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 of

Banasthali University)

SUMITTED BY-
Aditi Ranjan
MBA II Sem
Roll no.- 5507
 PREFACE
Summer 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.
 ACKNOWLEDGEMENT

I wish to express my gratitude to the management of State 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 member Dr. Harsh Purohit for sharing his valuable
time with me and providing me a specialist’s 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
 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
 State Bank of India

VISION
MY SBI

MY CUSTOMER FIRST

MY SBI:FIRST IN CUSTOMER SATISFACTION

.
 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
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.
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

 • 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.
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

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.

 TRAINING PHILOSOPHY

Training in State Bank is a pro-active, planned and 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.

 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 to
reach for the stars. For instance, Mahatma Gandhi created a vision for independence in India and
raised 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 and
wonder 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 tough
times are part of life and that they will come out better at the end of it. He has to sustain their
hope, and their energy levels to handle the difficult days.
There is no better example of this than Winston Churchill. His courageous leadership as prime
minister for Great Britain successfully led the British people from the brink of defeat during
World War II. He raised his people's hopes with the words, 'These are not dark days; these are
great 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 Greek
philosopher, '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 the
organisation: 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 value
system: a protocol for behavior that enhances the confidence, commitment and enthusiasm of the
people.
Compliance to a value system creates the environment for people to have high aspirations, self
esteem, belief in fundamental values, confidence in the future and the enthusiasm necessary to
take up apparently difficult tasks. Leaders have to walk the talk and demonstrate their
commitment to a value system.
As Mahatma Gandhi said, 'We must become the change we want to see in the world.' Leaders
have to prove their belief in sacrifice and hard work. Such behavior will enthuse the employees to
make bigger sacrifices. It will help win the team's confidence, help leaders become credible, and
help create trust in their ideas.

Enhancing trust
Trust and confidence can only exist where there is a premium on transparency. The leader has to
create 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 times
and bad times. What they want you to do is to level with them at all times. They want you to
disclose bad news on a proactive basis. At Infosys, our philosophy has always been, 'When in
doubt, disclose.'

Governance
Good corporate governance is about maximising shareholder value on a sustainable basis while
ensuring 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 law
mandated 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 environment
inside the organisation. You have to create an environment where any employee can disagree
with you without fear of reprisal.
In such a case, everyone makes suggestions for the common good. In the end everyone will be
better 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.
Managerial remuneration
We have gone towards excessive salaries and options for senior management staff. At one
company, the CEO's employment contract not only set out the model of the Mercedes the
company would buy him, but also promised a monthly first-class air ticket for his mother, along
with 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 variable
component should be linked to achieving long-term objectives of the firm. Senior management
should swim or sink with the fortunes of the company.
Senior management compensation should be reviewed by the compensation committee of the
board, which should consist only of independent directors. Further, this should be approved by
the shareholders.
I've been asked, 'How can I ask for limits on senior management compensation when I have made
millions 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 of
professional management and compensation structures.
One cannot mix these two distinct systems, otherwise entrepreneurship will be stifled, and no
new companies will come up, no progress can take place. At the same time, there has to be
fairness in compensation: there cannot be huge differences between the top most and the bottom
rung 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-term
success of an organisation depends on having a model that scales up profitably.
Further, every organisation must have a good derisking approach that recognises, measures and
mitigates risk along every dimension.
Integrity
Strong leadership in adverse times helps win the trust of the stakeholders, making it more likely
that 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 that
our corporate leaders, through honest and desirable behaviour, will reap long-term benefits for
their 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 these
be your motto for good corporate leadership.
The author is Chairman and Chief Mentor, Infosys Technologies.
 NEGOTIATION SKILLS

Defining Negotiation: Negotiation occurs when some one else has what you want and you are
prepared 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 satisfying
conclusion 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 / she
says; that is not negotiation.
2. If an outsider is brought into making a decision between parties using arbitration, the
parties are legally bound to follow the arbitrator’s 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 flexible
2. The ability to explore the possibilities of a wide range of options
3. Ability to prepare well
4. 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 us
never fear to negotiate”. In case you are afraid of negotiating or not in a position to negotiate you
can appoint someone to negotiate for you known as “Agent”, for example a lawyer, a trade union
leader 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.

