ob sharjeel
TRANSCRIPT
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ReportOrganization Behavioral
SubmittedBy
MUHAMMAD SHARJEEL
oSir DR! AJMAL "AHEED
1
1
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Acknowledgement
I would like to express my special thanks ofgratitude to my teacher Sir, Ajmal Waheedas well
as my friends AHSAN NAIZ, ASI! A"# who ga$eme the golden opportunity to do this wonderfulproject on the topic procedure how to applylearning on Standard %hartered #ank , which alsohelped me in doing a lot of !esearch and I came toknow a&out so many new things I am really thankfulto them and Standard %hartered #ranch Islama&ad
thankful'
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TABLEOFCONTENTS
TABLEOFCONTENTS...................................................................................................II
ACKNOWLEDGEMENTS.................................................................................................V
1 INTRODUCTION....................................................................................................1
1.1 HISTORYOFSTANDARDCHARTEREDBANK:...........................................................1
1.1.1MEANING AND DEFINITION.................... ....................................... ............... .......2
1.1.2 WHYLEARNING APPLYONSTANDARDCHARTEREDBANKLIMITED.....................................3
1.1ROLEOFSTANDARDCHARTERED BANK REGARDINGTOLEARNING..........................4
1.1.PEOPLE/ BEHAVIOURALISSUESANDTHEUSEOFSTANDARDCHARTEREDBANK ......10
1.2 PRESENTISSUESANDSOLUTIONSFORSTANDARDCHARTEREDBANKTHROUGHLEARNINGSOBC MODEL.......11
1.2 LITERATUREREVIEWONTHEFRAMEWORKSOFORGANISATIONALBEHAVIOUR.........12
1.2.2COGNITIVELEARNINGORFRAMEWORKFORSTANDARDCHARTEREDBANK.......................13
1.2.3OPERANTCONDITIONING(BEHAVIOURISTICFRAMEWORK) STANDARDCHARTEREDBANK........14
1.3SOCIALCOGNITIVELEARNINGSTANDARDCHARTEREDBANK...........................................1!
1.3 CRITICALANALYSISANDAPPLICATIONOFLEARNINGINSTANDARDCHARTEREDBANK
FRAMEWORKS.161.3.2LEARNINGINORGANIZATIONALLOVERPROCESSES..........................................1"
1.3.3ADVANCEDWEBSERVICESBYSTANDARDCHARTEREDBANKBYLEARNING......................1"
1.3.4INTRODUCELEARNINGCONCEPTPOSITIVEPAYBYSTANDARDCHARTEREDBANK.......1#
1.4 INTRODUCELEARNINGCONCEPTPOSITIVEPAYBYSTANDARDCHARTEREDBANK.........1#
1.$ CONTROLLEDDISBURSEMENTBYPROPERLEARNEDPROGRAM.................................1#
1.!PURPOSEOFCASHMANAGEMENTREGARDLEARNINGANDITSIMPLEMENTATION........20
2 MATERIALS AND METHODS......................................................................... ......23
2.1 PRIVATEBANKINGMOREUSE LEARNINGASPECTS.................................................2$
2.2 FORCORPORATESINVOLVESGROUPLEVELLEARNINGOCCUPY..............................2!
2.3PURPOSEOFCASHMANAGEMENTREGARDLEARNINGANDITSIMPLEMENTATION....2%
2.4 COMPREHENSIVEPAYMENTSSOLUTIONTHROUGHSELECTIVELEARNING.....................2"
2.$ CONCLUSION.........................................................................................................2#
Learning Topic
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Standard Chartered bank Pakistan
History of Standard Chartered Bank:
Standard Chartered Bank was formed in 1969 throgh the merger of two separate
banks! the Standard Bank of British Soth "frica and the Chartered Bank of #ndia!
"stra$ia and China% These banks had capita$ised on the e&pansion of trade between
'rope! "sia and "frica%
The Chartered Bank
The Chartered Bank was fonded by (ames )i$son fo$$owing the grant of a *oya$
Charter by +een ,ictoria in 1-./% The bank opened in 0mbai Bombay2! 3o$kata
and Shanghai in 1-.-! fo$$owed by Hong 3ong and Singapore in 1-.9%The traditiona$
trade was in cotton from 0mbai! indigo and tea from 3o$kata! rice from Brma!
sgar from (a4a! tobacco from Smatra! hemp from 0ani$a and si$k from 5okohama%
The bank p$ayed a maor ro$e in the de4e$opment of trade with the 'ast fo$$owing the
opening of the Se7 Cana$ in 1-69 and the e&tension of the te$egraph to China in
1-81% #n 19.8 Chartered Bank boght the 'astern Bank! together with the #onian
Banks Cyprs Branches and estab$ished a presence in the $f%#n 19-8 Standard
Chartered Bank so$d its stake in the Standard Bank! which now operates as a
separate entity%
What is learning?
