LEADERSHIP TEAMWORK & CSR AT UNITED BANK LIMITED

GROUP MEMBERS ALI AKHTAR HAMZA FAROOQUI JAWED MUKHTIAR BASARIA MUHAMMAD AQIB VISHAL PARSAD MBA IV/II (EXECUTIVE)

SUBMITTED TO SIR KAMIL SHAHBAZKER

INTRODUCTION TO UNITED BANK LIMITED United Bank Limited is among one of the largest banks in Pakistan and has assets of over Rs. 550 billion and a solid track record of fifty years - in addition to the convenience of over 1112 branches serving thro gho t the co ntry and also at several overseas locations. Date Established !ovember "# 1$5$

Chairman %is %ighness &haikh !ahayan 'abarak (l !ahayan Current President & CEO 'r. (tif R. B khari Branches 1112 )omestic# 1" *verseas Branches Re resentati!e O""ices +ran ,a-akhstan .hina #ubsidiar$ United Bank (/ 0 rich# &1it-erland United !ational Bank Limited# U, 23oint vent re 1ith !BP4 UBL 5 nd 'anagers Limited United 67ec tors and 8r stees .om9any Limited Ass%ciated C%m an$ *man United 67change .om9any# ' scat UBL +ns rers Limited O""sh%re Ban&in' Unit 679ort Processing 0one# 6P0 Branch# ,arachi# Pakistan (h$ UBL) UBL is started in the real sense by the great Pakistani b siness leader (gha %asan (bidi and many good e7am9les of transformational leadershi9 are

available in the history of the bank. Leaders: have 9layed a vital role in b ilding its brand. Need "%r Leadershi (fter !ationali-ation the bank 1as facing a to gh time !eed for Re9ositioning &ense of belongingness 1as absent Red ce resistance for change 6liminate B rea cratic str ct re .hange 6m9loyees 9erce9tion

Leaders in the last *+ $ears (mmar 0afar ,han (tif B khar

CURRENT CEO& PRE#IDENT Ati" Bu&hari Bac&'r%und 'r. (tif R. B khari ;oined UBL as its ne1 President and .hief 67ec tive *fficer on 'ay 1"# 200<. 'r. (tif B khari 1as 9revio sly &enior 67ec tive =ice 9resident > /ro 9 %ead# .or9orate and +nvestment Banking of %abib Bank Limited. %e 1as also a member of the %BL:s management committee. +n this 9osition he had been managing the largest .or9orate and +nvestment Banking 9ortfolio amongst all banks o9erating in Pakistan. 'r. (tif B khari had s ccessf lly established %BL as a leading bank in .or9orate and +nvestment

Banking area of Pakistan thro gh a foc sed strategy > ne1 initiatives. 'r. (tif B khari is an 'B( 26conomics > 5inance4 from .entral 'isso ri University U&(. %e started his career 1ith +.+ 2Pakistan4 in *ctober 1$?@. & bseA ently for 15 years# he 1orked at the Bank of (merica rising to .or9orateB.redit 'arketing 'anager. 'r. (tif B khari took over from 'r. (mmar 0afar ,han.

,I-,LI-,T# O. LEADER#,IP Ammar /a"ar Khan &erved UBL for more than seven years. %is leadershi9 made the UBL the fo rth largest bank in Pakistan. .alc lates everything before im9lementation Risk averse 9erson %e 9ossesses an analytical mind. (ggressive leadershi9 Ati" Bu&hari ( dynamic and charismatic 9ersonality ( visionary leader. %is leadershi9 has made UBL the second largest 9rivate bank of Pakistan %as re9ositioned the UBL brand and has given a ne1 life to it %e has ado9ted an o9en door 9olicy %e is a 9erson 1ho loves to take risks %e is an achievement-oriented leader

Traits A

r%ach t% Leadershi

(fter cond cting intervie1s > taking @C0 degree feedback from the em9loyees at UBL 1e find the follo1ing traits 1hich reflected in the leadershi9 of 'r. (mmar 0afar ,han and 'r. (tif B khari

Ammar /a"ar Khan 679ressive Res lt oriented .hallenging and )emanding )ominance 8ask kno1ledge

Ati" Bu&hari 'an of 1ords &elf .onfidence 6nergetic and 6nth siastic leader 67cellent comm nication skills .onfidence in the abilities of em9loyees *9timist &ociability

#&ills A

r%ach t% Leadershi

8he &kill a99roach to Leadershi9 at UBL can be e79lained thro gh this diagram

(s both the leaders are at to9 level of management so it is obvio s that they need little technical skills b t they both have great h man > conce9t al skills and their Problem &olving skills# ,no1ledge# 'otivation# /eneral cognitive ability# > .rystalli-ed cognitive ability lead them to effective 9roblem solving > 9erformance.

#t$le A

r%ach t% Leadershi

8he style a99roach to Leadershi9 at UBL can be e79lained thro gh this diagram.

