Simran Kaur Final.docx

Guru Nanak Khalsa College of Arts, Science & Commerce ‘A STUDY ON LEADERSHIP STYLE IN BANKING SECTOR’ A Project submitted to

Submitted In part fulfillment of the requirements for the Award of the Degree of Bachelor of Commerce-Banking & Insurance Under the faculty of commerce

SUBMITTED BY SIMARAN KAUR BHURJI ROLL NO: 04 Under the guidance of Dr. Allan D’souza April 201

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DECLARATION I, SIMRAN KAUR BHURJI Student of B.Com – Banking and Insurance – Semester VI (2019-2020) hereby declare that I have completed the project On LEADERSHIP STYLE IN BANKING SECTOR.Whenever the data/information have been taken from any book or other sources the same have been mentioned in the Bibliography. The information submitted is true and original to the best of my knowledge.

Signature of the student

SIMRAN KAUR BHURJI

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ACKNOWLEDGEMENT

First of all I would like to extend my gratitude towards the MUMBAI UNIVERSITY for giving me an opportunity to make this project, project has broadened my horizon. I would like to thank GURUNANAK KHALSA COLLEGE for providing me opportunity to do so. I would also like to thank our head of department Ms. Allen Dsouza and all lecturers for their continuous support and guidance. My grateful thanks to my project guide Prof. Ms. Zafrin Kasmani for her admirable support and guidance. I would also like to thank my colleagues and other concerned people for their on going support. I would be grateful to Ms Smita Kuntay for guiding me throughout the project and furnish me with valuable information in accomplishing this project.

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Project synopsis

BACKGROUND OF THE STUDY The Vedas (2000–1400 BCE) are earliest Indian texts to mention the concept of usury. The word kusidin is translated as usurer. The Sutras (700–100 BCE) and the Jatakas (600–400 BCE) also mention usury. Also, during this period, texts began to condemn

usury. Vasishtha forbade Brahmin and Kshatriya varnas from

participating in usury. By the 2nd century CE, usury seems to have become more acceptable.[11] The Manusmriti considers usury an acceptable means of acquiring wealth or leading a livelihood.[12] It also considers money lending above a certain rate, different ceiling rates for different caste, a grave sin.[13] The Jatakas also mention the existence of loan deeds. These were called rnapatra or rnapanna. The Dharmashastras also supported the use of loan deeds. Kautilya has also mentioned the usage of loan deeds.[14] Loans deeds were also called rnalekhaya.[15] Later during the Mauryan period (321–185 BCE), an instrument called adesha was in use, which was an order on a banker directing him to pay the sum on the note to a third person, which corresponds to the definition of a modern bill of exchange. The considerable use of these instruments has been recorded[citation needed]. In large towns, merchants also gave letters of credit to one another.[15](Banking in India)

SIGNIFICANCE OF THE STUDY Significance of the Study The assessment of the significance of the study was based on the context of the efficacy of the findings in supporting positive social change implications and the extent of reduction of the literature gap. The findings may allow current and future strategic leaders to establish, grow, and run profitable banking businesses. Furthermore, the outcome of the study may contribute to positive social change by creating employment opportunities and improvement in the life standard of the people. A profitable and sustainable banking system is imperative for the proper functioning of the economy. A failure in banking profitability may cause devastating

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effects on the economy, including loss of employment opportunities and instability in the national payment and settlement system. Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature.

RESEARCH PROBLEMS

Banks are at the core of any economic system whether developed or developing .Essential ,a technically advanced transport and efficient banking system is the need of the hour for the growing economy in India. In our country , need for the qualitative banking surpasses the conservative economic or financial logic as the financial inclusion is a distant dream .In addition to the provisions of traditional service, many social functions are attached to banking system financial inclusion and inclusive growth.

OBJECTIVE OF THE STUDY After studying problems faced by Banking Industry and Leadership styles, Researcher felt the need of study leadership, to guide banking staff for improvement of the performance of banks. The study may achieve the following objectives: (i)

To study relationship between managerial positions in the hierarchy and their leadership styles,

(ii)

To test, whether leadership styles depends on size of the organization,

(iii)

To test leadership styles and joining of bank manager's are correlated.

(iv)

To study that personality traits of bank managers affect the leadership styles followed.

(v)

To identify perceptions of the employees on how training and development proved to be beneficial to them

(vi)

To identify employees’ competency levels as enhanced by the training and development implemented

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(vii)

To examine how training and development contribute to the individual performance and productivity

SAMPLING MEHTOD Method used for sampling is survey method. A questionare is generated from the reviews and circulated to 50 candidates who have experience.

ANALYSIS OF DATA Data taken from candidates is analyized in the Microsoft excel

KEY FINDINGS This study does provide some insights for managers,who should realize the importance of the job facets used in this study, which can enhance their employees’ level of job satisfaction among employees. Managers should consider ways to enhance job facets such as co- workers,benefits, operating conditions, supervision, and such as promotion, communication, and nature of work.

It is reflected that Leader Effectiveness has a high and significant positive correlation with ’branch performance’ in case of both public as wel as private sector banks.It would be advisable for the public as well as private sector banks to include the leadership effectiveness studies as part of their management audit process.These

studies may be carried out

appropriately at regional and official levels.A review of existing branch manager’s leader effectiveness qualities may be done and managers who are posted for the first time as branch managers may be re-oriented towards this aspects.This may be effectively brought about by suitably modifying and evaluating the training process for these levels of managers. A large percentage of people in training roles do not have any formal instruction on how to develop effective training.The absence of good measurement and the dependence of products has led to poor methods of measuring training.

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The impact of organizational training it will

easily shown once you learn how to identify

training metrics and institute best practices in training design. A large percentage of management is often unclear about which competencies are most valuable in a training professional’s role.

SUGGESTIONS The rejection of authoritarian style brings to the fore change in mindset of bank employees. Faster technology adsorption, greater focus on improving one’s educational status, intense passion for participation in decision making exercise faster diversification of banking services and consequent demand for domain experts etc challenge the style of leadership. Higher productivity, better organizational climate and peaceful industrial relations can be brought about only by delegate and participative styles. Therefore training modules of bank need to be more participative and delegate styles of leadership practiced.

CONCLUSION The conclusion which can be drawn from this study is that leadership and management are closely linked to the direct success or failure in a bank.The conclusion can be drawn that an autocratic leadership style can lead to adverse effects on a bank and can even cause it to fail. That is not to say that acting autocratically is always a negative thing. A leader has to be decisive and be able to take autocratic actions when necessary. There is no “correct” leadership style for the banking industry as such. The choice of leadership style very much depends on the situation in combination with the leader’s personality traits. Sound corporate leadership and management are further essential, because they count towards the overall corporate social responsibility a bank has towards its stakeholder.

Training and development in banking sector will helps the growth of a banking industry has a clear focus on having a well-motivated and trained workforce. The company needs to have motivated and confident staff who have up-to-date skills in order to remain competitive. In addition, well-trained staff are an asset to the business and help to retain customers.

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Contents 1

Chapter 1: Introduction ( 8-10 Pages) ................................................................................ 1 1.1

Introduction: Meaning and definition ....................... Error! Bookmark not defined.

