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be absorbed by agriculture, inadequate power supplies, and slow implementation of

economic reforms, Bangladesh has made some headway improving the climate for

foreign investors and liberalizing the capital markets; for example, it has negotiated with

foreign firms for oil and gas exploration, better countrywide distribution of cooking gas,

and the construction of natural gaspipelines and power stations. Progress on other

economic reforms has been halting because of opposition from the bureaucracy, public

sector unions, and other vested interest groups. The especially severe floods of 1998

increased the country's reliance on large-scale international aid. So far the East Asian

financial crisis has not had major impact on the economy. World Bank predicted

economic growth of 6.5% for current year. Foreign aid has seen a decline of 10% over

the last few months but economists see this as a good sign for self-reliance.There has

been 18% growth in exports over the last 9 months and remittance inflow has increased at

a remarkable 25% rate. Export was $10.5 billion in fiscal year 2005 exceeding the target

export of $10.4 billion. Target export for current year is $11.5 billion. An estimated GDP

growth of 6.7% was predicted for FY 2006. Some basics of our economy is given below:

Basic economic indicators

GDP-purchasing power parity $360.9 billion (2007 est.)

GDP-real growth rate 7.0% (2006 est.)

GDP-per capita: purchasing

power parity$2,270 (2007 est.)

Aid-per capita $10.1 (2003)

GDP-composition by sector

agriculture 20.5% (2004)

industry 26.7% (2004)

services 52.8% (2004)

Revenue, excluding grants 23.4% (2004)

Population below poverty line 35.6% (1995-96 est.)Industry and international trade

Agriculture-productsrice, jute, tea, wheat, sugarcane, potatoes, tobacco,

pulses, oilseeds, spices, fruit; beef, milk, poultry

Exports $6.6 billion (2001)

Exports-commodities garments, jute and jute goods, leather, frozen fish and

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seafood

Exports-partners

US 31.8%, Germany 10.9%, UK 7.9%, France 5.2%,

Netherlands 5.2%,

Italy 4.42% (2000)

Imports $8.7 billion (2001)

Imports-commodities

machinery and equipment, chemicals, iron and steel,

textiles, raw cotton, food, crude oil and petroleum

products, cement

Imports-partnersIndia 10.5%, EU 9.5%, Japan 9.5%, Singapore 8.5%,

China 7.4% (2000)

Economic aid-recipient $1.575 billion (2000 est.)

Exchange rates

Taka per US dollar - 69.00 (October 2006), 55.807

(2001), 52.142 (2000), 49.085 (1999), 46.906 (1998),

43.892 (1997)

Source:Discovery Bangladesh

b) History of the Organization:: Standard Chartered Bank

Standard Chartered Bankis a Britishbankheadquartered in London with operations in

more than fifty countries. It operates a network of over 1,600 branches (includingsubsidiaries, associates and joint ventures) and employs almost 60,000 people.

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Despite its British base it has few customers in the United Kingdom and 90% of its

profits come from the Asia Pacific Region, South Asia, the Middle East and Africa.

Because the bank's history is entwined with the development of the British Empire its

operations lie predominantly in former British colonies, though over the past two decades

it has expanded into countries that have historically had little British influence. It aims to

provide a safe regulatory bridge between these developing economies. It now focuses on

consumer, corporate and institutional banking, and on the provision of treasury services

areas in which the Group had particular strength and expertise. Standard Chartered is

listed on the London Stock Exchange and the Hong Kong Stock Exchange and is among

the top 20 constituent members of the FTSE 100 Index.

On Tuesday 18th September 2007, Standard Chartered plc agreed to buy AmericanExpress Bankfor around $860 million from American Express.

Brand promise

The Right Partner - Leading by Example

Strategic intent

The world's best international bank

Leading the way in Asia, Africa and the Middle East

In Bangladesh:

Standard Chartered Bank started its business in Bangladesh in 1948, opening its first

branch in the port city of Chittagong. The bank increasingly invested in people,

technology and premises as its business grew in relation to the country's thriving

economy. At present the bank has 6 offices in Dhaka Chittagong and Sylhet, including

the country's only offshore banking unit inside the Dhaka Export Processing Zone at

Savar. Extensive knowledge of the market and essential expertise in a wide range of

financial services underline our strength to build business opportunities for corporate and

institutional clients at home and abroad. Continuous upgrading of technology and control

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systems has enabled the bank of offer new services, which include unique ATMs and

Phone banking. Standard Chartered's services in Bangladesh, ranges from Personal &

Corporate Banking to Institutional Banking, Treasury and Custodial services.