Winning on each side: The key to negotiation is all parties need to gain something in exchange
for 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 company’s
management, they may gain more pay for their members while the management may gain
assurances 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 that
he believed would be hugely successful. However it would take a long time to program it and he
needed to earn a living in the meantime.
He went to see his friend Maria an executive at a large computer company. Maria and her
colleagues liked the idea but offered Juan only $10,000. Juan said it would take him nine months
to 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 and
company 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 both
parties 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 to
identify all your objectives. What do you want to get? You may need to clarify your objectives
also, 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 working
hours. 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 for
different parties.
Different parties

For supplier Priority For company

Price First Quality
Time Second Price
Quality Third Time
Quantity Fourth Quantity

Classifying priorities: You should classify priorities into 3 groups. Ideal, realistic and minimum
you 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 be
flexible 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 very
alert 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
movements
ii. You will be able to compile a true picture of their case, their signals may reinforce or
contradict what they are saying
iii. Body language
a. crossing of arms and legs – betrays defensiveness
b. leaning back – expresses boredom
c. hesitating or fidgeting indicates lack of conviction
d. raised eyebrows are a clear sign of surprise
iv. Eye contact is another source of information
Understanding Body language:
A lot can be learned about the attitude of the other side from their body language. Watch the
eyes, 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 negotiations
bargaining may be a part of closing stage.)

Making concessions:
It is a delicate process of bargaining whereby each party makes concession to reach an
agreement. When you are forced to make a concession it is important that you take a long term
view. Even in this situation try to retain control of the situation by (i) judging how much ground
you need to yield , put a value on what you give and (ii) compromise without losing face like you
can 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 your
hypothetical proposal to help you workout a basic deal. For example the terms of a business deal
will 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.
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 of
package].
 The benefit of packaging proposals together is that the least important elements can be
given away for concessions

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

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.
 COMMUNICATION

LISTENING

Communication is two way process. Sending a message and receiving a message. The sending
device 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 oral
communication, there is no communication unless the message has been received. A letter has
been lost in the mail does not communicate. The best speech communicates nothing to you if you
do not listen to it.

The effectiveness of every communication depends first upon the proper functioning of the
sending process and then upon the proper functioning of the receiving process. The importance
of the receiving process in oral communication LISTENING should not be overlooked as
listening 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 the
eyes. The ears permit you to hear sounds: the mind enables you to interpret these sounds, to
recognize 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 the
message, and react to it.

Interpreting the message is a THINKING act. It is dependent on both listener’s vocabulary and
attitude. 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 see
when 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 speaker
may alter the meaning of the message.
WHY IMPROVE LISTENING EFFECIENCY?

Surveys have shown that listening occupies more time than any other communication activity we
spend more time listening than we spend talking, reading or writing. Obviously, then, we can
greatly 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 to
instructions 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 an
awareness of what is going on in their department, branch or office and this awareness results in
part from listening.

EFFECT OF LISTENING ON OTHER COMMUNICATION SKILLS

Each medium of communication can reinforce the other media to produce a higher degree of
learning, listening can be reinforced with reading, writing and speaking to produce better
understanding 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.
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 don’t agree with the speaker.
 TEAM DEVELOPMENT

DEFINITION OF A TEAM:

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

WHAT IS TEAM WORK?

TEAM WORK is individuals working together to accomplish more than they could alone, but more that it
can 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 CONFRONTATION

Open conversation about work should be both inside and outside the organization. Mistakes are faced
openly 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 the
success 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 wherever
possible.

PRODUCTIVE MEETINGS
Participating and feeling ownership of the actions which result from the decisions made. New ideas
abound 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.
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 as
“BUILDING 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 working
practices while diminishing difficulties or blockages which interfere with the team’s competence and
resourcefulness.

