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be absorbed by agriculture, inadequate power supplies, and slow implementation of
economic reforms, Bangladesh has made some headway improving the climate for
foreign investors and liberalizing the capital markets; for example, it has negotiated with
foreign firms for oil and gas exploration, better countrywide distribution of cooking gas,
and the construction of natural gaspipelines and power stations. Progress on other
economic reforms has been halting because of opposition from the bureaucracy, public
sector unions, and other vested interest groups. The especially severe floods of 1998
increased the country's reliance on large-scale international aid. So far the East Asian
financial crisis has not had major impact on the economy. World Bank predicted
economic growth of 6.5% for current year. Foreign aid has seen a decline of 10% over
the last few months but economists see this as a good sign for self-reliance.There has
been 18% growth in exports over the last 9 months and remittance inflow has increased at
a remarkable 25% rate. Export was $10.5 billion in fiscal year 2005 exceeding the target
export of $10.4 billion. Target export for current year is $11.5 billion. An estimated GDP
growth of 6.7% was predicted for FY 2006. Some basics of our economy is given below:
Basic economic indicators
GDP-purchasing power parity $360.9 billion (2007 est.)
GDP-real growth rate 7.0% (2006 est.)
GDP-per capita: purchasing
power parity$2,270 (2007 est.)
Aid-per capita $10.1 (2003)
GDP-composition by sector
agriculture 20.5% (2004)
industry 26.7% (2004)
services 52.8% (2004)
Revenue, excluding grants 23.4% (2004)
Population below poverty line 35.6% (1995-96 est.)Industry and international trade
Agriculture-productsrice, jute, tea, wheat, sugarcane, potatoes, tobacco,
pulses, oilseeds, spices, fruit; beef, milk, poultry
Exports $6.6 billion (2001)
Exports-commodities garments, jute and jute goods, leather, frozen fish and
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seafood
Exports-partners
US 31.8%, Germany 10.9%, UK 7.9%, France 5.2%,
Netherlands 5.2%,
Italy 4.42% (2000)
Imports $8.7 billion (2001)
Imports-commodities
machinery and equipment, chemicals, iron and steel,
textiles, raw cotton, food, crude oil and petroleum
products, cement
Imports-partnersIndia 10.5%, EU 9.5%, Japan 9.5%, Singapore 8.5%,
China 7.4% (2000)
Economic aid-recipient $1.575 billion (2000 est.)
Exchange rates
Taka per US dollar - 69.00 (October 2006), 55.807
(2001), 52.142 (2000), 49.085 (1999), 46.906 (1998),
43.892 (1997)
Source:Discovery Bangladesh
b) History of the Organization:: Standard Chartered Bank
Standard Chartered Bankis a Britishbankheadquartered in London with operations in
more than fifty countries. It operates a network of over 1,600 branches (includingsubsidiaries, associates and joint ventures) and employs almost 60,000 people.
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Despite its British base it has few customers in the United Kingdom and 90% of its
profits come from the Asia Pacific Region, South Asia, the Middle East and Africa.
Because the bank's history is entwined with the development of the British Empire its
operations lie predominantly in former British colonies, though over the past two decades
it has expanded into countries that have historically had little British influence. It aims to
provide a safe regulatory bridge between these developing economies. It now focuses on
consumer, corporate and institutional banking, and on the provision of treasury services
areas in which the Group had particular strength and expertise. Standard Chartered is
listed on the London Stock Exchange and the Hong Kong Stock Exchange and is among
the top 20 constituent members of the FTSE 100 Index.
On Tuesday 18th September 2007, Standard Chartered plc agreed to buy AmericanExpress Bankfor around $860 million from American Express.
Brand promise
The Right Partner - Leading by Example
Strategic intent
The world's best international bank
Leading the way in Asia, Africa and the Middle East
In Bangladesh:
Standard Chartered Bank started its business in Bangladesh in 1948, opening its first
branch in the port city of Chittagong. The bank increasingly invested in people,
technology and premises as its business grew in relation to the country's thriving
economy. At present the bank has 6 offices in Dhaka Chittagong and Sylhet, including
the country's only offshore banking unit inside the Dhaka Export Processing Zone at
Savar. Extensive knowledge of the market and essential expertise in a wide range of
financial services underline our strength to build business opportunities for corporate and
institutional clients at home and abroad. Continuous upgrading of technology and control
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systems has enabled the bank of offer new services, which include unique ATMs and
Phone banking. Standard Chartered's services in Bangladesh, ranges from Personal &
Corporate Banking to Institutional Banking, Treasury and Custodial services.