In 2000, Standard Chartered acquired Grindlays Bankfrom ANZ Bank.

c) Objectives of Standard Chartered Bank:

Objectives of Standard Chartered Bank is to be the best partner to its clients by creating

strong partnership. Other objectives of Standard Chartered Bank are given below:

To provide broad range of service and financial product to its target market

To provide the best customer service to its valued clients

To ensure workplace safety and smooth career growth

To enforce the economy by creating jobs and facilitating international and SME

business

To ensure environmental sustainability by focusing CSR

d) Functions of Standard Chartered Bank:

By combining its global capabilities with deep local knowledge, it develops innovative

products and services to meet the diverse and ever-changing needs of individual,

corporate and institutional customers in some of the world's most exciting and dynamic

markets. The functions of SCB are given below:

Personal Banking:

Through its global network of over 1,400 branches, it offers personal financial solutions

to meet the needs of more than 14 million customers across Asia, Africa and the Middle

East. Personal banking services include the following services:

o Savings & Banking Services

o Loans & Mortgages

o Credit Cards

o Insurance

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o Investments

o International Banking

SME Banking:

Its SME Banking division offers a wide range of products and services to help small and

medium-sized enterprises manage the demands of a growing business.

Wholesale Banking:

Headquartered in Singapore and London, with on-the-ground expertise that spans our

global network, our Wholesale Banking division provides corporate and institutional

clients with innovative solutions in trade finance, cash management, securities services,foreign exchange and risk management, capital rising, and corporate finance.

Islamic Banking:

Standard Chartered Saadiq's dedicated Islamic Banking team provides comprehensive

international banking services and a wide range of Shariah compliant financial products

that are based on Islamic values.

Private Banking:

Its Private Bank advisors and investment specialists provide customized solutions to meet

the unique needs and aspirations of high net worth clients.

Online Banking:

SCB also provide online banking services to its dedicated clients by ATM depot and by

internet.

e) Organogram of Standard Chartered Bank:

As SCB is a multinational company it has a long organizational hierarchy but so called

Organogram is absent for public purpose. The organization mainly has vertical

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management style. Information flows from top level management to downward

execution.

f) Present and Future progress:

Today the bank is a leading player throughout the developing world.

Standard Chartered Bank is one of the three banks issuing banknotes for Hong Kong

(Standard Chartered Bank (Hong Kong) Limited became a note-issuing bank from 1862),

the other two being the Bank of China (Hong Kong) and The Hongkong and Shanghai

Banking Corporation. The bank supports marathons in many cities, including London

(The City Run), Jersey,Singapore, Dubai, Lahore, Mumbai,Hong Kong and Nairobi. In

Bangladesh SCB is topmost multinational bank today following HSBA and Citi NA.

SCB believes that its future success and building a sustainable business goes hand in

hand. This means taking responsible decisions that benefit its business, the economy,

society and the environment - and that build the trust of all our stakeholders. SCB has

been in business for more than 150 years. It is certain that its success over another 150

years will depend on its ability to deliver a sustainable business in which its skills and

talents turn issues into opportunities. That means taking a long-term view of the

consequences of its actions.

SCBs Focus:

Environment: As a bank, our own environmental impacts relative to other sectors

are small, though we are strongly committed to minimizing them.

Tackling financial crime: The threat that our products and services might be used by

criminals is a significant risk for Standard Chartered, as it is for any bank.

Responsible selling & marketing: Treating

customers fairly is a priority for the Bank and we

want to set a standard for openness and

transparency with our customers.

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SCBs strategy to build a sustainable business allows it to look at the long-term

implications of these decisions, focusing on seven key areas where it can make the

greatest contribution. Other key areas are:

Sustainable lending - when we lend money, we will always address the

environmental, social and governance risks involved.

Access to financial services - we're constantly developing new ways to make

finance more accessible, helping people deprived of formal banking services to

improve their standard of living and economic independence.

Great place to work- we put a lot of effort into making our people feel valued,

included and engaged. Representing over 100 nationalities, diversity is our

strength and we're determined to attract, develop and retain the best talent. Community investment - we make sure we involve our employees to utilize their

expertise, networks and resources to help communities develop and economies

grow.

