Innovative consumer banking-银行essay

2. LACK OF DECISION MAKING ABILITY AT LOWER LEVEL:

The higher level of executive at MCB vest no decision-making ability in their subordinates. They are given some what low level ability in decision making but all the major decision are made at higher level. Some times subordinates are given freedom where else some time no decision making or freedom is given

CONCLUSION:

I find main factor behind MCB’s success is the dedication of its staff to its profession. Managers at MCB spend some time with their staff and set their goals that are clearly defined. If any subordinates have any problems they are given freedom to discuss and relate problems to their supervisor. Supervisor at MCB tries to give immediate recognition for good job performance by subordinates.

Also at MCB the supervisor makes his subordinates responsible for a particular task. The opportunity of getting promotion at MCB is quite good for the middle and high level staff but for the lower level staff there is very little chance of moving up.

MCB has its problems also. They mainly are concerned with the lower level staff. The two basic problems that the low-level staff is being encountered with are:

• Low pay scale
• Low decision making ability in the lower level staff

The executive at MCB should involve their staff in as many decisions as they can.

RECOMMENDATIONS:

In order to get the most out of their employees and subordinates it is very necessary to solve the problems occurring in MCB because the future may not be bright if these problems are neglected. MCB should makes some amends in their policy to an extent that their sub-ordinates are satisfied.

The first and foremost change that MCB should make is that they should increase the basic salary of their staff and workers because if they are not satisfied they will not perform their best and thus results obtained may not be optimum. The salary should be as such that it should satisfy both the sides. Some decision making power should be vested in their lower level staff so that they make take the decision upon their own will without being dissatisfied and objecting upon any decision made. This is very vital because by this the workers are somewhat motivated and they can feel the importance of their decisions.

The executive at MCB should involve their staff in as many decisions as they can. They should not over estimate how much secrecy they are keeping from them. An executive should consult his subordinates and seek their views on the advisability / practicality of any potential change. It is usually observed that in doing so the subordinates will reward him with greater commitment and endeavor.

BIBLIOGRAPHY

• 1.NEWSLETTERS
• 2.MAGAZINES OF MCB
• 3.WEBSITE: {HPERLINK http://WWW.mcb.com}
• 4.ANNUAL REPORT

REFRENCE BOOKS

• 1.Organizational Behavior (Fred Luthans)
• 2.The New Management (Robert M. Fulmer)
• MANAGEMENT by Henry Kontz

APPENDIX

MUSLIM COMMERCIAL BANK LTD.

BOARD OF DIRECTORS

• Mian Mohammad Mansha – Chairman & Chief Executive
• Mr. Tariq Rafi – Vice Chairman
• Mr. S.M. Muneer
• Shaikh Mukhtar Ahmed
• Mr. Mohammad Arshad
• Mr. Shahzad saleem
• Mr. Raza Mansha
• Mr. Sarmad amin
• Mr. Umer Mansha
• Dr. Aleem Mahmood
• Mr.S. Tanveer Ali Agha
• Sayed Muzafar Ali Shah