In 2000, Standard Chartered acquired Grindlays Bankfrom ANZ Bank.
c) Objectives of Standard Chartered Bank:
Objectives of Standard Chartered Bank is to be the best partner to its clients by creating
strong partnership. Other objectives of Standard Chartered Bank are given below:
To provide broad range of service and financial product to its target market
To provide the best customer service to its valued clients
To ensure workplace safety and smooth career growth
To enforce the economy by creating jobs and facilitating international and SME
business
To ensure environmental sustainability by focusing CSR
d) Functions of Standard Chartered Bank:
By combining its global capabilities with deep local knowledge, it develops innovative
products and services to meet the diverse and ever-changing needs of individual,
corporate and institutional customers in some of the world's most exciting and dynamic
markets. The functions of SCB are given below:
Personal Banking:
Through its global network of over 1,400 branches, it offers personal financial solutions
to meet the needs of more than 14 million customers across Asia, Africa and the Middle
East. Personal banking services include the following services:
o Savings & Banking Services
o Loans & Mortgages
o Credit Cards
o Insurance
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o Investments
o International Banking
SME Banking:
Its SME Banking division offers a wide range of products and services to help small and
medium-sized enterprises manage the demands of a growing business.
Wholesale Banking:
Headquartered in Singapore and London, with on-the-ground expertise that spans our
global network, our Wholesale Banking division provides corporate and institutional
clients with innovative solutions in trade finance, cash management, securities services,foreign exchange and risk management, capital rising, and corporate finance.
Islamic Banking:
Standard Chartered Saadiq's dedicated Islamic Banking team provides comprehensive
international banking services and a wide range of Shariah compliant financial products
that are based on Islamic values.
Private Banking:
Its Private Bank advisors and investment specialists provide customized solutions to meet
the unique needs and aspirations of high net worth clients.
Online Banking:
SCB also provide online banking services to its dedicated clients by ATM depot and by
internet.
e) Organogram of Standard Chartered Bank:
As SCB is a multinational company it has a long organizational hierarchy but so called
Organogram is absent for public purpose. The organization mainly has vertical
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management style. Information flows from top level management to downward
execution.
f) Present and Future progress:
Today the bank is a leading player throughout the developing world.
Standard Chartered Bank is one of the three banks issuing banknotes for Hong Kong
(Standard Chartered Bank (Hong Kong) Limited became a note-issuing bank from 1862),
the other two being the Bank of China (Hong Kong) and The Hongkong and Shanghai
Banking Corporation. The bank supports marathons in many cities, including London
(The City Run), Jersey,Singapore, Dubai, Lahore, Mumbai,Hong Kong and Nairobi. In
Bangladesh SCB is topmost multinational bank today following HSBA and Citi NA.
SCB believes that its future success and building a sustainable business goes hand in
hand. This means taking responsible decisions that benefit its business, the economy,
society and the environment - and that build the trust of all our stakeholders. SCB has
been in business for more than 150 years. It is certain that its success over another 150
years will depend on its ability to deliver a sustainable business in which its skills and
talents turn issues into opportunities. That means taking a long-term view of the
consequences of its actions.
SCBs Focus:
Environment: As a bank, our own environmental impacts relative to other sectors
are small, though we are strongly committed to minimizing them.
Tackling financial crime: The threat that our products and services might be used by
criminals is a significant risk for Standard Chartered, as it is for any bank.
Responsible selling & marketing: Treating
customers fairly is a priority for the Bank and we
want to set a standard for openness and
transparency with our customers.
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SCBs strategy to build a sustainable business allows it to look at the long-term
implications of these decisions, focusing on seven key areas where it can make the
greatest contribution. Other key areas are:
Sustainable lending - when we lend money, we will always address the
environmental, social and governance risks involved.
Access to financial services - we're constantly developing new ways to make
finance more accessible, helping people deprived of formal banking services to
improve their standard of living and economic independence.
Great place to work- we put a lot of effort into making our people feel valued,
included and engaged. Representing over 100 nationalities, diversity is our
strength and we're determined to attract, develop and retain the best talent. Community investment - we make sure we involve our employees to utilize their
expertise, networks and resources to help communities develop and economies
grow.