0easrab$e and re$ati4e$y permanent change in beha4ior throgh e&perience!
instrction! or stdy% )hereas indi4ida$ $earning is se$ecti4e! grop $earning is
essentia$$y po$itica$ its otcomes depend $arge$y on power p$aying in the grop%
Learning itse$f cannot be measred! bt its res$t can be% #n the words of Har4ard
bsiness schoo$ psycho$ogist Chris "rgyris! $earning is ;detection and correction of
error; where an error means ;any mismatch between or intentions and what
acta$$y happens%
MEANING AND DEFINITION
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Learning is defined as %?ot a$$ changes ref$ect $earning: to constitte $earning! change sho$d be re$ati4e$y
permanent% Temporary changes may be on$y ref$ecti4e and fai$ to represent any $earning% This
re@irement! therefore! r$es ot beha4iora$ changes cased by fatige or drgs%
/%Learning is ref$ected in beha4ior: a change in an indi4ida$As thoght process or
attitde!not accompanied by beha4ior! is no $earning% #t sho$d be frther c$arified that $earning
needs to res$t in beha4ior potentia$ity and not necessari$y in the beha4ior itse$f% The reason for
this distinction $ies in the fact that an indi4ida$ may $earn bt owing to $ack of moti4ation! may not
e&hibit any changed beha4ior%
Why learning apply on Standard Chartered Bank liited?
# n r ga ni 7 at i on B eh a4 io r L ea r ni n g i s s t dy a nd
app $ i ca t ion o f know $edge abo t how ind i4 ida $s and
grops in an organi7ation react or in other words beha4e at any
gi4en point of time% The Stdy of $earning in Standard Chartered
Bank yon rganisationa$ Beha4ior widens its area to Change!
Leadership and Hman Beha4ior% "dits key fnction is to
enhance re$ationships by f$fi $ $ ing rganisationa$! Socia$
and Hman obecti4es% Today Standard Chartered $ ike
organi7ations are thri4ing to enhance their core competencies
towards a better sccess and its strategies are directed
towards bi$ding a
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an indepth know$edge in nderstanding what rganisationa$
Beha4ior B2 is a$$ abot
#n Standard Charted Bank as managers it is 4ita$ to possesA
Technica$ ski$$s! Hman ski$$s and Concepta$ ski$$s in order to
stdy hman beha4ior sch peop$e ski$$s are of tmost
important to predict what peop$e do in an organi7ation
a n d h o w m c h t h e b e h a 4 io ra $ p a t t e rn s c re a te a n
imp act on org ani 7at i ona $ per for man ce% '%g% a manager
possess ing technica$ ski $$s wi$ $ not be sf ficient in
hand$ing emp$oyeeAs rie4ances! emp$oyee mora$ etc%D
hence he needs to de4e$op h is soft sk i$ $s to tack$e
emp$oyee conf$icts% Hman Capita$ is considered to be an
important asset for any organi7ation! ensring that staff
mora$! work ethics! emp$oyee satisfaction is in fa4orab$e
to the organisation in order to thri4e res$ts% '%g% ne of
E3As *ichest 0i$ $ionaire and 'ntreprener of ,irgin
"i r$i nes! *ichardson! in his own words says that
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Organi%ational le#el
"t the organi7ation $e4e$ of ana$ysis! Standard Chartered Bank
in4o$4es the topics sch as organi7ationa$ c$tre! organi7ationa$
strctre! c$tra$ di4ersity! interorgani7ationa$ cooperation andconf$ict! change! techno$ogy! and e&terna$ en4ironmenta$ forces% "t
this $e4e$ of ana$ysis! organi7ationa$ beha4ior draws pon
anthropo$ogy and po$itica$ science in organi7ation%
Standard chartered bank $earning is an effecti4e too$ for managers
as it focses on
1% F Comprehending the significance of Learning and
0anagement Sty$es for persona$ and organi7ationa$
growth and de4e$opment and for bsiness $eadership and
managementG
>% F # t r e c og n i 7 e s t he 4 a $ e o f d e4 e $ o p i n g
s p e c i f i c c o m p e t e n c i e s i n a n
r g a n i 7 a t i o n a $ ' n 4 i r o n m e n t %
/%
% F #n standard chartered bank $earning h e $ p s f o c s o n
S t r e s s 0 a n a g e m e n t a n d i t c a n b e s e d o n
h e $ p i n g e m p $ o y e e s %
.% F " better feedback on organi7ationa$ profi$e is $aid%
&eople' Beha#io$ral iss$es and the $se o" Standard
Chartered Bank
Ta$ented H* persona$ p$ay a key ro$e in identifying and
reso$4ing peop$e re$ated isses sch isses mst be
minimi7ed or so$4ed from the beginning and throghot a$$
stages in order to bridge the gap and to be idea$$y p$aced nder
the c$tra$ fit in Standard Charter Bank% #f peop$ere$ated isses
and c$tra$ isses are effecti4e$y addressed in the ear$y stages!
