ACKNOWLEDGEMENT

It wouldn’t have been possible to complete the report without the kind support and help of many individuals and the organization. We would like to extend our sincere thanks to all of them.We are highly indebted to Mr. A.K.M. Hasan Rahim ( AVP, HR Department, SJIBL) for his effort share part of his working hour with us as well as for providing necessary information. We would also like to express gratitude towards the other members of SJIBL for their kind co-operation.

We would like to express our special gratitude and thanks to our course instructor, MR. Shahid Hossain for his guidance andconstant support throughout the completion of this report.

Finally the completing the project was a significant team effort and the co-operation of each of the group member.

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INTRODUCTION A group of highly successful entrepreneurs conceived an idea of floating a commercial bank named “Shahjalal Islami Bank Limited” which is named after the name of the renowned saint Hajrat Shahjalal ® who dedicated his life for the cause of peace in this world and hereafter and for the service of humanity. Shahjalal Islami Bank Limited (SJIBL) commenced its commercial operation in accordance with the principle of Islamic Shariah which is basically INTEREST-FREE banking business on the 10th May 2001 under the Bank Companies Act, 1991. The sponsors are reputed personalities in the field of trade & commerce, industry and finance. During last thirteen years SJIBL has diversified its service coverage by opening new branches at different important locations across the country offering various service and products both investment & deposit. It carries deal wise business product thereby generating real income and thus boosting GDP of the economy. The Bank has in its use the latest information technology services of SWIFT. SJIBL is actively involved in Scholarship as well as in various Socio-Cultural activities. SJIBL is not a profit-oriented commercial institution but it has a public base and social commitment. In CAMEL rating SJIBL’s Position is 1st place in “A” category.  (Shahjalal Islami Bank, nd)

Product/ services

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The bank is carrying out commercial, corporate, investment andretail banking related services as follows: Corporate finance,Correspondence banking, Documentary credits, Foreign exchange,Guarantees Syndicated finance.

The activities of the General Banking department of SJIBL mainly divided into following categories like account opening section, local remittance section, online branch banking section, one stop utility service section, deposit schemes section, clearing section, collection section, cash section, and accounts section.

Recently they introduced Green Banking .They are also providing internet banking and many card services to their premium customers. Their future plan is to introduce mobile banking as general.

Organizational Structure:

SJIBL’s organizational structure is decentralized. For many decision making and planning situations it depends on different departments. Proper empowerment has given to the departments for further organizations decision making situation. For this structure , the internal employee believe that it takes less time to accomplish a goal or set a goal as they don’t have to depend other departments. The communicationsystem is also very flexible.

Financial position:

The financial statement has been prepared under the historicalcost convention consistently with those of previous year. Although the operations of the bank are in compliance with the

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rules of Islami Shariah the financial statement have been prepared in accordance with the first schedule of the bank. Financial position of Shahjalal Islami bank limited is moderate now days. Economic condition is not very well. Besides they are facing a little threat to the opening if new banks. But the overall financial position of Shahjalal Islami bank is good. Still now they did no downsizing. They don’t even predict that in future they will do this kind of job.

The financial performance of the bank in recent years is pretty well. Their authorized capital is Tk. 6000 million and paid up capital is Tk. 5566 million and face value per share is Tk.10 (stock summery, till 2013). They are trying their best to adapt in this fluctuating economy.

Branch location:

Shahjalal Islami bank is an offshore banking unit. The bankingunit is divided into six division like in Dhaka zone, Chittagong zone, Sylhet zone, Khulna zone, Barishal zone and Rajshahi zone. It has total 92 branches .its main branch is opened on 58,Dilcusha C/A. Dhaka obtaining license of Bangladesh Bank. Its corporate Head quarter is situated at Uday Sanz plot no SE,2/B Gulshan south avenue, Gulshan 1, Dhaka 1212. It has 50 branches in Dhaka zone and 38 ATM booth of its own around Bangladesh. We visited the head office of SJIBL.