1.2

Features/Characteristics .............................................................................................. 4

1.3

Origin and growth ....................................................................................................... 5

1.4

Advantages/Disadvantages/Benefits/Limitations ....................................................... 8

1.5

Recent trends and growing importance ....................................................................... 6

1.6

Key challenges .......................................................................................................... 11

1.7

Statement of research problems ................................................................................ 12

1.8

Objective of the study ........................................................................................... 12

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Chapterisation scheme................................................................................................... 13

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Chapter 2: Review of literature (3-5 Pages) .................................................................... 14 2.1.........................................................................................................................................14 2.2.........................................................................................................................................20 2.3.........................................................................................................................................20 2.4.........................................................................................................................................20

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Chapter 3: Research methodology (3-5 pages) ................................................................ 21 3.1

Research design ......................................................................................................... 21

3.2

Sampling design .................................................................................................... 21 3.2.1

Target population ............................................................................................... 21

3.2.2

Sampling frame .................................................................................................. 21

3.2.3

Period of study ............................................................................................... 21 ix

3.3

Sample size ................................................................................................................ 22

3.4

Data collection ........................................................................................................... 22

3.5

Structure of questionnaire ......................................................................................... 22

3.6

Format of questionnaire designed ............................................................................. 23

3.7

Analytical Tools applied for the study ...................................................................... 26

3. Research ethics ................................................................................................................. 26 4

Chapter 4: Data analysis (26- 36 pages) .......................................................................... 27 4.1

Average score ............................................................................................................ 27

4.2

Percentage analysis .................................................................................................... 29

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Chapter 5: Summary of findings (2-4 Pages) ................................................................... 41

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Chapter 6: Suggestions and conclusion (2-3 Pages) ........................................................ 41

List of figures 

Figure1:Trend

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Figure2:Focus in backward Areas

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Figure3:Facility of banks

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Figure4:Degregulated Environment

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Figure5:Financial Management

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Figure6:Improvement in Banking Activities

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Figure7:Current banking performance

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Figure8:Measures of banks

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Figure9:Law and Regulations of banks

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List of Tables  Table 1: Average score analysis  Table 2:Average score analysis  Table 3:Percentage analysis  Table4:Gender vise percentage analysis1  Table5:gender vise percentage analysis  Table6:Descriptive Statistics  Table7:Age wise score analysis  Table8: measures or suggestion is required  Table9:Experiencewise Average score analysis  Table10:Correlation Analysis on gender

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1 Chapter 1: Introduction 1.1

Introduction: Meaning and definition The position of companies and business activities is difficult in nowadays’ dynamic and variable world. Requirements of the market are top efficiency, optimal adaptation In an perspective. The performance of a company becomes currently a very topical theme. Its content includes all corporate activities that need to be cohered to get a result with a functional and prosperous company with a long term perspective.

(Pavelková, Knápková, 2005) According to Synek (2006), human resource management is the one of the key company activities and its purpose is to lead employees to high productiveness, affect their quality and structure of their job corresponding to increasing demands of the market business environment.

Veber (2011) represents leadership as community mobilization, initiation and motivation of executives’ involvement and their development. In the current period, banks are in the center of attention. According to the public general, the most significant part of crisis origination is attributed to banks. On European politicians discuss about need to regulate the bank managers’ income and additional taxation of banks.

At the same htime, conditions for the credit risk management of the banking sector are getting worse because of the adverse economic development. These factors create an enormous pressure on the performance of the banking sector and can cause a decline in firms and households financing, which may have a negative effect on the economic growth (Bučková, Reuse, 2011). Croxford (2005) emphasizes the important role of the bank’s employees in the process of sel ing bank products for the retail segment. According to him, bank sales clerks are one of elements, which customers see in the bank and can strongly influence their opinion. Bank employees have the primary opportunity to increase the value of customer relationships. Author emphasizes also that bank employees need quality management.

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In these continuities, it is necessary and appropriate to examine potential opportunities to increase the efficiency and competitiveness of the banking sector by increasing the quality of human resource management. In this context, leadership style in the company plays a decisive role. In the article, managerial priorities of branch managers is examined, the prevailing leadership style in the banking sector of Slovakia is defined and an impact of leadership style of bank’s sales clerks on the possibility of improvement of their individual productiveness.(Jaroslav)

MEANING: Leadership is unique. It occurs when an individual with the right motivations meets the right opportunity. Some people maybe all, have the qualities of leadership but never get the chance to demonstrate them. They wait their whole life for that single situation that forces them to reach deep down and find the courage to step outside what’s comfortable. But naturally, most people fear the unknown. They fear the ridicule of taking a stance or an unpopular position. So instead, they wait for someone else to step forward and take that chance. Often times the person that steps forward is ostracized as a “non-team player” because they don’t conform to popular wisdom. Just look at the way some groups make decisions. In the long run their vision can direct the company to new opportunities. Leadership involves: establishing a clear vision, sharing that vision with others so that they will follow willingly ,providing the information, knowledge and methods to realize that vision, and coordinating and balancing the conflicting interests of all members and stakeholders. A leader steps up in times of crisis, and is able to think and act creatively in difficult situations. (meaning and importanceof leadership)

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DEFINATIONS:  “It is interpersonal influence exercised in a situation and directed through the communication process towards the attainment of specialized goals.” -Robert Tannenbaum  Majtán (2005) defines the leadership as the ability of managers to persuade others to enthusiastically pursue the objectives set. He defines three basic leadership styles based on level of leadership skills: directive style, liberal and participative style. The prescriptive style is characterized by the application of the manager’s wil regardless of the subordinates’ opinions. The participative style is characterized by a bi- directional communication between a leader and subordinates. The liberal leadership style lets a great deal of freedom in the proceedings of employees, so they are very independent. The applied leadership style significantly affects the employees’ productiveness in their jobs. Individual employee motivation is largely dependent on the style of management and leadership, which is applied in the job process.  “Leadership is influencing people to follow in the achievement of a common goal”- Koontz O’Donnell.(A study on style of banking sector)

According to Bass and Stogdill (1990), Leaders differ in their concern for the groups' goals and the means to achieve the goals. Those with a strong concern are considered to be task oriented

Leaders also differ in the extent to which they pursue a human relations approach and try to maintain friendly, supportive relations with their followers. Those with a strong concern are identified as relations oriented (Katz et al., 1950), concerned for people (Blake & Mouton, 1964), people centered (Anderson, 1974; Bass & Stogdill, 1990, p. 472).

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1.2

Features/Characteristics

 Leaders demonstrate genuine respect for others This is perhaps the fundamental trait of an effective leader. If those around you perceive a lack of respect for them – they’ll never respect you.  Leaders demonstrate honesty and integrity “Lying” may be too strong a term. Actual y honesty – or the lack of it – in organizational terms is more subtle. It’s how wil ing a person is to dabble in the grey area. Did you ever hear someone justify a situation by saying – “I didn’t lie – you didn’t ask me.”  Leaders are confident and courageous Confidence is contagious. It’s also rare. Especial y in large organizations where things become paralyzed in decision making because there are so many layers and levels of approval – it’s refreshing for someone to step out of bounds once in awhile.  Leaders are influential Unless a person can influence others to follow their vision, they’re not a leader. Leaders have that something extra that gets others to buy into their ideas and jump aboard.  Leaders are decisive Employees will gravitate towards those who provide clarity and direction. That requires someone to make a decision. Unless that’s done the group stagnates – and looks for a leader.  Leaders are effective communicators Have you ever listened to someone present and idea when they’re loaded with enthusiasm and passion – but you’re not exactly sure what they said?! They know exactly what they mean but somehow it gets lost in the presentation.