managers can begin to assess the feasibi$ity of sccess sooner
rather than $ater% Today many managinging and ser4ice
re$ated organi7ations are increasing$y recogni7ing the fact
that ignoring potentia$ c$tre c$ashes can $ead to financia$ fai$re%
C$tra$ changes in Standard Chartered Bank within the
w o r k i n g e n 4 i r o n m e n t c a n c a s e c $ t r e s h o c k s
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a m o ng e m p $ oy e e s h a r m i ng b o t h t h e i n d i 4 i d a $
and the grop% #t is imp ort ant for Sta ndar d Char ter ed
Bank to de te rm ine the s ty $e o f Leadersh ip G i t ms t
be hones t ! s t ra igh t fo rward and dec is i4e % Ia4orism
can res$ t in conf $i cts among the emp$oyees andemp$oyers% This can be detrimenta$ for the organi7ationG it can
$ose its ski$$ed workforce and pro4ides a break throgh to their
ri4a$s in grasping the ski$$ed $abor force% 0oti4ationa$ isses are
4ery common in many companies research on moti4ation has
been taking p$ace e4en now! identifying the best possib$e way to
moti4ate staff is a$ways considered to be cha$$enge! finding the
right mi& of moti4ationa$ too$s a$ong with a happy work force is
a$ways a
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'%g%
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Cogniti4e $earning proposes that the $earner ti $i7esmenta$ strctres and memory to make decisions abotbeha4iors in Standard Chartered Bank% Terry%I%Pettiohn 199>2Pettiohn in his book2Simp$y means that indi4ida$s tend to$earn the so$tion to the prob$em withot sing a tria$ and errorsystem%
Latent $earning K this occrs when an indi4ida$ ac@iresthe know$edge of something bt does not show it nti$moti4ated to do so in Standard Chartered Bank %Terry%I%Pettiohn 199>2Enderstanding is the key to $earning andany form of reinforcement is on$y necessary to moti4ate anindi4ida$ to perform the beha4ior that is $earnt%
bser4ationa$ $earning Kby obser4ing onese$f the other intends to fo$$ow nderstand thebeha4ior a$so in Standard Chartered Bank%
Operant Conditioning +Beha#io$risti, "rae*ork-StandardChartered Bank
Beha4ioristic framework was initia$$y introdced by B%I% Skinner
and is known to be
the most f a m o s ! i n f $ e n t i a $ a n d c o n t r o 4 e r s i a $
f i g r e i n c o n t e mp o ra r y " m er i ca n p s yc h o $ o g y
a $ s o a p p $ y i n Standard Chartered Bank when a cstomer want to
withdraw money from bank a system which is sed is according to Skinnerwork a compteri7ed machine work yo enter bottom yor nmber s$ip yo
recei4e and wait and yo go when yor nmber come and in this way yo
get money %
Terry%I%Pettiohn 199>2Beha4ior modification is the app$ication in
operant conditioning! it has he$ped many indi4ida$ sin so$4ing
beha4iora$ isses e%g% aggression! obesity Howe4er in an B
perspecti4e it is a combination of two 4ariab$es i%e% the stim$s!
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the response and $earning occrs when the stim$s and response
connection is made% Howe4er the prob$em in this regard is that it
most$y he$ps e&p$ain the physica$ ref$e&es in Standard Chartered
Bank in a$$ o4er processes%
So,ial Cogniti#e )earning Standard Chartered Bank.
Socia$ $earning takes the position that beha4ior can best be
e&p$ained in terms of a continos reciproca$ interaction among
cogniti4e! beha4iora$ and en4ironmenta$ determinants in Standard
Chartered Bank %
Th is techn i@e bas ica $ $y e&p $a ins t he combina t ion o f
b o th c o gn i t i4 e a n d b e ha 4 io ri s t ic f r a me w ork s in
nderstanding organi7ationa$ beha4ior%
The socia$ part acknow$edges the socia$ origins of mch hman
thoght and action where as the cogniti4e por t ion recogn i7es
the in f $ en t ia $ con t r i b t ion o f thogh t p rocesses to
hman mo t i4a t ion ! attitdes and action%
Ired Lthans >JJ-2 a$so seem in Standard Chartered Bank%
How organi7ation works with emp$oyee a$$ re$ationship sho$d be managed in
Standard Chartered Bank % They fee$ rea$ needs of their emp$oyees $ike
socia$ needs in 'id and a$$ specia$ e4ents they send cakes and other specia$
gifts%
Criti,al Analysis and Appli,ation o" )earning inStandard Chartered Bank "rae*orks%
Cogniti4e mode$ was de4e$oped in the ear$y centry and it has
been sbected to mch criticism!Cogniti4e process as it
in4o$4es on$y the menta$ process it fai $s to accont the
person i tse $ f ! ignores the phys io $og ica $ aspects of an
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i n di 4 i d a $ ! a n d i t f a i$ s t o $ o o k i n t o t h e e m o t i on a $!
p er ce pt a$ d im en si o ns o f h m an b eh a4 i o r a s i n
Standard Chartered Bank % )hen i t comes to the
ap p$ ic at io n on ho w s ch mo de $s can be pt into practice!
on certain occasionAs managers tend to se
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Standard Chartered Bank 4ar iab$es are inter$ inked! bt the
e&perience and the know$edge generated by pre4ios
beha4iora$ pat terns a $so determine what a person
becomes! which! in trn! a f fect s sbse@ ent $y h is he r
beha4io r % " pe rsons th ink ing do change acco rdingto the e&pe ri ence of conse@ences of past beha4ior%
Therefore as it encompasses bo th cogni ti 4e and
beha4ioristic approaches Socia$ Cogniti4e is an idea$ mode$ in
$eaning organi7ationa$ beha4ior for any manfactring or ser4ice
organi7ation%
)earning in organi%ation all o#er pro,esses.