[Source: www.shahjalalbank.com.bd]

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Organizational Hierarchy of SJIBL

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BACKGROUND OF THE MANAGERMr. A.K.M. Hassan Rahim, son of Late. Mohd. Abdur Rahim Bhuiyan and Rehana Begum, was brought up in a respectable

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family residing in Tejgaon,Dhaka. His early life was spent in the Dhaka city itself. He has been a bright student from the very beginning. He achieved 1st division in both SSC and HSC. He has done his B.Com (Hons) and M.Com (Marketing) from Dhaka University in 1998 and 2000, respectively. He further pursued his MBA (Finance) from American International University in 2004 with CGPA 4.00. He has also achieved several awards for his academic excellence. To name a few- “Chancellor’s Award” for highest CGPA in graduating class, “The Summa Cum Laude Award” and a Gold Medal. He also acquired a diploma in Institute of Bankers. It is never the more if we appreciate about his academic excellence.

To highlight Mr. Hasan Rahim’s career, he began his professionas a probationary officer of NCC Bank in 2003, later he was promoted to Officer Grade-I and then Senior Officer in 2005,2009, respectively. He started his journey in Shahjalal Islami Bank (SJIBL) as a Junior Assistant Vice President, HR Department in 2011. At present he is the First Assistant Vice President of HR Department, Shahjalal Islami Bank, Gulshan South Avenue Branch.

Some of the trainings that he had gone through to meet the requirements of his profession-

21 Days Basic Training for the Probationary officers in BIBM

Core Risk Management in NCC Bank Training Institute

Financial Small and Medium Enterprise(SMEs) in BIBM

Understanding UCP-600 The workshop in NCC Bank Training Institute

Strategic Human Resource Management in Banks in BIBM

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Stress Management & Job performance in Banks in BIBM

His other achievements include- Member of Business Team of NCCBank Limited-Bank Software Evaluation Team, Member of Flora Bank Implementation Team.

His professional involvement since 2009 to till date is briefly mentioned below with the specific goals and criteria of each field:

Human Resource Division (October2010-Till date)

HR development and HR operational Management of Bank’s current Business to facilitate future business growth

SOPs relating to HR operation

Training and Development

Review & develop HRE policies

Managing Director’s Secretariat (June 2009-September 2010)

To work as Team Leader in Managing Director’s vigilance squad

Follow up monthly investment statement as collected from the branch to monitor the weak investment portfolio.

Conduct surprise inspection of branches

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Compile inspection and resolve all complaints of constituents

Foreign Exchange Branch (April 2009-June2009)

Preservation of all documents including charge and shipping documents of the section

Opening of back to back L/C

Negotiation of export documents

Supervising & Monitoring of all related works with LDBP

[Source: Personal Interview, C.V.]

BREAKDOWN OF MANAGERIAL FUNCTIONS

The functions of Mr. Hasan Rahim are categorized and explainedbelow briefly on the basis of Fred Luthans’s Approach:

1. Traditional Management:

Planning- Formation of appropriate plans to achieve the goals and objectives of his department such as strategic plans.

Decision making- Making important decisions on allocation of resources, on reviewing of organizational policies and on others related affairs of the department.

Controlling- Evaluating the performance of the employees and taking of necessary measures to correct deviation.

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2. Communication: It involves effectively communicating the plan to its subordinates so they can achieve the target efficiently. He frequently communicates with employees tosolve their work related problems. He seeks the employeesfor suggestions for making important decisions. He also personally advises the Vice-President of the bank on complex HR affairs. Whenever a changes is made in the HR department or any new rules are implemented, he ensures that it is communicated to all the employees of the department effectively.

3. Human Resource Management:

Disciplining- He makes significant effort in disciplining his employees and guiding their behavior inside the organization. Disciplinary action is taken by him against the employees for any kind of unwanted behavior.

Managing Conflict- Any kind of intra-department conflict is resolved by him.

Training- He takes appropriate measures for required training and development of employees.

Motivating- It is his important part of job to motivate the subordinates and ensure their job satisfaction.

4. Networking:

Socializing- Organizing social get together for the employees on behalf of the organization.

Visit to other departments & branches- Going for occasional visit to other branches of the bank and interacting with the employees or authorities therein.

Allocation of activities of Manager by percentage of time

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[Source: 1.Robbins, Organizational Behavior (13th ed.) 2013,pg-42-43

2. Personal Interview]

SWOT Analysis

A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying theobjective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies. The degree to which the internal environment of the firm matches

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with the external environment is expressed by the concept of strategic fit. (Humphrey & Albert, December 2005).

Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organization.

• S trengths: characteristics of the business, project or person that give it an advantage over others.

• W eaknesses: characteristics that place the business, project or person at a disadvantage relative to others.

• O pportunities: elements that the project could exploit toits advantage

• T hreats: elements in the environment that could cause trouble for the business or project.

Identification of SWOTs is important because they can inform later steps in planning to achieve the objective.

First, the decision makers should consider whether the objective is attainable, given the SWOTs. If the objective is not attainable a different objective must be selected and the process repeated.

Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful and find their competitive advantage.

Internal and external factors:

SWOT analysis aims to identify the key internal and external factors seen as important to achieving an objective. The factors come from within a company's unique value chain. SWOT

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analysis groups key pieces of information into two main categories:

• Internal factors – the strengths and weaknesses internal to the organization.

• External factors – the opportunities and threats presented by the environment external to the organization.

Use:

The usefulness of SWOT analysis is not limited to profit-seeking organizations. SWOT analysis may be used in any decision-making situation when a desired end-state (objective)has been defined. Examples include: non-profit organizations, governmental units, and individuals. SWOT analysis may also beused in pre-crisis planning and preventive crisis management. SWOT analysis may also be used in creating a recommendation during a viability study/survey.

SWOT ANALYSIS OF THE MANAGER

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Strengths:

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1. Excellent ability to lead: He has a excellent ability to lead his subordinates and can direct them very easily to achieve the organizational goal. His capability of understanding his subordinates better makes him a good leader.

2. Good interpersonal skill: He has proactive attitude and good interpersonal skill like excellent communication andpersuasion skill. His frequent communication with the employees helps him build a good relation with them.

3. Creative and Energetic person: He is very creative & future oriented in matter of making decisions or doing any project. He is also very enthusiastic in accomplishing in tasks and organizational goals.

4. Cross cultural experiences: He has gathered diverse experiences by working in different organizations and under different organizational cultures.

Weaknesses:

1. Short temper: Although he is very calm in the work place,he is a short tempered person. His short temper sometimescreates problem to manager his work in a better way.

2. Forgetful mind: He has inability to retain too many things in mind. He has habit of forgetting things often, which sometimes creates problem for him.

3. Narrow functional ability- As he has to do the same monotonous work, it requires him to perform same functions. It has narrowed his ability to function and limited his skills.

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Opportunities:

1. Advancement in career: As his position offer him to work in different jobs & deal with different situation so his skills are developing day by day which help him to have more & more knowledge & experiences towards his job sector which can help him in future to go further in banking job sector.

2. Opportunity for promotion: His skills and contributions towards the bank can help him to avail promotion to higher position in the organizational structure.

3. Opportunity for switching to other banks: Day by day the banking sector is offering more & more opportunities for the experienced candidates so he can easily switch to anyother bank he wishes.

Threats:

1. Job insecurity: A manager’s position is not too easy to handle so if he fails to reach the goal he has given by his superior than it would be penalty for him to sacrifice his job for his failure. So this job insecure problem bother him a lot because there are more perfect candidates to grab his position.

2. Unstable Economic and political situation: The economic and political condition in our country is not stable. There is high level of uncertainty in the economy of banking sector, which can be a major threat for his job.

3. Increasing competition: The level of competition in banking sectors is increasing day by day. There are increasing number fresh talents adding to the workforce every day. It’s becoming a challenge for his position to

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cope up with this increasing competition. (personal interview, 27 March,2014)

[Source: 1."SWOT Analysis". Mind Tools. Retrieved 15 March2014.

2.Humphrey, Albert (December2005). "SWOT Analysis for Management Consulting". SRI Alumni

Newsletter (SRI International).

3.Personal Interview]

PERSONALITY TYPE

The findings on Mr. Hasan Rahim, reflects his personality as Type B. The personality traits which indicate his personalityas Type B are:

Calm: He is very calm while performing his job and also while communicating with subordinates. He doesn’t get irritated by subordinates easily. He is also very patient.

Focusing on limited goals at a time: He tries to focus onlimited number of reasonable goals at a time. He never aspires to achieve more and more within a short span of time.

Less stressed: He tends to plan things in advance before executing any task. He rarely complains or frets. He can easily face things and situations as they come. These things help him in avoiding unnecessary stress.

