STATE BANK OF INDIA

PREPARED BY:-
Prabhat 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 DMD&CCO
DMD&CCO
CENTRE
DMD(I&MA)
DMD(I&MA)
DMD&CDO
DMD&CDO
CVO
CVO
DMD(IT)
DMD(IT)

BUSINESS
GROUPS MD&GE(CB) MD&GE(NB) DMD&GE(IB) DMD&GE(A&S)
DMD&GE(A&S)
MD&GE(CB) MD&GE(NB) DMD&GE(IB)
 Deputy General Manager (Module)
AGM - Operations Manager MIS (Direct Branches)

Chief Manager Chief Manager

Gen. Banking/Budgeting & Per.Mon. Etc. Advances, Rehab. Cum NPA Mgt. Cell
Manager Manager
Chief Manager - Personnel & HRD Adv. Cell NPA MGT./REC. CELL

Manager - Official Languages Chief Manager

Lead Bank Cell (in a few Modules)

Manager - Disc. Pro. Cell MMGS III - Zonal Office Computer Centre
CM Banking Operations
MMGS III - Interoffice Reconciliation –
Security Officer (Module) Government Accounts Department

Chief Manager -Office Administration

Asst. Manager (Law)
Premises
Medical Officer
Officer

All branches headed by AGMs AGMs (Region)

Head, Mortgage Sales AGM (Retail Asset CPC)

Credit Processing Cell (Temporary) 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 1.8-

lakh 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.