)earning ipleentation in A,,o$nt !e,on,iliation
Ser#i,es (y Standard Chartered Bank :
Ba$ancing a che@ebook can be a diffic$t process for a 4ery $arge
bsiness! since it isses so many checks it can take a $ot of
hman monitoring to nderstand which checks ha4e not c$eared
and therefore what the companys tre ba$ance is% To address this!
banks ha4e de4e$oped a system which a$$ows companies to
p$oad a $ist of a$$ the checks that they isse on a dai$y basis! so
that at the end of the month the bank statement wi$$ show not on$y
which checks ha4e c$eared! bt a$so which ha4e not% 0ore
recent$y! banks ha4e sed this system to pre4ent checks from
being frad$ent$y cashed if they are not on the $ist! a process
known aspositive pay throgh $earning it become more easy and
con4enient in Standard Chartered Bank %
Ad#an,ed We( Ser#i,es (y Standard Chartered Bank (y
)earning: 0ost banks ha4e an #nternetbased system which
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is more ad4anced than the one a4ai$ab$e to consmers by
more $earned beha4ior % This enab$es managers to create
and athori7e specia$ interna$ $og on credentia$s! a$$owing
emp$oyees to send wires and access other cash
management featres norma$$y not fond on the consmer
web site in Standard Chartered Bank accrate $earn way of
$earning%
Arored Car Ser#i,es (yStandard Chartered Bank proper
)earning .Large retai$ers who co$$ect a great dea$ of cash
may ha4e the bank pick this cash p 4ia an "rmored car
company! instead of asking its emp$oyees to deposit the
cash in Standard Chartered Bank branches and make easy for their
emp$oyees % ?ow emp$oyees easi$y easi$y that cash a$ways
deposit in bank branch in Standard Chartered Bank when cash
$ow emp$oyees genera$$y rea$i7e and ca$$ to main branch %
)earning ho* to A$toated Clearing /o$se (y Standard
Chartered Bank: Ser4ices are sa$$y offered by the cash
management di4ision of a bank% The "tomated C$earing
Hose is an e$ectronic system sed to transfer fnds
between banks% Companies se this to pay others!
especia$$y emp$oyees this is how direct deposit works2%
Certain companies a$so $earn se it to co$$ect fnds from
cstomers this is genera$$y how atomatic payment p$ans
work2% This system is critici7ed by some consmer
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ad4ocacy grops! becase nder this system banks
assme that the company initiating the debit is correct nti$
pro4en otherwise%
)earning ho* to Balan,e !eporting Ser#i,es (y
Standard Chartered Bank : Corporate c$ients who acti4e$y
manage their cash ba$ances sa$$y sbscribe to secre
webbased reporting of their accont and transaction
information at their $ead bank% These sophisticated
compi$ations of banking acti4ity may inc$de ba$ances in
foreign crrencies! as we$$ as those at other banks% They
inc$de information on cash positions as we$$ as f$oat e%g%!
checks in the process of co$$ection2% Iina$$y! they offer
transactionspecific detai$s on a$$ forms of payment acti4ity!
inc$ding deposits! checks! wire transfers in and ot%
/o* people learn a(o$t Cash Con,entration Ser#i,es
Standard Chartered Bank : Large or nationa$ chain retai$ers
often are in areas where their primary bank does not ha4e
branches% Therefore! they open bank acconts at 4arios
$oca$ banks in the area% To pre4ent fnds in these acconts
from being id$e and not earning sfficient interest! many of
these companies ha4e an agreement set with their primary
bank! whereby their primary bank ses the "tomated C$earing
Hose to e$ectronica$$y ;p$$; the money from these banks
http://en.wikipedia.org/wiki/Automated_Clearing_Househttp://en.wikipedia.org/wiki/Automated_Clearing_Househttp://en.wikipedia.org/wiki/Automated_Clearing_Househttp://en.wikipedia.org/wiki/Automated_Clearing_House -
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into a sing$e interestbearing bank accont bank $earn from
direct going to market operation%
)earning "o,$s on $se o" )o,k (o0 ser#i,es (y Standard
Chartered Bank: ften companies sch as ti$ities2 which
recei4e a $arge nmber of payments 4ia checks in the mai$
ha4e the bank set p a post office bo& for them! open their
mai$! and deposit any checks fond% This is referred to as a
;$ockbo&; ser4ice%
Introd$,e learning ,on,ept &ositi#e &ay (y Standard
Chartered Bank: Positi4e pay is a ser4ice whereby the
company e$ectronica$$y shares its check register of a$$
written checks with the bank% The bank therefore wi$$ on$y
pay checks $isted in that register! with e&act$y the same
specifications as $isted in the register amont! payee! seria$
nmber! etc%2% This system dramatica$$y redces check
frad%
)earning o" Sweep "cconts: are typica$$y offered by the
cash management di4ision of a bank% Ender this system!
e&cess fnds from a companys bank acconts are
atomatica$$y mo4ed into a money market mta$ fnd
o4ernight! and then money
1ero Balan,e A,,o$nting: can be thoght of as somewhat
of a hack% Companies with $arge nmbers of stores or
http://en.wikipedia.org/wiki/Sweep_accounthttp://en.wikipedia.org/wiki/Sweep_account -
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$ocations can 4ery often be confsed if a$$ those stores are
depositing into a sing$e bank accont% Traditiona$$y! it wo$d
be impossib$e to know which deposits were from which
stores withot seeking to 4iew images of those deposits% To
he$p correct this prob$em! banks de4e$oped a system where
each store is gi4en their own bank accont! bt a$$ the
money deposited into the indi4ida$ store acconts are
atomatica$$y mo4ed or swept into the companys main
bank accont% This a$$ows the company to $ook at indi4ida$
statements for each store% E%S% banks are a$most a$$
con4erting their systems so that companies ,ante$$ which
store made a partic$ar deposit! e4en if these deposits are
a$$ deposited into a sing$e accont% Therefore! 7ero ba$ance
acconting is being sed $ess fre@ent$y%
2se o" Wire Trans"er thro$gh e""e,ti#e learning : " wire
transfer is an e$ectronic transfer of fnds% )ire transfers can
be done by a simp$e bank accont transfer! or by a transfer
of cash at a cash office% Bank wire transfers are often the
most e&pedient method for transferring fnds between bank
acconts% " bank wire transfer is a message to the
recei4ing bank re@esting them to effect payment in
accordance with the instrctions gi4en% The message a$so
inc$des sett$ement instrctions% The acta$ wire transfer
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itse$f is 4irta$$y instantaneos! re@iring no $onger for
transmission than a te$ephone ca$$%
Controlled Dis($rseent (y proper learned progra:
This is another prodct offered by banks nder Cash
0anagement Ser4ices% The bank pro4ides a dai$y report!