Flexible: He is very much tolerant and flexible. He can comfortably adapt to situations and changes.

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No time urgency: He grants his subordinates adequate time, authority and flexibility for assigned task. He doesn’t pressurize his subordinates to complete any task immediately and never creates work loads on them.

Findings of Big Five Model

Extraversion: He tends to maintain a very comfortable relationship with his subordinates and others in the workpremise. He is also very friendly with the subordinates and frequently communicates to them. If necessary, he even tries to solve his subordinate’s problems unofficially through conversation at the office.

Agreeableness: He bears a high propensity of agreeableness. He is very much respectful to his superiorand fairly agrees on decisions made by superior. However,sometimes there may be some bindings and orders from higher level authorities of the bank which he has to agree with no other option available. He believes in having a co-operative work environment.

Conscientiousness: He focuses on reasonable and limited number of goals at a time. He believes limited numbers ofreasonable goals are achieved more easily and has lesser risk of failure.

Emotional Stability: He is emotionally strong and can withstand stress easily. He likes to express his feelingsand not indifferent towards others. He is fun loving and has a good social life.

Openness to experience: He has loves to explore differentthings and places. He has interest for sports. As the

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Bank consists of a diverse workforce i.e. employees belonging to different regions, he is very sensible toward their culture.

Personality Attributes

Locus of Control: Mr. Hasan Rahim tends to score high in internal. He believes the achievement of the goals highlydepends on the plans and decisions that he makes. He makes great effort in gathering adequate information before making any important decision. He also believes hecan get a job done well if he guides his subordinates well. He is satisfied with his job and derives pleasure from executing his task.

Self monitoring: He has a great ability to adjust his behavior to external situational factors. Whenever he is among his subordinates at the workplace he acts like a good leader and directs his subordinates. He behaves in afriendly manner with the employees when he encounters them unofficially.

Risk taking: He believes in taking reasonable amount of risk for achieving any target. He makes decisions very efficiently and does not indulge in rapid decisions. He thinks excessive risk can hamper the organization and canaffect the motivation of employees adversely.

Self-esteem: He posses a high self esteem and he is very confident about the success of his works.

In relation to the personality-job fit theory, Mr. Hasan Rahim’s personality is blend of Conventional and Social type.

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Being a bank manager he prefers rule-regulated, orderly, and unambiguous activity. On the other hand he bears a friendly and co-operative attitude towards his employees. He prefers helping and developing his subordinates.

[Source: 1. Class Notes

2 .Personal interview]

LEADERSHIP STYLEAfter the observation we can say that Mr. Hasan Rahim’s leadership style is mixture of autocratic and democratic whichfalls under Iowa leadership studies. As an assistant vice president he has some fixed goals and tasks list which is already made from top level where negotiation can’t take place. In that case he follows autocratic style and when he thinks organizational betterment or task modification is needed he follows democratic style. Sometimes he asks his employees what should be changed for betterment or what shouldbe done to accomplish a goal easily.

According to Ohio studies, Initiating structure reflects the extent to which an individual is likely to define and structure his role and those of his subordinates toward goal attainment (Bass &Dee, 2008, p.848) Based on that, Mr. Rahim has slight high score on initiating structure as he clearly defines goals, clarifies all the issues of any task provided.

Most of the tasks of Shahjalal Islami Banks are structured and Mr. Rahim maintains a very good relation with his co-worker and employee. Though he holds a very strong power in the organization inHR department still he has a very good relation with his co- workersand employees so that nobody holds any grudge against organization and can share their thoughts easily. If we put this finding on

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Contingency theory we will find how successful he is as a manager based on least preferred co-worker (LPC) scale:

Leader-member relation

Task Structure Leader’s Position Power

Most EffectiveLeader

High Structured High Low LPC

Though it leader member relationship is high, due to structured task and holding of high power in organization he faces to meet High LPC. But he said that in many unstructured tasks where only goal is set by top level where it is not mentioned how to achieve the goal, Mr. Rahim scores High LPC. This is how we can relate his leadership style with contingency theory. He acts differently in different situations.

According to Managerial Grid theory Mr. Rahim’s leadership style is shown on this graph. We are using scale 7 as highest.

