LCBS (DHAKA)

(Report on Organizational structure)

o LCBS (DHAKA)

SONALI BANK BANGLADESH

PREPARED FOR: Abu Md.Sayem

ASSIGNMENT NO: 02

PREPARED BY: Raf qut Md. Ismail Hossain

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INTRODUCTION:
Soon after independence of the country Sonali Bank emerged as the largest and leading Nationalized Commercial Bank by proclamation of the Banks' Nationalization Order 1972 (Presidential Order-26) liquidating the then National Bank of Pakistan, Premier Bank and Bank of Bhwalpur. As a fully state owned institution, the bank had been discharging its nationbuilding responsibilities by undertaking government entrusted different socio-economic schemes as well as money market activities of its own volition, covering all spheres of the economy. The bank has been converted to a Public Limited Company with 100% ownership of the government and started functioning as Sonali Bank Limited from November 15 2007 taking over all assets, liabilities and business of Sonali Bank. After corporatization, the management of the bank has been given required autonomy to make the bank competitive & to run its business effectively. Sonali Bank Limited is governed by a Board of Directors consisting of 13(thirteen) members. The Bank is headed by the Chief Executive Officer & Managing Director, who is a well-known Banker and a reputed professional. The corporate head quarter of the bank is located at Motijheel, Dhaka, Bangladesh, the main commercial center of the capital.

CORPORATE PROFILE
.

Name of the Company Chairman CEO and Managing Director Company Secretary Legal Status Genesis Date of Incorporation Date of Vendor's Agreement Registered Office Authorized Capital Paid-up Capital Number of Employee Number of Branches Phone-PABX FAX SWIFT Website E-mail

: Sonali Bank Limited : Quazi Baharul Islam : Md. Humayun Kabir : Zaheed Hossain : Public Limited Company Emarged as Nationalised Commercial Bank in 1972, following : the Bangladesh Bank (Nationlisation) Order No. 1972(PO No.26 of 1972) : 03 June, 2007 : 15 November, 2007 : 35-42, 44 Motijheel Commercial Area, Dhaka, Bangladesh : Taka 10.00 billion : Taka 09.00 billion : 21,839 : 1184 : 9550426-31, 33, 34, 9552924 : 88-02-9561410, 9552007 : BSONBDDH : www.sonalibank.com.bd sbhoid@bdmail.net : sbhoitd@btcl.net.bd

Span of control:
For the head office a Deputy General Manager (DGM) is head of a department. He/she controls bankers expert on that field. The number of the employee depends on the importance of the department. For any branch there is a branch manager who is the supervisor of that branch and the number of the employee working in each branch depends upon the size of the branch, the banking type and range of that branch. But the problem is that the managers of the branches are experienced but not so much skillful and have less professional knowledge. So sometimes it is found that they cant manage their employees properly or even a short number of employees may fall a burden to them.

Departmentalization:
Common work activities are grouped back so work is done in a coordinated and integrated way.

Chain of command:
There is a clear chain of command showing the line of authority. The bank has both chains of command for its top level managers and banking sector. The authority, responsibility and unity of command are easily recognizable associated with each position as the chain flows down.

Centralization and decentralization:

Some decisions are made in so much top managers that it supposed to be a centralized bank like annual goal setting, investment on a huge project. But in some cases it is found that lower level managers are making short term decisions or a manager of a branch is making decisions for his own branch. So branch is centralized as well as decentralized in decision making depending on the nature of the task or decision.