In this way SCB can successfully secure its future and continue to provide its service to
its clients.
This section has the following topics:
a) Objectives of the study:
Objective of the study is given below:
To provide information about of the economy of Bangladesh
To give an overview of Standard Chartered Bank
To define behavior and find out the factors that can influencing their behavior
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To give information about what is good behavior and what are the effects of
unaccepted behavior
To find out the number of unfair behavior and describe the relationship among the
employees
To provide actions taken for the change of behavior of the employees
To provide some suggestions to SCB
b) Rationales of the Study:
The rationale of the study is to define behaviors and show the effect of unacceptable
behavior in Standard Chartered Bank. Some suggestive actions are provided in this
respect.
c) Data collection:
Weve collected information from both secondary and primary sources.
a. Secondary source:
Weve collected different information workplace behavior from different websites;
seminar minutes and online magazines. The details of secondary sources are provided in
bibliography part.
b. Primary source:
Weve collected primary data from face to face conversation with the employees of
Standard Chartered Bank.
We basically focused on workplace behavior and effects of unacceptable behavior at
workplace and query our respondents in that way.
d) Data tabulation and analysis:
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Weve collected mainly qualitative information and the questions we asked to the
employees of SCB are given below:
What factors influence your behavior at workplace
How you define unacceptable behavior
What are the effects unacceptable behavior
What should be the actions for changing that behavior
What would the problem undertaking different actions
Based on these questions weve collected information from the employees of SCB. And
we tried to analyze the information by following the outline given for our report.
e) Data presentation:
Weve presented our information and relevant data through different topics based on the
next chapter under different topics.
f) Limitations of the study:
While doing this study weve faced some problems that may be considered as limitations
of the study. The limitations of the study are as under:
SCB is a multinational bank and such organizations have unique organizational
culture and etiquettes. So having trouble with unacceptable behavior or anything
else is very unfamiliar in such case. So finding an example of unacceptable
behavior is very rare.
Employees of SCB are very busy with their job schedule. So they have very short
time for such queries.
The data that are taken from the Internet are not updated and adequate for my
research purpose.
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Lack of experience to prepare such a research report can be considered as
limitation.
Due to time constraints we could not go to an in-depth study.
a) Definition of behavior:
Behavior refers to the actions orreactions of anobject ororganism, usually in relationto
the environment. Behavior can be conscious orunconscious, overt orcovert, and
voluntary or involuntary. The complexity of the behavior of an organism is related to the
complexity of its nervous system. Generally, organisms with complex nervous systems
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CHAPTER THREE: FINDINGS OF THE STUDY
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have a greater capacity to learn new responses and thus adjust their behavior. Human
behaviorcan be common, unusual, acceptable, orunacceptable.
Humans evaluate the acceptability of behavior using social norms and regulate behavior
by means ofsocial control. Insociology, behavior is considered as having no meaning,
being not directed at other people and thus is the most basic human action. Animal
behavior is studied in comparative psychology, ethnology, behavioral ecology and
sociobiology.
Human behavior is the collection ofbehaviors exhibited by human beings and
influenced by culture, attitudes, emotions, values, ethics, authority, rapport, hypnosis,
persuasion,coercion and/orgenetics.
The behavior ofpeople (and otherorganisms or even mechanisms) falls within a range
with some behavior being common, some unusual, some acceptable, and some outside
acceptable limits. In sociology, behavior is considered as having no meaning, being not
directed at other people and thus is the most basic human action. Behavior should not be
mistaken with social behavior, which is more advanced action, as social behavior is
behavior specifically directed at other people. The acceptability of behavior is evaluatedrelative to social norms and regulated by various means ofsocial control.
The behavior of people is studied by the academic disciplines ofpsychology, sociology,
economics, and anthropology.
Because of the many associations with the term, it is difficult to characterize a term like
behavior without specifying a context of discourse in which it is to take on meaning. One
such context is Psychology, which has, at various times, been defined as the study or
science of behavior. Oddly enough, despite the centrality of the construct to psychology,
in regular introductory textbooks, such as Myers, etc. a full characterization of the term
and its meaning is avoided in favor of an immediate turn to the subject of genetics and
the biological basis for all behavior, animal as well as human. This is unfortunate, for
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whereas discussion of the biological or evolutionary basis of human behavior is
important, it would be better if it took place against a backdrop in which the term had
achieved some degree of definitional coherence. This is what is being attempted here.