WHY TEAMS?
Some branch managers are content with their group performance, This is often because they have not
thought beyond what is being accomplished to what might be achieved under slightly different
circumstances. 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 where
people are willing to give their best and work together in teams. The difference between the qualities of
the two Branch Managers can be termed as:

The primary difference is the way in which the Branch Manager worked with employees. The team
centered B.M. provides employees with significantly more individual responsibility and involvement in
goal setting and problem solving.
GROUP CENTERED and TEAM CENTERED.
The difference between the Group centered Branch Managers and the team Centered Branch Manager can
be dawn as under.
Sno GROUP CENTERED
1. Overriding concern to meet current
goals inhibits thought about what
might be accomplished through
reorganizing to enhance member
contributions.
2. Reactive to top management peers
and subordinates. Finds it easier to
go along with crowd.
3. Willing to involve people in
planning and problem solving to
some extent, but with in limits.
4. Resents or distrusts employees who
know their jobs better than the
manager.
5. Sees group problem solving is a
waste of time OR an abdication of
managerial responsibility.
6. Controls information and
communicates only what group
members need or want to know.
7. Ignores conflict between staff
members or with other groups.
8. Some times show to recognize
individual or group achievements.
9. Some times modifies group
agreements to suit personal
convenience.
TEAM CENTERED
current goals are taken in stride.
Can be a visionary about what the
people can achieve as a team. Can
share vision and act accordingly.
Proactive in most relationships.
Exhibits personal style can
stimulate excitement and action.
Can get people involved and
committed, makes it easy for others
to see opportunities for team work.
Allows people who want to
perform.
Looks for people who want to excel
and can work constructively with
others. Feels role is to encourage
and facilitate this behavior.
Considers problem solving the
responsibility of the team members.
Communicates fully and openly,
Welcomes questions. Allows the
team to do its own filtering.
Mediates conflict before it becomes
destructive.
Makes an effort to see that both
individual and team
accomplishments are recognized at
the right time in an appropriate
manner.
Keeps commitments and expects
the same in return.
 ROLE EFFICACY

Role efficacy can be thought of as the potential effectiveness of a role occupied by an individual in an
Organisation. The higher the individuals role efficacy, the more likely that the role and the individual are
effectively integrated. Individuals must have the appropriate skills for their roles, but the roles must also
be 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 their
role is peripheral, i.e., not very important, their potential effectiveness will be low. This is true not only of
persons 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 their
effectiveness. An investigation showed that their perception about the perceived importance of their role
had changed, they felt that their role was not important at all. Their low motivation stemmed from the
perceived 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 special
strengths, the bigger the role efficacy is likely to be. This is called self-role integration. The self and the
role become integrated through the person’s use of special strengths in the role. In one Organisation, a
person was promoted to a responsible position that was seen as a coveted prize and was at first quite
happy. However, he soon discovered that in the new position he occupied he was not able to use his
training, 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 enable
him to use his skills, his efficacy went up. Because all of us want our special strengths to be used so that
we can demonstrate how effective we can be, integration contributes to high role efficacy.
PROACTIVITY

A person who occupies a role responds to various expectations that people in the Organisation have of
that 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. Reactive
behaviour (responding to the expectations of others) helps a person to be effective to some extent,but
proactivity (taking initiative) contributes much more to efficacy. If a person would like to take Initiative
but 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 of
solving problems or to be creative is equally important. In one state government department,, as a part of
a reorganisation experiment people performing clerical, roles met to discuss suggestions of invididuals for
cutting processing time. The results were amazing. Not only did the satisfaction of the people in that
department go up, but delays were considerably reduced and some innovative systems emerged. The
opportunity people had to be creative and to try innovative ideas increased their role efficacy and their
performance.

INTERROLE LINKAGE

Linkage of one’s role with other roles in the Organisation increases efficacy. If there is a joint effort to
understand 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 factors
being the same, is likely to be high. The feeling of isolation if a person works without any linkage with
other 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 the
Organisation whenever they have such a need, they are likely to have higher role efficacy. On the other
hand if no help is given when asked for or if respondents are hostile, role efficacy will be low. A helping
relationship requires both the expectation that help will be available when it is needed and willingness to
respond to the needs of others.
SUPERORDINATION

When a person performing a particular role feels that the role he or she carries out is likely to be of value
to a larger group, that person’s efficacy is likely to be high. The roles that give role occupants
opportunities to work for superordinate goals have the highest role efficacy. Superordinate goals serve
large groups and cannot be achieved without so-me collaborative efforts. Many have voluntarily accepted
reduced salaries to move from the top level of the private sector to the public sector mainly because the
new role would give them an opportunity to serve a larger interest. Thus, roles in which people feel that
what 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 to
influence a larger sector of society.