typica$$y ear$y in the day! that pro4ides the amont of
disbrsements that wi$$ be charged to the cstomers
accont and cstomer $earned from it% This ear$y know$edge
of dai$y fnds re@irement a$$ows the cstomer to in4est any
srp$s in intraday in4estment opportnities! typica$$y
money market in4estments% This is different from de$ayed
disbrsements! where payments are issed throgh a
remote branch of a bank and cstomer is ab$e to de$ay the
payment de to increased f$oat time%
#n the past! other ser4ices ha4e been offered the sef$ness
of which has diminished with the rise of the #nternet% Ior
e&$e! companies co$d ha4e dai$y fa&es of their most
recent transactions or be sent CM*0sof images of their
cashed checks in and cstomer aware a$$ information
throgh proper $earning%
Cash management aims at e4o$4ing strategies for dea$ing
with 4arios facets of cash management% These facets
inc$des the fo$$owing:
http://en.wikipedia.org/wiki/CD-ROMhttp://en.wikipedia.org/wiki/CD-ROM -
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learning ake possi(le Opti$ 2tilisation o"
Operating Cash
#mp$ementation of a sond cash management programme
is based on rapid generation! efficient ti$isation and
effecti4e con4ersation of its cash resorces% Cash f$ow is a
circ$e% The @antm and speed of the f$ow can be reg$ated
throgh prdent financia$ p$anning faci$itating the rnning of
bsiness with the minimm cash ba$ance% This can be
achie4ed by making a proper ana$ysis of operati4e cash
f$ow cyc$e a$ongwith efficient management of working
capita$%
Cash Fore,asting also ake possi(le (y a type o"
learning ,ogniti#e.
Cash forecasting is backbone of cash p$anning% #t forewarns
a bsiness regarding e&pected cash prob$ems! which it may
enconter! ths assisting it to reg$ate frther cash f$ow
mo4ements% Lack of cash p$anning res$ts in spasmodic
cash f$ows%
)earning ethods generali%ation on Cash Manageent
Te,hni3$es.
'4ery bsiness is interested in acce$erating its cash
co$$ections and dece$erating cash payments so as to e&p$oit
its scarce cash resorces to the ma&imm% There are
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techni@es in the cash management which a bsiness to
achie4e this obecti4e%
)earning prin,ipal dis,riination "ro other (anks to
ake )i3$idity Analysis.
The importance of $i@idity in a bsiness cannot be o4er
emphasi7ed% #f one does the atopsies of the bsinesses
that fai$ed! he wo$d find that the maor reason for the
fai$re was their inabi$ity to remain $i@id% Li@idity has an
intimate re$ationship with efficient ti$isation of cash% #t he$ps
in the attainment of optimm $e4e$ of $i@idity%
&ro"ita(le Deployent o" S$rpl$s F$nds ake learning
ore easy to analyse apply spontaneo$s re,o#ery.
Me to nonsynchroni7ation of ash inf$ows and cash otf$ows the
srp$s cash may arise at certain points of time% #f this cash
srp$s is dep$oyed dicios$y cash management wi$$ itse$f
become a profit centre% Howe4er! mch depends on the @antm
of cash srp$s and acceptabi$ity of market for its shortterm
in4estments
E,onoi,al Borro*ings thro$gh proper eeting and
relationship thro$gh learning $se thro$gh e0tin,tion
learning.
"nother prodct of nonsynchronisation of cash inf$ows and
cash otf$ows is emergence of deficits at 4arios points of
time% " bsiness has to raise fnds to the e&tent and for the
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period of deficits% *aising of fnds at minimm cost is one
of the important facets of cash management%
&$rpose o" Cash Manageent regard learning and its
ipleentation
Cash management is the stewardship or proper se of an entityAs
cash resorces% #t ser4es as the means to keep an organi7ation
fnctioning by making the best se of cash or $i@id resorces of
the organi7ation%
The fnction of cash management at the E%S% Treasry is
threefo$d:
1%To e$iminate id$e cash ba$ances% '4ery do$$ar he$d as cash
rather than sed to agment re4enes or decrease
e&penditres represents a $ost opportnity% Inds that are
not needed to co4er e&pected transactions can be sed to
by back otstanding debt and cease a f$ow of fnds ot of
the Treasry for interest payments2 or can be in4ested to
generate a f$ow of fnds into the TreasryAs accont%
>% To deposit co$$ections time$y% Ha4ing fnds inhand is
better than ha4ing acconts recei4ab$e% The cash is easier
to con4ert immediate$y into 4a$e or goods% " recei4ab$e! an
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item to be con4erted in the ftre! often is sbect to a
transaction de$ay %
CAS/ MANAGEMENT AT STANDA!D C/A!TE!ED
BAN4 Thro$gh &roper Training And )earning
Cash Manageent"s part of Standard Chartereds g$oba$
transaction so$tions to Corporates and #nstittions! we
pro4ide Cash 0anagement! Secrities Ser4ices and Trade
Ser4ices throgh or strong market networks in "sia!