In this way SCB can successfully secure its future and continue to provide its service to

its clients.

This section has the following topics:

a) Objectives of the study:

Objective of the study is given below:

To provide information about of the economy of Bangladesh

To give an overview of Standard Chartered Bank

To define behavior and find out the factors that can influencing their behavior

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CHAPTER TWO: RESEARCH METHODOLOGY


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To give information about what is good behavior and what are the effects of

unaccepted behavior

To find out the number of unfair behavior and describe the relationship among the

employees

To provide actions taken for the change of behavior of the employees

To provide some suggestions to SCB

b) Rationales of the Study:

The rationale of the study is to define behaviors and show the effect of unacceptable

behavior in Standard Chartered Bank. Some suggestive actions are provided in this

respect.

c) Data collection:

Weve collected information from both secondary and primary sources.

a. Secondary source:

Weve collected different information workplace behavior from different websites;

seminar minutes and online magazines. The details of secondary sources are provided in

bibliography part.

b. Primary source:

Weve collected primary data from face to face conversation with the employees of

Standard Chartered Bank.

We basically focused on workplace behavior and effects of unacceptable behavior at

workplace and query our respondents in that way.

d) Data tabulation and analysis:

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Weve collected mainly qualitative information and the questions we asked to the

employees of SCB are given below:

What factors influence your behavior at workplace

How you define unacceptable behavior

What are the effects unacceptable behavior

What should be the actions for changing that behavior

What would the problem undertaking different actions

Based on these questions weve collected information from the employees of SCB. And

we tried to analyze the information by following the outline given for our report.

e) Data presentation:

Weve presented our information and relevant data through different topics based on the

next chapter under different topics.

f) Limitations of the study:

While doing this study weve faced some problems that may be considered as limitations

of the study. The limitations of the study are as under:

SCB is a multinational bank and such organizations have unique organizational

culture and etiquettes. So having trouble with unacceptable behavior or anything

else is very unfamiliar in such case. So finding an example of unacceptable

behavior is very rare.

Employees of SCB are very busy with their job schedule. So they have very short

time for such queries.

The data that are taken from the Internet are not updated and adequate for my

research purpose.

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Lack of experience to prepare such a research report can be considered as

limitation.

Due to time constraints we could not go to an in-depth study.

a) Definition of behavior:

Behavior refers to the actions orreactions of anobject ororganism, usually in relationto

the environment. Behavior can be conscious orunconscious, overt orcovert, and

voluntary or involuntary. The complexity of the behavior of an organism is related to the

complexity of its nervous system. Generally, organisms with complex nervous systems

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CHAPTER THREE: FINDINGS OF THE STUDY
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have a greater capacity to learn new responses and thus adjust their behavior. Human

behaviorcan be common, unusual, acceptable, orunacceptable.

Humans evaluate the acceptability of behavior using social norms and regulate behavior

by means ofsocial control. Insociology, behavior is considered as having no meaning,

being not directed at other people and thus is the most basic human action. Animal

behavior is studied in comparative psychology, ethnology, behavioral ecology and

sociobiology.

Human behavior is the collection ofbehaviors exhibited by human beings and

influenced by culture, attitudes, emotions, values, ethics, authority, rapport, hypnosis,

persuasion,coercion and/orgenetics.

The behavior ofpeople (and otherorganisms or even mechanisms) falls within a range

with some behavior being common, some unusual, some acceptable, and some outside

acceptable limits. In sociology, behavior is considered as having no meaning, being not

directed at other people and thus is the most basic human action. Behavior should not be

mistaken with social behavior, which is more advanced action, as social behavior is

behavior specifically directed at other people. The acceptability of behavior is evaluatedrelative to social norms and regulated by various means ofsocial control.

The behavior of people is studied by the academic disciplines ofpsychology, sociology,

economics, and anthropology.

Because of the many associations with the term, it is difficult to characterize a term like

behavior without specifying a context of discourse in which it is to take on meaning. One

such context is Psychology, which has, at various times, been defined as the study or

science of behavior. Oddly enough, despite the centrality of the construct to psychology,

in regular introductory textbooks, such as Myers, etc. a full characterization of the term

and its meaning is avoided in favor of an immediate turn to the subject of genetics and

the biological basis for all behavior, animal as well as human. This is unfortunate, for

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whereas discussion of the biological or evolutionary basis of human behavior is

important, it would be better if it took place against a backdrop in which the term had

achieved some degree of definitional coherence. This is what is being attempted here.

