prepared by usman khan

1. Name of OrganizationName of Organization
Bank Alfalah LimitedBank Alfalah Limited

2. Vision:
To be t he premier or ganizat ions oper at ing
locally & int er nat ionally t hat provides t he
complet e range of f inancial ser vices t o all
segment s under one roof
Mission:
To develop & deliver t he most innovat ive
pr oduct s, manage cust omer exper ience,
deliver qualit y service t hat cont ribut es t o
br and st r engt h, est ablishes a compet it ive
advant age and enhances pr of it abilit y, t hus
pr oviding value t o t he st akeholder s of t he

3. Historical OverviewHistorical Overview
Bank Alf alah Limit ed was incor porat ed on
J une 21st , 1997 as a public limit ed company
under t he Companies Ordinance 1984. I t s
banking operat ions commenced f r om
November 1st ,1997. The bank is engaged in
commer cial banking and relat ed ser vices as
def ined in t he Banking companies or dinance,
1962. The Bank is curr ent ly oper at ing t hr ough
104 br anches in 36 cit ies, wit h t he r egist ered
of f ice at B.A.Building, I .I .Chundrigar , Kar achi.
Since it s incept ion, as t he new ident it y of
H.C.E.B af t er t he pr ivat izat ion in 1997, t he
management of t he bank has implement ed
st r at egies and policies t o car ve a dist inct

4. Hierarchy
President
Chief Operating Office
Head of County
Operations
Country Risk
Manger
Executive Vice
President
Executive Vice
President
Charted
Accountant
Information
Department
Corporate
Heads
Branch
Manager
Branch
Manager

5. Mr. Mohammad
Saleem Akhtar
Chief Executive
Officer
Mr. Abdulla Khalil Al
Mutawa
Mr.Khalid Mana
Saeed Al Otaiba
Mr. Abdulla Nasser
Hawalileel Al-
Mansoori
Mr. Ikram Ul-Majeed
Sehgal
Mr. Nadeem Iqbal
Sheikh
Board of DirectorsBoard of Directors

6. Following the privatization in July 1997,
Habib Credit and Exchange Bank assumed
the new identity of Bank Alfalah on February
25, 1998. It is now Abu Dhabi based bank as
the family of Sheikh Nahayan purchased 70%
of its shares and 30% remained with Habib
Bank on behalf of Government of Pakistan. It
has 142 branches in Pakistan.
About the BankAbout the Bank

7. Planning
• Def ining organizat ion’s goals and obj ect ives.
• Est ablishing over all st r at egies f or achieving
t hose goals.
• Developing a compr ehensive set of plans t o
int egrat e and coor dinat e or ganizat ional wor k.
– Types of Planning
• Bank Al-Falah use bot h f ormal and
inf ormal t ypes of planning.
Informal
Formal

8. Goals / Objectives
• Financial st rengt h and Pr of it abilit y by making
pr of it able advances
• Cust omer sat isf act ion by pr oviding higher
qualit y of ser vices at an af f ordable cost
• Growt h by expanding br anch net wor k and
deposit base
• Short- term Objectives
• Pr of it abilit y
• Long- term Objectives
• Pr of it abilit y
• To opt imize t he use of resour ces

9. Process of planning
Mission
Strategies
Plans
Programs
Policies
Rules
Budget

10. ORGANIZING
Organizing means how employees
organize t he whole work?
– Purposes of Organizing
• Divide work t o be done int o specif ic
j obs and depart ment s in Bank Al-Falah.
• Assign t asks and responsibilit ies
associat ed wit h individual j obs in Bank
Al-Falah.
• Est ablishes relat ionships among
individuals, groups and depart ment s in

11. Management
 Top Level of Management
I mport ant and overall decisions of
t he bank are made by t op level of
management . For example: Chairman
 Regional Manager
Regional manager makes decisions
at regional level.
 Branch Manager
Branch manager makes decisions at
branch level.

12. Environment
1.I nt er nal envir onment
(employee, management , shareholder s)
2.Ext er nal environment
 Task environment
(cust omer , compet it or, pr essur e gr oups local
govt )
 Gener al envir onment
(Technological, economical, social)

13. PERFORMANCE OF BANK ALFALAH LIMITE
Any f inancial inst it ut ion’s per f or mance is
dir ect ly impact ed by t he inf luence of var ious
ext ernal f act or s. The posit ive and dynamic
int er play of economic, social and polit ical
f act ors t r anslat ed int o higher perf ormance
f or t he bank. I n compar ison wit h t he
gover nment al policies and inst it ut ional
regulat ions, t he bank is consist ent ly having a
great success. Now in t ent h year of
oper at ions Bank Alf alah is on t he pat h of
st r at egic excellence. The smoot h wor king of
I slamic Banking Division according t o I slamic

14. HUMAN RESOURCE MANAGEMENT
HRM means t o put t he right person,
f or t he right j ob, at t he right t ime and
at t he right place, so HRM deals wit h
t he f air j ob descript ion as a whole in
Bank Al-Falah.
They have in place t he st at e-of -t he-
art Training and Development Cent er
bot h in Lahore and Karachi f or equipping
t he personnel of t he Bank Alf alah wit h
t ools t hat help carve a bright er f ut ure.