"frica! the 0idd$e 'ast and Latin "merica% )e a$so pro4ide
a bridge to these markets for c$ients from the E%S and
'rope% )e are committed to pro4iding yo with
#ntegrated! sperior crossborder and $oca$ ser4ices
'fficient transaction processing
*e$iab$e financia$ information
#nno4ati4e prodcts
)or$dc$ass c$earing ser4ices Ths ensring a f$$ site of
transactiona$ prodcts for yor needs%
For Corporates in#ol#es gro$p le#el learning o,,$py.
Standard Chartered is high$y recogni7ed as a $eading cash
management spp$ier across the emerging markets% r
Cash 0anagement Ser4ices co4er $oca$ and cross border
Payments! Co$$ections! #nformation 0anagement! "ccont
Ser4ices and Li@idity 0anagement for both corporate and
instittiona$ cstomers% )ith Standard Chartereds Cash
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0anagement ser4ices! yo$$ a$ways know yor e&act
financia$ position% 5o ha4e the f$e&ibi$ity to manage yor
companys comp$ete financia$ position direct$y from yor
compter workstation% 5o wi$$ a$so be ab$e to take
ad4antage of or otstanding range of Payments!
Co$$ections! Li@idity and #n4estment Ser4ices and recei4e
comprehensi4e reports detai$ing yor transactions%
For Finan,ial Instit$tions in#ol#es organi%ation le#el
learning:
Standard Chartered is high$y recogni7ed as a $eading cash
management spp$ier across the emerging markets% r Cash
0anagement Ser4ices co4er $oca$ and cross border Payments!
Co$$ections! #nformation 0anagement! "ccont Ser4ices and
Li@idity 0anagement for both corporate and instittiona$
cstomers% #f yo are $ooking for a correspondent banking partner
yo can trst! Standard Chartered can he$p yo% )e ha4e more
than .JJ offices $ocated in .J contries throghot the wor$d and!
with 1.J years of onthegrond e&perience! we can he$p or bank
c$ients with a$$ their cash management needs%
&ayent Ser#i,es$oba$ payments so$tion for efficient
transaction processing Looking to otsorce yor
payments to enab$e:
'fficient processing of a$$ yor payab$es in the most cost
effecti4e way
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#$
Straight throgh processing both at yor end as we$$ as
yor banks backend
'fficient payab$es reconci$iation with minima$ effort and
de$ay
+ick appro4a$ of payments from any $ocation
Colle,tion Ser#i,es
Comprehensi4e recei4ab$es management so$tion%
Standard Chartered nderstands that operating and
sstaining a profitab$e bsiness these days is e&treme$y
togh% #n an en4ironment of constant changes and
ncertainties! most bsinesses face cha$$enges of costs
and efficiency% 3ey concerns inc$de:
*ecei4ab$es 0anagement ensring recei4ab$es are
co$$ected in an efficient and time$y manner to optimise
ti$isation of fnds%
% O$r Sol$tion The Standard Chartered Co$$ections So$tion
$e4erages the Banks e&tensi4e regiona$ know$edge and
widespread branch network across or key markets to specia$$y
tai$or so$tions for yor regiona$ and $oca$ co$$ection needs% #n #ndia
we ha4e arond >8J $oca$ $ocations and we are the on$y foreign
bank which is present in /1 $ocations% )e ha4e the widest network
among foreign banks in the contry% % The key components of or
so$tion inc$de the fo$$owing:
'&tensi4e C$earing ?etwork
aranteed Credit
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#$
Comprehensi4e 0#S
So$tions for efficient management of yor fnds "
corporate treasrers main cha$$enge often re4o$4es arond
ensring that the companys cash resorces are ti$ised to
their ma&imm ad4antage% 5o need a partner bank that
can he$p yo:
0a&imise interest income on srp$s ba$ancesG minimise
interest e&pense on deficit ba$ances for domestic! regiona$
and g$oba$ acconts
0inimise IN con4ersion for crosscrrency cash
concentration
Cstomise $i@idity management so$tions for different
entities in different contries
Centra$ise information management of conso$idated
accont ba$ances O$r Sol$tion )ith or g$oba$
e&perience and onthegrond market know$edge! Standard
Chartered wi$$ he$p yo define an o4era$$ cash management
strategy which incorporates a $i@idity management so$tion
that best meets yor needs%
B$siness 5 Strategy seek (y learning
o (ur &usiness
Listed on both the London Stock '&change and the Hong
3ong Stock '&change! Standard Chartered PLC is
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#$
consistent$y ranked in the top >. ITS' 1JJ companies by
market capita$isation%
By combining or g$oba$ capabi$ities with deep $oca$ know$edge!
we de4e$op inno4ati4e prodcts and ser4ices to meet the di4erse
and e4erchanging needs of indi4ida$! corporate and instittiona$
cstomers in some of the wor$ds most e&citing and dynamic
markets%
&ersonal Banking.