PERSONAL GROWTH
One factor that contributes greatly to role efficacy is the perception that the role provides the individual
with an opportunity to grow and develop. There are many examples of people switching roles primarily
because of the opportunity to grow. One head of a training institute accepted a big cut in her salary when
she 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 the
growth of people in their roles have higher role efficacy and gain a great deal of contribution from role
occupants.

CONFRONTATION
In general, if people in an Organisation avoid problems or shift them to someone else to solve, their role
efficacy will be low. Confronting problems to find -relevant solutions contributes to efficacy. When
people face interpersonal problems and search for solutions their efficacy is likely to be higher than if they
either deny such problems or refer them to their superiors.
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 the
Bank?

a. Society
b. The Bank , as per the objectives of the Bank
d. The people I will be working with
e. 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 each
other?
 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 experience
in 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.

_______
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 don’t 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 _______
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 _______

 SCORING KEY OF ROLE EFFICACY SCALE

DIMENSION Sl. a b c Sl. a b c Sub Out

No. No. Total of.
Score 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 6 +1 +2 -1 16 -1 +2 +1 +4
Relationships

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
 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.

 MICROLAB/DEFREEZING

A micro lab serves as a mechanism to unfreeze or open up the participants. It is an excellent and quick
warm up mechanism that put participants immediately in the programme. Initially, they may be feeling
afraid to mix or ask questions, by going through several quickly changing activities, their preconceived
notions 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 up
and bring closure together cross-cultural groups that are meeting for a brief period of time in a conference
or a training programme. In micro lab situation the participants and the trainers assemble in a large room
with 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 like
in the circle. When I say stop, please make a pair of two. Now tell your partner about any
incident/mischief of your childhood. Your partner will also share his data with you. Trainer will
go 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 very
happy. 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 member
will 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 share
achievement/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 first
quarter will go to one group. Those born during second quarter will go to second group………
Each 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 have
to go to other and ask for the information in the questionnaire.

- Now ask participants to introduce themselves by walking differently.

-
 Film processing
MOMENTS OF TRUTH
Moments of truth are those moments when the customer comes in contact with you or the Bank or our
products.

THE TEN COMMANDMENTS OF MOMENTS OF TRUTH

1. Greet the customer immediately with a smile.

2. Give the customer your undivided attention.

3. Be genuine. Do not be artificial or mechanical.

4. Make the first 30 seconds count.

5. Be energetic.

6. Be the customer’s agent.

7. Think. Use commonsense.

8. Bend the rule sometimes.

9. Make the last 30 seconds count.

10. Stay fit. Take good care of yourself.

 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 the
movie then the response can be that “let us see it together in a different way”. Sometimes a movie has a
strong message and it hits us immediately. Many times we watch a movie and come out with a feeling of
enjoyment 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 McDonald’s 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 take
the responses down:

• The so-called team was hardly a team. They were not playing against the world but were out to
outshine each other. There was nothing called focus, leave alone approach. When the world teams
were 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-novice
classification, 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, start
developing awareness and observation ability. Learning from experience and from reel life can
help in dealing with situations in real life. It was inspired from a true story.
• 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 the
end of the first half characters are developed, training is done and the team is all ready and set to
leave 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 have
been 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 in
oblivion. People had given up hope. There was a belief that a turnaround from that point was
impossible. And it was this belief that Kabir wanted to turn into disbelief! The 'gaddaar' tag had
made him stronger over the years and he was out to show that he was no 'outsider' after all. Aspect
of the leadership style “coach” can be discussed here i.e. a coach motivates you to give the best of
your ability and sometimes the belief helps you in surpassing it too. The other aspect also is
SWOT (strength, weakness opportunity and threat). Turned a threat ‘gaddar’ into a challenge or a
determination to prove.
• Each came with their own traits, background; style of living, culture and lingo but Kabir was
determined 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.
 • He had once led the Indian Hockey team and unfortunately experienced failure and disgrace. He
approaches to be the coach of a rag-tag bunch of girls as a challenge to overcome his failure and
the obstacles that had once stopped him from taking India to the top league in the field of Hockey.