There are, broadly speaking, four categories of human behavior, some of which, it will

be seen quickly, overlap with and are probable extensions of animal behavior. The first

category may be illustrated as follows. Invoking ordinary language usage, we often say:

"she behaved badly" or "he was behaving oddly." In such statements, the term has two

attributes. Behavior is something we can see or hear or otherwise detect with our senses.

The term is linked to sensation and the manner in which we take in information from our

immediate surroundings. Second, as used in these two examples, the term takes on a

normative cast. In the first case, there is behavior that appears to contravene expectations

of a moral kind. People who steal are behaving badly. So behavior, as the term is often

used in ordinary language, connotes norms or expectations, of the moral kind and of the

social kind. A synonym in this case might be conduct. Someone who is behaving "badly"

may also be said to be conducting himself "badly."

A second category of behavior produces a broad descriptive sweep. It takes in all

behavior we might label purposive or goal-driven. In some contexts, the term action is

preferred over behavior, and we say that humans engage in actions, meaning that what we

observe about them publicly are behaviors which have an underlying purpose. Seeing

someone have lunch in the college cafeteria we are observing the behavior of eating. Had

we seen that person earlier in the morning, we might have observed her parking her car in

the new structure. A description of her actions in both situations would link them through

conversations which would reveal that she is a student at the college: she drives to class

in the morning, takes two classes, has lunch, leaves for paid employment in the afternoon,

etc. The point of all this is that her actions over a broad range of her day are governed by

a sense of purpose, that she is a student and expects to graduate from college in four years

with a degree in nursing. While at any point in time it is likely that she does not feel this

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sense of purpose, that is how she would analyze her actions and make sense of them to a

stranger, if asked.

A third category often falls within the second as a sub-category though nevertheless is a

domain in its own right. This is the category of performance or skilled behavior. Behavior

demonstrates skills of various kinds from work to sports, from behaviors involving

psychomotor motions of the body, e.g. playing tennis, to those involving linguistic and

extra-linguistics interactions with others, e.g. a car salesman. Again, we take examples

from ordinary language usage. While watching friends play tennis, we might say: he is

playing very badly. If in the same game, he throws his racket on the ground in

exasperation, we respond: Now, hes behaving very badly. So we easily, in our everyday

usage, distinguish between behavior that is under the control of or guided by learned

skills and behavior that is under the control of or guided by social norms.

Finally, there is a fourth category, which at first sight, seems to belong to the goal-driven

domain, since we appear to see goals at work. If so, then the goals are mostly of a low-

level, physical kind we might term instinctual, having to do with the anatomical or

physiological nature of the organism. Behavior in this category is determined by the need

or desire to avoid pain and embrace pleasure. Going back to our example of the student in

the dining room, part of her behavior is distantly motivated or can be explained by her

goal of obtaining a degree. At the same time, that she has chosen to eat certain food but

avoid other choices can be explained by what has sometimes been called the pleasure

principle. There is food that she likes and food that she doesnt like. Such choices and

experiences are often conversation items for friends engaged in eating together. In the

movie, the Matrix, the character called Cipher betrays his friends because the lofty goal

of embracing reality is too distant to guide him any longer, when he can experience the

complex sensuous pleasures of good wine and food, though, as he acknowledges in a

scene in a restaurant with two Agents, he knows that none of it is real.

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In summary then, behavior is something we ourselves do and something we experience

from others. Behavior is sensuous in that what it is can be experienced through one or

more of the senses. Lacking this sensational dimension, whatever the it is would not

constitute behavior. Second, there are four basic categories. Behavior that we term

conduct denotes a broad range of activity under the guidance of social-moral norms.

Behavior that we term performance denotes a range of activity governed by skill

repertoires. Behavior we sometimes term experience refers to actions and choices of

action that maximize comfort or pleasure and minimize discomfort or pain. Finally, there

is no particular other term for the very broad range of actions that fall under the heading

ofpurposive or goal-driven, behavior that appears dictated by a sense of who we are and

what we want to become.

