Aditi Ranjan

8/8/2019 Aditi Ranjan

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State Bank of India

A PROJECT REPORT SUBMITTED

ON

TRAINING GIVEN IN SOFT SKILLS TO EMPLOYEES

OF STATE BANK OF INDIA

(A report submitted in partial fulfillment of the requirements of MBA program ofBanasthali University)

SUMITTED BY-Aditi RanjanMBA II SemRoll no.- 5507


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PREFACESummer Training constitutes an important part of a good practice oriented management course.

In keeping with the syllabus of MBA, each student has to undergo 6 weeks practical training in a

commercial organization or industry. So in order to fulfill this requirement, I under went this

training at STATE BANK OF INDIA.

Practical training is necessary to learn as to how theoretical knowledge can be put into practice in

real life situations. I went to the training knowing fairly well some basic principles of

management and this training has indeed helped me to understand the vast difference between

theory as well as practice.

During my summer training, I learned how the day to day problems are tackled by the executives;

how an industrial unit is run, etc. i.e. I saw the actual working of an organization which left me

awestruck. The overall knowledge gained by me will be reflected in the training report itself.


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ACKNOWLEDGEMENT

I wish to express my gratitude to the management ofState Bank Of India for giving me an

opportunity to be a part of their esteemed organization and enhance my knowledge by granting

me the permission to do my summer training project under their guidance.

This project could not have been completed without Mr. Ananad Kumar as well as Mr. Bharat

Mishra who not only served as my supervisors and mentors but also encouraged and challenged

me throughout my training program. They patiently guided me throughout, never accepting less

than my best efforts. I thank them from the bottom of my heart.

I wish to acknowledge my internal faculty memberDr. Harsh Purohit for sharing his valuable

time with me and providing me a specialists view point in the concerned subjects.

Last but not the least I would like to thank all the staff members for their kind cooperation and

help during the course of my training


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TABLE OF CONTENTS

INDEX Page no.

SBI vision 01

Mission & values 02

Introduction to SBI 03-07

Training philosophy 08

Leadership 09-12

Negotiation skills 13-17

Communication 18-20

Team development 21-23

Role efficacy 24-33

Film processing 34-39

Understanding self and values 40-41

HRMS 42-43

Business etiquette 44-51

Motivation 52

Conclusion 53

References 54


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State Bank of India

VISION

MY SBI

MY CUSTOMER FIRST

MY SBI:FIRST IN CUSTOMER SATISFACTION.


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MISSION

We will be prompt, polite and proactive with our customers. We will speak the language of young India. We will create products and services that help our customers achieve their goals.

We will go beyond the call of duty to make our customers feel valued. We will be of service even in the remotest part of our country. We will offer excellence in services to those abroad as much as we do to those in India. We will imbibe state of the art technology to drive excellence.

VALUES

We will always be honest, transparent and ethical. We will respect our customers and fellow associates.

We will be knowledge driven. We will learn and we will share our learning.

We will never take the easy way out. We will do everything we can to contribute to the community we work in.

We will nurture pride in India


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INTRODUCTION TO STATE BANK OF INDIA

EVOLUTION OF SBI

Born as Bank of Calcutta (2 June 1806).

Renamed Bank of Bengal (2 January 1809).

Bank of Bombay (15 April 1840).

Bank of Madras (1 July 1843).

All three were called Presidency Banks.

Amalgamated as Imperial Bank of India on

27 January 1921.


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BIRTH OF STATE BANK OF INDIA

An Act was passed in Parliament in May 1955 and the State Bank of India was

constituted on 1 July 1955.

State Bank of India (Subsidiary Banks) Act was passed in 1959, enabling the State Bank

of India to take over eight former State-associated banks as its subsidiaries (later named

Associates).

State Bank of India was thus born with a new sense of social purpose with 480 offices, 3

Local Head Offices and a Central Office.

STATE BANK TODAY

The Bank handles almost the entire gamut of financial services. It is a financial

supermarket.

The Bank extends banking services to:

Corporate Sector

SMEs

Rural sector, especially Agriculture and allied activities

Retail sector, i,e., Personal Segment


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The Bank has designed both Deposits as well as Advances products for specific

segments as per their requirements.

The loans range from Rs.100/- to say, Rs. 10,000 crores.

ASSOCIATE BANKS

State Bank of India has the following 6 Associate Banks (ABs) with controlling interest

ranging from 75% to 100%:

State Bank of Bikaner and Jaipur (SBBJ)

State Bank of Hyderabad (SBH)

State Bank of Indore (SBIn)

State Bank of Mysore (SBM)

State Bank of Patiala (SBP)

State Bank of Travancore (SBT)

The 6 ABs have a combined network of 4596 branches in India, which are fully

computerized and also on CBS.

The ABs have 1070 ATMs which are networked with SBI ATMs, providing value added

services to clientele.


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OTHERS

In addition to these, there are other Subsidiaries / Jointly Controlled Entities such as:

SBI Commercial and International Bank Ltd.

SBICAP (UK) Ltd.

SBI Funds Management (International) Ltd.

GE Capital Business Process Mgmt. Services Pvt. Ltd.

C-Edge Technologies Ltd.

All these together constitute this mammoth organisation the STATE BANK.

FOREIGN BANKING SUBSIDIARIES

State Bank of India has the following Foreign Banking Subsidiaries:

State Bank of India (Canada)

SBI International (Mauritius) Ltd.

State Bank of India (California)

Indian Ocean International Bank Ltd.

Commercial Bank of India LLC, Moscow

PT Bank Indo Monex


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NON-BANKING SUBSIDIARIES / JOINT VENTURES

State Bank of India has the following Non-Banking Subsidiaries / Joint Ventures:

SBI Capital Markets Ltd. (SBICAP)

SBICAP Securities Ltd. (SSL)

SBICAPS Ventures Ltd. (SVL)

SBICAP (UK) Ltd.

SBI Funds Management Pvt. Ltd. (SBIFMPL)

SBI Factors & Commercial Services Pvt. Ltd. (SBIFACTORS)

SBI DFHI Ltd.

SBI Cards & Payment Services Pvt. Ltd. (SBICSPL)

SBI Life Insurance Company Ltd. (SBILIFE)

Global Trade Finance Ltd. (GTFL)

SBI Mutual Funds Trustee Company Pvt. Ltd.


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TRAINING PHILOSOPHY

Training in State Bank is apro-active, plannedand continuous

process as an integral part of organisational development. It seeks to

impart knowledge, improve skills, and re-orient attitudes for

individual growth and organisational effectiveness.


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LEADERSHIP

MR NARAYANA MURTHY ON THE ESSENCE OF LEADERSHIP

A leader is an agent of change, and progress is about change. In the words of Robert F Kennedy,'Progress is a nice word; but change is its motivator.'Leadership is about raising the aspirations of followers and enthusing people with a desire toreach for the stars. For instance, Mahatma Gandhi created a vision for independence in India andraised the aspirations of our people.Leadership is about making people say, 'I will walk on water for you.' It is about creating a

worthy dream and helping people achieve it.Robert Kennedy, summed up leadership best when he said, 'Others see things as they are andwonder why; I see them as they are not and say why not?'

Adversity

A leader has to raise the confidence of followers. He should make them understand that toughtimes are part of life and that they will come out better at the end of it. He has to sustain theirhope, and their energy levels to handle the difficult days.There is no better example of this than Winston Churchill. His courageous leadership as primeminister for Great Britain successfully led the British people from the brink of defeat duringWorld War II. He raised his people's hopes with the words, 'These are not dark days; these aregreat days -- the greatest days our country has ever lived.'Never is strong leadership more needed than in a crisis. In the words of Seneca, the Greekphilosopher, 'Fire is the test of gold; adversity, of strong men.'