Kabir’s challenge lied in reshaping a team which in pursuing their personal goals had forgotten what it is
like to play as a team. His challenge lied not in training or honing the skills of the team but rather to bring
them 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. Emphasise”Jo nahin ho sakta hai, wahi to karna hai.. ”

• He succeeds in making his team by overcoming their diverse backgrounds and striking away all
the bitterness, by learning to use everything that life hurls on them as a secret weapon? Problems
will 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 to
the 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 are
aware of the environment and the need to do something about it but where is our civic sense, the
value 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 of
regional chauvinism and minority bashing. In the State Bank we are proud of being a Bank to the
Nation, serving the masses as well as the classes, social banking and totally secular in outlook.
 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 share
with 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 will
transform.

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 we
have 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.
 Lakshya: Set in Kargil

Learning’s:

Noble intent of the movie.

Journey of one man finding a purpose in life.

An inner battle – About an individual’s 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 a
glimmer 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 Priety’s engagement he returns home and is called back to action. – Dealing with
life’s ups and downs.

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

Finding one’s objective in life.

 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 the
movie then the response can be that let us see it together in a different way. Sometimes a movie has a
strong message and it hits us immediately. Many times we watch a movie and come out with a feeling of
enjoyment 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 passion
2. Vision for self
3. Passion can act as a driver for you to perform
4. Building on one’s strength
5. Shared goals
6. Planning, especially the aspect of Financial Planning

Trigger questions after watching the movie. If a white board is available, 2 people could take the
responses 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 and
trauma of their difficult times. The interpretation of the children would it have been better to
communicate?
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.
 Understanding Self
WHO AM I ?
Self Concept Behaviour

Values Thinking

Feelings

Beliefs
WHY THESE QUESTIONS?

 The answer to these question decide what are the things I feel important, and how I
conduct 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 shaping
seriously. 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.
 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 East
LHO Establishment

• Pension processing

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

• E-learning

– 60 courses, 19500 users

• Other Services released

- 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
 BUSINESS ETIQUETTE

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

Let's define what "Etiquette" is. Etiquette, business or social etiquette is the art of taking the
unfamiliar and making it familiar to many. That's what the "rules" (they are really guidelines
rather 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 the
signs on each counter, are business etiquette. Easy to find stationary, directions of layout are a
form of business etiquette.

Whenever a business is offering something -- an idea, service or product that is new or relatively
unknown, to a potential customer, the "Rule of Business Etiquette" comes into play. And it is not
just for a business to apply these guidelines. Anybody, when they are asking someone else to
accept something new should also be using Rule #1 of Business Etiquette. E.g. change over from
one technology platform to another should be informed in advance by way of a letter or thru
display 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 for
maintaining the proper image:

Men

 Do wear your suit jacket when you conduct business outside your office. Your authority
travels 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.
 Do Not overpower your appearance with heavy cologne!
 Do Not wear short-sleeved shirts under suit coats. Showing a clean cuff is a must.
 Do Not wear ankle socks or light colored socks with a dark suit. Socks should not hang
down.
 Details: Everything should be clean, well-pressed, and not show wear. Even the nicest
khakis after 100 washings may not be your best choice. Carefully inspect new clothes for
tags, and all clothes for loose threads, etc. (as with interview attire).

 Use common sense. If you show up at an event and realize you are not as well dressed as
you should be, make a quick, pleasant apology, then make a good impression with your
interpersonal skills and intelligent questions.

 Shoes /Belt: Leather belt and leather shoes (please, no athletic shoes)

 Shirts: Choosing white or light blue solid or conservative stripes is your safest bet. Polo
shirts, (tucked in, of course), are acceptable in more casual situations.

 Socks: Do wear dark socks, mid-calf length so no skin is visible when you sit down.

 Shoes: Leather shoes should be worn. No sandals, athletic shoes or hiking boots.

 Facial Hair: Just as with interviews: Facial hair, if worn, should be well groomed.

 Jewelry: Wear a conservative watch. If you choose to wear other jewelry, be conservative.
Removing earrings is always a safe bet.

Women

 Do wear comfortable shoes to complement your outfit.

 Do wear natural looking makeup.
 Do wear appropriate jewelry (no bangles or dangly earrings).
 Do keep hair and nails clean and neat.
 Do Not overpower your appearance with heavy perfume!
 Do Not wear elaborate hairstyles.
 Do Not wear jeans or casual slacks.
 Do Not wear trendy fashions with built-in obsolescence.
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 choice
would be again as for saris silk, crepe or cotton. In both instances ensuring that the colours are
not 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. Make
certain you can walk comfortably in your shoes.

