Description
PRESENTATION ON SBI
STATE BANK OF INDIA
PREPARED BY
rabhat Mani Tripathi
FLOW OF PRESENTATION
• • • • HISTORY & BACKGROUND ASSOCIATE BANK FORMALIZATION CENTRALIZATION & DECENTRALIZATION • HIEARCHY • TRAINING PROGRAMME • TECHNLOGY & CHANGE
HISTORY AND BACKGROUND
• State Bank of India (SBI) is government-owned and is the largest bank in India • It traces its ancestry back to the Bank of Calcutta, which was established in 1806; this makes SBI the oldest commercial bank in the Indian subcontinent • Managing the nation’s largest ATM network. • SBI provides various domestic, international and NRI products and services, through its vast network in India and overseas
Cont………..
• In recent years the bank has focused on three priorities, first, reducing its huge staff through Golden handshake schemes known as the Voluntary Retirement Scheme, which saw many of its best and brightest defect to the private sector • Second, computerizing its operations • Third, trying to change the attitude of its largely rude staff through a programme aptly named 'Parivartan' or 'change'.
Associate banks
• There are seven other associate banks that fall under SBI. They all use the "State Bank of" name followed by the regional headquarters' name. • State Bank of Bikaner & Jaipur • State Bank of Hyderabad • State Bank of Indore • State Bank of Mysore • State Bank of Patiala • State Bank of Saurashtra • State Bank of Travancore
Foreign Offices
• State Bank of India is present in 32 countries, where it has 84 offices serving the international needs of the bank's foreign customers, and in some cases conducts retail operations. The focus of these offices is India-related business.
• • • • • • • • • • • •
SBI has branches in these countries: Australia Bahrain Bangladesh Belgium Canada Dubai France Germany Hong Kong Israel Japan
FORMALIZATION
• All the officers have certain financial powers and administrative powers depending upon their positions • The delegation of financial powers of various grades of officials is decided by the Central Board which are revised from time to time, depending upon the organization’s requirement and also Government / RBI guidelines. • There is a well defined organizational structure and a clear system of accountability and control system, which also take into account the RBI / CVC guidelines. • There are quite a number of documents like manuals, book of instructions, codified circulars, scheme of delegation of powers, proceedings of the board etc and also the periodical circulars used by the employees for discharging various functions.
CONTINUE…….
• There are quite a number of documents like manuals, book of instructions, codified circulars, scheme of delegation of powers, proceedings of the board etc and also the periodical circulars used by the employees for discharging various functions.
Centralization & Decentralization
• Organizational setup whereby the authority to make important decisions is retained by managers at the top of the hierarchy. • An organizational setup whereby the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in hierarchy .
CENTRALIZATION AND DECENTRALIZATION
• There is a well defined system in the Bank regarding the decision making process. • Financial decisions are taken at various levels by different officials depending upon their positions and also through committee approach • Centralized credit processing cells are being formed at certain centre for sanction of personal segment loans and loans under SIB segment. • Branches source the applications and forward them to the respective credit processing cells, for their consideration
Centralization and decentralization in state bank of India
• Regarding sanction of loans, each officer of the Bank will consider loan proposals and take a decision in terms of the scheme of delegation of powers, on the merits of the proposals. • If bank need to purchase any kind of equipment like computers or software branch managers are required to take permission from the high authority • So in term of decision making centralization is high and low decentralization, managers have some power to take decision but it is very limited
ORGANISATIONAL STRUCTURE
CHAIRMAN
DMD&CFO
CORPORATE CENTRE
DMD&CCO DMD(I&MA) DMD&CDO CVO DMD(IT)
BUSINESS GROUPS
MD&GE(CB)
MD&GE(NB)
DMD&GE(IB)
DMD&GE(A&S)
Deputy General Manager (Module)
AGM - Operations Chief Manager Gen. Banking/Budgeting & Per.Mon. Etc. Chief Manager - Personnel & HRD Manager - Official Languages Manager - Disc. Pro. Cell Security Officer (Module) Asst. Manager (Law) Manager MIS (Direct Branches) Chief Manager Advances, Rehab. Cum NPA Mgt. Cell Manager Adv. Cell Manager NPA MGT./REC. CELL
Chief Manager Lead Bank Cell (in a few Modules)
MMGS III - Zonal Office Computer Centre
CM Banking Operations
MMGS III - Interoffice Reconciliation – Government Accounts Department
Chief Manager -Office Administration Medical Officer Premises Officer
All branches headed by AGMs Head, Mortgage Sales Credit Processing Cell (Temporary)
AGMs (Region) AGM (Retail Asset CPC) AGM (SE Credit Cell)
TRAINING PROGRAMES- STATE BANK ACADAMY
• The State Bank Academy (SBA), formerly known as State Bank Staff College was set up at Gurgaon, on the 18th November, 1982 • It is a centre for training middle and senior management officials of the State Bank group and other organisations in India and abroad. • The programmes at SBA Gurgaon have attained a steady - stream maturity over the years. SBA has imparted training to over 19,000 managers during the past five years
TRAINING PROGRAM CONTINUE
• Gurgaon visualizes an unfolding opportunity in the use of new, technology enabled training methods as a supplemental training medium • To this end, it has designed and launched an institution-wide e-learning programmes to be used by managers at various branches of the bank • This Endeavour is intended to deepen and lengthen the collective training exposure of SBI managers.