Values

The leader has to create hope. He has to create a plausible story about a better future for theorganisation: everyone should be able to see the rainbow and catch a part of it.This requires creating trust in people. And to create trust, the leader has to subscribe to a valuesystem: a protocol for behavior that enhances the confidence, commitment and enthusiasm of thepeople.Compliance to a value system creates the environment for people to have high aspirations, selfesteem, belief in fundamental values, confidence in the future and the enthusiasm necessary totake up apparently difficult tasks. Leaders have to walk the talk and demonstrate theircommitment to a value system.


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As Mahatma Gandhi said, 'We must become the change we want to see in the world.' Leadershave to prove their belief in sacrifice and hard work. Such behavior will enthuse the employees tomake bigger sacrifices. It will help win the team's confidence, help leaders become credible, andhelp create trust in their ideas.

Enhancing trust

Trust and confidence can only exist where there is a premium on transparency. The leader has tocreate an environment where each person feels secure enough to be able to disclose his or her

mistakes, and resolves to improve.Investors respect such organisations. Investors understand that the business will have good timesand bad times. What they want you to do is to level with them at all times. They want you todisclose bad news on a proactive basis. At Infosys, our philosophy has always been, 'When indoubt, disclose.'

Governance

Good corporate governance is about maximising shareholder value on a sustainable basis whileensuring fairness to all stakeholders: customers, vendor-partners, investors, employees,government and society.A successful organisation tides over many downturns. The best index of success is its longevity.This is predicated on adhering to the finest levels of corporate governance.At Infosys, we have consistently adopted transparency and disclosure standards even before lawmandated it. In 1995, Infosys suffered losses in the secondary market. Under Indian GAAP(generally accepted accounting principles), we were not required to make this information public.Nevertheless, we published this information in our annual report.

Fearless environment

Transparency about the organisation's operations should be accompanied by an open environmentinside the organisation. You have to create an environment where any employee can disagreewith you without fear of reprisal.In such a case, everyone makes suggestions for the common good. In the end everyone will bebetter off.On the other hand, at Enron, the CFO was running an empire where people were afraid to speak.In some other cases, the whistle blowers have been harassed and thrown out of the company.


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Managerial remuneration

We have gone towards excessive salaries and options for senior management staff. At onecompany, the CEO's employment contract not only set out the model of the Mercedes thecompany would buy him, but also promised a monthly first-class air ticket for his mother, alongwith a cash bonus of $10 million and other benefits.Not surprisingly, this company has already filed for bankruptcy.Managerial remuneration should be based on three principles:

Fairness with respect to the compensation of other employees; Transparency with respect to shareholders and employees;

Accountability with respect to linking compensation with corporate performance.

Thus, the compensation should have a fixed component and a variable component. The variablecomponent should be linked to achieving long-term objectives of the firm. Senior managementshould swim or sink with the fortunes of the company.Senior management compensation should be reviewed by the compensation committee of theboard, which should consist only of independent directors. Further, this should be approved bythe shareholders.I've been asked, 'How can I ask for limits on senior management compensation when I have mademillions myself?' A fair question with a straightforward answer: two systems are at play here.One is that of the promoter, the risk taker and the capital markets; and the other is that ofprofessional management and compensation structures.One cannot mix these two distinct systems, otherwise entrepreneurship will be stifled, and nonew companies will come up, no progress can take place. At the same time, there has to befairness in compensation: there cannot be huge differences between the top most and the bottomrung of the ladder within an organisation.

PSPD model

A well run organisation embraces and practices a sound Predictability-Sustainability-Profitability-Derisking (we call this the PSPD model at Infosys) model. Indeed, the long-termsuccess of an organisation depends on having a model that scales up profitably.Further, every organisation must have a good derisking approach that recognises, measures andmitigates risk along every dimension.


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Integrity

Strong leadership in adverse times helps win the trust of the stakeholders, making it more likelythat they will stand by you in your hour of need. As leaders who dream of growth and progress,integrity is your most wanted attribute.Lead your teams to fight for the truth and never compromise on your values. I am confident thatour corporate leaders, through honest and desirable behaviour, will reap long-term benefits fortheir stakeholders.

Two mottos

In conclusion, keep in mind two Sanskrit sentences: Sathyannasti Paro Dharma (there is no

dharma greater than adherence to truth); and Satyameva jayate (truth alone triumphs). Let thesebe your motto for good corporate leadership.The author is Chairman and Chief Mentor, Infosys Technologies.


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NEGOTIATION SKILLS

Defining Negotiation: Negotiation occurs when some one else has what you want and you areprepared to bargain for it and vice versa. Successful negotiation is an attempt by two or more people to achieve mutually acceptable solution. It is a process that ends with satisfyingconclusion for both sides (Win / Win).

- Requirements: 1. One should be well prepared, alert and flexible

What is not Negotiation?

1. When your boss gives you an instruction / order, your only choice is to do what he / shesays; that is not negotiation.

2. If an outsider is brought into making a decision between parties using arbitration, theparties are legally bound to follow the arbitrators decision and that is not negotiation.

Recognizing the skills: Negotiation is a skill that any one can learn. Required core skills:1. Ability to define a range of objectives, yet be flexible2. The ability to explore the possibilities of a wide range of options3. Ability to prepare well4. Interactive competence that is, being able to listen to and question other parties.5. The ability to prioritize

Appointing an agent: John Kennedy once said, Let us never negotiate out of fear but let usnever fear to negotiate. In case you are afraid of negotiating or not in a position to negotiate youcan appoint someone to negotiate for you known as Agent, for example a lawyer, a trade unionleader etc.

Process involved and stages of negotiation:

Preparation Proposal Debate Bargain Closing

Central to this is the principle of exchange you must give in to receive.


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Winning on each side: The key to negotiation is all parties need to gain something in exchangefor any concession they make. Try to achieve this by understanding that, what is valued by your

party may not be valued by the other. When trade unions negotiate with a companysmanagement, they may gain more pay for their members while the management may gainassurances about increased productivity.

Being Flexible: Flexibility is a vital characteristic.

Case study: Juan was a computer software designer with an idea for a new computer game thathe believed would be hugely successful. However it would take a long time to program it and heneeded to earn a living in the meantime.

He went to see his friend Maria an executive at a large computer company. Maria and hercolleagues liked the idea but offered Juan only $10,000. Juan said it would take him nine monthsto develop the game and while $10,000 would enable him to survive it was not sufficient reward.He suggested that the $10,000 should act as an advance on future profits, and that he andcompany share the profit in the ratio of 25:75. Eventually a 20:80 split was agreed upon.The game was launched with a big marketing campaign and was a huge success, making bothparties lot of money.

Learning points: Negotiating a fair exchange both parties in this case can be said to have won.

Identifying and clarifying objectives: The first step before you enter into negotiation is toidentify all your objectives. What do you want to get? You may need to clarify your objectivesalso, as rarely there will be just one objective.Take an example of negotiation by Union Representatives with a company for a pay hike.Primary objective is to get a decent hike in pay, but they also wish to reduce the unsocial workinghours. If this is not acceptable to the management, the compensation for that should be increased.Now, it is not only identifying the objectives, you also need to put them in the order of priority.In case of compromise you should know where to compromise. Priority can be different fordifferent parties.