 Purse/Bag: A tailored purse is best and one that hangs on your shoulder is often
advantageous 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 and
“instant conversation” is commonplace in our life today. However, the way you conduct yourself
on the phonies an important aspect of etiquette.

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

Identify Yourself

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

Respect Others' Time

 When Placing a call, after identifying yourself, ask, "Do you have a Minute?" or "Is
this 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 reason
for your call. Example: “Hello, this is Tom Cruise and I’m calling in response to the newspaper
ad for an actor”.

Call Waiting

Call waiting is only as good as the person using it. Rule #1: Just because you have call waiting, it
is up to you whether to use it…it is a judgment call. Your decision should be based on who you
are speaking to, the intensity of the conversation, and your relationship to the person. If you find
it 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 calling…leave a message.
Sometimes this helps the other person know how to respond…whether to expect another call
from you or if they should attempt to return your call. “Hi, its Rao, Bye!” doesn’t say anything,
does it? When leaving a message, “what” and “how” you say it is as important as if you were
speaking 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”, “She’s not available now”, “Good-
bye”

Phrases Not To Use: “Hang on”, “Yeah”, “Okey-Doke”, “Uh, don’t 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. With
greater dependency on various technologies – cell phones, voice-mail, e-mail, etc. comes more
potential problem areas.
More and more of your clients and prospects rely on their computers, cell phones and aspects of
the Internet to communicate and do business. Internet -- is the fastest-growing component of all
emerging technologies.

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

Technology Etiquette

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

If you get someone’s 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; don’t 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 don’t know who may have access to the person’s
voice mail.

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

 Change your outgoing message regularly so people know when you are available.
Be as specific as possible. “I’m out of the office today, but will return on
Wednesday, 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.
 Don’t use voice mail as a way of avoiding people if you are in.
 Don’t 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 leaving
a message, ask yourself if this information should be given in person or in writing.
Cell Phone Courtesies

Although they are a vital tool for the busy professional who’s always on the road, cell phones can
be a nuisance, too.
Just like other modern technologies that make our lives more convenient, there are certain rules
to 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 aren’t always private – other cell phone users may be able
to listen.
 It’s 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.
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 it’s interoffice e-mail or outgoing e-mail, companies can benefit by reduced phone bills
and 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.

 Don’t “flame” people. If you use antagonistic words or critical comments, known as
“flames” in cyber speak, it can hurt people and cause awkward situations. E-mail is
not the place to make negative comments.

 Remember, few people like “spam.” When sending unsolicited e-mails, make sure
that there is value to the recipient. If you don’t, 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. Even
when a message is deleted, many software programs and on-line services can access
messages on the hard drive. Before you click on “send,” consider what may happen if
the message is read by someone else -- like the boss.

 Keep attachments to a minimum. The larger the attached document, the longer it takes
to download and the more memory space it fills on a recipient’s computer. Consider
faxing 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-mail
to others, but most likely, not everyone needs or wants it.

 Never assume anything. While you may be an Internet pro, and familiar with the lingo
and various emoticons like the popular :-) to represent a smiley face, don’t assume the
recipient 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 minute
before you click “send” to review the message.
 Keep e-mail messages brief. A good policy is to keep your message visible in the
“window” that opens when you click on “send new message.”

 Always have a subject line. Most professionals get multiple e-mail messages in one
day. 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 of
messaging correspondence, if a client, prospect or colleague e-mails you, respond
within 24 hours.

 Program your e-mail account. If you aren’t checking messages for a long period of
time due to vacation, family-related emergency or technology-related/Internet access
problems, let people know.
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 show
appreciation.

• Once you have successfully raised motivation of your staff, it is important that
they 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.

• Don’t place unrealistic expectations. Recognise energy level of staff.

Motivational skills can be developed but it requires –

 Concentration

 Effort
  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 fiercely
competitive world, it is very important that we improve the working style to maintain our market
leader 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 being
appointed as probationary officer in the bank, we should build trust, confidence, sincerity and
courage in the staff.
 REFERENCES

• Reference Book for Foundation Programme for Pos/TOs published by State Bank of
India.

• Reading material available in State Bank Learning Centre, Varanasi.

• www.sbitimes.com

• www.sbihrms.com