Throgh or g$oba$ network of o4er 1!8.J branches and ot$ets!
we offer persona$ financia$ so$tions to meet the needs of more
than 1 mi$$ion cstomers across "sia! "frica and the 0idd$e 'ast%
SME Banking
r S0' Banking di4ision offers a wide range of prodcts and
ser4ices to he$p sma$$ and medimsi7ed enterprises manage the
demands of a growing bsiness%
Wholesale Banking
Head@artered in Singapore and London! with onthegrond
e&pertise that spans or g$oba$ network! or )ho$esa$e Banking
di4ision pro4ides corporate and instittiona$ c$ients with inno4ati4e
so$tions in trade finance! cash management! secrities ser4ices!
foreign e&change and risk management! capita$ raising! and
corporate finance%
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#$
Islai, Banking $se odern (anking learning e0tin,tion in
di""erent *ays.
Standard Chartered Saad
i@s dedicated #s$amic Banking team pro4ides comprehensi4e
internationa$ banking ser4ices and a wide range of Shariah
comp$iant financia$ prodcts that are based on #s$amic 4a$es%
&ri#ate Banking ore $se learning aspe,ts.
O$r &ri#ate Bank ad#isors and in#estent spe,ialists pro#ide
,$stoised sol$tions to eet the $ni3$e needs and
aspirations o" high net *orth ,lients6
&rin,iples 5 7al$es $ses all learning prin,ipal.
"t Standard Chartered or sccess is bi$t on teamwork!
partnership and the di4ersity of or peop$e%
"t the heart of or 4a$es $ie di4ersity and inc$sion% They are a
fndamenta$ part of or c$tre! and constitte a $ongterm priority
in or aim to become the wor$ds best internationa$ bank%
Today we emp$oy 8.!JJJ peop$e! representing 11. nationa$ities!
and yo$$ find 6J nationa$ities among or .JJ most senior $eaders
by effecti4e $earning %
What we stand for and we learning use in this type of work)
Strategic intent
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#$
The wor$ds best internationa$ bank
Leading the way in "sia! "frica and the 0idd$e 'ast
Brand promise
Leading by '&$e to be The *ight Partner
,a$es
*esponsi4e
Trstworthy
#nternationa$
Creati#e
"pproach
Participation
Iocsing on attracti4e! growing markets where we can $e4erage
or re$ationships and e&pertise
Competiti4e positioning seek by se$ecti4e and proper
$earning:
Combining g$oba$ capabi$ity! deep $oca$ know$edge and creati4ity
to otperform or competitors
C$stoers
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&ersonal Banking
"rrange of featres are inc$ded for the cstomers ranging
from acconts to insrances and in4estments needs%
Io$$owing are the persona$ ser4ices pro4ided by the
Standard Chartered Bank:
"cconts $earning process se discrimination $earning
He$p me choose an accont and ho* e#al$te learnig $se
dis,riination learning
o Term Meposits
o Sa4ings "cconts
o Sper,a$e "ccont
o Pari4aar "ccont
o >in1 "ccont
o Crrent "cconts
o Bsiness P$s "ccont
Credit Cards
o Choose yor Credit Card
o P$atinm Card
o o$d Card
EMI Card
SME Banking
neStop Iinancia$ So$tion for 5or rowing Bsiness by
$earning
http://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/term-deposit.htmlhttp://www.standardchartered.co.in/personal/accounts/en/super-value-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/super-value-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/parivaar-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/parivaar-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/two-one-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/two-one-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/business-pl-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/business-pl-acc.htmlhttp://www.standardchartered.co.in/personal/credit-cards/en/cc-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/term-deposit.htmlhttp://www.standardchartered.co.in/personal/accounts/en/super-value-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/parivaar-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/two-one-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/business-pl-acc.htmlhttp://www.standardchartered.co.in/personal/credit-cards/en/cc-landing.html -
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#$
)ith years of banking e&perience! Standard Chartered Bank is
ndobted$y in a strong position to he$p growing bsinesses sai$
throgh the comp$e&ities they may face% "s an internationa$ bank
with offices in more than .J contries!
Bsiness Crrent "cconts se discrimation $earning:
o #nternationa$ Trade "ccont
o #nternationa$ Trade "ccont T'C
Loans
o Bsiness #nsta$ment Loan
o Loan4erdraft "gainst Property
o Term Loan
o %ommercial #anking use $arious types of
learning in different ways)
Standard Chartered has maintained a $ong $oca$ presence!
since 1-.-! with partic$ar emphasis on re$ationship
banking% Significant networks ha4e been estab$ished with
4endors and financia$re$ated organisations to enab$e s to
offer or cstomers a comprehensi4e range of f$e&ib$e
financia$ ser4ices! with specia$ focs on transactiona$
banking prodcts% Spported by stateoftheart operations!