There are, broadly speaking, four categories of human behavior, some of which, it will
be seen quickly, overlap with and are probable extensions of animal behavior. The first
category may be illustrated as follows. Invoking ordinary language usage, we often say:
"she behaved badly" or "he was behaving oddly." In such statements, the term has two
attributes. Behavior is something we can see or hear or otherwise detect with our senses.
The term is linked to sensation and the manner in which we take in information from our
immediate surroundings. Second, as used in these two examples, the term takes on a
normative cast. In the first case, there is behavior that appears to contravene expectations
of a moral kind. People who steal are behaving badly. So behavior, as the term is often
used in ordinary language, connotes norms or expectations, of the moral kind and of the
social kind. A synonym in this case might be conduct. Someone who is behaving "badly"
may also be said to be conducting himself "badly."
A second category of behavior produces a broad descriptive sweep. It takes in all
behavior we might label purposive or goal-driven. In some contexts, the term action is
preferred over behavior, and we say that humans engage in actions, meaning that what we
observe about them publicly are behaviors which have an underlying purpose. Seeing
someone have lunch in the college cafeteria we are observing the behavior of eating. Had
we seen that person earlier in the morning, we might have observed her parking her car in
the new structure. A description of her actions in both situations would link them through
conversations which would reveal that she is a student at the college: she drives to class
in the morning, takes two classes, has lunch, leaves for paid employment in the afternoon,
etc. The point of all this is that her actions over a broad range of her day are governed by
a sense of purpose, that she is a student and expects to graduate from college in four years
with a degree in nursing. While at any point in time it is likely that she does not feel this
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sense of purpose, that is how she would analyze her actions and make sense of them to a
stranger, if asked.
A third category often falls within the second as a sub-category though nevertheless is a
domain in its own right. This is the category of performance or skilled behavior. Behavior
demonstrates skills of various kinds from work to sports, from behaviors involving
psychomotor motions of the body, e.g. playing tennis, to those involving linguistic and
extra-linguistics interactions with others, e.g. a car salesman. Again, we take examples
from ordinary language usage. While watching friends play tennis, we might say: he is
playing very badly. If in the same game, he throws his racket on the ground in
exasperation, we respond: Now, hes behaving very badly. So we easily, in our everyday
usage, distinguish between behavior that is under the control of or guided by learned
skills and behavior that is under the control of or guided by social norms.
Finally, there is a fourth category, which at first sight, seems to belong to the goal-driven
domain, since we appear to see goals at work. If so, then the goals are mostly of a low-
level, physical kind we might term instinctual, having to do with the anatomical or
physiological nature of the organism. Behavior in this category is determined by the need
or desire to avoid pain and embrace pleasure. Going back to our example of the student in
the dining room, part of her behavior is distantly motivated or can be explained by her
goal of obtaining a degree. At the same time, that she has chosen to eat certain food but
avoid other choices can be explained by what has sometimes been called the pleasure
principle. There is food that she likes and food that she doesnt like. Such choices and
experiences are often conversation items for friends engaged in eating together. In the
movie, the Matrix, the character called Cipher betrays his friends because the lofty goal
of embracing reality is too distant to guide him any longer, when he can experience the
complex sensuous pleasures of good wine and food, though, as he acknowledges in a
scene in a restaurant with two Agents, he knows that none of it is real.
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In summary then, behavior is something we ourselves do and something we experience
from others. Behavior is sensuous in that what it is can be experienced through one or
more of the senses. Lacking this sensational dimension, whatever the it is would not
constitute behavior. Second, there are four basic categories. Behavior that we term
conduct denotes a broad range of activity under the guidance of social-moral norms.
Behavior that we term performance denotes a range of activity governed by skill
repertoires. Behavior we sometimes term experience refers to actions and choices of
action that maximize comfort or pleasure and minimize discomfort or pain. Finally, there
is no particular other term for the very broad range of actions that fall under the heading
ofpurposive or goal-driven, behavior that appears dictated by a sense of who we are and
what we want to become.