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Different parties

For supplier Priority For companyPrice First Quality

Time Second Price

Quality Third Time

Quantity Fourth Quantity

Classifying priorities: You should classify priorities into 3 groups. Ideal, realistic and minimumyou must fulfill. If you adhere to this, you will not end up compromising on the wrong issues.

Conducting a negotiation:

Plan your opening negotiating moves carefully to establish a positive tone. Then stay alert and beflexible to create and make use of all your opportunities in the course of a negotiation.Negotiating is as much about listening and observing as it is about talking. You need to be veryalert to the mood of the negotiations, since this can change quickly (judging the mood).Your preparation should help you to anticipate how the opposition will approach the negotiation.Once started, if your anticipation is correct start reading non-verbal signals.

Some examples:i. Non verbal signals include body language, gestures, facial expressions and eye

movementsii. You will be able to compile a true picture of their case, their signals may reinforce orcontradict what they are saying

iii. Body languagea. crossing of arms and legs betrays defensivenessb. leaning back expresses boredomc. hesitating or fidgeting indicates lack of convictiond. raised eyebrows are a clear sign of surprise

iv. Eye contact is another source of information


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Understanding Body language:

A lot can be learned about the attitude of the other side from their body language. Watch theeyes, face and postures of members of other team.

Eye contact with another person indicates a desire to transmit and receive information

Leaning back implies hostility

Cross arms indicates disbelief

Open expression shows interest in proceeding

Direct eye contact implies positive thoughts

Hand on chin shows thoughtfulness

Inattentive gaze means lack of concentration

Fiddling with pen confirms thoughts are elsewhere

Open arms imply indecision

Wide eyes and warm expression indicates willingness to be persuaded

Be careful dealing with duplicity:

Skilled negotiators can use body language to mislead

Do not take all body language at face value

A person who is showing interest may be preparing for attack

It is easy to add a smile to a hostile expression

Closing a negotiation:

A negotiation can be brought to a successful conclusion only when both parties have made

concessions that are mutually acceptable in order to reach agreement. (In many negotiationsbargaining may be a part of closing stage.)

Making concessions:

It is a delicate process of bargaining whereby each party makes concession to reach anagreement. When you are forced to make a concession it is important that you take a long termview. Even in this situation try to retain control of the situation by (i) judging how much groundyou need to yield , put a value on what you give and (ii) compromise without losing face like youcan say Since you have changed your position on ... we may be able to change ours on ....

Discussing terms:

As you near the end of a negotiation, you need to discuss the terms of your agreement. Use yourhypothetical proposal to help you workout a basic deal. For example the terms of a business dealwill include:

the method of payment

timescale of payment

how long the agreement should stand before being revised

What to do if any problems arise over implementation i.e. arbitration etc.


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As you move towards closing of negotiation

group related items together you can yield grounds on issues of lesser importance like for negotiation of pay hike

Link pay with demands for longer holidays

higher pension contribution

more health benefits

Be prepared to concede on pension / holiday to gain on working hours [ A kind ofpackage].

The benefit of packaging proposals together is that the least important elements can begiven away for concessions

Confirming Terms:

Examine the terminology you are intending to use in your final agreement. It is vital that yourterms are recorded clearly and accurately. Reviewing both terms and understanding of theagreement in this way can also highlight previous unnoticed misunderstanding which can still benegotiated.

Method of closure:

Making concessions that are acceptable to all parties

Splitting the difference between all parties [ indicating that you are still prepared to make

concessions] Giving a choice of two acceptable alternatives

Introducing new incentive or sanction (threat)

Introducing new ideas or facts at a late stage

Suggesting an adjournment when stalemate occurs

Implementing decision:Once you have reached an agreement your final decision need to be implemented. Draw up a

plan of action and appoint appropriate members of your organization to put this plan into action.


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COMMUNICATION

LISTENING

Communication is two way process. Sending a message and receiving a message. The sendingdevice may be written words ( written communication ) or spoken words ( oral communication).In written communication, the writer is the sender and the reader is the receiver. In oral

communication, the speaker is the sender and listener is the receiver. In both written and oralcommunication, there is no communication unless the message has been received. A letter hasbeen lost in the mail does not communicate. The best speech communicates nothing to you if youdo not listen to it.

The effectiveness of every communication depends first upon the proper functioning of thesending process and then upon the proper functioning of the receiving process. The importanceof the receiving process in oral communication LISTENING should not be overlooked aslistening skill is too often taken for granted and ignored.

LISTENING VS. HEARING

Hearing depends upon the ears, but listening uses the mind as well and may even require theeyes. The ears permit you to hear sounds: the mind enables you to interpret these sounds, torecognize some of these as words and to fashion the words into thoughts or ideas.

With your mind, you are able to determine that an oral message is important, interpret themessage, and react to it.

Interpreting the message is a THINKING act. It is dependent on both listeners vocabulary andattitude. The listener must grasp the meaning of the words.

You may not have considered the eyes to be an important tool in listening. Yet what you seewhen a person is speaking is sometimes as important as you hear. A smile, a quizzical glance,the appearance of boredom or exhilaration - all the facial expressions and mannerism of a speakermay alter the meaning of the message.


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WHY IMPROVE LISTENING EFFECIENCY?

Surveys have shown that listening occupies more time than any other communication activity wespend more time listening than we spend talking, reading or writing. Obviously, then, we cangreatly improve our ability to receive communications by improving our listening skills.

LISTENING AND JOB

The rewards of improved listening are more tangible in the job. New entrants must listen toinstructions and directions from their supervisors and colleagues. They must listen to suggestions

and feedback in order to improve their job performance. To advance in a job, they must have anawareness of what is going on in their department, branch or office and this awareness results inpart from listening.

EFFECT OF LISTENING ON OTHER COMMUNICATION SKILLS

Each medium of communication can reinforce the other media to produce a higher degree oflearning, listening can be reinforced with reading, writing and speaking to produce betterunderstanding and retention.

LISTENING - WHAT TO DO?

Get in to the shoes of the speaker.

Convey to the speaker that we are seeing things from his point of view.

Listen for total meaning.

Respond to feelings.

Be sensitive to non - verbal clues.

Listen for facts.

Test whether you have understood him.

Practice constantly.


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LISTENING WHAT TO AVOID?

Influencing and directing people in our own paths.

Getting trapped in answering surface questions.

Evaluating, passing judgment and giving advice.

Calling the subject uninteresting.

Submitting to unemotional words.

Switching off when you dont agree with the speaker.


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TEAM DEVELOPMENT

DEFINITION OF A TEAM:

Team is a GROUP of MEMBERS with common goals and shared objectives to achieve with TEAMWORK. Every member of the team recognizes the necessity of cooperation with every other member ofthe Team.

WHAT IS TEAM WORK?

TEAM WORK is individuals working together to accomplish more than they could alone, but more that itcan be exciting, satisfying and enjoyable.

CHARACTERISTICS OF EFFECTIVE TEAM WORK

CLEAR UNDERSTANDING OF OBJECTIVES

Objectives and of roles which the team and its individual members will plan in achieving them.

OPENNESS AND CONFRONTATIONOpen conversation about work should be both inside and outside the organization. Mistakes are facedopenly and used as vehicles for learning and difficult situations are CONFRONTED.

Helpful competition and conflict of ideas used constructively and team members have a pride in thesuccess of their team. Unhelpful competition and conflict be eliminated.

SUPPORT AND TRUST:

Respecting views and values of each other by the leaders and team members comprise effective team.Personal relations are characterized by support and trust, with people helping each other whereverpossible.

