INTERNAL COMMUNICATION OF MUTUAL TRUST BANK LIMITED

INTERNAL COMMUNICATION OF MUTUAL TRUST BANK LIMITED

By

Mahody Hasan Sami ID: 0810264

An Internship Report Presented in Partial Fulfillment of The Requirement for The Degree Bachelor of Business Administration

To Mr. Monzoor Morshed Lecturer, Human Resource Management, Independent University, Bangladesh

Sub: Submission of the Internship Report.

Dear Sir, It is an enormous pleasure to submit my report INTERNAL COMMUNICATION OF MUTUAL TRUST BANK LIMITED which was assigned by you as a requirement of the Internship Program - a prerequisite for the completion of the BBA program. I would like to convey my gratitude to you and thank you for giving me the opportunity to work on this topic under your thoughtful coordination. Utmost care and concentration has been given in preparation of this paper. I have tried my best to present information that is valid and reliable so that the findings are as accurate as possible. Due to various constrains, there may be some mistakes for which I beg your kind consideration. Finally, I shall be glad to answer your any kind of query related to this report, if necessary. Sincerely yours, _________________ Mahody Hasan Sami ID # 0810264 November 21, 2012

Acknowledgement
First, I would like to thank Almighty ALLAH who gives me the sense to understand what I am doing and for making me successful to prepare this report. I would like to take this opportunity to express my gratitude to my internship supervisor, Monzoor Morshed, Lecturer, Human Resource Management and Independent University Bangladesh for his continuous inspiration, supervision and patience. Without his guidance and support it would not have been possible to come this far. I would like to express my deepest gratitude to Mr.Abdul Mannan, Executive Vice President (EVP) & Branch Manager of Mutual Trust Bank Ltd for giving me the opportunity to complete my internship in such a reputed organization. I also want to thank, Fazlul Haq, Assistant Vice President (AVP), for her intimate guidance & encouragement that helped me a lot to accomplish the project. I also want to remember Masbah Uddin Chowdhury Senior Assistant Vice President (SAVP), Kaiser Walaullah First Assistant Vice President (FAVP), Md Shamim Kabir Junior Assistant Vice President (JAVP), Md Rokonuzzaman Khan Senior Officer (SO), Nasreen Akhtar Senior Officer (SO), Md Miftahul Hossain Junior Officer (JO) and Md Mahfuzul Haque Junior Assistant Vice President (JAVP) whose support inspired me from beginning to end of my period in Mutual Trust Bank Ltd. I would also like to thank all of my colleagues of Mutual Trust Bank Ltd. (MTBL), Panthopoth Branch for sharing their experience and knowledge with me. My sincerest thanks go to the all others who were involved and helped directly and indirectly in preparing this report.

Table of Contents
Contents
Executive Summery Methodology Company Profile Introduction Internal Communication Problem Statement Purpose of the Study Literature Review Internal Communication Intranet Meeting Face to face Communication Intercom Conceptual Framework Research Questions Hypotheses Analysis Findings Recommendations Conclusion Reference Appendix 12 12 13 14 14 14 15 15 16 25 26 27 28 31 11 11 11

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6 7 9

Executive Summery

Mutual Trust Bank Limited (MTBL) is one of the leading commercial banks which has ingenuous objective of bringing about qualitative changes. It has achieved immense success in all areas of ultimate objective in improving the socio-economic development of the country. The study covering the topic Internal Communication of Mutual Trust Bank Ltd attempts to evaluate the overall condition of internal communication of the bank as the partial fulfillment of internship course of BBA program in Independent University Bangladesh. It focuses on the necessity, variables and gap in the communication process in the internal context of its Panthapath Branch. The report aiming at finding differences in e mployees attitudes towards making and maintaining efficient internal communication. Four basic tools for internal communication of MTB- intranet, meeting, face to face communication The report also recommends to the gap in this context. It also shows the analytical sense developed by analyzing the output processed on the survey in that branch.

Methodology:
Research Design:

The research is a descriptive research. The research question and hypothesis clearly supports my research design.
The conceptual framework of the proposed study depicts the research variables and relationship between themselves. In this study, I needed to investigate the relationship of intranet, meeting, face to face communication and intercom with internal communication in context of Mutual Trust Bank LTD. According to Cooper and Schindler (2003), research that studies the relationship between two or more variables is also referred to as a co-relational study. Therefore, a co-relational research design has been selected in order to find out the appropriate answers to the research questions and to test the hypotheses. The model of my conceptual framework also suggests this type of design. Here intranet, meeting, face to face communication, and intercom are considered as independent variables and internal communication is considered as a dependent variable.

Research Approach: To investigate research questions, I gathered information from Panthapath branch of Mutual Trust Bank Ltd. With a view to getting easy response and meeting easy understanding of respondents the questionnaire was designed only asking for the degree of agreement among the hypothesis related sense about independent variables and there was no question for describing respondents own ans.

Sampling Method: The sampling frame for the study was collected from the supervisor. Only Panthapath brach was selected from the sampling frame for the purpose of the study because of time and financial constraint. A random sampling method was used as a probability sampling technique.

