Communication in Banking Organization

Communication in organizational setting B.Z.
U Sahiwal
PROJECT REPORT
On
Communication in Banking organization
Presented To:
Mam Mehreen
Presented By:
Muhammad Irfan
MBA 3RD
Department of Business Administration

Bahauddin Zakariya University
Sahiwal Campus
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Communication in organizational setting B.Z.U Sahiwal
COMMUNICATION
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".
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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
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:
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 Chain
 Wheel
 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.
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THE COMMUNICSTION CHANNELS

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.
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To be effective, the manager must find a way to balance formal and informal communication
processes.
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.
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HABIB BANK LIMITED

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
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
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MANAGEMENT HIERARCHY
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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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.
Verbal Communication Written

Communication
Communication
Communication trough IT
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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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%
15% 25%
Face-to-face
Telephone
Group Meetings
E-mail
60%
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 Percentage
Yes 65%
NO 35%
35%
Yes
NO
65%
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 Percentage
Daily 70%
Weekly 25%
Twice in a month 5%
Monthly 0%
Every month 0%
5%
25%
Daily
Weekly
Twice in a month
Monthly
Every month
70%
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 Percentage
Never 0%
25% of the time 25%
50% of the time 70%
75% of the time 5%
100% of the time 0%
25%
5%
Never
25% of the time
50% of the time
75% of the time
100% of the time
70%
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 Percentage
Never 5%
Once a year 25%
Twice a year 5%
Three or more times 65%
5%
25%
Never
Once a year
Twice a year
Three or more times
65% 5%
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%
Timely
15% 10%
1
2
3
4
5
75%
Accurate
10% 10%
1
25%
2
3
4
5
55%
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Sufficient
20% 5% 25%
1
2
3
4
5
20%
30%
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%

Insufficien
Sufficient 1 2 3 4 5 t
0% 20% 50% 30% 0%
Timely
30% 10%
1
25%
2
3
4
5
35%
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Accurate
15%
5%
1
2
3
4
55% 5
25%
Sufficient
20%
30%
1
2
3
4
5
50%
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8. How often does your manager ask for your ideas before making decisions
that affect your job?
Options Percentage
0% of the time 0%
25% of the time 35%
50% of the time 25%
75% of the time 25%
100% of the time 15%
15%
35%
0% of the time
25% of the time
25% 50% of the time
75% of the time
100% of the time
25%
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?
Options Percentage
0% of the time 0%
25% of the time 40%
50% of the time 30%
75% of the time 15%
15%
40%
15%
0% of the time
25% of the time
50% of the time
75% of the time
100% of the time
30%
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?
Options Percentage
0% of the time 10%
25% of the time 20%
50% of the time 35%
75% of the time 35%
100% of the time 0%
10%
35%
20%
0% of the time
25% of the time
50% of the time
75% of the time
100% of the time
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?
Options Percentage
0% of the time 10%
25% of the time 30%
50% of the time 15%
75% of the time 30%
15% 10%
30% 0% of the time

25% of the time
50% of the time
30% 75% of the time
100% of the time
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?
Options Percentage
0% of the time 15%
25% of the time 35%
50% of the time 15%
75% of the time 20%
15% 15%
20% 0% of the time

25% of the time
50% of the time
75% of the time
35% 100% of the time
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 meetings
b) Telephone
c) 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) Daily
b) Weekly
c) Twice in a month
d) Monthly
e) 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) Never
b) in about 25% of the time
c) in about 50% of the time
d) in about 75% of the time
e) in 100% of the time
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5. How often does your manager meet with you to review your performance objective?
a) Never
b) Once a year
c) Twice a year
d) 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 timely
b) accurate 1 2 3 4 5 inaccurate
c) 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 timely
b) accurate 1 2 3 4 5 inaccurate
c) 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 time
b) 25% of the time
c) 50% of the time
d) 75% of the time
e) 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 time
b) 25% of the time
c) 50% of the time
d) 75% of the time
e) 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 time
b) 25% of the time
c) 50% of the time
d) 75% of the time
e) 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 time
b) 25% of the time
c) 50% of the time
d) 75% of the time
e) 100% of the time
12. How often you spent your time with your customers?
a) 0% of the time
b) 25% of the time
c) 50% of the time
d) 75% of the time
e) 100% of the time
37
Refrences:
www.hbl.com
www.wikipedia.org
www.notesdesk.com
www.google.com
38

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Communication in organizational setting B.Z.

Department of Business Administration

In the 1950s, organizational communication focused largely on the role of communication in

THE COMMUNICSTION CHANNELS

HABIB BANK LIMITED

HISTORY AND BACKGROUND

HBL’S VISION, MISSION AND VALUES

Sultan Ali Allana CHAIRMAN

R. Zakir Mahmood PRESIDENT & C.E.O

Mushtaq Malik DIRECTOR

Ahmed Jawad DIRECTOR

Yasin Malik DIRECTOR

Moez Jamal DIRECTOR

MEMBER EXECUTIVE BOARD

Tel : +92 (21) 2418000 [50 lines]

Fax : +92 (21) 9217511

Tel: +92 (51) 2872203

Fax: +92 (51) 2872205

Ground Floor, State Life Bldg No. 3

Dr. Ziauddin Ahmed Road

Tel: +92 (21) 111-000-322

E-bank (internet banking):

TYPES OF COMMUNICATION USED IN HBL

METHODS OF COMMUNICATION USED IN HBL

Verbal Communication Written

INDIVIDUAL QUESTION CONTENTS AND RESULTS

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

3. How often do you communicate with your manager?

4. In your one-on-one interactions with your managers concerning your

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

7. Since the beginning of my working experience the information I have

30% 0% of the time

20% 0% of the time

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

3. How often do you communicate with your manager?

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