PRODUCTIVE MEETINGSParticipating and feeling ownership of the actions which result from the decisions made. New ideasabound and their use enables the team to stay ahead.

APPROPRIATE LEADERSHIP:

Other to perform his role better, and the team feels that it is led in a appropriate way.


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INDIVIDUAL DEVELOPMENT:Opportunities are constantly sought for making development happen.

USE OF EXTERNAL HELP:

Appropriate.

REGULAR REVIEW:

Need to get here and how it is going there, if necessary it alters its practices in the light of the review.

The above characteristics can be seen as the raw materials of effective team work, these can be treated asBUILDING BLOCKS because they are what we can see in a very practical way to BUILD

EFFECTIVE TEAMS.

TEAM BUILDING

TEAM BUILDING is the process of planned and deliberate encouragement of effective workingpractices while diminishing difficulties or blockages which interfere with the teams competence andresourcefulness.

WHY TEAMS?

Some branch managers are content with their group performance, This is often because they have notthought beyond what is being accomplished to what might be achieved under slightly differentcircumstances. Other Branch Managers with same set of employees doing similar tasks with the same area

of operation somehow manager to improve productivity dramatically by establishing a climate wherepeople are willing to give their best and work together in teams. The difference between the qualities ofthe two Branch Managers can be termed as:

The primary difference is the way in which the Branch Manager worked with employees. The teamcentered B.M. provides employees with significantly more individual responsibility and involvement ingoal setting and problem solving.


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GROUP CENTERED and TEAM CENTERED.

The difference between the Group centered Branch Managers and the team Centered Branch Manager canbe dawn as under.

Sno GROUP CENTERED TEAM CENTERED1. Overriding concern to meet current

goals inhibits thought about whatmight be accomplished throughreorganizing to enhance membercontributions.

current goals are taken in stride.Can be a visionary about what thepeople can achieve as a team. Canshare vision and act accordingly.

2. Reactive to top management peers

and subordinates. Finds it easier togo along with crowd.

Proactive in most relationships.

Exhibits personal style canstimulate excitement and action.

3. Willing to involve people inplanning and problem solving tosome extent, but with in limits.

Can get people involved andcommitted, makes it easy for othersto see opportunities for team work.Allows people who want toperform.

4. Resents or distrusts employees whoknow their jobs better than themanager.

Looks for people who want to exceland can work constructively withothers. Feels role is to encourage

and facilitate this behavior.

5. Sees group problem solving is awaste of time OR an abdication ofmanagerial responsibility.

Considers problem solving theresponsibility of the team members.

6. Controls information andcommunicates only what groupmembers need or want to know.

Communicates fully and openly,Welcomes questions. Allows theteam to do its own filtering.

7. Ignores conflict between staffmembers or with other groups.

Mediates conflict before it becomesdestructive.

8. Some times show to recognize

individual or group achievements.

Makes an effort to see that both

individual and teamaccomplishments are recognized atthe right time in an appropriatemanner.

9. Some times modifies groupagreements to suit personalconvenience.

Keeps commitments and expectsthe same in return.


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ROLE EFFICACY

Role efficacy can be thought of as the potential effectiveness of a role occupied by an individual in anOrganisation. The higher the individuals role efficacy, the more likely that the role and the individual areeffectively integrated. Individuals must have the appropriate skills for their roles, but the roles must alsobe designed to use these skills. Ten dimensions of role efficacy are explored here.

CENTRALITY

If persons occupying a particular role in the Organisation generally feel that the role they occupy is central

to the Organisation, role efficacy is likely to be high.If persons occupying a particular role feel that theirrole is peripheral, i.e., not very important, their potential effectiveness will be low. This is true not only ofpersons at a high level in the Organisation, but also of people at the lowest levels.

In a large hospital, ward boys and attendants had very high motivation when they joined the hospital.They would proudly bring their friends and relatives to show them the place where they were working.However, within a few months they began to neglect their work and were rated Very low in theireffectiveness. An investigation showed that their perception about the perceived importance of their rolehad changed, they felt that their role was not important at all. Their low motivation stemmed from theperceived lack of importance of their roles.

INTEGRATION

Every person has a particular strength --- experience, technical training, special skills, some unique

contribution. The more that the role a person occupies provides an opportunity for the use of such specialstrengths, the bigger the role efficacy is likely to be. This is called self-role integration. The self and therole become integrated through the persons use of special strengths in the role. In one Organisation, aperson was promoted to a responsible position that was seen as a coveted prize and was at first quitehappy. However, he soon discovered that in the new position he occupied he was not able to use histraining, counselling,and diagnostic skills. Inspite of the fact, that he worked very well in the new role,his efficacy was not as high as it had been in the previous job. When the role was redesigned to enablehim to use his skills, his efficacy went up. Because all of us want our special strengths to be used so thatwe can demonstrate how effective we can be, integration contributes to high role efficacy.


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PROACTIVITY

A person who occupies a role responds to various expectations that people in the Organisation have ofthat role. This gives the individual a certain satisfaction, and it also satisfies others in the Organisation.However, if a person is able to take some initiative in his or her role, efficacy will be higher. Reactivebehaviour (responding to the expectations of others) helps a person to be effective to some extent,butproactivity (taking initiative) contributes much more to efficacy. If a person would like to take Initiativebut has no opportunity to do so in the role,his or her efficacy will be low.

CREATIVITY

Not only initiative is important for efficacy. An opportunity to try new and unconventional ways ofsolving problems or to be creative is equally important. In one state government department,, as a part ofa reorganisation experiment people performing clerical, roles met to discuss suggestions of invididuals forcutting processing time. The results were amazing. Not only did the satisfaction of the people in thatdepartment go up, but delays were considerably reduced and some innovative systems emerged. Theopportunity people had to be creative and to try innovative ideas increased their role efficacy and theirperformance.

INTERROLE LINKAGE

Linkage of ones role with other roles in the Organisation increases efficacy. If there is a joint effort tounderstand problems, find solutions, etc. the efficacy of the various roles involved is likely to be high.Similarly if a person is a member of a task group set up for a specific purpose, his efficacy, other factorsbeing the same, is likely to be high. The feeling of isolation if a person works without any linkage withother roles reduces role efficacy.

HELPING RELATIONSHIP

In addition to interrole linkage, the opportunity for people to receive and give help also increases role

efficacy. If persons performing a particular role feel that they can get help from some source in theOrganisation whenever they have such a need, they are likely to have higher role efficacy. On the otherhand if no help is given when asked for or if respondents are hostile, role efficacy will be low. A helpingrelationship requires both the expectation that help will be available when it is needed and willingness torespond to the needs of others.


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SUPERORDINATION

When a person performing a particular role feels that the role he or she carries out is likely to be of valueto a larger group, that persons efficacy is likely to be high. The roles that give role occupantsopportunities to work for superordinate goals have the highest role efficacy. Superordinate goals servelarge groups and cannot be achieved without so-me collaborative efforts. Many have voluntarily acceptedreduced salaries to move from the top level of the private sector to the public sector mainly because thenew role would give them an opportunity to serve a larger interest. Thus, roles in which people feel thatwhat they are doing is helpful to the Organisation in general usually have some role efficacy.

INFLUENCE

Related to superordination is the influence a person is able to exercise in his or her organisational role.The more influence a person is able to- exercise in the roles the higher the role efficacy is likely to be.One factor that may make roles in the public sector or civil services more efficacious is the opportunity toinfluence a larger sector of society.