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 Leaders establish and reinforce a set of core values This is an aspect of leadership that few people ever take the time to think about in business – yet it’s quite common outside work. Many people have values that guide their life, their decisions – everything. What’s important to you at work? The next section describes core values in behavioral terms.  Leaders are driven continuous improvement A leader is never satisfied. Leaders are driven by an internal desire to constantly improve the business, employees, relationships with customers, etc. Without that desire a group stagnates. Work becomes ho hum and “good enough” is standard practice.  Leaders possess and encourage physical, mental and spiritual health Without a balance in your life you can’t be an effective leader at work. The two are inseparable. If you neglect your personal needs – family, physical health, mental health, and spiritual – you’l lose your edge as a leader.(characteristic of leadership in banking sector)

1.3

Origin and growth

Emergence of Universal banking system: Services provided by banks have expanded graphical y in the last decade .In addition to the traditional “savings and loans” .banks started providing a wide gamut of financial services like insurance, investment ,asset management, etc. which increased their in the economy. Economic growth: Over 9 percent GDP growth in the pre global financial crisis period(200910) and over 7 percent in the last two years largely facilitated the growth of this sector. Globalization : As India is moving towards closer integration with the world economy, India’s

merchandise trade, service exports and remittances are growing at a faster pace .in

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order to serve these ’new needs; banks have evolved and redeemed themselves in India and abroad. Policy initiatives: The Banking Laws (Amendment) Act, 2012 at the monetary front, and large scale infusion of funds into the public sector banks by the government in recent years fuelled the growth of this sector. For the government, the banking sector is at the core of governance. Initiatives like Jan Dhan Yojana and Direct Benefit Transfer are case in point. Usage of technology: Information and communication technologies including the mobile phones and internet connectivity are the prime reason for expanding the reach of banking sector to the youth and rural habitations. True leaders work hard to understand and evaluate themselves. They seek honest feedback from their team and are mindful of their weaknesses.

This fosters trust, develops

relationships and drives results. The banking industry is changing at an extremely fast pace. Having the strategic flexibility to adapt and change mid-course is an extremely attractive trait today. Leaders in the banking industry need to constantly be monitoring and reviewing products and programs, new technologies, and their market positioning to make sure their particular bank . Effective use of informal networks to understand people’s true perceptions can help leaders of tomorrow. A good understanding of how innovation occurs can help boost performance and reduce inefficiencies. By developing informal social circles, customer relationships and networking groups, a core understanding of the industry will be developed. All too often employees fail to communicate the potential of risk due to fear of “rocking the boat”. It is imperative that risk management is implemented by the leaders of tomorrow, so that everyone on the team is prepared for any unforeseen crisis. An open and progressive

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culture and attitude towards any risk or potential crisis will help prepare the organization for any change in the industry. The famous fifty-century BC Chinese philosopher Lao-Tzu once wrote, “If you tell me, I will listed. If show me, I will see. But if you let me experiences, I will learn” (Chinese, 2010,1).The idea of training and development (T&D) is nothing new to the twenty-first century, but has rather evolved since the earliest stages of human civilization and has been gradually refined into the sophisticated process tha t it is today. The following will present an overview of the different styles of T&D that have been implemented throughout history 

Apprenticeships (400s-1400s)- With its origins rooted in the Code of Hammurabi, the law that governed ancient Egypt (2000 B.C.), apprenticeships were one of the first types of training practices that became widely used, especially during the Middle Ages. As trades in the area of craftsmanship became more demanding, most children of the time were sent as apprentices to live with masters of this form of art who would share with them the knowledge and teach them the skills they needed to succeed in this line of work.

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Vestibule Training (1800s)- During the Industrial Revolution, intensive training became a necessity for all employees who were working in factories, but did not have all the required knowledge and skills to be able to work with the machinery that produced the goods and materials needed by the society. In this setting, vestibule training, understood as "near-the-job- training," became an activity that was carried out within the factory, but in a special separated room that was big enough to store machines with up to ten workers and their trainer (Vestibule Training, 2010, 1).

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Role Playing (1930s)- First devised by psychiatrist Dr. Jacob Moreno in the 1910s, role playing became a new method used for training employees by placing them in the kind of situation they could encounter in the workplace, but in a controlled environment that did not pose any risks to their lives. Role playing gave the employee the opportunity to physically interact and correctly apply the needed skills to the particular situation (Role Playing, 2010).

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Job-Instruction-Training (1940s)- Popularized during the years of World War II, jobinstruction-training was specifically designed for "supervisors in defense plants" to obtain the necessary skills to then be able to train their own workers in various areas (Job Instruction, 2010).

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Computer-Based Training (1980s)- Initially created in 1959 under a system known as PLATO, computer-based training (CBT) began to receive more attention during the late twentieth century. As technology quickly advanced and modernized, CBT

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povided individuals with greater flexibility and interaction as they acquired more knowledge and newer skills through online channels.

1.3.1

Advantages/Disadvantages/Benefits/Limitations

ADVANTAGE/BENEFITS: a) ‘Leader Effectiveness’ has a high and significant positive co-relation with jobsatisfaction

b)‘Leader Effectiveness’ has a significant positive co-relation with ‘job area’ segment of job satisfaction (overall but not separately in case of public or private banks) c) ‘Leader Effectiveness’ has a high and significant positive co-relation with ‘branch performance’ in case of both public as well as private sector banks; d) Leader Effectiveness has a high and significant positive correlation with ‘branch performance’ in case of both public as wel as private sector banks. e) ‘Branch Performance’ has a high and significant positive co-relation with ‘ job area’ segment of job satisfaction in case of both public as wel as private sector banks f) ‘Branch Performance has a significant positive co-relation with ‘job area’ segment of job-satisfaction (overall but not separately in case of public or private sector banks). g) ‘Branch performance has a high and significant positive co-relation with ‘management area’ segment of job satisfaction. h) ‘Leader Effectiveness’ has a high significant negative co-relation with ‘personal adjustment’ area segment of job satisfaction (overall but not separately) i) It will also help in economic development and eliminated the cost. At the same time, continued client dissatisfaction is forcing bankers to reconsider their approach to service levels.

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j) It focus on bank safety and soundness become more clear banks will likely look to move to compliance as a “business as usual” activity rather thanas series of regulatory responses. Assets are kept as security for protections.

DI SADVANTAGE:  Inadequate banking facilities: Even tough banks have spread across the country; still many parts of the country are unbanked. Especially in the backward states such as the Uttar Pradesh, Madhya Pradesh, Chhattisgarh and north-eastern states of India.  Limited resource mobilized and allocated: The resource mobilized after the nationalized is not sufficient if we consider the needs of the Indian economy. Some time the deposits mobilized are enough but the resource allocation is not as per the expansions.  Lowered efficiency and profits: After nationalization banks went in the government sector. Many times political forces pressurized them. Banking was not done on professional and ethical grounds. It resulted into lower efficiency and poor profitability of banks.  Increased expenditure: Due to huge expansion in a branch network, large staff administrative expenditure, trade union struggle, etc. banks expenditure increased to dangerous levels.  Political and administrative interference: Many public sector banks badly suffered due to political interference .It was seen in arranging loans meals. It ultimately resulted in huge nonperformance assets (NPA) of these banks and inefficiency.  Most companies, when sponsoring employee training, confine the topics to those which serve the company’s short-term interest.  Employee training provides the company with many benefits, but it can also cause financial strain for some companies.  Unless the banking company offers the training to all employees, a selection criterion that is not only objective but also seen as objective remains essential to prevent loss of morale, discontent, and consequently low productivity and high turnover from other employees.