TECHNOLOGY AND CHANGES IN STATE BANK OF INDIA
Implementation of SAP & ERP
• State Bank Group aims to respond faster to market demands, enable real-time information access and assign the right people to the right positions at the right time. • On Implementation of mySAP ERP help State Bank Group drive advancement and innovation in areas of human capital management and enterprise resource planning such as e- learning, virtual classrooms, career development and successing planning, competency assessment, performance management and property management
CHANGES CONTINUE …..
• due to declining market share the senior management of the bank met over a weekend to brainstorm the issues and find solutions, and came up with the idea of a massive programme of transformation • It set in motion a programme titled "Parivartan" to get employees at all levels to undergo training and charge themselves to better tackle competition and change at the market place
CHANGES CONTINUE..
• The two-day programme is expected to cover all the 1.8lakh staff across the country in a span of 100 days. • The purpose of the programme is to explain to the employees why change is necessary, with examples of transformations of other organisations . • response from staff have been very encouraging and the bank plans to institute an award for the best employee in every branch as part of this project
RESULT OF CHANGES
• Customers of State Bank of India can expect to have a positive experience when they visit branches. They can be sure that they’ll be welcomed courteously, greeted with a smile, attended to promptly and their grievances listened to carefully. • Increased market share.
doc_991591269.ppt
PRESENTATION ON SBI
STATE BANK OF INDIA
PREPARED BY
rabhat Mani TripathiFLOW OF PRESENTATION
• • • • HISTORY & BACKGROUND ASSOCIATE BANK FORMALIZATION CENTRALIZATION & DECENTRALIZATION • HIEARCHY • TRAINING PROGRAMME • TECHNLOGY & CHANGE
HISTORY AND BACKGROUND
• State Bank of India (SBI) is government-owned and is the largest bank in India • It traces its ancestry back to the Bank of Calcutta, which was established in 1806; this makes SBI the oldest commercial bank in the Indian subcontinent • Managing the nation’s largest ATM network. • SBI provides various domestic, international and NRI products and services, through its vast network in India and overseas
Cont………..
• In recent years the bank has focused on three priorities, first, reducing its huge staff through Golden handshake schemes known as the Voluntary Retirement Scheme, which saw many of its best and brightest defect to the private sector • Second, computerizing its operations • Third, trying to change the attitude of its largely rude staff through a programme aptly named 'Parivartan' or 'change'.
Associate banks
• There are seven other associate banks that fall under SBI. They all use the "State Bank of" name followed by the regional headquarters' name. • State Bank of Bikaner & Jaipur • State Bank of Hyderabad • State Bank of Indore • State Bank of Mysore • State Bank of Patiala • State Bank of Saurashtra • State Bank of Travancore
Foreign Offices
• State Bank of India is present in 32 countries, where it has 84 offices serving the international needs of the bank's foreign customers, and in some cases conducts retail operations. The focus of these offices is India-related business.
• • • • • • • • • • • •
SBI has branches in these countries: Australia Bahrain Bangladesh Belgium Canada Dubai France Germany Hong Kong Israel Japan
FORMALIZATION
• All the officers have certain financial powers and administrative powers depending upon their positions • The delegation of financial powers of various grades of officials is decided by the Central Board which are revised from time to time, depending upon the organization’s requirement and also Government / RBI guidelines. • There is a well defined organizational structure and a clear system of accountability and control system, which also take into account the RBI / CVC guidelines. • There are quite a number of documents like manuals, book of instructions, codified circulars, scheme of delegation of powers, proceedings of the board etc and also the periodical circulars used by the employees for discharging various functions.