PERSONAL GROWTH

One factor that contributes greatly to role efficacy is the perception that the role provides the individualwith an opportunity to grow and develop. There are many examples of people switching roles primarilybecause of the opportunity to grow. One head of a training institute accepted a big cut in her salary whenshe took a new position because she felt that she had nothing more to learn in her previous role. The

factor of self-development is very important for role efficacy. Institutions that are able to plan for thegrowth of people in their roles have higher role efficacy and gain a great deal of contribution from roleoccupants.

CONFRONTATION

In general, if people in an Organisation avoid problems or shift them to someone else to solve, their roleefficacy will be low. Confronting problems to find -relevant solutions contributes to efficacy. Whenpeople face interpersonal problems and search for solutions their efficacy is likely to be higher than if theyeither deny such problems or refer them to their superiors.


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MYSELF

MY ROLE

MY BANK

Here are a few questions relating to your experiences. Think and respond individually.

1. What are the expectations of the following from my present role in theBank?

a. Societyb. The Bank , as per the objectives of the Bankd. The people I will be working withe. I, myself?

2. Are the expectations of all these matching?

3. What are my other roles in the society and family?

4. What are the demands of these social and family roles on me?

5. What are my expectations from these social and family roles?

6. Are my expectations from all these (Bank, social and family) roles matching with eachother?


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ROLE EFFICACY SCALE

Your Name : ______________________ Your Role : ________________

I / In each of the following sets of three statements, check the one (a, b or c) that most accurately describes your own experiencein your note at home. You must choose only one statement in each set.

1. a) I / my role is very important in my house; I feel central here.

b) I / I am doing useful and fairly important work at home.

c) I / very little importance is given to my role at home; I feel peripheral here.

_______

_______

_______

2. a) I / my education and expertise are not fully utilised in my house

b) I / my knowledge is not used in my house

c) I / I am able to use my knowledge and training at home.

_______

_______

_______

3. a) I / I have little freedom in my house; I am only an errand girl

b) I / I operate according to the directions given to me

c) I / I can take initiative and act on my own

_______

_______

_______

4. a) I / I am doing usual, routine work at home.

b) I / at home I am able to use my creativity and do something new.

c) I / I have no time for creative work at home.

_______

_______

_______

5. a) No one at home responds to my ideas and suggestions.

b) I / I work in close collaboration with other family members

c) I am alone and have almost no one to consult

_______

_______

_______

6. a) I / when I need some help none is available

b) I / whenever I have a problem, others help me

c) I / I get very hostile responses when I ask for help

_______

______________

7. a) I / I regret that I do not have the opportunity to contribute to society

b) I / what I am doing at home is likely to help organisations and / or society

c) I / I have the opportunity to have some effect on the larger society.

_______

_______

_______


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8. a) I / I contribute to some decisions.

b) I / I have no power here.

c) I / my advice is accepted by my family members

_______

_______

_______

9. a) I / some of what I do contributes to my learning

b) I / I am slowly forgetting all that I learned (my professional knowledge).

c) I / I have tremendous opportunities for growth.

______________

_______

10. a) I / I dislike being bothered with problems

b) I / when a family member brings a problem to me. I help to find a solution

c) I / I refer the problem to my husband or to some other person

_______

_______

_______11. a) I / I feel quite central at home

b) I / I think I am doing fairly important work

c) I / I feel I am peripheral at home

_______

_______

_______

12. a) I / I dont enjoy my role

b) I / I enjoy my role very much

c) I / I enjoy some parts of my role and not others

_______

_______

_______

13. a) I have little freedom in my role

b) I / I have a great deal of freedom in my role

c) I have enough freedom in my role

_______

_______

_______


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14. a) I / I do a good job according to a schedule already decided

b) I am able to be innovative in my role

c) I / I have no opportunity to be innovative or do something creative

_______

_______

_______15. a) I / others at home see my role as significant to their life

b) I / I am a member of a social organisation or in a parent teacher committee.

c) I / I do not work in any committees

_______

_______

_______16. a) I / Hostility rather than cooperation is evident here.

b) I / I experience enough mutual help here

c) I / family members operate more in isolation here

_______

_______

_______17. a) I / I am able to contribute to the family in my role

b) I / I am able to serve the larger parts of society in my role

c) I / I wish I could do some useful work in my role

_______

_______

_______18. a) I / I am able to influence relevant decisions

b) I / I am sometimes consulted on important matters

c) I / I cannot make any independent decisions

_______

_______

_______19. a) I / I learn a great deal in my role

b) I / I learn a few new things in my role

c) I / I am involved in routine or unrelated activities and have learned nothing

_______

_______

_______20. a) I / when family members bring problems to me, I tend to ask them to work them out

themselves

b) I / I dislike being bothered with interpersonal conflict

c) I / I enjoy solving problems related to my family members

_______

_______

_______


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SCORING KEY OF ROLE EFFICACY SCALE

DIMENSION Sl.

No.

a b c Sl.

No.

a b c Sub

TotalScore

Out

of.Max

Centrality 1 +2 +1 -1 11 +2 +1 -1 +4

Integration 2 -1 -1 +2 12 -1 +2 +1 +4

Pro-activity 3 -1 +1 +2 13 -1 +2 +1 +4

Creativity 4 +1 +2 +1 14 +1 +2 -1 +4

Linkage 5 -1 +2 +1 15 +2 +1 -1 +4

Helping

Relationships

6 +1 +2 -1 16 -1 +2 +1 +4

Super ordination 7 -1 +2 +1 17 +1 +2 -1 +4

Influence 8 +1 -1 +2 18 +2 +1 -1 +4

Growth 9 +1 -1 +2 19 +2 +1 -1 +4

Confrontation 10 -1 +2 +1 20 +1 -1 +2 +4

Grand Total +40

Role Efficacy Index = (Total Score) +20 X 100 = %60


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KNOWING EACH OTHER

DEFREEZING EXERCISE

YOU ARE TO FIND SOMEONE WHO:

(Write only one name)

1. Owns a Maruti Car

2. Is married

3. Plays tennis

4. Youngest in the group.

5. Jogs every day

6. Was a Delhi University student.

7. Plays Chess

8. Hold a Diploma in French Language.

9. Has a pet dog.

10. Is an Engineer by Qualification.

11. Is a participant from Delhi.

12. Has worked in other Bank.

13. Is a post Graduate in Science.

14. Eldest in the Group.

15. Has constructed a house of his own.

16. Enjoy fine wine.

17. Does not want to be here.


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MICROLAB/DEFREEZING

A micro lab serves as a mechanism to unfreeze or open up the participants. It is an excellent and quickwarm up mechanism that put participants immediately in the programme. Initially, they may be feelingafraid to mix or ask questions, by going through several quickly changing activities, their preconceivednotions are broken down. They begin to ask questions and get an opportunity to talk and explore freely,which help them unfreeze and set the stage for learning. Micro lab can be a very valuable tool to warm upand bring closure together cross-cultural groups that are meeting for a brief period of time in a conferenceor a training programme. In micro lab situation the participants and the trainers assemble in a large roomwith enough open space to move about freely.

Till now we hardly know each other. To know each other we will try different methodology.

- All the participants should form a circle and start moving in circle and observe to whom you likein the circle. When I say stop, please make a pair of two. Now tell your partner about anyincident/mischief of your childhood. Your partner will also share his data with you. Trainer willgo to each pair to see that sharing is taking place.

- Now again for a circle and start moving. When I say stop, you stop and form a pair of 2 people,different from earlier. Now tell your partner any achievement of your life which made you veryhappy. Trainer will go to each group to see that sharing is taking place.