Organizational Behavior:

Organizational behavior is an academic discipline concerned with describing,

understanding, predicting, and controlling human behavior in an organizational

environment. The field is particularly concerned with group dynamics, how individuals

relate to and participate in groups, how leadership is exercised, how organizations

function, and how change is effected in organizational settings. When organizational

behavior theory is directed specifically at ways in which management can control an

organization, it is sometimes known as organizational behavior management, or OBM.

b) Factors influencing behavior:

Human behavior can be influenced by many reasons. Of them genetics are the most

powerful motivators. Human cant ignore his genes. There are also some factors that can

influence human behavior:

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Attitudes It is the degree to which the person has a favorable or unfavorable

evaluation of the behavior in question. A persons attitude depends on the

following attributes:

His/her learning and educational background

Cultural background

Job satisfaction and motivators

Job responsibility

Career opportunity

Involvement with other employees and social organization

Social Norms This is the influence of social pressure that is perceived by the

individual (normative beliefs) to perform or not perform certain behavior. This

factor is based on his/her social learning, values and belief about life, degree of

respectfulness and status.

Perceived Behavioral Control This construct is defined as the individuals

belief concerning how easy or difficult performing the behavior will be. A

persons personal life, satisfaction lever, luxury, importance etc. different factorsconstruct and shape his/her behavioral control.

In Standard Chartered Bank, weve observed that there are more factors available for

influencing employee behavior. These factors are given in below:

Training of business etiquette and communication

Practice of organizational culture

Workplace environment

Money as motivator

Workload

Inter-gender relationship

Employee-employer relation

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These organizational factors also influence human behavior along with the social and

personal factors.

c) Good behavior:

With great professional power comes great professional responsibility. The ability to

work well at ones job is a must, but being able to continually conduct oneself in a

professional manner is equally critical. One embarrassing miscue could send him/herpacking in a hurry.

Good workplace behavior or ethics are a matter of remembering that things should be

done "decently and in order". In other words, there needs to be a basis for ethics that

stems from something deeper than the immediate situation or human viewpoint. One can

rationalize any choice or decision they make. However, these methods fail to give

someone a clear moral compass. Therefore, one's personal behavior in the workplace has

to be based on a solid ethical foundation and the only place to find that foundation is theWord of God.

The word "decently," in the passage cited above, comes from a Greek root word that

means honestly or in a seemly manner. In a world where honesty is not highly prized and

situational ethics abound, having a reputation for honesty in business dealings will not

only bring peace of mind but will also reap reward. That means that ones workplace

behavior ethics of honest treatment for all: employer, fellow employees, vendors, and

customers are hallmark to be prized and not despised. It would be great if these ethics

began at the top of the company. However, whether that is true or not, the call for decent

and orderly behavior in the workplace should be the minimum standard by which every

individual in the company operates. This means we understand that situational ethics do

not result in personal integrity.

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The word "order" in this same passage means an arranging, arrangement, a fixed

succession observing a fixed time, due or right order, orderly condition, the post, rank, or

position, which one holds in civic or other affairs. Since this position generally depends

on one's talents, experience, and resources, it extends to ones character, fashion or mode

of operation, quality, and style. In other words, this order is inclusive of every

relationship and every endeavor that is employed in ones life and that extends to the

workplace environment. Workplace behavior ethics are not compartmentalized but in fact

must be, across the board, consistent behavior that is the hallmark of a person's total life.

It is said that ethics or moral character is doing the right thing when no one is looking.

Workplace behavior ethics is doing the right thing for the sake of ones personal integrity

and fellowship with God. When the vertical relationship is right, the horizontal people-to-people, relationships will fall into their proper place. Therefore, this is more than just the

"golden rule" of doing unto others, as we would have them to do unto us.

The work atmosphere of SCB offers employees to behave well because the work

environment is very nice and comfortable for the employees. Every bank has two

operational parts. On is for general clients where all general banking transactions are held

and other is where banks management and corporate banking take place. The work

environment and attitude of the employees are different in these two parts. Theemployees from the part that perform general banking activities dont have too much

time to gossip or interact with other employees in the transaction period. But they secure

time to transact information in the lunchtime. Sometimes good relation can be created

with customers also.

Generally good relation or good behavior means fair and positive relationship among

employees and management. If employees take care of his or her fellow workers, seek

information about his/her family and social events, suggest and motivate when needed,

and help when it is required then a good behavior is expressed and a nice friendly

relationship can be established.