Organizational Behavior:
Organizational behavior is an academic discipline concerned with describing,
understanding, predicting, and controlling human behavior in an organizational
environment. The field is particularly concerned with group dynamics, how individuals
relate to and participate in groups, how leadership is exercised, how organizations
function, and how change is effected in organizational settings. When organizational
behavior theory is directed specifically at ways in which management can control an
organization, it is sometimes known as organizational behavior management, or OBM.
b) Factors influencing behavior:
Human behavior can be influenced by many reasons. Of them genetics are the most
powerful motivators. Human cant ignore his genes. There are also some factors that can
influence human behavior:
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Attitudes It is the degree to which the person has a favorable or unfavorable
evaluation of the behavior in question. A persons attitude depends on the
following attributes:
His/her learning and educational background
Cultural background
Job satisfaction and motivators
Job responsibility
Career opportunity
Involvement with other employees and social organization
Social Norms This is the influence of social pressure that is perceived by the
individual (normative beliefs) to perform or not perform certain behavior. This
factor is based on his/her social learning, values and belief about life, degree of
respectfulness and status.
Perceived Behavioral Control This construct is defined as the individuals
belief concerning how easy or difficult performing the behavior will be. A
persons personal life, satisfaction lever, luxury, importance etc. different factorsconstruct and shape his/her behavioral control.
In Standard Chartered Bank, weve observed that there are more factors available for
influencing employee behavior. These factors are given in below:
Training of business etiquette and communication
Practice of organizational culture
Workplace environment
Money as motivator
Workload
Inter-gender relationship
Employee-employer relation
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These organizational factors also influence human behavior along with the social and
personal factors.
c) Good behavior:
With great professional power comes great professional responsibility. The ability to
work well at ones job is a must, but being able to continually conduct oneself in a
professional manner is equally critical. One embarrassing miscue could send him/herpacking in a hurry.
Good workplace behavior or ethics are a matter of remembering that things should be
done "decently and in order". In other words, there needs to be a basis for ethics that
stems from something deeper than the immediate situation or human viewpoint. One can
rationalize any choice or decision they make. However, these methods fail to give
someone a clear moral compass. Therefore, one's personal behavior in the workplace has
to be based on a solid ethical foundation and the only place to find that foundation is theWord of God.
The word "decently," in the passage cited above, comes from a Greek root word that
means honestly or in a seemly manner. In a world where honesty is not highly prized and
situational ethics abound, having a reputation for honesty in business dealings will not
only bring peace of mind but will also reap reward. That means that ones workplace
behavior ethics of honest treatment for all: employer, fellow employees, vendors, and
customers are hallmark to be prized and not despised. It would be great if these ethics
began at the top of the company. However, whether that is true or not, the call for decent
and orderly behavior in the workplace should be the minimum standard by which every
individual in the company operates. This means we understand that situational ethics do
not result in personal integrity.
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The word "order" in this same passage means an arranging, arrangement, a fixed
succession observing a fixed time, due or right order, orderly condition, the post, rank, or
position, which one holds in civic or other affairs. Since this position generally depends
on one's talents, experience, and resources, it extends to ones character, fashion or mode
of operation, quality, and style. In other words, this order is inclusive of every
relationship and every endeavor that is employed in ones life and that extends to the
workplace environment. Workplace behavior ethics are not compartmentalized but in fact
must be, across the board, consistent behavior that is the hallmark of a person's total life.
It is said that ethics or moral character is doing the right thing when no one is looking.
Workplace behavior ethics is doing the right thing for the sake of ones personal integrity
and fellowship with God. When the vertical relationship is right, the horizontal people-to-people, relationships will fall into their proper place. Therefore, this is more than just the
"golden rule" of doing unto others, as we would have them to do unto us.
The work atmosphere of SCB offers employees to behave well because the work
environment is very nice and comfortable for the employees. Every bank has two
operational parts. On is for general clients where all general banking transactions are held
and other is where banks management and corporate banking take place. The work
environment and attitude of the employees are different in these two parts. Theemployees from the part that perform general banking activities dont have too much
time to gossip or interact with other employees in the transaction period. But they secure
time to transact information in the lunchtime. Sometimes good relation can be created
with customers also.
Generally good relation or good behavior means fair and positive relationship among
employees and management. If employees take care of his or her fellow workers, seek
information about his/her family and social events, suggest and motivate when needed,
and help when it is required then a good behavior is expressed and a nice friendly
relationship can be established.