- Now ask the each group to join with other group to have a group of four. This time each memberwill share the achievements of other member to the entire group.

- Now ask each group to join with other group to have a group of eight. Each member will share

achievement of other member to the entire group.

- Now divide the whole class in four groups as per their Zodiac sign. Each member will shareachievement/childhood mischief of other member to the entire group.

- Now divide the whole class in four groups as per their date of birth. Those born during firstquarter will go to one group. Those born during second quarter will go to second groupEach member will share achievement/childhood mischief of other member to the entire group.

- Give each member a copy of the questionnaire to find someone who... perforce they will haveto go to other and ask for the information in the questionnaire.

- Now ask participants to introduce themselves by walking differently.

-


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LEARNINGS FROM THE MOVIE CHAK DE INDIA

Before viewing the Trainer can start by asking if anyone has seen the movie. Some may have seen themovie then the response can be that let us see it together in a different way. Sometimes a movie has astrong message and it hits us immediately. Many times we watch a movie and come out with a feeling ofenjoyment and the message vanishes before it can have an impact.

Let us watch with the following in mind, (Discuss before the movie):

The introduction scene of the girls to the coach. Brilliant. The lunch at McDonalds scene.

SRK! His acting, expressions, screen presence, dialogue delivery. The role of Hockey coach with a lot of dignity, intensity and charm.

Trigger questions after watching the movie. If a white board is available, 2 faculty members could takethe responses down:

The so-called team was hardly a team. They were not playing against the world but were out tooutshine each other. There was nothing called focus, leave alone approach. When the world teamswere gearing up to strike, they did not have the right ammunitions to begin. What is your opinion?

What really existed was ego tussles in abundance, senior-junior divide, veteran-noviceclassification, the stronger-weaker category and the toughest part no one was ready to budge.Do we see such happenings in reality too? If yes, take some examples/experiences. If no, startdeveloping awareness and observation ability. Learning from experience and from reel life canhelp in dealing with situations in real life. It was inspired from a truestory.

Most of the first half is spent developing the characters, which is true to all aspects of life and job.If we focus on the development aspect when we are supposed to then it is smooth sailing. By theend of the first half characters are developed, training is done and the team is all ready and set toleave for the World cup. Draw similarities, take examples from the audience.

If ability, capability and expertise were all that was needed to win a match, sports would havebeen a different ball game altogether. And this is what Kabir Khan believed in.

The Indian woman's hockey team needed a coach but had no takers. The team was lost inoblivion. People had given up hope. There was a belief that a turnaround from that point wasimpossible. And it was this belief that Kabir wanted to turn into disbelief! The 'gaddaar' tag hadmade him stronger over the years and he was out to show that he was no 'outsider' after all. Aspectof the leadership style coach can be discussed here i.e. a coach motivates you to give the best ofyour ability and sometimes the belief helps you in surpassing it too. The other aspect also isSWOT (strength, weakness opportunity and threat). Turned a threat gaddar into a challenge or adetermination to prove.

Each came with their own traits, background; style of living, culture and lingo but Kabir wasdetermined to bring them together. He wanted to paint them as Indians. In the organization too we

come from all states and learn to RESPECT AND VALUE THE DIFFERENCES. Kabir Khan (Shah Rukh Khan) is a man who overcomes the problems in life without being

skeptical and disturbed.


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He had once led the Indian Hockey team and unfortunately experienced failure and disgrace. Heapproaches to be the coach of a rag-tag bunch of girls as a challenge to overcome his failure andthe obstacles that had once stopped him from taking India to the top league in the field of Hockey.

Kabirs challenge lied in reshaping a team which in pursuing their personal goals had forgotten what it islike to play as a team. His challenge lied not in training or honing the skills of the team but rather to bringthem together as a team and instill the virtue of belief. A belief in realizing that if you want, you can do it!His mantra was? Ask for responses. EmphasiseJo nahin ho sakta hai, wahi to karna hai..

He succeeds in making his team by overcoming their diverse backgrounds and striking away allthe bitterness, by learning to use everything that life hurls on them as a secret weapon? Problemswill come can we see them as challenges or opportunities to strengthen our self.

Learning drawn as above and specifically are:

The movie certainly achieved its aim of drawing attention to our national sport and especially tothe plight of the women in this sport. It invoked the national spirit, made us whistle and cheer,

clap hard, and laugh out loud. It was almost like we were in a stadium watching an actual game.The question, now, is - are we sensitized enough to do something about the situation? We areaware of the environment and the need to do something about it but where is our civic sense, thevalue that each one of us can make a difference and do we actually contribute to the organisation,country and life in any significant way.

Patriotism, fight against the gender bias, rip apart class distinctions and made a valid criticism ofregional chauvinism and minority bashing. In the State Bank we are proud of being a Bank to theNation, serving the masses as well as the classes, social banking and totally secular in outlook.


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POWER OF ONE

What is your learning and understanding from the movie?

Can you think of one person who made a difference in a Branch, Office or the Bank based on your

personal experience till now?

I am sure each one of you must have made a difference somewhere in your life. Can some of you sharewith us how you made a difference and to whom?

How did you feel about it?

Smallest help to the person who needs it makes a difference.

One person observed another and changed they became two. Similarly others are observing us.

There is something unique and special in each one of us we all have an ability to make a difference

(MAD).

Enormity of task does not matter. If each one of us makes a difference the organisation/world willtransform.

Do not wait for someone else to start. Take the lead yourself.

Take the plunge. If you know in advance that the task is big, you may not start at all.

Decide whether you want to be a spectator or an actor to make a difference. It is possible only if wehave passion and purpose and orientation for action.

What can be done?

Link what can be done to branch events.What can I do?Take actions from everyone.

If responses do not come trigger them with following statements:Each person bringing one account per day.Each person bringing a deposit of Rs.1,000/- per day.Each person making a difference in customer service every day.


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Lakshya: Set in Kargil

Learnings:

Noble intent of the movie.

Journey of one man finding a purpose in life.

An inner battle About an individuals odyssey in life from embarrassing idleness to redeeming self-motivation.

Hritik aimless urban drifter a layabout / vagabond to soldier.Singh a muslim soldier, who asked if he is a muslim replies Right now, I am only an Indian gives aglimmer in to the spirit of nobility.

Comparison with successful older brother.

Priety a social activist a person who is not afraid to stand up for her beliefs.

The early struggle for discipline mobility to conform giving up and running away from responsibility.

Dealing with the reactions and disappointments of loved ones you can respond positive or negative.

Karan (Hritik) chose to take it as challenge and returns determined to shape up.

Disappointment over Prietys engagement he returns home and is called back to action. Dealing withlifes ups and downs.

Awkward dealing with Preity when she covers the Kargil in a news story. Dealing with such situations,depicts maturity.

Finding ones objective in life.


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LEARNINGS FROM THE MOVIE TA RA RUM

Before viewing the Trainer can start by asking if anyone has seen the movie. Some may have seen themovie then the response can be that let us see it together in a different way. Sometimes a movie has astrong message and it hits us immediately. Many times we watch a movie and come out with a feeling ofenjoyment and the message vanishes before it can have an impact.

Let us watch with the following in mind, (Discuss before the movie):1. Dreams, ambition and passion2. Vision for self3. Passion can act as a driver for you to perform4. Building on ones strength5. Shared goals6. Planning, especially the aspect of Financial Planning

Trigger questions after watching the movie. If a white board is available, 2 people could take theresponses down.

