Communication in Banking Organization

Communication in organizational setting B.Z.U Sahiwal

PROJECT REPORTOn

Communication in Banking organization

Presented To:

Mam Mehreen

Presented By:

Muhammad IrfanMBA 3RD

Department of Business AdministrationBahauddin Zakariya University

Sahiwal Campus

COMMUNICATION

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The term communication is derived from original Latin word “Communis” 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 through 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.

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".

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

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http://en.wikipedia.org/wiki/Herbert_Simon

http://en.wikipedia.org/wiki/Nobel_Prize

http://en.wikipedia.org/wiki/Writing

http://en.wikipedia.org/wiki/Speech_communication

http://en.wikipedia.org/wiki/Mass_communication

http://en.wikipedia.org/wiki/Information

http://en.wikipedia.org/wiki/Business

http://en.wikipedia.org/wiki/Communication_studies

http://en.wikipedia.org/wiki/File:Transactional_comm_model.jpg


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 to oppress and liberate organizational 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 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 things efficiently. When the task 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 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. Researchers studying group dynamics have discovered several

typical networks in groups. There are several patterns of communication:

Chain

Wheel

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http://en.wikipedia.org/wiki/Critical_theory


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 expertise, background or office location.

All-Channel network: The All-Channel network compared to some of the informal

communication networks. Free-flow of communication in a group that encourages all of its

members to become involved in group decision processes.

THE COMMUNICSTION CHANNELS

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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 unofficial.

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 organization 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 for informing those normally in the chain of command 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.

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

processes.

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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 of 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.

HABIB BANK LIMITED

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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 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 Muslim Bank of the sub-continent. It was established with a paid up capital of

Rs. 2.5 million. At an early 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 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 Pakistan nominees.

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HBL’S VISION, MISSION AND VALUES

Vision

“Enabling people to advance with confidence and success”.

Mission

“To 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 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 of 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

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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


MANAGEMENT HIERARCHY

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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, Pakistan.

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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http://www.hblebank.com/


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 office Sahiwal and HBL, farid town branch Sahiwal. Our sample size

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 business communication in an HBL:

1. Internal Communication

2. External Communication

1. Internal Communication

It means communication within an organization is called “Internal 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 come;

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,

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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 Communications are collectively called “Vertical 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 “external

communication”. Managers communicate with sources outside the organization, such as

vendors and customers.

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Customers

Customers have great importance for each organization and should be served and communicated

in a good way. HBL communicates with its customers in very efficient way. In commercial

banking individuals and in corporate 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 resolved in an efficient manner.

Vendors

Vendors are those persons or organizations who provide supplies, services or both to HBL. In

supplies stationary, computers and their parts, furniture and fittings are included. In services

maintenance of computers, ATMs, furniture and fittings are included. Communication 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 facility and the cars leased are insured by insurance companies. To

provide better car leasing facility HBL continuously communicate with insurance companies.

Tax Department

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

department communicate tax issues and other procedures with HBL.

Lawyers

The services of lawyers are obtained for the recovery of stuck off finance. Proper

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.

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 through 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 to connect its branches with

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Communication

Communication trough IT

Written Communication

Verbal

Communication


head office, regional offices and with each other. Financial 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 facility of 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 to its customers. For this 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 to its customers. Particular login and user ID is gives to

each customer and then after 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 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 60%Group Meetings 0%E-mail 15%

25%

60%

15%

Face-to-faceTelephoneGroup MeetingsE-mail

Interpretation

This question is asked to know about the interdepartmental communication between employees

and how they communicate with each other by using different channels and mediums.

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

Options PercentageYes 65%NO 35%

65%

35%

YesNO

Interpretation

This question is asked to know about the decision making process of HBL. Mostly employees at

Regional Head office participate in decision making but at branches there is no such trend.

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3. How often do you communicate with your manager?

Options PercentageDaily 70%Weekly 25%Twice in a month 5%Monthly 0%Every month 0%

70%

25%

5%

DailyWeeklyTwice in a monthMonthlyEvery month

Interpretation

By this question we come to know that the mostly managers and employees communicate with

each other frequently.

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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?