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 Finally, the assumption of employees remaining loyal and committed in return for the company sponsoring the training need not always hold true.

1.4

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Recent trends and growing importance

Banks continue to focus on innovation investment to retain and enhance competitive differentiation.

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As cyber threats increase,banks are investing in secure system

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Banks are increasingly in using cloud service for core business activities.

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Banks will continue to leverage digital technologies to enhance customer experience.

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Banks are investing in modern core banking solutions to transform legacy systems.

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Banks are working to full integrate risk management and compliance practices.

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Banks are focusing on financial inclusion and awareness for business growth and customer engangement.

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Considering the staggering changes in banking we’ve experienced over the last decade, it’s safe to say predicting what wil happen next is like trying to guess who is going to win the World Series. We can make some educated guesses, but — to really hammer the metaphor home — there’s always a chance a curve ball is thrown our way.

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Customers will soon be gaining more mobile-banking payment and account options. “We’re going to see a lot more and different products, and a richer (banking) experience.

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Banks already are rolling out banking software for iPads and tablets and thinking of new ways to structure bank accounts

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Over the past decade, retail financial services organizations have been reliant on profits generated from increasing consumer lending, whether through loans, mortgages, or card spending.

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While the credit crunch may have reduced the volume of high net worth individuals, the growth of the affluent sector.

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While retail banking has seen an influx of new players and new channels, commercial banks have faced significantly different pressures over the past few years.

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1.5

Key challenges

Not ma king enough money . Despite all of the headlines about banking profitability, banks and financial institutions still are not making enough return on investment, or the return on equity, that shareholders require. Consumer exp ecta tions. These days it’s al about the customer experience, and many banks are feeling pressure because they are not delivering the level of service that consumers are demanding, especially in regards to technology. Increasing competition from financial technology comp a nies. Financial technology (FinTech) companies are usually start-up companies based on using software to provide financial services. The increasing popularity of FinTech companies is disrupting the way traditional banking has been done. This creates a big challenge for traditional banks because they are not able to adjust quickly to the changes – not just in technology, but also in operations, culture, and other facets of the industry. Regula tory p ressure. Regulatory requirements continue to increase, and banks need to spend a large part of their discretionary budget on being compliant, and on building systems and processes to keep up with the escalating requirements.These challenges continue to escalate, so traditional banks need to constantly evaluate and improve their operations in order to keep up with the fast pace of change in the banking industry. Operation and Execution: Internal banking processes must ensure the right debt to credit ratio and maximize profitability. Cash and liquidity management, savings and investment management, financing and treasury management are key back office functions that, if well

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run, promote long-term stability. Ensuring confidentiality as well as ineffective organization wide communications still pose major challenges. Performance Management: Performance monitoring across departments and locations will take on greater importance. Financial and managerial accounting, credit, operations, market risk and internal risk management and regulatory reporting must all build in oversight.

Product Development: It is the stage where finance institutions analyze existing product performance and continuously develop new products. To rapidly launch new products, the entire organization including all branches and customer service representatives must be fully knowledgeable about new product features. However, it is challenging for headquarters to quickly distribute product information due to inconsistent communications environments and geographic distance. Sales and Service: Campaign execution, point-of-sales management and postsales communication are key activities. In fiercely competitive environments, the ability for an organization’s sales team to produce consistently accurate on- Banking Industry the-fly offerings that look professional is a key to success. To enhance post sale loyalty, Finance Institutions must present a single unified point of contact for customers across all product lines.

1.6

Statement of research problems

At the time of collecting a primary data majority of bankers don’t want to provide their expert advice regarding the project.

1.7

Objective of the study

With the growth of technology, banking customers are living in a connected world with their experience from other industries influencing their expectations from their financial services provider. This has led to an evolving customer-bank relationship necessitating banks to be more customer-centric by embedding themselves in customers’ lives to meet rising customer experience expectations.

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However, banks have been facing challenges in meeting customer expectations, as they are troubled with legacy challenges both in terms of technology and culture. This document aims to understand and analyze the trends in the banking industry that are expected to drive the dynamics of the banking ecosystem in the near future.

On the basis of a theoretical analysis and our own research, the main objective of the article was to prove a relationship between applied leadership style of branch managers and productiveness of sales clerks and room for their productiveness improvement applicable in the banking sector in Slovakia and change these attitudes during the crisis. One part of the objective was to examine the continuity between applied leadership style of branch managers and their time in a control functions held. Dependencies between individual productiveness of bank’s sales clerks and the level of their loyalty and satisfaction have been investigated.

Our assumption that the applied leadership style depends on the time of working in managerial functions has not been confirmed. Managers who operate relatively shortly in managerial functions did not show any differences in their management priorities and approaches in comparison with long-time managers.

1.8

Chapterisation scheme

This Black Book is all about Training & development in bank and it is majorly divided into 6 Chapters that is given below  Introduction  Review of literature  Research methodology  Data analysis  Summary of findings  Suggestion and Conclusion

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2 Chapter 2: Review of literature (5-10 Pages) 2.1

Prashanta Athma (2000), in his Ph D research submitted at Usmania University Hyderabad,

“Performance of Public Sector Banks – A Case Study of State Bank of Hyderabad, made an attempt to evaluate the performance of Public Sector Commercial Banks with special emphasis on State Bank of Hyderabad. The period of the study for evaluation of performance is from 1980 to 1993-94, a little more than a decade. In this study, Athma outlined the Growth and Progress of Commercial Banking in India and analyzed the trends in deposits, various components of profits of SBH, examined

the trends in Asset structure, evaluated the level of customer

satisfaction and compared the performance of SBH with other PSBs, Associate Banks of SBI and SBI. Statistical techniques like Ratios, Percentages, Compound Annual rate of growth and averages are computed for the purpose of meaningful comparison and analysis. The major findings of this study are that since nationalization, the progress of banking in India has been very impressive. All three types of Deposits have continuously grown during the study period, though the rate of growth was highest in fixed deposits. A comparison of SBH performance in respect of resource mobilization with other banks showed that the average growth of deposits of SBH is higher than any other bank group. Profits of SBH showed an increasing trend indicating a more than proportionate increase in spread than in burden. Finally, majority of the customers have given a very positive opinion about the various statements relating to counter service offered by SBH. (Review of literature) From the above literature we identify the variable “

trends in banking “with respect to this

variable we can design the following search questions. Do you think that new trends in banking will help to attract customers?

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2.2

The focal point of the study made by Das and Udaykumar Lal (2002), in his book Banking Reforms in Lead Bank Scheme, (Deep and Deep Publication, new Delhi) was the critical evaluation of the lead bank scheme in 35 the light of banking sector reforms. Das in this book observed that high level of NPAs, large number of un- remunerative branches, low productivity, overstaff and archaic methods of operations have affected the profitability of public sector banks. Das sincerely felt that the whole banking sector in India is to be revolutionized to cope with the changing dimensions of the satellite one world. Further, he felt that the backward areas should be given more funds for investment in priority sectors and more and more people should be brought under its coverage and the procedures of extending credit should be simplified and there should be least hassle cost. (Review of literature)

From the above literature we identify the variable “funds in backward areas

“ with respect

to this variable . Do you think focus in backward areas will help in profitability?