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Mr. Rahman stands in (6, 5) plot where he is more concern about people’s need and a little less concern about production. He is on the right track on his leadership style.A little development can be done in order to achieve the highest grade which is (7, 7).

Certain traits were observed. He is born with certain character traits And some are learned by him. Some noticeable traits are: He has drive for responsibility and task completion. He is persistence in pursuit of goals. He has highself-confidence and sense of personal identity. Another visible trait is he is willing to accept consequences of decision and action .Based on some cases we must conclude he plays both manager and leader role. He has a great ability to influence the behavior of others. By possessing these types oftraits he somehow fulfilled his managerial role which is expected by his employees. Besides he is very intelligent person with a tremendous educational background. He has met some criteria of trait theory. It won’t be wrong if it is saidthat he is in the middle of the road to become a successful leader.

[source:1. (Bass &Dee, Understanding College and University Organization, 2008, p.848)

2. Fiedler's Contingency Theory of Leadership: An application of the meta-analysis procedures of Schmidt and Hunter, vol 97(2), Mar 1985

3. Fielder, F. E. The contribution of cognitive resources to leadership performance. Journal of Applied Social Psychology, vol. 16 (1986). pp. 532–545.]

TECHNIQUES IMPLEMENTED FOR MOTIVATIONPage | 22

“It’s not enough to manage. You must motivate” - John Baldoni (Source-Forbes).

Motivating the employees is vital to any business. A motivatedworkforce means a highly productive staff, all of which will help the organization achieve the business goals. And this should be a main objective in the organizational and business plan. Motivation is essential not only to boost employees to perform better, but in the long run, would aid in the growth of the organization for the better. (Source- Deccan Herald)

Some of the techniques that our manager uses in his work to motivate his subordinates are mentioned below:

Appropriate compensation and benefits for the work of employees. Employees are given adequate salary for the maintenance of their family. Ensuring each employee is able to avail the benefits provided by the bank. Some benefits such as giving the bank employees some extra credit limits.

Developing a reasonable goal and reasonable plan. The manager always sets goals that have higher chances of acceptance by the employees. Employee’s participation in setting of goals is highly encouraged. Employee’s suggestion and opinions while setting the department’s target are given high priority.

Recognizing employees work performance and rewarding them. Employees performing efficiently and full heartedlyare duly recognized. Rewards such as increments are awarded on good performance. Providing adequate opportunities for promotion of employees.

Providing opportunities for training and development to employees. Employees are sent on training campaign. Creating scope for growth by job rotation within the

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bank. There is always an opportunity created by the management to help learning while working.

Sending employees on family tours to foreign countries for their refreshment purpose. Employees are occasionallygiven the opportunity to visit foreign countries along with their family members. This motivates employees by providing them with some refreshment from their daily work schedule.

Creating a friendly work atmosphere within the organization and responding to employee’s grievances frequently. The manager always welcomes employees to his office door. He even unofficially tries to solve any problem faced by the employees on the work. Employees aregiven adequate autonomy required by them to perform theirwork better. Enough flexibility is granted to the subordinates to complete their assigned task by the management.

Consider each employee’s age and life stage. There are exceptions to every generalization, of course, but workers nearing the end of their careers are often less focused on the next promotion than those who are just starting to climb the corporate ladder. Younger workers may also be less accustomed than older ones to waiting patiently in a job they don’t find interesting.

Pinpoint each employee’s personality. Some people love public praise; others are mortified by it and would much prefer a sincere, in-person “thank-you.” Taking this intoaccount while planning a ceremony to give awards or otherrecognition.

Asking what they want out of work. Just knowing that an HR manager or boss is interested in a worker's goals willmake many employees feel better about their jobs. Some

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workers may say that they want to work on a prestigious project.

[Source: 1. Skemp-Arlt,K.M, Toupence,R. (2007). "The administrator's role in employee motivation". Coach & AthleticDirector. Page no. 28–34.

2. Personal Interview]

COMMUNICATION STYLEMr. Rahim holds a very important role in HR department. As he said “I spend most of my time on communicating”. It’s hard to accomplish the goal without proper communication. Generally the organization follows downward communication. Most of the tasks are structured and directly specified. Mr. Rahim also follows this hierarchy. For job instructions, job rational plan, procedures and practices information, and indoctrinationdownward communication is used. As SJIBL mostly follow formal communication the messages flow across functional areas at a given level of an organization. But for different feedback program now a day upward communication is also used. Today’s trend has forced to think SJIBL that employee wants some level of empowerment. But it is seen that under formal communication sometimes it takes so much time to deliver a message or message changes from its originality. Interactive communication is also used but here only top level manager areallowed. They discuss regarding task coordination and problem solving matters.