1. What is your learning from the movie?2. What could have been done to avoid the tragedy of selling their home etc?3. Could the difference in personalities be used positively i.e. Rajveer (Saif) projected as someone

who lived for the moment and Radhika (Rani) who was a planner?4. What is the importance of Financial Planning?

The learning from the movie are the aspects of:1. Shared goals lead to commitment, power of love and togetherness made Rani take a bold step.

Bring out the spirit of ownership.

2. The adult behaviour of the parents in not wanting to burden the children with the stress andtrauma of their difficult times. The interpretation of the children would it have been better tocommunicate?

3. Element of the whole family pitching in to tide over the difficult times:

Saif driving a taxi.

Rani taking up job as a pianist at hotels/birthday parties.

Children skipping lunch to save money for payment of fees.4. The attitude of all members of the family in dealing with the highs and lows of life.5. Having a dream is great, achieving it greater but what about the aspect of being methodical and

planning for tough times too. Having a vision and goal in all aspects of life are they required?6. Ultimately, when the son is critical and push comes to shove Saif overcame his phobia and fear

and emerged victorious.


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Behaviour

Thinking

Feelings

WHO AM I ?

Understanding Self

Beliefs

Values

Self Concept


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WHY THESE QUESTIONS?

The answer to these question decide what are the things I feel important, and how Iconduct myself to get these things.

The answers give a clue to my value orientation.

VALUES DEFINED

Values are enduring emotional disposition which determines the choice of action in determining

goals.

Ethics is the behavioral manifestation arising out of values.. Prof S.K.Chakravarty

Prof IIM Kolkata

VALUES AND BELIEFS

"Every excellent company we studied is clear on what it stands for, and takes the process of value shapingseriously. In fact, we wonder whether it is possible to be an excellent company without clarity on values

and without having the right sorts of beliefs."Tom Peters & Bob Waterman, Jr.


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HRMS

HRMS : Objectives

Automate and integrate processes from recruitment to retirement Provide round the clock service availability to employees Bring efficiency in HR management Improvement in Staff processes : improved TAT Enable HODs to perform tasks with lesser intervention of HR dept Reduce HR management Costs Quantify impact of HR, improved Performance Management Enable centralized processing of salary, pension etc

EMPLOYEE EMPOWERMENT Will be able to see his entitlements, perquisites and cost of the Fixed Assets provided on

screen

Will know the balance of leave, PF, Gratuity etc. at a single place

Can apply for leave online even from home

Shall be able to apply LFC/HTC online; find out the best places to visit

Shall Know when next health check-up due, last medical reports

Will be able to nominate himself for trainings OR complete courses through e-learning

PROJECT : HRMS

Progress made so far

Leave and salary

- implemented in SBB & GITC, Belapur, Chandigarh Circle & Bhopal and North EastLHO Establishment

Pension processing

- Completed for all 14 Circles covering 97,429 pensioners of the Bank

E-learning

60 courses, 19500 users

Other Services released


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- On-line perquisite reimbursements- On-line submission of A&L,- On-line medical reimbursement for award staff

- On-line Guest House booking- Maintainence of Furniture and Fixture details.

Centralised processing of Payroll and Pension, all credits to accounts and statutory

payments will be through account only

Employee reimbursement of bills will be automated

Sanction of Increment will be automated and will be released when due

Centralised maintenance of Staff Loans viz. Fest / Veh / Cons/ H.Loan (future) HR related administrative and financial Powers will be defined in the system for

every position

Guest House/Holiday Homes bookings will be automated through ESS

AARF/ submission of A&L will be automated under HRMS

GYANODAYA : E LEARNING

Available to 1.30 lakh live HRMS users

Employees evincing interest in the e-learning

60 courses available

User Awareness Programs/ handholding sessions

e-learning portal is completely ready and available to all SBI employees on

HRMS

On-line tests for courses

More courses are under development and will be introduced in phased

manner


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BUSINESS ETIQUETTE

Etiquette is not a term most business people, or anyone for that matter, are comfortable with. It isan important word in today's business world.

Let's define what "Etiquette" is. Etiquette, business or social etiquette is the art of taking theunfamiliar and making it familiar to many. That's what the "rules" (they are really guidelinesrather than rules) of etiquette are. Nothing more, nothing less.

For example, job descriptions are a form of Business Etiquette. Signs within the bank, such as thesigns on each counter, are business etiquette. Easy to find stationary, directions of layout are aform of business etiquette.

Whenever a business is offering something -- an idea, service or product that is new or relativelyunknown, to a potential customer, the "Rule of Business Etiquette" comes into play. And it is notjust for a business to apply these guidelines. Anybody, when they are asking someone else toaccept something new should also be using Rule #1 of Business Etiquette. E.g. change over fromone technology platform to another should be informed in advance by way of a letter or thrudisplay boards at the premises.

Business Attire Do's & Don'ts

Looking the part promises both personal and financial success. Quality garments wear longer, fit

better, and therefore, save money in the long run. Above all, if your clothing projects a professional image, others will respond to you in kind. Here are a few suggestions formaintaining the proper image:

Men

Do wear your suit jacket when you conduct business outside your office. Your authoritytravels with you. Consider dark navy and gray

Do keep hair and nails clean and neat. Do wear appropriate jewelry. Do wear shirts that are nicely starched and not taken right out of the dryer. White shirts

should be white, not yellowish. Shirts should be crisp and colorful but not neon-looking! Long-sleeved shirts are considered dressier than short-sleeved and are appropriate even in

summer Do co-coordinate ties with the basic colours of the shirt. Do not wear flashy colours

which clash with the suit or shirt. Be conservative.


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Specifics for Women's Business Casual

Women: Should consider wearing saris in silks, crepes or cotton plain or with attractive prints,depending on the weather and the occasion. Larger pieces of jewelry are acceptable for family/outside functions. Flats or small heels are appropriate.

Casual: Appropriate attire for women might be a salwar kurta and a chunni. The fabric choicewould be again as for saris silk, crepe or cotton. In both instances ensuring that the colours arenot flashy having lot of zariwork.

Jewelry/Accessories: Wear a conservative watch. Jewelry and scarf styles come and go.Keep your choices simple and conservative. Avoid extremes of style and color.

Cosmetics: Avoid extremes of nail length and polish color.

Shoes: Shoes should be leather or micro-fiber. Regardless of style, avoid extremes. Makecertain you can walk comfortably in your shoes.

Purse/Bag: A tailored purse is best and one that hangs on your shoulder is oftenadvantageous as it frees your hands for greetings (hand shakes or namaste).

Telephone Etiquette

For most of us, the telephone is a vital source of communication. The use of cell phones andinstant conversation is commonplace in our life today. However, the way you conduct yourselfon the phonies an important aspect of etiquette.

These tips will show you how paying attention to detail may make a big difference in othersimpressions of you. both personally and professionally.

Identify Yourself

When calling someone, identify yourself after they've said hello?


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Respect Others' Time

When Placing a call, after identifying yourself, ask, "Do you have a Minute?" or "Isthis a good time to reach your?" before explaining the reason for your call?

Ask Rather Than Just Place Someone on Hold

After placing someone on hold and returning to the line, say, "Thanks for waiting"rather than "I'm back."

When screening calls, do you ask, "Who's calling, please?" rather than "Who is this?"

When calling a professional office for any reason, always identify yourself and explain the reasonfor your call. Example: Hello, this is Tom Cruise and Im calling in response to the newspaperad for an actor.