15

2.3

Zacharias Thomas(1997)Ph D Thesis, ‘Performance effectiveness of Nationalised BankA Case Study of Syndicate Bank’, submitted to Kochin University (1997), Thesis studied the performance effectiveness of Nationalized Bank by taking Syndicate Bank as case study in his Ph.D thesis. Thomas has examined various aspects like growth and development of banking industry, achievements of Syndicate Bank in relation to capital adequacy, quality of assets, Profitability, Social Banking, Growth, Productivity, Customer Service and also made a comparative analysis of 'the performance 34 effectiveness of Syndicate Bank in relation to Nationalized bank. A period of ten years from 1984 to 1993-94 is taken for the study. This study is undertaken to review and analyze the performance effectiveness of Syndicate Bank and other Nationalized banks in India using an Economic Managerial Efficiency Evaluation Model (EMEE Model) developed by researcher. Thomas in this study found that Syndicate Bank got 5th Position in Capital adequacy and quality of assets, 15th in Profitability, 14th Position in Social Banking, 8th in Growth, 7th in Productivity and 15th position in Customer Service among the nationalized banks. Further, he found that five nationalized banks showed low health performance, seven low priority performance and eleven low efficiency performance in comparison with Syndicate Bank. (Review of literature)

From the above literature we identify the variable “ facility of banks“ with respect to this variable we can design the following search questions. (Review of literature) Do you think new technique is required for better performance of banks?

16

2.4

Singh R (2003), in his paper Profitability management in banks

under deregulate

environment, IBA bulletin, No25, has analyzed profitability management of banks under the deregulated environment with some financial parameters of the major four bank groups i.e. public sector banks, old private sector banks, new private sector banks and foreign banks, profitability has declined in the deregulated environment. He emphasized to make the banking sector competitive in the deregulated environment. They should prefer noninterest income sources. (Review of literature) From the above literature we identify the variable “

deregulated environment “ with respect

to this variable we can design the following search questions. Do you think deregulated environment will help in profitability?

2.5

Singla (2008) examines that how financial management plays a crucial role industrialists growth of banking. It is concerned with examining the profitability position of the selected sixteen banks of banker index for a period of six years (2001-06). The study reveals that the profitability position was reasonable during the period of study when compared with the previous years. Strong capital position and balance sheet place. Banks are in better position to

deal with and absorb the economic constant over a period of time. (Review of

literature) From the above literature we identify the variable “

growth of banking business

“ with

respect to this variable we can design the following search questions. Do you think financial management is important for growth of banking business?

17

2.6

Wahab (2001) has analyzed the performance of the commercial banks under reforms. He also highlighted the major issues need to be considered for further improvement. He concluded that reforms have produced favorable 42 effects on performance of commercial banks in general but still there are some distortions like low priority sector advances, low profitability etc. that needs to be reformed again.(Review of literature)

From the above literature we identify the variable “

improvement in banking activities“

with respect to this variable we can design the following search questions. Do you think improvement in banking activities will help to overcame major issues such as low priority sector advances, low profitability etc?

2.7

The objective of Sheeba Kapil’s (2007) paper is to review and analyze the current financial health of the Indian Public Sector Commercial Banks in the light of banking reforms and predict the future and scope of the same. The viability of the 27 public sector banks has been analyzed on the basis of offsite supervisory exam model i.e., CAMEL Model (C for capital adequacy, A for Asset quality, E for Earnings and L for Liquidity). These four components of each bank have been analyzed and rated on a scale to judge the composite rating of the same. The paper finds that the off-site supervisory exam model (CAMEL) has' rated majority of PSBs as non-viable and they require immediate attention and government support. After 19 years of economic and banking reforms, the Indian Banking Sector has still miles to go. Low Profitability, Liquidity, Capital adequacy and high none'-performing assets will definitely make the majority of Indian PSBs a bad bargain in near future.(Review of literature)

From the above literature we identify the variable “banking performance

“ with respect to

this variable we can design the following search questions. Do you think current banking performance is helpful ?

18

2.8

Ram Mohan TT(2003) , in his paper ‘Long run performance of public and private sector bank stocks” Vol 37, has made an attempt to compare the three categories of banks-Public, Private and Foreign-using Physical quantities of inputs and outputs, and comparing the revenue maximization efficiency of banks during 1992-2000. The findings show that PSBs performed significantly better than private sector banks but not differently from foreign banks. The conclusion points to a convergence in performance between public and private sector banks in the post-reform era, using financial measures of performance .(Review of literature)

From the above literature we identify the variable “ measures

of banks

“ with respect to

this variable we can design the following search questions.

 Do you think any measures or suggestions is required to banks for improving physical quantities of inputs and output , and the revenue maximization efficiency of banks?

19

2.9

SBI Research Department in 2000, through its paper “Performance analysis of 27 Public sector banks” published in SBI

monthly review performance, Vol XXXIX, was

prepared by Economic Research Department of State Bank of India, is to analyze the Performance of the 27 Public Sector Banks for the year 1999-2000 vis-a- vis the preceding year. Selecting four different categories of indicators-Business Performance, Efficiency, Vulnerability and labor productivity indicators, carried out the analysis. Altogether, 39 indicators were selected for this purpose. For the purpose of analysis, 27 PSBs disaggregated into four groups, namely, the SBI, ABs (m7), the SBGs (8), the NBs (19). During 1999-2000, the PSBs exhibited better show in terms of several parameters studied above. Nevertheless, the problems of NPAs and capital adequacy remain to be taken care of. Researchers in this paper opinioned that greater operational flexibility and functional autonomy should be given to PSBs especially to strengthen their capital base. Further, they felt that since net interest margin will continue to remain compressed in a deregulated interest rate regime, a lot of effect would have to be made to mitigate this through generation of non-interest income. As far as NPAs are concerned, they believe' that, the outdated laws and regulations that pose hindrance to banks in getting back their dues need to be suitably amended. From the above literature we identify the variable “ laws and regulations of banks

“ with

respect to this variable we can design the following search questions. Do you think there is requirement for updating the banking law?

20

3 Chapter 3: Research methodology (3-5 pages) This Chapter concentrates on the research methodology. The research design, sampling design, data collection method, tools applied for the study geographical coverage and Research Ethics are detailed.

3.1

Research design

The research design is defined by Fouche (2002) as “the plan or blue print of the study”. This research is Qualitative research which allows the researcher to gather information and do

an in-depth

exploration of issues, and therefore follows a less structured format with fewer respondents than quantitative methods.

3.2 3.2.1

Sampling design Target population

Total target population is 30 respondents; target area at Thane. 3.2.2

Sampling frame

Quota sampling was adopted by researcher. Quota sampling is where the researcher ensures that certain groups of people, who are knowledgeable about the research problems, are adequately represented in the research through the assignment of a fixed quota for each sub group. 3.2.3

Period of study

The period of study was from April 2017 to September 2017 . The study is mainly based on primary data collected byQuestioner made on the findings. The secondary data were collected from various sources throughout the period of this study.

21

3.3

Sample size

Total sample=30  Samples were collected from the area of Thane District.

3.4

Data collection

This section discusses the techniques of gathering primary data for the testing of the research propositions that were crafted in Chapter I and II. The choice of the data instruments depends on the availability of facilities, time, costs, the degree of accuracy required, the expertise of the researcher, and other resources associated with the gathering of the data. The questionnaire was given to the respondent directly by the students and was collected later as per respondents preference as to giving filling the preprinted form.