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d) Cases:

From the data given by the employees of SCB weve sketched a case for providing

the scenario of a real world incident. The case is about two employees, who were

working in the corporate head quarter of Standard Chartered Bank. One employee

was Mr. Zahid and another employee was Mr. Andalib. Mr. Zahid was working for 9

years in SCB. His main task was to perform activities of corporate banking. More

than 9 years of experience made him adroit and made him almost a close family

member of SCB. He knows SCB better than almost anyone in his floor. He performs

his job with flawless precision. He earned a handsome salary and to him work is life.

He never thought a day without work. He was satisfied with his job. But he was very

was very scornful to those employees who arent much devoted to their work. He has

a good work record and his devotion to work was unquestionable. His attitude was

calm and he wont tolerate misuse of any resource.

On the other hand, the other employee was Mr. Andalib whose main task was to keep

record of the transactions of SCBs few regional clients and maintain that database.

He was working for SCB less than one year. He mainly works for contract basis. He

failed to find an official job with other organization and finally got a contractual job

by taking leverage of his relative. He tried hard but never mastered his job and his

performance is constantly below standard. For the reason he feels his job

dissatisfactory and he was very disappointed about his present job. Mr. Zahid was a

superior of Mr. Andalib and he often try to help and motivate Mr. Andalib to securehis position and attention to his job. But Mr. Andalib sometimes escaped from his job

and relaxes outside. He used to spend many hours in phone call with someone in the

office time.

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Human Resource Division was watching Mr. Andalibs behavior and about to

blacklisted him. Somehow Mr. Zahid came to know the situation and he tried to

motivate Mr. Andalib that having a new employee to SCB is not so tough but it would

be very tough for Mr. Andalib to find an employer like SCB. He tried to help Mr.Andalib so that he wont lose his job and concentrate on his responsibilities. He tried

to make Mr. Andalib realize that no job is poor and people should respect what he is

performing in his job. And thus he can be a contented employee.

The case clearly shows the different behavior of two employees of SCB.

e) Effects of unacceptable behavior:

Bad behavior isn't good anywhere, but its worse at work where people witness it on a

regular basis. Unacceptable behavior in workplace means such behavior that violates

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organizational culture and business etiquettes. Profanity, lack of personal space,

unnecessary cellular chats, and poor eating habits top our list of behavioral blunders. In

addition to profanity, standing too close to a coworker or being physical with them is also

unwise. Work environment isn't a place for intimacy.

An office favors speech over intimacy, but that shouldn't include ones cell phone. A

sudden call at a meeting or lunch can be irritating, especially if someones talking loudly.

Volume and rudeness are also bad when he/she is eating. Being loud and talking with

ones mouth full takes attention away from the conversation and puts any business talk on

shaky ground.

Form the case stated in the previous section we can identify the following unacceptable

behavior:

Escaping from job responsibility

Relaxing outside the organization in

the office time

Disobeying superiors

Non-professional attitudes

Making unnecessary phone call

Besides these factors are many forms of unacceptable behavior can be seen in Standard

Chartered Bank. Those are given in below:

Non-responsive to clients

Scornful attitude of superiors

Making show-off ones glamour

Ill-talk behind one

Avoiding other colleagues

Unfair eye-contact or watching

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Etc.

The way one talks to others goes a long way towards establishing ones credibility or

losing it in an instant. Where conversation is concerned, the worst of the worst blunders

are taboo topics, office gossip, interrupting, and shouting. Politics and religion aren't fair

game for discussion. If an employee is at work, not with friends. Sex is absolutely off

limits, as it induces awkwardness and possible harassment charges.

One might feel targeted if a boss or client is angry with him/her, but one will make it

worse by interrupting and shouting tactless remarks. Shouting and interrupting aren't

suitable with coworkers, either. Yelling across the office to start a conversation is

distracting and embarrassing, while interrupting another conversation to "join in" shows

impatience and lack of respect.

The most adverse effect of unacceptable behavior has to extreme results. First one may

be firing from the job and second one may the loosing a client for good. Human resource

department should concentrate on such incidents.

f) Number of Unfair Behavior:

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It is really difficult to count the number of unfair behavior at the workplace of SCB but

everyday some where unfair behavior may take place. But the rate of unfair behavior is

really is relatively lower here. And the sort of unfair behaviors are typical and the effect

of unfair behavior is not so intense.

g) Relationship among the employees:

Relationship is an investment and each investment should produce some returns. The

relationship among the employees of SCB are on an average is very comfortable and nice

if we avoid some misconducts. Attending the following gatherings employees can really

come closer to other colleagues. The events are:

Lunch time gathering

Lift/Elevator Different time to time meeting

Yearly excursion

Different employee involvement programs

Employee Performance Ceremony etc.

h) Actions taken for the change of behavior:

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Management of SCB can effectively handle the misbehavior and can take several actions

for changing the behavior to bring the employees under one supreme corporate culture.