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d) Cases:
From the data given by the employees of SCB weve sketched a case for providing
the scenario of a real world incident. The case is about two employees, who were
working in the corporate head quarter of Standard Chartered Bank. One employee
was Mr. Zahid and another employee was Mr. Andalib. Mr. Zahid was working for 9
years in SCB. His main task was to perform activities of corporate banking. More
than 9 years of experience made him adroit and made him almost a close family
member of SCB. He knows SCB better than almost anyone in his floor. He performs
his job with flawless precision. He earned a handsome salary and to him work is life.
He never thought a day without work. He was satisfied with his job. But he was very
was very scornful to those employees who arent much devoted to their work. He has
a good work record and his devotion to work was unquestionable. His attitude was
calm and he wont tolerate misuse of any resource.
On the other hand, the other employee was Mr. Andalib whose main task was to keep
record of the transactions of SCBs few regional clients and maintain that database.
He was working for SCB less than one year. He mainly works for contract basis. He
failed to find an official job with other organization and finally got a contractual job
by taking leverage of his relative. He tried hard but never mastered his job and his
performance is constantly below standard. For the reason he feels his job
dissatisfactory and he was very disappointed about his present job. Mr. Zahid was a
superior of Mr. Andalib and he often try to help and motivate Mr. Andalib to securehis position and attention to his job. But Mr. Andalib sometimes escaped from his job
and relaxes outside. He used to spend many hours in phone call with someone in the
office time.
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Human Resource Division was watching Mr. Andalibs behavior and about to
blacklisted him. Somehow Mr. Zahid came to know the situation and he tried to
motivate Mr. Andalib that having a new employee to SCB is not so tough but it would
be very tough for Mr. Andalib to find an employer like SCB. He tried to help Mr.Andalib so that he wont lose his job and concentrate on his responsibilities. He tried
to make Mr. Andalib realize that no job is poor and people should respect what he is
performing in his job. And thus he can be a contented employee.
The case clearly shows the different behavior of two employees of SCB.
e) Effects of unacceptable behavior:
Bad behavior isn't good anywhere, but its worse at work where people witness it on a
regular basis. Unacceptable behavior in workplace means such behavior that violates
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organizational culture and business etiquettes. Profanity, lack of personal space,
unnecessary cellular chats, and poor eating habits top our list of behavioral blunders. In
addition to profanity, standing too close to a coworker or being physical with them is also
unwise. Work environment isn't a place for intimacy.
An office favors speech over intimacy, but that shouldn't include ones cell phone. A
sudden call at a meeting or lunch can be irritating, especially if someones talking loudly.
Volume and rudeness are also bad when he/she is eating. Being loud and talking with
ones mouth full takes attention away from the conversation and puts any business talk on
shaky ground.
Form the case stated in the previous section we can identify the following unacceptable
behavior:
Escaping from job responsibility
Relaxing outside the organization in
the office time
Disobeying superiors
Non-professional attitudes
Making unnecessary phone call
Besides these factors are many forms of unacceptable behavior can be seen in Standard
Chartered Bank. Those are given in below:
Non-responsive to clients
Scornful attitude of superiors
Making show-off ones glamour
Ill-talk behind one
Avoiding other colleagues
Unfair eye-contact or watching
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Etc.
The way one talks to others goes a long way towards establishing ones credibility or
losing it in an instant. Where conversation is concerned, the worst of the worst blunders
are taboo topics, office gossip, interrupting, and shouting. Politics and religion aren't fair
game for discussion. If an employee is at work, not with friends. Sex is absolutely off
limits, as it induces awkwardness and possible harassment charges.
One might feel targeted if a boss or client is angry with him/her, but one will make it
worse by interrupting and shouting tactless remarks. Shouting and interrupting aren't
suitable with coworkers, either. Yelling across the office to start a conversation is
distracting and embarrassing, while interrupting another conversation to "join in" shows
impatience and lack of respect.
The most adverse effect of unacceptable behavior has to extreme results. First one may
be firing from the job and second one may the loosing a client for good. Human resource
department should concentrate on such incidents.
f) Number of Unfair Behavior:
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It is really difficult to count the number of unfair behavior at the workplace of SCB but
everyday some where unfair behavior may take place. But the rate of unfair behavior is
really is relatively lower here. And the sort of unfair behaviors are typical and the effect
of unfair behavior is not so intense.
g) Relationship among the employees:
Relationship is an investment and each investment should produce some returns. The
relationship among the employees of SCB are on an average is very comfortable and nice
if we avoid some misconducts. Attending the following gatherings employees can really
come closer to other colleagues. The events are:
Lunch time gathering
Lift/Elevator Different time to time meeting
Yearly excursion
Different employee involvement programs
Employee Performance Ceremony etc.
h) Actions taken for the change of behavior:
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Management of SCB can effectively handle the misbehavior and can take several actions
for changing the behavior to bring the employees under one supreme corporate culture.