3.5

Structure of questionnaire

The structured questionnaire was divided into different sections as felt suitable. The first section covers personal variables, which are independent based on the assumption that there were measurable differences amount the levels with regard to the perception of dependent variables. The second to study factors section of questionnaire covers the factors of study with dependent variables viz:

22

3.6

Format of questionnaire designed

Title:

LEADERSHIP

STYLE

IN BANKING

SECTOR

Researcher : ___Akhila Harilal Panikker________________________ Personal details Respondents Name: _________________________________________  Male

Gender:

 Female

 Below 20

Age

Education  Below graduate

 20-30  graduate

30-40

 40-50

 Post graduate

 Above 50  Professional  Others

Experience:  Below 5 years  05-10 years 10-15 years  15-20 years  Above 20 years Study factor:

1

Do you think that new trends in banking will help to attract customers?

 Highly yes  Yes  Can’t say  No  Highly No

2

Do you think focus in backward areas will help in profitability?

 Highly yes  Yes  Can’t say  No Highly No

3

Do you think new technique is required for better performance of banks?

 Highly yes  Yes  Can’t say  No  Highly No 4 Do you think making changes in deregulated environment will help in profitability?  Highly yes  Yes  Can’t say  No Highly No

23

5 Do you think financial management is important for growth of banking business?  Highly Agree  Agree  Neutral  Disagree  Highly disagree 6

Do you think improvement in banking activities will help to overcome major

issues such as low priority sector advances, low profitability etc?  Highly Agree  Agree  Neutral  Disagree  Highly disagree

7

Do you think current banking performance is helpful ?

 Highly Agree  Agree  Neutral  Disagree  Highly disagree

8 Do you think any measures or suggestion is required to banks for improving physical quantities of inputs and outputs, and the revenue maximization efficiency of banks?  Highly Agree  Agree  Neutral  Disagree  Highly disagree

9

Do you think there is requirement for updating the banking law?

 Highly Agree  Agree  Neutral  Disagree  Highly disagree

24

3.1

Format of Expert advice Questionnaire designed

NAME DESIGTNATION ORGANISATION

1. What are the most important values you demonstrate as a leader?

1. How have you gained commitment from your te am?

2. How do you get others to accept your ideas?

4. How do you motivate your te am?

25

26

3.2

Analytical Tools applied for the study

Data analysis gives meaning to the data that has been collected. More than respondents were given questionnaire. After verification as to completeness of collected questionnaire, samples were finalized. The data corresponding to the values in the Likert Scale were entered for each statement in the questionnaire. It was then checked for accuracy, through three rounds of visual and hardcopy inspections. The MS Excel data analysis tool was used for statistical data analysis. The statistical analytical tools applied include:  The Average score analysis is mainly used in any study is to assess the level of opinion/awareness/satisfaction of the different category of respondents on the various aspects relating to the study. First the opinion of the respondents are assessed through a scaling technique and then based on the consolidated opinion of the respondents, the average score is calculated.  It is the simple and common method to represent raw streams of data as a percentage for better understanding of collected data. Percentages are used in making comparison between two or more variables to find the efficacy of each variable.

3. Research ethics

Research ethics refer to the "appropriate" behavior of the researcher in relation to the norms of the society. It relates to the three parties involved in this research: the researcher, the respondents and Research supervisor. Researcher assured Confidentiality to the respondents and secrecy will be maintained. The researcher, on her/his part maintained objectivity, presented the true research findings.

27

4 Chapter 4: Data analysis (26- 36 pages) Here, V1: new trends in banking V2:focus in backward areas V3: performance of banks V4: deregulated environment V5: growth of banking business V6: improvement in banking activities V7: banking performance V8: measures V9: banking law And HY: Highly yes Y: Yes C: Can’t say N: No HN: Highly no

4.1

Average score

The average score analysis is mainly used in any study is to assess the level of opinion/ awareness/satisfaction of the different category of respondents on the various aspects relating to the study. First the opinions of the respondents are assessed through a scaling technique and then based on the opinion of the respondents, the average score is calculated. In this study the opinion of the respondents are assessed through a five point scaling technique and then based on the opinion of respondents the average score is calculated and the result are presented in different tables.

28

4.1.1

Testing of Hypothesis Null Hypothesis (H0): Gender of the respondent does not influence their perception as toleadership style in bank. Alternative Hypothesis (H1): Gender of the respondent does influence their perception as to leadership style in bank. The above testing of hypothesis can be done using the following tableTable 1 Average score analysis Total response

Variable HY=5

Y=4

C=3

N=2

HN=1

Total

V1

6

22

2

0

0

30

V2

4

17

9

0

0

30

V3

10

19

1

0

0

30

V4

4

7

13

4

2

30

V5

10

17

3

0

0

30

V6

2

26

2

0

0

30

V7

5

22

3

0

0

30

V8

4

23

2

1

0

30

V9

4

25

1

0

0

30

Source: Primary data

Table 2 Average score analysis Variable

V01 V02 V03 V04 V05 V06 V07 V08 V09

Highly Agree score

30 20 50 20 50 10 25 20 20

Agree score

88 68 76 28 68 104 88 92 100

Neutral score

6 27 3 39 9 6 9 6 3

Disagree score

0 0 0 8 0 0 0 2 0

Highly disagree score

0 0 0 2 0 0 0 0 0

total score

124 115 129 97 127 120 122 120 123

Grant Max score

150 150 150 150 150 150 150 150 150

Grant Min score

30 30 30 30 30 30 30 30 30

Average Score

2.48 2.3 2.58 1.94 2.54 2.4 2.44 2.4 2.46

Low score

1 1 1 1 1 1 1 1 1

Lower HL

2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5

Middle HL

High score

3.75 3.75 3.75 3.75 3.75 3.75 3.75 3.75 3.75

Quotient Scale remark

5 5 5 5 5 5 5 5 5

29

4.2

Percentage analysis

The percentage analysis/ descriptive analysis describes the distribution of respondents in each classification as it is expressed in percentage it facilitates comparison. Table 3 Percentage analysis Variable V01 V02 V03 V04 V05 V06 V07 V08 V09

5 6 4 10 4 10 2 5 4 4

4 3 22 2 17 9 19 1 7 13 17 3 26 2 22 3 23 2 25 1

2 0 0 0 4 0 0 0 1 0

1 Total "5"% 0 30 20% 0 30 13% 0 30 33% 2 30 13% 0 30 33% 0 30 7% 0 30 17% 0 30 13% 0 30 13%

"4"% 73% 57% 63% 23% 57% 87% 73% 77% 83%

"3"% 7% 30% 3% 43% 10% 7% 10% 7% 3%

"2"% 0% 0% 0% 13% 0% 0% 0% 3% 0%

"1"% 0% 0% 0% 7% 0% 0% 0% 0% 0%

total% 100% 100% 100% 100% 100% 100% 100% 100% 100%

From the above table it is found that:

With reference to variable V1, it is found that 20% of the respondents highly yes that in Banking industry trends in banking will help to attract customers and 0% respondents are highly no with it.



With reference to variable V2, it is found that 13% respondents are agreed that funds in backward areas will help for economic growth and 0% respondents are highly disagree with it.



With reference to variable V3, it is found that 33% respondents are yes that new facility helpful for customers.



With reference to variable V4, it is found that 13% of respondents are yes that deregulated environment helpful in profitability.