Effective management actions are given in below:

Arranging Seminars and Workshops beside training session to make the

employees properly understand the benchmark behavior for the organization.

Management must communicate exactly what behavior they expect from their

employees. They must spot problems brewing before they "blow up". They will

teach employees how to recognize "red flags" that foreshadow serious, developing

problems.

Counsel employees time to time through temporary "rough spots". Here the one-

on-one techniques can be applied to ensure fleeting problems don't develop into

chronic ones.

Management must shield its good employees from the negative effects of

unacceptable behavior. They should take definitive steps to ensure an "attitude

epidemic" doesn't develop in the work group.

It is very important to protect employees and the organization from legal hassles.

Employees must learn current discipline and termination processes that are fair,

safe, and legally airtight.

If the management wants bring out the best in every person it manages then it

should discover surprising ideas that can improve even the most hopeless cases

and build their reputation as managers who can handle anyone.

Corporate culture is most important factor for shaping employees behavior

regarding their workplace. So whenever new employees come into the

organization management must teach him/her the laws, benchmark attitudes and

values of the work place. That will help the organization for avoiding the

unacceptable workplace behavior.

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Human resource department must also seek knowledge about the employees

attitudes and personal cultural background. If someone is in trouble to

communicate his or her feeling and can not attend his or her job responsibility

human resource departments responsibility is to make the employees free fromtrouble.

If management can employ these actions effectively then it can surely avoid the

unacceptable behavior.

j) Problems of undertaking different actions:

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Taking different actions to avoid unacceptable behavior at workplace is not so easy.

There are some problems in Standard Chartered Bank for taking such actions. The

problems are the following:

Time is the most important factors because after getting a

job in SCB employees are quickly engaged in job

responsibility.

Actually the behavior learning sessions should take time.

But what would be degree of learning that identification is

tough.

Employees mainly understand the organizational culture

from attending office. So, they must learn the benchmark

behavior from the office times.

The training, workshops and seminars will cost a great to

the SCB. But SCB may have limited or predetermined cost for

such purpose.

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a) Conclusion:

Behavior is a reflection of human nature. By individual behavior one can present

him/herself to other. But if he/she misbehaves others may keep the instance for good in

their heart. So it is very important the way one behaves with others.

In the report, we tried to deliver lots of information and learning about workplace

behavior and also developed a case regarding the behavior. SCB is a multinational

banking organization. Work is routine and predetermined. But the organizational culture

is global and comfortable. But being present in such a nice atmosphere one can behave

badly for many reasons. It is the duty of the HR to reduce such behavior and unexpected

attitude in the workplace. Employees should belief that workplace is formal place not a

place to make friend or chat.

b) Suggestions for SCB:

We want to share some suggestions to Standard Chartered Bank. These are the following:

Arranging Program involving employee recognition and response which notes the

followings:

The causes of bad attitudes and unacceptable behaviors

How to easily recognize a discrepancy between performance expectations

and actual behavior.

To know if the problem was repeating or rare

To know the background of the problem

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CHAPTER FOUR: CONCLUSION & SUGGESTION


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Backtrack from symptoms to causes: environmental factors that can lead

to serious problems.

Assessing a problem's severity by pinpointing a employee's effect on co-

workers and the company and choose the appropriate course of action.

Taking Effective, Decisive Action by managing conflict and counsel for improved

performance. This process should get emphasis for the followings:

Finding out skill deficiency or lack of resources if it is the source of

trouble.

Involving other employees in forging a solution

Showing the "model" of behavior standard that employees respect and

imitate

Communicating through conflict as a smart step to overcome anger,

hostility, and high emotions that can arise during counseling.

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Organizational Behavior by Stephan P. Robbins, 10th Edition

Career Management by Jeffrey H Greenhaus, Gerard A Callahan and Veronica M

Godshalk; 3rd Edition

Websites from Standard Chartered Bank

www.google.com

www.wikipedia.org

www.thomasnet.com

REFERENCE

Documents

Main Report SCB