CONTINUE…….
• There are quite a number of documents like manuals, book of instructions, codified circulars, scheme of delegation of powers, proceedings of the board etc and also the periodical circulars used by the employees for discharging various functions.
Centralization & Decentralization
• Organizational setup whereby the authority to make important decisions is retained by managers at the top of the hierarchy. • An organizational setup whereby the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in hierarchy .
CENTRALIZATION AND DECENTRALIZATION
• There is a well defined system in the Bank regarding the decision making process. • Financial decisions are taken at various levels by different officials depending upon their positions and also through committee approach • Centralized credit processing cells are being formed at certain centre for sanction of personal segment loans and loans under SIB segment. • Branches source the applications and forward them to the respective credit processing cells, for their consideration
Centralization and decentralization in state bank of India
• Regarding sanction of loans, each officer of the Bank will consider loan proposals and take a decision in terms of the scheme of delegation of powers, on the merits of the proposals. • If bank need to purchase any kind of equipment like computers or software branch managers are required to take permission from the high authority • So in term of decision making centralization is high and low decentralization, managers have some power to take decision but it is very limited
ORGANISATIONAL STRUCTURE
CHAIRMAN
DMD&CFO
CORPORATE CENTRE
DMD&CCO DMD(I&MA) DMD&CDO CVO DMD(IT)
BUSINESS GROUPS
MD&GE(CB)
MD&GE(NB)
DMD&GE(IB)
DMD&GE(A&S)
Deputy General Manager (Module)
AGM - Operations Chief Manager Gen. Banking/Budgeting & Per.Mon. Etc. Chief Manager - Personnel & HRD Manager - Official Languages Manager - Disc. Pro. Cell Security Officer (Module) Asst. Manager (Law) Manager MIS (Direct Branches) Chief Manager Advances, Rehab. Cum NPA Mgt. Cell Manager Adv. Cell Manager NPA MGT./REC. CELL
Chief Manager Lead Bank Cell (in a few Modules)
MMGS III - Zonal Office Computer Centre
CM Banking Operations
MMGS III - Interoffice Reconciliation – Government Accounts Department
Chief Manager -Office Administration Medical Officer Premises Officer
All branches headed by AGMs Head, Mortgage Sales Credit Processing Cell (Temporary)
AGMs (Region) AGM (Retail Asset CPC) AGM (SE Credit Cell)
TRAINING PROGRAMES- STATE BANK ACADAMY
• The State Bank Academy (SBA), formerly known as State Bank Staff College was set up at Gurgaon, on the 18th November, 1982 • It is a centre for training middle and senior management officials of the State Bank group and other organisations in India and abroad. • The programmes at SBA Gurgaon have attained a steady - stream maturity over the years. SBA has imparted training to over 19,000 managers during the past five years
TRAINING PROGRAM CONTINUE
• Gurgaon visualizes an unfolding opportunity in the use of new, technology enabled training methods as a supplemental training medium • To this end, it has designed and launched an institution-wide e-learning programmes to be used by managers at various branches of the bank • This Endeavour is intended to deepen and lengthen the collective training exposure of SBI managers.
TECHNOLOGY AND CHANGES IN STATE BANK OF INDIA
Implementation of SAP & ERP
• State Bank Group aims to respond faster to market demands, enable real-time information access and assign the right people to the right positions at the right time. • On Implementation of mySAP ERP help State Bank Group drive advancement and innovation in areas of human capital management and enterprise resource planning such as e- learning, virtual classrooms, career development and successing planning, competency assessment, performance management and property management
CHANGES CONTINUE …..
• due to declining market share the senior management of the bank met over a weekend to brainstorm the issues and find solutions, and came up with the idea of a massive programme of transformation • It set in motion a programme titled "Parivartan" to get employees at all levels to undergo training and charge themselves to better tackle competition and change at the market place
CHANGES CONTINUE..
• The two-day programme is expected to cover all the 1.8lakh staff across the country in a span of 100 days. • The purpose of the programme is to explain to the employees why change is necessary, with examples of transformations of other organisations . • response from staff have been very encouraging and the bank plans to institute an award for the best employee in every branch as part of this project
RESULT OF CHANGES
• Customers of State Bank of India can expect to have a positive experience when they visit branches. They can be sure that they’ll be welcomed courteously, greeted with a smile, attended to promptly and their grievances listened to carefully. • Increased market share.
doc_991591269.ppt