With reference to variable V5, it is found that 33% of respondents are yes that financial management is important for growth of banking business



With reference to variable V6, it is found that 7% of respondents yes that improvement in banking activities will help to overcome major issues



With reference to variable V7, it is found that 17 % of respondents are yes that current banking performance is helpful.

30



With reference to variable V8, it is found that 13% of responded are yes that measures of bank will help in profitability.



With reference to variable V9, it is found that 13% of respondents are agreed that law & regulations of bank is required.

4.1

Gender vise percentage analysis

Gender vise percentage analysis, it is percentage analysis of total respondents but it is segmented between males and females. We approach 30 respondents in which 13 responses are taken from males and 17 responses from females. Table 4 Gender vise percentage analysis1

Table 5 Gender vise percentage analysis

31

Average Average Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 score of score of Total Female 1 male 2 PG1 2 2 2 2 1 1 2 1 1 1 1 2 1 2 1 1 2 2 1 2 2 2 1 1 1 1 1 2 1 1 17 13 30 V01 3 5 4 4 4 4 4 4 5 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.18 4.08 4.13 V02 4 4 4 4 3 3 3 3 3 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.82 3.85 3.83 V03 4 4 4 4 5 4 4 4 4 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.24 4.38 4.30 V04 1 3 4 3 2 3 3 3 3 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.41 3.00 3.23 V05 4 4 5 4 4 4 4 4 3 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.24 4.23 4.23 V06 5 4 4 4 4 4 4 4 4 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.06 3.92 4.00 V07 4 4 4 4 3 4 4 5 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.18 3.92 4.07 V08 4 4 4 4 3 5 4 5 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 4.12 3.85 4.00 V09 4 4 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 4.12 4.08 4.10

From above tables we can conclude that:

From variable V1, we can find that female feel that in Banking industry trends is required more than male.



From the variable V2, we can find that males feel that focus in backward area will help in profitability for economic growth more than female.



From the variable V3, we can found that males feels that improvement of bank facility is required more than female.



From the variable V4, we can found that male feel that deregulated environment will help in profitability more than females.



From the variable V5, we can found that female feel that financial management is important in banks more than male.



From the variable V6, we can found that female feels that improvement in banking activities is required more than male.



From the variable V7, we can found that females feel that current banking performance I helpful more than male



From the variable V8, we can found that males feel that measures for banking performance is required more than female



From the variable V9, we can found that female feel that changesw in banking law is required more than male

32

4.4. DescriptiveStatistic

Descriptive statistics are statistics that quantitatively describe or summarize features of a collection of information. Descriptive statistics is the term given to the analysis of data that helps describe, show or summarize data in a meaning full way such that, for example, patterns might emerge from the data. Table 6 Descriptive statistics

Descriptive Statistics Variable Mean Median Mode Standard Sample Kurtosis Skewness Range Minimum Maximum Sum Count Confidence Deviation Variance Level(95.0%) V01 4.13 4.00 4.00 0.51 0.26 0.94 0.27 4.00 1.00 5.00 124.00 30.00 0.18 V02 0.65 0.42 -0.50 0.17 4.00 1.00 5.00 115.00 30.00 0.23 3.83 4.00 4.00 V03 4.30 4.00 4.00 0.53 0.29 -0.54 0.17 4.00 1.00 5.00 129.00 30.00 0.19 V04 1.07 1.15 -0.12 -0.14 4.00 1.00 5.00 97.00 30.00 0.38 3.23 3.00 3.00 V05 4.23 4.00 4.00 0.63 0.39 -0.45 -0.20 4.00 1.00 5.00 127.00 30.00 0.22 V06 4.00 4.00 4.00 4.00 1.00 5.00 120.00 30.00 0.37 0.14 5.58 0.13 V07 4.07 4.00 4.00 0.52 0.27 1.09 0.11 4.00 1.00 5.00 122.00 30.00 0.19 V08 4.00 4.00 4.00 0.59 0.34 4.51 -1.09 4.00 1.00 5.00 120.00 30.00 0.21 V09 4.10 4.00 4.00 0.40 0.16 3.27 0.88 4.00 1.00 5.00 123.00 30.00 0.14 

Variable V1 has highest mean that is 4.23.



Variable V8 has lowest mean that is 3.23



All the variables have same average they all are in between 3.23 to 4.23 that means they all are nearby each other. 33

TABLE 7 AGE WISE SCORE ANALYSIS

Agewise Average score analysis Age class Age class Age class Age class Age class Total 1 2 3 4 5 2 10 14 6 0 0 30 4 4.40 3.93 4.17 #DIV/0! #DIV/0! 4.13 3 3.70 3.93 3.83 #DIV/0! #DIV/0! 3.83 4 4.30 4.29 4.33 #DIV/0! #DIV/0! 4.30 3 3.50 3.07 3.17 #DIV/0! #DIV/0! 3.23 4 4.10 4.29 4.33 #DIV/0! #DIV/0! 4.23 4 4.00 4.14 3.67 #DIV/0! #DIV/0! 4.00 4 4.10 4.14 3.83 #DIV/0! #DIV/0! 4.07 4 3.80 4.21 3.83 #DIV/0! #DIV/0! 4.00 4 4.00 4.14 4.17 #DIV/0! #DIV/0! 4.10

Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 PA2 V01 V02 V03 V04 V05 V06 V07 V08 V09

211212211 354444445 444433333 444454444 134323333 445444443 544444444 444434454 444435454 445445444

1 4 3 4 4 5 4 4 4 4

2 4 4 5 3 5 4 4 4 4

3 4 3 4 1 4 3 4 4 4

2 3 3 4 3 4 4 4 4 5

3 5 4 4 3 5 4 4 3 4

2 5 5 4 3 5 5 4 5 4

3 4 4 4 4 4 4 4 4 4

3 4 4 5 2 4 3 3 4 4

2 4 4 5 5 4 4 5 5 4

1 5 4 4 5 5 4 4 4 4

3 4 4 5 5 4 4 4 4 4

3 4 4 4 4 5 4 4 4 5

2 4 4 5 3 5 4 4 4 4

2 4 4 5 3 4 4 4 4 4

2 4 5 4 4 5 4 4 4 4



Variable V2 has highest age wise score that is 4.30



Variable V7 has lowest age wise score that is 3.23

1 4 5 4 5 5 4 5 4 4

2 4 4 3 2 4 4 4 4 4

2 4 5 5 4 4 4 5 4 4

1 4 4 5 2 3 4 3 2 3

1 5 4 5 4 3 4 5 4 4

All the variables have same average they all are in between 4.30 to 3.23 that means they all are nearby each other.

34

TABLE 8 EDUCATION QUALIFICATIONWISE AVERAGE SCORE ANALYSE

EducationalQualificationwiseAveragescoreanalysis Ageclass Ageclass Ageclass Ageclass Ageclass Varcode 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total 2 3 4 5 1 PQ3 V01 V02 V03 V04 V05 V06 V07 V08 V09

211213211 1 3 4 3 4 3 3 4 2 1 4 4 2 1 3 1 1 2 1 1 1 354444445 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 444433333 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 444454444 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 134323333 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 445444443 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 544444444 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 444434454 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 444435454 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 445445444 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4

13 4.31 3.69 4.23 3.31 4.08 4.00 4.08 3.85 4.00

6 3.83 4.00 4.50 3.17 4.17 4.17 4.33 4.17 4.00

6 4.00 4.00 4.17 3.33 4.50 4.17 4.00 4.33 4.33

5 0 4.20 #DIV/0! 3.80 #DIV/0! 4.40 #DIV/0! 3.00 #DIV/0! 4.40 #DIV/0! 3.60 #DIV/0! 3.80 #DIV/0! 3.80 #DIV/0! 4.20 #DIV/0!



