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 In the name of DzAllahdz the most beneficent and merciful who gave us
strength and knowledge to complete this report. This report is a part of our
course DzPrinciples Of Managementdz. This has proved to be a great
experience and learning for us. This report is a combined effort of Mr.
Kamran Israr Khan, Ejaz Jameel, Waqas Jawaid
Jawaid,, Ali Afridi
Afridi..
 We would like to express our gratitude to our Principles Of Management,
teacher Mr. Amin Ranjani who gave us this opportunity to fulfill this
report. We also would like to thanks our colleagues who participated in a
focus group session. They gave us many helpful comments which helped us
a lot in preparing this report.
 We would like to thanks the Manager Operations of NIB Bank, Mr.
Sarfaraz Bhojani who provided us a great deal of information and shared
his valuable experiences. How they used the four functions of
management in conducting their management operations of NIB Bank.
Š NIB Bank Limited started as NDLC-
NDLC-IFIC Bank Ltd. which was incorporated
in March 2003 as a public limited company.
Š In April 2004 the Pakistan operations of Credit Agricole Indosuez were also
amalgamated with and into NIB.
Š In March 2005 Temasek Holdings of Singapore acquired 25% shareholding
in NIB Bank, through Bugis Investments.
Š NIB Bank's vision is to rank amongst the top 5 banks in the country.
Therefore towards the end of June 2007 it acquired majority shares of
PICIC with the aim of merging PICIC and its commercial banking subsidiary
PICIC Commercial Bank Limited (PCBL) into NIB.
Š The legal merger of PICIC & PCBL into NIB took place on December 31,
2007
Š NIB has the highest paid up capital of Rs. 40.4 bn amongst all banks in
Pakistan.
Š MISSION STATEMENT

To improve the quality of life for millions

Š OUR CORE PURPOSE

Enabling success; Realizing dreams

Š OUR VISION

To be the most admired Financial Institution in Pakistan

Š OUR VALUES

PASSION RESPECET INTEGRITY FAIRNESS

SCOPE
 In regard of planning, by concerning some
management employees we got to know few
strategic goals that they are planning to
achieve upon completion of the following five
fiscal years as mentioned under. However we
encountered a constraint in knowing there
realistic goals as they need to keep it
confidential due to management policies.
. Increase in the numbers of TDR by 20%.
2. Increasing the wealth of shareholders to Rs.5 per
share
3. Injecting paid-up capital of 0bn. by issuing right
shares so that their accumulated paid up capital
would be 50bn so this bank would retain its position
as st largest bank in regard of paid up capital.
4. Introduction of credit cards in the upcoming span of
years with facility of cash asaan revolving project.
5. Enhancing the branch network upto 275 branches all
over Pakistan.
Š Ôs far as tactical goals are concern which second
line managers are given with the targets in a
meeting conducted by their relevant group heads
some of which are mentioned below:
. Sales Managers are given with the numbers of
TDRǯs they need to sell in accordance with the
prescribed policies of the bank.
2. Branch Managers are given with the budgeted
portfolio which they must need to achieve in
order to sustain his branch feasible which will
lead them to achieve their strategic goals of
profitability as a whole.
àperational goals are those goals which are
set usually on the daily basis in banking sector.
Eventually such goals that we observe upon
our visit, is done by the operational staff who
are indulge in carrying out banking operations
on daily basis criteria. Ôs per observations we
came to know about some which are as under:
. Zeroization of clearing house on daily basis so
they used to plan their cheque clearing process
depending upon the number of chequeǯs they
received by NIFT in the morning on daily basis.
2. Checking and balancing vault opening and
closing balance and plan how much cash should
be shipped to SBP in order to avoid excess limit so
that the branch need to bear the insurance cover
charges. Thus cash management officers used to
have their planning day-to-day basis.
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