Atif Bukhari (9, 8) Ammar Zafar (9, 5)

'r. (mmar 0afar ,han is in 2$#54 grid beca se he had high concern for task accom9lishment > some 1hat little concern for 9eo9le i.e. he is more res lt oriented man than 9eo9le oriented. *n the other hand 'r. (tif B khari has more concern for 9eo9le as 1ell as the tasks therefore 1e 9laced him in 2$# ?4 grid.

#ituati%nal A

r%ach t% Leadershi

8he sit ational leadershi9 of both the leaders can be e79lained thro gh the follo1ing diagram in 1hich fo r behaviors of leaders are sho1n.

(tif B khari (mar 0afar

Amar /a"ar Khan

'r. (mmar 0afar ,han has a directive leadershi9 style. 8his kind of leaders is characteri-ed by having firm vie1s abo t ho1 and 1hen things sho ld be done. (s s ch they leave little lee1ay for s bordinates to dis9lay inde9endence# believing that they sho ld adhere to the methods and sched les as originally laid do1n. %aving a high goal-orientation and being 9artic larly concerned 1ith res lts# the )irective Leader 1ill tend to closely monitor the behavior and 9erformance of others and 'r. (mar 0afar 9ossesses all these attrib tes.

Ati" Bu&hari 'r. (tif B khari has s 99orting style of leadershi9 beca se he believes that his follo1ers are develo9ed 1ell to do their tasks themselves and the sit ation that he is facing demand a s 99orting style of leadershi9 for achieving ma7im m 9rod ctivity. 'r. (tif B khari believes in change-oriented leadershi9 and never satisfies 1ith traditional r les and reg lations in the com9any. %e has al1ays foc sed on intellect al sim lation# individ al consideration in decision making and leading role. %is charisma and ins9iration has hel9ed him in bringing a change at UBL.

Leader Member E0chan'e at UBL

8he era of 'r. (mmar 0afar is characteri-ed by Out -r%u s 1here em9loyees interacted 1ith leader very rarelyD they didn:t ass me any additional res9onsibilities i.e. they ; st came to their 1ork# did their ;ob > 1ent home. +n contrast to that the era of 'r. (tif B khari is characteri-ed by more In -r%u s 1here em9loyees-leader interaction is high# also em9loyees ass me additional res9onsibilities other than their ro tine task > they receive greater concern from their leader in ret rn.

Transacti%nal Leadershi %" Mr1 Ammar /a"ar Khan

'r. (mmar 0afar ,han 1as an assigned leader at United Bank Limited b t he never 9roved himself to be an emerged leader for the organi-ation as he remained nable to get the res9ect from his lo1er level em9loyees. %e believed in transactional leadershi9 as he strongly 9racticed management by 67ce9tion at UBL. %e tried to motivate em9loyees thro gh contingent re1ards. ) ring his time 9eriod the hierarchical str ct re 1as maintained at UBL 1ith lo1er level em9loyees re9orting to the 99er level managers and 99er level managers re9orting to the senior e7ec tives. +n this 1ay the 9o1er of main decision making 1as centrali-ed and em9loyees have a little say in the strategic as 1ell as in the o9erating decisions at United Bank Limited. 6verything 1as r le oriented and em9loyees 1ere strictly reA ired by the 99er management to follo1 r les and reg lations d ring his time. %is leadershi9 style 1as very m ch task oriented as he believed that concentrating f lly on tasks 1ill hel9 the organi-ation achieves its strategic ob;ectives and this is 1hat has made the lo1er level em9loyees a little fr strated abo t their 1ork. 8hat is one of the reason that the em9loyees 1ere nable to 9erform at their ma7im m levels. +n short# his leadershi9 does not make a big im9act in the organi-ation and UBL kee9 on 9erforming at the same level at 1hich it 1as 9erforming from many years.

Trans"%rmati%nal Leadershi %" Mr1 Ati" Bu&hari

'r. (tif B khari is a transactional leader as he is a 9erson 1ho believes in creating a shared vision for the organi-ation. (ltho gh he 1as also an assigned leader b t he 9roved to be an emergent leader at United Bank Limited in a very short s9an of time. 8he care for em9loyees and 1orkers is one of the basic

concerns for him together 1ith the achievement of the tasks. %e has achieved res9ect from em9loyees at all levels in the organi-ation. %e motivates and enco rages the 9artici9ation of lo1er level em9loyees in the decision making 9rocess at UBL. %e al1ays thinks for long term and f lly recogni-es and concentrates on the f t re environment of the ind stry before taking any initiative or change 9rocess in the organi-ation. %e strongly s 99ort decentrali-ed str ct re at UBL and believes in less hierarchy and less r les and reg lations in the organi-ation. %e is of the vie1 that 9eo9le give their best res lts 1hen they make decisions by themselves. 6m9loyees consider him to be their role model. %e has also em9o1ered his em9loyees to take o9erating and daily decisions by themselves instead of follo1ing some g idelines and r les as a res lt the 9rod ctivity of em9loyees is increased many folds. 6ven strategic decisions are made after in9 t from em9loyees at all levels in the organi-ation. %e al1ays has a s 99ortive attit de to1ards the 1orkers and al1ays enco rages managers to take care of the needs of the em9loyees of their de9artments. %is leadershi9 effect on UBL is ; st like the effect of the ri99le in the stagnant 1ater. 8he ri99le 9rod ce change in the stagnant 1ater thro gh o t its s rface and his leadershi9 has 9rod ced change in the UBL not at one 9lace b t thro gho t all the de9artments. 8o concl de# his leadershi9 has already created 1aves in the organi-ation and organi-ation 9erformance has increased many folds.