Mr. Rahim also uses open door policy. He encourages his employees to drop by his office so that they can share their problems regarding their tasks. Many employees have passed many information regarding unethical issues which happened in

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the organization. He also conducts exit interview to find out the reason of voluntarily resignation. He thinks this communication style will help the organization to find out theproblems lying inside employees.

Another technical communication style he follows is anonymous letter to HR department which is new but he predicts it will be helpful.

Participative communication is also applied when group task isgiven.

Sometimes he visits many branches which he defines as “Surprise Visit” to find out any problem. There he generally does verbal communication.

The media Mr. Rahim generally uses are E-mail, mobile phone, Skype, Meeting.

[Source: 1.http://en.wikipedia.org/wiki/Organizational_communication

2. Personal Interview]

MANAGER’S RECOMMENDATION FOR FUTURE LEADERS

The manager expects the future leaders to develop a quality for honesty and integrity within them. Our country’s organizational sectors lack honest and sincere managers who can lead the country’s economy towards progress.

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The manager personally feels that although the present generation of youth is highly talented and competitive, they suffer from too much boredom and stress. This feeling of boredom and low self-esteem adversely affects their capabilityto lead others.

He wants the future leader to be high in self esteem so they can be more successful in achieving their objectives. He also expects the future leaders to have a presence of zeal in theirday to day work, which will give them higher job satisfaction.

“Leading today is like being a first-time parent, you have todo the right thing long before you fully understand thesituation”- Warren Bennis, distinguished professor of

business, and founding chairman of the Leadership Institute atthe University of Southern California.

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CONCLUSION

In the conclusion we can state that the report draws a clear picture of the research conducted on various functions and attributes of the manager. Our research work consisted of browsing over various articles on the internet, reading through books, overlooking business magazine and a personal interview with the manager.

After completing the report we are now for more familiar with the day to day activities of a manager. We have been able to acquire various knowledge regarding techniques implemented by managers to motivate and lead their subordinates. The requirement of conducting a personal interview with the manager gave us the opportunity to develop our interpersonal skills.

The preparation of the report has helped us to know the thingswe need to develop within us in order to become efficient and good leaders in the future. We also have explored various important information regarding the institution such as the bank’s financial position, history, services.

The preparation of the report was an interesting task. The trouble we had in preparation is worth doing it. As it was a group work, we all learnt something from each other working inthe group. It also helped us to develop teamwork skills.

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Bibliography

Material Type

Reference list

1. Book Robins (2005), Organizational Behavior, (11thed) ,301-319

2.Book Skemp-Arlt,K.M, Toupence,R. (2007). "The administrator's role in employee motivation". Coach & Athletic Director. Page no. 28–34.

3.Book Robbins, Organizational Behavior (13th ed.) 2013,pg-42-43

4.E-Book Fiedler's Contingency Theory of Leadership: Anapplication of the meta-analysis procedures ofSchmidt and Hunter, vol 97(2), Mar 1985

5.E-Book . Fielder, F. E. The contribution of cognitiveresources to leadership performance. Journal of Applied Social Psychology, vol. 16 (1986). pp. 532–545.]

6.E-Book Bass &Dee, Understanding College and University Organization, 2008, p.848

7.Website www.shahjalalbank.com.bdPage | 29

8.Website http://en.wikipedia.org/wiki/Organizational_communication

9.Interview

Personal interview with Mr. Hasan Rahim(AVP,HRDepartment, SJIBL)

10.C.V. C.V. of Mr. Hasan Rahim(AVP,HR Department, SJIBL)

12.Newsletter

Humphrey, Albert (December 2005). "SWOT Analysis for Management Consulting". SRI Alumni Newsletter (SRI International).

13.Website Fiedler's Contingency Model, retrieved from http://www.mindtools.com/pages/article/fiedler.htm

14.Class Notes

Personality Type, Personality Attributes

APPENDIX1. C.V. of the Manager

2. Business Card

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