. Habib Bank, Muslim Commercial Bank and Standard Chartered Bank, while it lacks

 NBP.

High-pressure interest groups are developing which poses a constant threat to Establishment of new private financial institutions and expansion. Merger of some of financial institutions. Political pressure. New products from private Pakistani and Foreign Banks. Quality of human resources.

REF: http://en.wikipedia.org/wiki/SWOT_analysis

FINDINGS AND RECOMMENDATIONS

Some of recommendations suggested for the bank in accordance to the critical analysis.

GIVE RESPECT TO EVERY CUSTOMER

The branch employees should have to interact with every customer in a same way and good behavior. I observe that employee behavior with customer is varying on the basis of wealth, personality, sex and dress. So proper training of employees is required.

STAFF SHOULD BE TRAINED

Right training should be given to the staff of the branch. The management of the branch should have to arrange some workshops and seminars for the employee training and time to time training should be adopted. In this way branch shows a good image and atmosphere.

SECRECY MEASURES MUST BE MAINTAINED

The branch must keep the secrecy of its customers account especially when the bank is asked on telephone to tell about the financial standing and balance of the account Moreover most of the customers switch to other banks when bank didnt make the secrecy of its customer account.

MOTIVITATE THE EMPLOYEES

The staff of the NBP especially the lower staff is found very much demotivated. They are dissatisfied with the performance appraisal system of the bank. They also complain about the favoritism of the upper management. The Branch manager should

establish a systematic and efficient appraisal system to over come the demotivation and dissatisfaction of the employees. Because if staff is well motivated then they performed well and uplift the branch.

DRESS CODE
Dress takes a great role in presenting somebodys personality. Especially for bankers, dress code should come in a very formal dress and thus they can show their customers about their seriousness towards work.