15. Human Resource Department is
responsible
Planning
Recruitment
Selection
Orientation
Training
Performance appraisal
Transfers
Motivation

16. The f low of inf ormat ion in Bank Al-Falah.
• Direction of communication
Bank Al-Falah communicat ion can f low
downward, upward, lat erally, or diagonally.
• Down- ward Communication
Any communicat ion t hat f lows downward f rom
a C.E.O t o employees is downward
communicat ion.

17. • Up- ward Communication
Any communicat ion t hat f lows upward
f rom employees t o C.E.O.
• Lateral Communication
Communicat ion t hat t akes place among
employees on t he same level is called
lat eral communicat ion.
• Diagonal Communication
Communicat ion t hat cut s across bot h
work areas and organizat ional levels.

18. Communication Model
• Message
Any t ype of message of Execut ive
I ncharge (E.I ) t o be conveyed.
• Encoding
Convert ing a message int o symbols.
• Channel
The medium a message t ravels along.
• Decoding
Ret ranslat ing an Execut ive I ncharge

19. • Receiver
The seven element s involved in
t ransf erring meaning f rom Execut ive I n
charge (E.I ) t o anot her.
• Feed back
Any dist urbance t hat int erf ere wit h
t he t ransmission, receipt s or f eed back
of a message.
• Formal & Informal communication
Discussion bet ween C.E.O and
Execut ive I n charge is Formal
communicat ion.

20. LEADERSHIP
• The leader is needed by t he every f ield
& Organizat ion, as well as t he Bank Al-
Falah has it s leader in t he f orm of High
qualif ied & skilled Managers, which are
working hardly t o put t he bank at t he
peak level as well as achieving t he
organizat ion’s pre-select ed goals.
• According t o t he leadership t heory bank
Al-Falah leaders are f ormal leader.
• According t o t he t ypes of leader Bank

21. • Democratic leader
• The leaders, Bank Al-Falah have, are
t he t ypes of “Democrat ic”. Because t he
maj or port ion of bank is ‘De-
cent ralized’, t hat ’s why t he each leader
has t he complet e power of decision
making, but t hey are working
“Collaborat ively” in whole organizat ion
wit h each ot her. All leaders of bank are
involved in decision making, delegat ing
t heir aut horit ies t o t heir higher
qualif ied employees, encouraged t he
part icipat ion of t heir employees in work
Al l t he work i s done i n
f ri endl y at mos phere i n t he
Bank Al -Fal ah

22. ETHICS
• APPROACHES TO ETHICS
• .Utilitarianism Approach
What is good f or t he most number of people
st at es t he ut ilit arianism appr oach.
• Individualism Approach
• Any Et hical decision t hat can be f or self
int er est unt il or unless it is not harmf ul f or
anyone else.
• Right Approach
I n right appr oach, basic f undament al r ight s

23. • Justice Approach
I n j ust ice approach we t reat everyone
equally, f airly & consist ent ly
Jus t i ce Approach i s
bei ng adopt ed i n
Bank Al f al ah

24.
PERFORMANCE APPRAISAL
• Bank Alf alah’s perf ormance appraisal
syst em is based on a combinat ion of
“MBO” and enabling f act ors’ approaches,
under which 50% weight age is assigned
t o perf ormance goals discussed and laid
out in t he beginning of t he year anot her
50% weight age is assigned t o enabling
personalit y f act ors, which are clarif ied
t o all employees by t heir supervising
of f icers at t he st art of each year.

25. FACTORS WHICH
EVALUATE PERFORMANCE
APPRAISAL
Sincerity with job
Good performance
Good customer relation
Good decision making
Good relation with colleague
and boss
Level of commitment
Punctuality
Honesty

26.
Appraisals Approaches
Adopted by Bank Alfalah
• There are t wo t ypes of appraisal
approaches adopt ed by bank Alf alah;
t radit ional approach and modern
approach.
• Tradit ional Approach: This approach of
appraisal is about t he overall
organizat ion, on t he basis of t heir past
perf ormance. I n Bank Alf alah, it is
reviewed at branch level. Each branch is
responsible t o show it s perf ormance in

27. • show t he overall perf ormance of each
employee e.g. t hey are asked t o collect
t he deposit of cert ain amount in t he
prescribed period. Bank Alf alah has
developed t heir own perf ormance
management process which is perf ormed
biannually in t he mont hs of J une and
December. I t is done wit h t he consent
of bot h manager and subordinat e.
Manager conduct s t hirt y minut es
int erview wit h his subordinat e t o
discuss about his proj ect s and rat es him
according t o appraisal f orm est ablished

28. Conflict handling
• I n Bank Al-Falah have very low chances
of conf lict because all t he employees
are cooperat ive and everyone do his
work like manager manage whole t he
organizat ion, operat ional manager all t he
operat ion, casher manage t he cash
receipt and payment , and business
development of f icer et c
• I f conf lict arise in employees t hen
manager remove t he conf lict bet ween