Effective management actions are given in below:
Arranging Seminars and Workshops beside training session to make the
employees properly understand the benchmark behavior for the organization.
Management must communicate exactly what behavior they expect from their
employees. They must spot problems brewing before they "blow up". They will
teach employees how to recognize "red flags" that foreshadow serious, developing
problems.
Counsel employees time to time through temporary "rough spots". Here the one-
on-one techniques can be applied to ensure fleeting problems don't develop into
chronic ones.
Management must shield its good employees from the negative effects of
unacceptable behavior. They should take definitive steps to ensure an "attitude
epidemic" doesn't develop in the work group.
It is very important to protect employees and the organization from legal hassles.
Employees must learn current discipline and termination processes that are fair,
safe, and legally airtight.
If the management wants bring out the best in every person it manages then it
should discover surprising ideas that can improve even the most hopeless cases
and build their reputation as managers who can handle anyone.
Corporate culture is most important factor for shaping employees behavior
regarding their workplace. So whenever new employees come into the
organization management must teach him/her the laws, benchmark attitudes and
values of the work place. That will help the organization for avoiding the
unacceptable workplace behavior.
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Human resource department must also seek knowledge about the employees
attitudes and personal cultural background. If someone is in trouble to
communicate his or her feeling and can not attend his or her job responsibility
human resource departments responsibility is to make the employees free fromtrouble.
If management can employ these actions effectively then it can surely avoid the
unacceptable behavior.
j) Problems of undertaking different actions:
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Taking different actions to avoid unacceptable behavior at workplace is not so easy.
There are some problems in Standard Chartered Bank for taking such actions. The
problems are the following:
Time is the most important factors because after getting a
job in SCB employees are quickly engaged in job
responsibility.
Actually the behavior learning sessions should take time.
But what would be degree of learning that identification is
tough.
Employees mainly understand the organizational culture
from attending office. So, they must learn the benchmark
behavior from the office times.
The training, workshops and seminars will cost a great to
the SCB. But SCB may have limited or predetermined cost for
such purpose.
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a) Conclusion:
Behavior is a reflection of human nature. By individual behavior one can present
him/herself to other. But if he/she misbehaves others may keep the instance for good in
their heart. So it is very important the way one behaves with others.
In the report, we tried to deliver lots of information and learning about workplace
behavior and also developed a case regarding the behavior. SCB is a multinational
banking organization. Work is routine and predetermined. But the organizational culture
is global and comfortable. But being present in such a nice atmosphere one can behave
badly for many reasons. It is the duty of the HR to reduce such behavior and unexpected
attitude in the workplace. Employees should belief that workplace is formal place not a
place to make friend or chat.
b) Suggestions for SCB:
We want to share some suggestions to Standard Chartered Bank. These are the following:
Arranging Program involving employee recognition and response which notes the
followings:
The causes of bad attitudes and unacceptable behaviors
How to easily recognize a discrepancy between performance expectations
and actual behavior.
To know if the problem was repeating or rare
To know the background of the problem
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Backtrack from symptoms to causes: environmental factors that can lead
to serious problems.
Assessing a problem's severity by pinpointing a employee's effect on co-
workers and the company and choose the appropriate course of action.
Taking Effective, Decisive Action by managing conflict and counsel for improved
performance. This process should get emphasis for the followings:
Finding out skill deficiency or lack of resources if it is the source of
trouble.
Involving other employees in forging a solution
Showing the "model" of behavior standard that employees respect and
imitate
Communicating through conflict as a smart step to overcome anger,
hostility, and high emotions that can arise during counseling.
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Organizational Behavior by Stephan P. Robbins, 10th Edition
Career Management by Jeffrey H Greenhaus, Gerard A Callahan and Veronica M
Godshalk; 3rd Edition
Websites from Standard Chartered Bank
www.google.com
www.wikipedia.org
www.thomasnet.com
REFERENCE