Options PercentageNever 0%25% of the time 25%50% of the time 70%75% of the time 5%100% of the time 0%

25%

70%

5%

Never25% of the time50% of the time75% of the time100% of the time

Interpretation

This question is asked to employees to know about the importance of their own ideas for their

job. About 70% employees asked that about 50% of time managers encourage them to offer

ideas about their jobs which are good communication with employees and managers.

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5. How often does your manager meet with you to review your performance

objective?

Options PercentageNever 5%Once a year 25%Twice a year 5%Three or more times 65%

5% 25%

5%

65% Never

Once a yearTwice a yearThree or more times

Interpretation

The performance review system is also good. Managers meet many times in a year with

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

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6. Since the beginning my working experience the information I have

received about my department’s issues/events has been:

Timely 1 2 3 4 5 Not timely 10% 75% 15% 0% 0% Accurate 1 2 3 4 5 Inaccurate 10% 25% 55% 10% 0% Sufficient 1 2 3 4 5 Insufficient 25% 30% 20% 20% 5%

10%

75%

15%

Timely

12345

10%

25%

55%

10%

Accurate

12345

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25%

30%

20%

20%5%

Sufficient

12345

7. Since 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 2 3 4 5 Not timely 10% 25% 35% 30% 0% Accurate 1 2 3 4 5 Inaccurate 5% 15% 25% 55% 0%

Sufficient 1 2 3 4 5Insufficient

0% 20% 50% 30% 0%

10%

25%

35%

30%

Timely

12345

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5%15%

25%

55%

Accurate

12345

20%

50%

30%

Sufficient

12345

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8. How often does your manager ask for your ideas before making decisions

that affect your job?

Options Percentage0% of the time 0%25% of the time 35%50% of the time 25%75% of the time 25%100% of the time 15%

35%

25%

25%

15%

0% of the time25% of the time50% of the time75% of the time100% of the time

Interpretation

By this question we come to know that mostly managers make decisions about their

subordinate’s jobs without their participation. But sometimes managers asked from them

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9. Does your manager give you specific enough feedback about the way you

perform your job so that you can improve your performance?


40%

30%

15%

15%


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

you ask for suggestions or ideas from coworkers?


10% 20%

35%

35%


Interpretation

This question is asked to know about the coworkers’ participation when other employee is in

problem. Mostly employees give ideas and help to others.

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

solve a problem?


10%30%

15%

30%

15%


Interpretation

This question is also asked to know about the communication for help purpose between the

coworkers. We know that coworkers provide help in solving problems.

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12. How often you spent your time with your customers?


15%

35%

15%

20%15%


Interpretation

We collect information mostly from Regional head office of HBL so the customer involvement

is minimum there. Mostly branches deals 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. The results of individual questions are 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

“Communication in organizational setting” and we select HBL for our research. The

following questionnaire is designed to collect the information about the communication. Your

information will help us in completion of our project. We assure you that the 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 meetingsb) Telephonec) 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) Dailyb) Weeklyc) Twice in a monthd) Monthlye) 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) Neverb) in about 25% of the timec) in about 50% of the timed) in about 75% of the timee) in 100% of the time

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5. How often does your manager meet with you to review your performance objective?a) Neverb) Once a yearc) Twice a yeard) Three or more times a year

6. Since 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 timelyb) accurate 1 2 3 4 5 inaccuratec) sufficient 1 2 3 4 5 insufficient

7. Since 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 timelyb) accurate 1 2 3 4 5 inaccuratec) 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 timeb) 25% of the timec) 50% of the timed) 75% of the timee) 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 timeb) 25% of the timec) 50% of the timed) 75% of the timee) 100% of the time

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10. You’re having difficulty solving a problem assigned to you. How often do you ask for suggestions or ideas from coworkers?a) 0% of the timeb) 25% of the timec) 50% of the timed) 75% of the timee) 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 timeb) 25% of the timec) 50% of the timed) 75% of the timee) 100% of the time

12. How often you spent your time with your customers?a) 0% of the timeb) 25% of the timec) 50% of the timed) 75% of the timee) 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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http://www.google.com/

http://www.notesdesk.com/

http://www.wikipedia.org/

http://www.hbl.com/

Documents

Communication in Banking Organization