Variable V1 has highest qualification wise score that is 4.30



Variable V1 has lowest qualification wise score mean that is 3.23



All the variables have same average they all are in between 4.30 to 3.23 that means they all are nearby each other.

35

30 4.13 3.83 4.30 3.23 4.23 4.00 4.07 4.00 4.10

TABLE 9 EXPERIANCEWISE AVERAGE SCORE ANALYSES

Educational Qualificationwise Average score analysis Age class Age class Age class Age class Age class Varcode 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total 1 2 3 4 5 PE4 2 2 2 2 2 2 2 1 1 1 1 3 2 3 2 2 3 1 1 2 3 1 2 2 1 1 2 1 2 1 11 15 4 0 0 30 V01 3 5 4 4 4 4 4 4 5 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.18 4.07 4.25 #DIV/0! #DIV/0! 4.13 V02 4 4 4 4 3 3 3 3 3 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.73 3.93 3.75 #DIV/0! #DIV/0! 3.83 V03 4 4 4 4 5 4 4 4 4 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.27 4.33 4.25 #DIV/0! #DIV/0! 4.30 V04 1 3 4 3 2 3 3 3 3 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.45 3.27 2.50 #DIV/0! #DIV/0! 3.23 V05 4 4 5 4 4 4 4 4 3 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.27 4.13 4.50 #DIV/0! #DIV/0! 4.23 V06 5 4 4 4 4 4 4 4 4 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.00 4.13 3.50 #DIV/0! #DIV/0! 4.00 V07 4 4 4 4 3 4 4 5 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.18 4.07 3.75 #DIV/0! #DIV/0! 4.07 V08 4 4 4 4 3 5 4 5 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 4.00 4.07 3.75 #DIV/0! #DIV/0! 4.00 V09 4 4 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 3.91 4.20 4.25 #DIV/0! #DIV/0! 4.10 

Variable V1 has highest Experience wise score that is 4.30



Variable V1 has lowest Experience wise score that is 3.23



All the variables have same average they all are in between 4.30 to 3.23 that means they all are nearby each other. TABLE 10 CORRELATION ANALYSIS ON GENDER Var code PA2 V01 V02 V03 V04 V05 V06 V07 V08 V09

1 2 3 4 4 1 4 5 4 4 4

2 1 5 4 4 3 4 4 4 4 4

3 1 4 4 4 4 5 4 4 4 5

4 2 4 4 4 3 4 4 4 4 4

5 1 4 3 5 2 4 4 3 3 4

6 2 4 3 4 3 4 4 4 5 5

7 2 4 3 4 3 4 4 4 4 4

8 1 4 3 4 3 4 4 5 5 4

9 1 5 3 4 3 3 4 4 4 4

10 1 4 3 4 4 5 4 4 4 4

11 2 4 4 5 3 5 4 4 4 4

Correlation Analysis based on Age 12 13 14 15 16 17 18 19 20 21 22 23 3 2 3 2 3 3 2 1 3 3 2 2 4 3 5 5 4 4 4 5 4 4 4 4 3 3 4 5 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 4 5 4 5 5 1 3 3 3 4 2 5 5 5 4 3 3 4 4 5 5 4 4 4 5 4 5 5 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4



Variable V8 has highest correlation coefficient that is 0.16



Variable V7 has lowest correlation coefficient that is -0.16

24 2 4 5 4 4 5 4 4 4 4

25 1 4 5 4 5 5 4 5 4 4

26 2 4 4 3 2 4 4 4 4 4

27 2 4 5 5 4 4 4 5 4 4

28 1 4 4 5 2 3 4 3 2 3

29 1 5 4 5 4 3 4 5 4 4

30 Correlation 2 coefficient 4 -0.23 3 0.10 4 0.02 3 -0.13 4 0.15 4 -0.25 4 -0.16 4 0.08 4 0.16

36



All the variables have same average they all are in between 0.16 to -0.16 that correlation coefficient they all are nearby each other.

4.2.2 Analysis of study variables V1:Do you think that new trends in banking will help to attract customers? Figure 1

20%

From the findings we can summarize that 20% responses are yes and 73% responses are highly agree.

V2:Do you think focus in backward areaswill help in economic growth? Figure2

N HN

37

From the findings we can summarize that 57% responses are yes and 13% responses are highly agree  V3:Do you think whatever new facility provided by bank is helpful?

N

From the findings we can summarize that 33% responses are yes and 64% responses are highly agree.

V4:Do you think making changes in deregulated environment will help in profitability?

DEGREGULATED ENVIRONMENT HN

13%

13%







38

From the findings we can summarize that 25% responses are yes and 14% responses are highly agree. V5:Do you think financial management is important for growth of banking business?

From the findings we can summarize that 57% responses are yes and 33% responses are can’t say

V6:Do you think improvement in banking activities will help to overcome major issues such as low priority sector advances,low profitability,etc?

39

From the findings we can summarize that 86% responses are yes and 7% responses are highly yes  V7:Do you think current banking performance is helpful?

N

HN

 From the findings we can summarize that 73% responses are yes and17 % responses are highly yes

40

V8:Do you think any measures or suggestion is required to banks for improving physical quantities of inputs and outputs,and the revenue maximization efficiency of banks? FIGURE8

N HN

From the findings we can summarize that 77% responses are yes and 13% responses are highlyyes. V9:Do you think there is any requirement for updating the banking law?

80% 60% 40%

41

From the findings we can summarize that 83% responses are yes and 13% responses are highly yes.

5 Chapter 5: Summary of findings (2-4 Pages) 

Operation related variable From the findings we can summarize that more than 75% of candidates feel that improvement in leadership style in banking sector will help in more profitability.

 Trends in banking sector More than 73% of candidates feel that trends in banking will help in more profitability.

 Funds in backward areas In this 57% of candidates feels that providing funds in backward areas will help in economic growth.

 Facility of banks More than 63% of candidates feel that improvement in banking facilities will help in better transactions.

 Deregulated environment More than 43% of candidates feel that deregulated environment help in more profitability.

 Growth of banking business More than 53% of candidates feel that improvement in banking performance lead to banking growth.

 Improvement in banking activities More than 87% of candidates feel that Training and development in bank it can increase the capabilities of banker

 Current banking performance More than 73% of candidates feel that current banking performance is helpful.

 Measures of banks More than 77% of candidates feel that measures of banks will in best performance.

 Law & regulations of banks More than 83% of candidates feel that changes in law & regulations of banks will help in better performance of banks.

6 Chapter 6: Suggestions and conclusion (2-3 Pages)  Objective 1:- To study the important value to demonstrate as a leader.

42

To underdstand the values related to demonstrate as a leader. To gain the knowledge, quality to understand peoples demand and mentality.  Objective 2:- To study how to gained commitment for team. To give them freedom to do for whatever commitments made by banks. Tell how to achieve goals related to banks.  Objective 3:- To study that how get your ideas accepted by others. To telling employees how it will be beneficial to them benefits of the goals and ideas and how to work together and adopt new techniques.  Objective 4:- To study how to motivate your team. To telling them how they can gain career by doing things done how they can get a successful life and career.

7 Bibliography A

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