Standard Chartered is proacti4e in impro4ing e4ery part of
or ser4ices%
he$p yo ma&imise e4ery opportnity%
)ith o4er 1J years of e&perience in trade finance and an
http://www.standardchartered.co.in/sme/business-current-account/en/business-landing.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account-tec.htmlhttp://www.standardchartered.co.in/sme/loans/en/loans-landing.htmlhttp://www.standardchartered.co.in/sme/loans/en/business-installment-loan.htmlhttp://www.standardchartered.co.in/sme/loans/en/overdraft-against-property.htmlhttp://www.standardchartered.co.in/sme/loans/en/term-loan.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/business-landing.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account-tec.htmlhttp://www.standardchartered.co.in/sme/loans/en/loans-landing.htmlhttp://www.standardchartered.co.in/sme/loans/en/business-installment-loan.htmlhttp://www.standardchartered.co.in/sme/loans/en/overdraft-against-property.htmlhttp://www.standardchartered.co.in/sme/loans/en/term-loan.html -
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e&tensi4e internationa$ branch network! Standard Chartered
is committed to he$p yo scceed in e4ery competiti4e
en4ironment% To keep pace with yor changing needs! we
wi$$ constant$y re4iew or comprehensi4e cash%
Cash Manageent
r cash management ser4ices inc$de $oca$ and cross
border payments! co$$ections! information management!
accont ser4ices! $i@idity management and in4estment
ser4ices for both corporate and instittiona$ c$ients from
$earning %
Coprehensi#e payents sol$tion thro$gh sele,ti#e
learning.
Standard CharteredAs payment so$tions can he$p to redce yor
o4era$$ processing costs K for domestic and g$oba$ payments K
sa4ing yo time and money whi$e pro4iding a 4a$eadded ser4ice
to yor spp$iers%
)e offer a f$$ range of payment capabi$ities inc$ding:
Crossborder payments
o Te$egraphic transfers
o #nternationa$ bank che@es drafts
Momestic payments throgh proper $earning:
o Loca$ bank che@es drafts Cashiers order
o Corporate che@e
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#$
o Mirect credits K "CH #* credit 4ochers
o Loca$ bank transfers *TS2
o Book transfers accont transfer between Standard
Chartered branches2
Payro$$
Colle,tion Ser#i,es in#ol#es SOBC in learning .
Coprehensi#e re,ei#a(les anageent
sol$tion thro$gh spontaneo$s learning O"
SOBC odel
Standard Chartered nderstands that operating and sstaining a
profitab$e bsiness these days is e&treme$y togh% 5or key
bsiness concerns co$d be:
Co$$ections So$tion! de$i4ered throgh a standardi7ed
internationa$ p$atform! has the f$e&ibi$ity to cater to yor
$oca$ needs! ths enab$ing yo to meet yor obecti4es of
redcing costs and increasing efficiency and profitabi$ity
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throgh $earning better recei4ab$es and risk management%
The key components of or so$tion inc$de the fo$$owing:
'&tensi4e c$earing network
aranteed credit
Comprehensi4e 0#S
System integration
tsorcing of co$$ections
'&tensi4e c$earing network gide by genera$i7ation principa$
of $earning :
r e&tensi4e branch network! comp$emented by or
correspondent banks network! pro4ides yo with a wide
co4erage of c$earing $ocations to ensre yo get the benefit
of ear$y a4ai$abi$ity of fnds% This is frther enhanced by or
che@e prchase and garanteed credit ser4ices by proper
$earning %
G$aranteed ,redit sho* prin,ipal o"
e0tin,tion learning.
To he$p yo manage yor cash inf$ow from yor acconts
recei4ab$e more by $earning
efficient$y! Standard Chartered can arrange for garanteed
sbect to prior agreement2 credit to yor accont for
che@e co$$ections by $earning % 5or $oca$ and foreign
http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-1http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-2http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-3http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-4http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-5http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-1http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-2http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-3http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-4http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-5 -
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#$
crrency che@es wi$$ be credited to yor accont on a fi&ed
date e4en if the Bank is not in receipt of the fnds from the
c$earing hose or correspondent bank%
)e nderstand the importance of time$y and accrate information
regarding acconts recei4ab$e to he$p yo effecti4e$y manage yor
recei4ab$es and debtors! and minimise $osses cased by de$ayed
receipts and defa$ts by $earning % 5o can a$so better manage
yor byers re@irements and impro4e yor in4entory
management by $earning %
OB8ECTI7ES OF T/E ST2D9 thro$gh all learning pro,essand ipleentation o" its types on Standard Chartered Bank.
becti4es of a report te$$ s why proect has been taken nder
stdy% #t he$ps s to know more abot the topic that is being
ndertaken and he$ps s to e&p$ore ftre prospects of that
organisation% Basica$$y it te$$s what a$$ ha4e been stdied whi$e
making the report%
To $earn abot 4arios aspects of standard charered cash
management app$y types of $earning to organi7ation%
To ana$y7e the history of Standard chartered bank and
app$ying a$$ principa$ to $earning
Con,l$sion.
#n a$$ o4er report of Standard Chartered Bank $earning in4o$4es a$$
o4er processes and he$p a $ot of emp$oyee in 4arios steps%
Learning of corse is a$so in4o$4ed in the conse@ences of
organi7ationa$ beha4ior %The S%%B%C mode$ had feedback
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$oops to and from a$$ the 4ariab$es% These feedback $oops
represent interactions!bt a$so co$d be thoght of as $earning%
The prpose of this topic is to present an o4er4iew of the $earning
process and some of the basic principa$ and contro$ of
organi7ationa$ beha4ior and wi$$ ser4e as a fondation for the
app$ication techni@es% 0ain focs of Standard Chartered Bank is
on sing the types of $earning in organi7ation%
!e"eren,es :Neighborhood:F-7, F Area
Plot # 6A Areej Plaza F-7 Markaz Islamabad, 4400Phone: +!-"1-!6"01$,
!6"01"