Team2%r& at UBL in Ammar /a"ar Khan Times

8eam 1ork at UBL d ring times of 'r. (mmar 0afar ,han 1as characteri-ed by strong r les and reg lations. %e has mostly made large and formal teams in the organi-ation. 8he teams 1ere mostly heterogeneo s consisting of members from different backgro nds. 8here 1ere lo1 de9artmental interaction and no conce9t of cross f nctional teams. .onflict resol tion techniA es 1ere not introd ced. +n

addition# bon ses and re1ards for the teams are mostly based on their financial o t9 t and de9artmental 9erformance. 'embers feel lo1 cohesion bet1een them and others. (s a res lt of these strict reg lations# team members lack necessary coordination bet1een them 1hich directly affected the 9erformance of the teams and indirectly affected the 9erformance of all the organi-ation. 8he different de9artments 9erformed their 1ork se9arately and there 1ere very lo1 de9artmental interaction bet1een the de9artments at UBL.

Team2%r& at UBL in Mr1 Ati" Bu&hari Times

'r. (tif B khari introd ces the conce9t of o9en door 9olicy at UBL. 6very team has given f ll a thority to make their decision themselves. %e em9o1ered his em9loyees and members of different teams 1hich increases their 9rod ctivity. 8he teams consist of formal# medi m si-e 9ermanent teams d ring his time. &ince most of teams are of 9ermanent nat re so in order to boost the morale of em9loyees to1ards their 1ork he introd ced the conce9t of s ccession 9lanning in different teams at UBL. %e em9o1ered em9loyees at different levels to make their daily and ro tine decisions by themselves. %e strongly believes in 9erformance based re1ards for the teams and the 9erformance is ; dge thro gh eval ation by senior managers. +n order to train the teams the senior managers are instr cted to rotate the ;ob of em9loyees every other year. 8he team forms at UBL are mostly heterogeneo s consisting of members from different backgro nds d ring his time. ) e to the good 9erformance of the teams and some1hat diffic lt entry the em9loyees have develo9ed strong ties and cohesion bet1een them and the other 1orkers. &trong em9loyees bonding 1ithin team# initiative taking and meeting deadlines are some of the most im9ortant team norms at UBL. 'r. (tif B khari also introd ced the conce9t of cross f nctional teams at UBL in 1hich

members from different backgro nds form a team to solve some com9le7 and non ro tine 9roblems. 8he different de9artments 9erformed in a 1ay that if each de9artment links 1ith the other rather than f nctioning se9arately this has boosted the 9rod ctivity of different de9artments and United Bank Limited.

C%r %rate #%cial Res %nsibilit$

.or9orate &ocial Res9onsibility is one of the core val es of UBL . UBL has been 9artici9ating actively in activities related to .or9orate &ocial Res9onsibility since its 9rivati-ation. (t UBL# .&R is done thro gh both to9 do1n and bottom 1ell as at lo1er levels. 6m9loyees are also enco raged to take .&R initiatives. 9 a99roach that means that the .&R activities can be initiated at the to9 levels as

C#R Pr%cess at UBL

8here are very clear r les# reg lations# and man als# 1hich state the formal 9roced re for social activities. (ny em9loyee of any de9artment can take .&R 9ro9osal to its %ead of the de9artment# after the a99roval of that 9ro9osal by head of that de9artment it goes to the 'arketing )e9artment# once it is a99roved

by the 'arketing )e9artment it goes to the .hief 5inancial *fficer 2.5*4 for final a99roval. (fter the a99roval by .5*# f nds for .&R activities are released. Besides that any not-for-9rofit organi-ation and any 1elfare tr st can contact directly to any de9artment and f nds 1ill be released after follo1ing the same above mentioned ste9s. UBL has also taken many initiatives to 9romote social activities among its em9loyees and acco nt holders. 5or e7am9le# thro gh !et Banking any em9loyee of the bank or acco nt holder can donate online to a n mber of 1elfare organi-ations 1ho are 1orking in collaboration 1ith UBL in this regard. UBL organi-es and s9onsors different .harity sho1s. UBL bears all the e79ense for organi-ing these charity sho1s and donate all the money generated from these events to different 1elfare organi-ations. UBL has given aid to the earthA ake victims of 20052(-ad ,ashmir4 and 200?2Bal chistan4. 8hese are the names of fe1 organi-ations to 1hom aid is given by UBL &ha kat ,han m 'emorial .ancer %os9ital 8aaleem for all 8r st Pakistan (ssociation of 'edical %ealth2P('%4 &ahara for Life 8r st &indh +nstit te of Urology and 8rans9lantation2&+U84