Call Waiting

Call waiting is only as good as the person using it. Rule #1: Just because you have call waiting, itis up to you whether to use itit is a judgment call. Your decision should be based on who youare speaking to, the intensity of the conversation, and your relationship to the person. If you findit necessary to place someone on hold -- Due to call waiting -- Always ask permission!

Answering/Voice Mail Machines

When reaching an answering machine, if you had sufficient reason for callingleave a message.Sometimes this helps the other person know how to respondwhether to expect another callfrom you or if they should attempt to return your call. Hi, its Rao, Bye! doesnt say anything,does it? When leaving a message, what and how you say it is as important as if you werespeaking to the person directly. Keep the tone of your voice pleasant and upbeat!

Use Good Speech Habits

Phrases To use: One moment please, Yes, All right, Shes not available now, Good-bye

Phrases Not To Use: Hang on, Yeah, Okey-Doke, Uh, dont know where he is.

Remember: You only get ONE chance to make a first impression!

Maintaining quality professional relationships in our electronic age can be challenging. Withgreater dependency on various technologies cell phones, voice-mail, e-mail, etc. comes morepotential problem areas.


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More and more of your clients and prospects rely on their computers, cell phones and aspects ofthe Internet to communicate and do business. Internet -- is the fastest-growing component of allemerging technologies.

You need to know how to effectively use all communications and business technologies in orderto survive and thrive in the 21st Century and beyond.

Technology Etiquette

Business etiquette savvy now transcends the basics of everyday manners. There are manyspecific areas of workplace-related technology that professionals need to master, including: voicemail

If you get someones voice mail and want to leave a message, remember:

Never say your message is urgent unless it really is. Be specific and concise when leaving a voice-mail message; dont ramble. Leave your name and number, slowly, at the beginning and end of your message. As with other communication technology, confidential or sensitive information should not

be delivered using this medium. You dont know who may have access to the personsvoice mail.

If you are relying on voice mail to get your calls because youre busy or out of the office:

Change your outgoing message regularly so people know when you are available.Be as specific as possible. Im out of the office today, but will return onWednesday, March 3. I will be checking messages periodically.

Keep your outgoing message brief. If possible, leave an alternative name for the person to contact especially if you

are on the road for a long time, on vacation, or not checking your messages from a

remote site. Dont use voice mail as a way of avoiding people if you are in. Dont put voice mail on speaker phone when you are checking your messages,

unless you are alone in a private office -- not a cubicle.

There are times when voice mail may not be the best way to convey information. Before leavinga message, ask yourself if this information should be given in person or in writing.


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Cell Phone Courtesies

Although they are a vital tool for the busy professional whos always on the road, cell phones canbe a nuisance, too.Just like other modern technologies that make our lives more convenient, there are certain rulesto follow concerning the use of cell phones:

Do not use a cell phone in public places where it will disturb others (meetings,elevators, restaurants, theaters, buses, trains, planes, etc.), or where they can overhear

your private information. Remember that cell phones arent always private other cell phone users may be able

to listen. Its bad etiquette to call other people on their cell phones without permission they

are charged for use. Never take a personal mobile call during a business meeting. This includes interviews

and meetings with co-workers or subordinates. Maintain at least a 10-foot zone from anyone while talking. Never talk in elevators, libraries, museums, restaurants, cemeteries, theaters, dentist or

doctor waiting rooms, places of worship, auditoriums or other enclosed public spaces,such as hospital emergency rooms or buses. And don't have any emotional

conversations in public ever. Don't use loud and annoying ring tones that destroy concentration and eardrums. Never "multi-task" by making calls while shopping, banking, waiting in line or

conducting other personal business. The last point to remember about using cell phones is safety-related. Cell phone use

while in a car can be dangerous to you and others. Keep all cellular conversations brief and to the point. Use an earpiece in high-traffic or noisy locations. That lets you hear the amplification,

or how loud you sound at the other end, so you can modulate your voice. Tell callers when you're talking on a mobile, so they can anticipate distractions or

disconnections.


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E-Mail Etiquette

Electronic mail is quickly becoming the communication technology of choice for companies. The print memo is becoming a relic of offices past.Whether its interoffice e-mail or outgoing e-mail, companies can benefit by reduced phone billsand faster resolution of issues. Many times an e-mail can eliminate the need for a meeting.

Watch your words! Be concise and to the point.

Dont flame people. If you use antagonistic words or critical comments, known asflames in cyber speak, it can hurt people and cause awkward situations. E-mail isnot the place to make negative comments.

Remember, few people like spam. When sending unsolicited e-mails, make surethat there is value to the recipient. If you dont, they may very well consider it spam(Internet lingo for junk mail) and delete it unread.

Nothing is private. Never forget that there is no such thing as a private e-mail. Evenwhen a message is deleted, many software programs and on-line services can accessmessages on the hard drive. Before you click on send, consider what may happen ifthe message is read by someone else -- like the boss.

Keep attachments to a minimum. The larger the attached document, the longer it takesto download and the more memory space it fills on a recipients computer. Considerfaxing lengthy documents that might otherwise be e-mailed.

Or Not To CC? Just like a regular memo, you may want to send copies of your e-mailto others, but most likely, not everyone needs or wants it.

Never assume anything. While you may be an Internet pro, and familiar with the lingoand various emoticons like the popular :-) to represent a smiley face, dont assume therecipient is.

Check spelling and punctuation. Most e-mail software will locate misspelled words;some also check for grammar. Use these features, if available, and take a minutebefore you click send to review the message.


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Keep e-mail messages brief. A good policy is to keep your message visible in thewindow that opens when you click on send new message.

Always have a subject line. Most professionals get multiple e-mail messages in oneday. To help categorize your message for viewing, always use a subject line. If your e-mail requires immediate attention, your subject line can convey this urgency.

E-mails are just like voice mail and other messages. As with any other type ofmessaging correspondence, if a client, prospect or colleague e-mails you, respondwithin 24 hours.

Program your e-mail account. If you arent checking messages for a long period oftime due to vacation, family-related emergency or technology-related/Internet accessproblems, let people know.


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HOW TO MOTIVATE PEOPLE IN THE ORGANISATION

Staff will not commit to an uncommitted manager

Talk to de-motivated people

Personal thanks given at a public celebration. A staff party is a great way to showappreciation.

Once you have successfully raised motivation of your staff, it is important thatthey stay raised.

Inspire self motivated staff

Recognise the work.Ask for staff suggestion, if possible, implement.

If suggestion implemented, project his name.

Follow verbal thanks with written note.

When you criticize, be sure to say some positive comments also.

Liten carefully.

Try to persuade rather than compel.

Dont place unrealistic expectations. Recognise energy level of staff.

Motivational skills can be developed but it requires

Concentration

Effort


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Practice

CONCLUSION

As we know that SBI is a mammoth organization and boasts of about 2 lakh staff, so motivating people and and increasing their efficiency and productivity is very important.In the fiercelycompetitive world, it is very important that we improve the working style to maintain our marketleader status. Here training of the staff is very essential so that they get the theoretical as well as

practical knowledgeso that they can work efficiently.

My learning has been that as I have to do various assignments and perform many roles as beingappointed as probationary officer in the bank, we should build trust, confidence, sincerity andcourage in the staff.


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REFERENCES

Reference Book for Foundation Programme for Pos/TOs published by State Bank ofIndia.

Reading material available in State Bank Learning Centre, Varanasi.

www.sbitimes.com

www.sbihrms.com
http://www.sbitimes.com/http://www.sbihrms.com/http://www.sbitimes.com/http://www.sbihrms.com/

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Aditi Ranjan