Survey Instrument: To collect data from primary sources, a set of structured questionnaire was used because it is the best instrument for the survey in this case. Surveying many people with personal interviews or observations would be impossible. With questionnaires, no responses of the respondents can be missed out. It gives more time to the respondents to think and then give the answers. A sample of the questionnaire has been attached in the appendix. Internal Communication was measured using four

(Section I, Question 1-4) questions and on five-point Likers scale. Use of Intranet was measured using three (Section II, Question 1-4) questions and on five-point Likers scale. Face to face communication was measured using 3 (Section III, Question 1-3) questions and on five-point Likers scale. Role of meeting in communication was measured using 3 (Section IV, Question 1-3) questions and on five-point Likers scale. Role of intercom in internal communication of MTB was measured using 3 (Section IV, Question 1-3) questions and on five-point Lakers scale.

Data Collection: This present study is unique one in context of Mutual Trust Bank Ltd. As a result, secondary sources of data were used less for the present study. Therefore, it required primary data to examine the research problem and to verify hypothesis. To collect data from the primary sources, I used questionnaire method. This method is commonly used in HR survey to collect data from primary sources. Frequent reasons are accounted for the choice of this research method. Firstly, it allows large amounts of information to be obtained at relatively low cost and secondly more accurate responses are obtained because respondents bias is avoided.

Data Analysis: After data collection, degree of agreement of variables was counted or was checked whether they even exist or not. Then Microsoft excels and Microsoft Power Point were used as statistical data analysis tools to process the data and to show the result in pie chart.

Company Profile

The Company was incorporated on September 29, 1999 under the Companies Act 1994 as a public company limited by shares for carrying out all kinds of banking activities with Authorized Capital of Tk. 38,00,000,000 divided into 38,000,000 ordinary shares of Tk.100 each. The Company was also issued Certificate for Commencement of Business on the same day and was granted license on October 05, 1999 by Bangladesh Bank under the Banking Companies Act 1991 and started its banking operation on October 24, 1999. As envisaged in the Memorandum of Association and as licensed by Bangladesh Bank under the provisions of the Banking Companies Act 1991, the Company started its banking operation and entitled to carry out the following types of banking business: (i) All types of commercial banking activities including Money Market operations. (ii) Investment in Merchant Banking activities. (iii) Investment in Company activities. (iv) Financiers, Promoters, Capitalists etc. (v) Financial Intermediary Services. (vii) Any related Financial Services.

The Company (Bank) operates through its Head Office at Dhaka and 77 branches. The Company/ Bank carry out international business through a Global Network of Foreign Correspondent Banks.

Mission We aspire to be the most admired financial institution in the country, recognized as a dynamic, innovative and client focused company, which offers an array of products and services in the search for excellence and to create an impressive economic value.

Vision Mutual Trust Bank's vision is based on a philosophy known as MTB3V. We envision MTB to be: 1.One of the Best Performing Banks in Bangladesh 2.The Bank of Choice 3.A Truly World-class Bank

The Company was incorporated on September 29, 1999 under the Companies Act 1994 as a public company limited by shares for carrying out all kinds of banking activities with Authorized Capital of BDT 200 million divided into 2,000,000 ordinary shares of BDT 100 each. At present, Authorized Capital of the company is BDT 10,000,000,000 (BDT 10 Billion) divided into 1,000,000,000 (One billion) ordinary shares of BDT 10 each.

Company Registration No: C38707 (665)/99 on September 29, 1999 Bangladesh Bank Permission No: BRPD (P) 744(78)/99-3081 on October 5, 1999

Registered Office: MTB Centre 26 Gulshan Avenue, Gulshan 1 Dhaka 1212, Bangladesh. SWIFT Code: MTBL BD DH

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Introduction
Internal Communication Communication is an integral part of the Banks overall processes. The main goal of the Banks internal communication is to support the organization in achieving the overall goals described in the Banks mandate, mission and strategy. Furthermore, the internal communication shall strengthen the organizational culture and feeling of commitment among the staff. Mutual information sharing is an important principle to ensure efficient internal communication. Key policy messages are discussed in the decision-making bodies of the Bank. When items are discussed in the decision-making bodies there should be a short suggestion on how they will be communicated both externally and internally. Research on internal communication is cross disciplinary, and the number of available definitions reflects this fact. Internal communication can be termed internal organizational communication, employee relations (Quirke, 2000), management communication, internal media, cross-departmental communication (Greenbaum, Clampitt, & Willihnganz, 1988), business or corporate communication (Kitchen, 1997), strategic communication (Argenti, 2007) or integrated internal communications (Kalla, 2005). Du Plessis and Boshoff (2008, p.3) defined communication as the use of a medium to convey a message between individuals or groups and it is a means of relating to each other. Problem Statement: The main focus of this study is on the internal communication taking place by various communication channels within the Panthapath branch of Mutual Trust bank across all departments. Internal communication is influenced with the communication method or medium. To understand internal communication this study is to investigate the relation between intranet, intercom, face to face conversation and meeting with internal communication in context of Mutual Trust Bank. Purpose of Study: The purpose of this study is to understand the relation between intranet, intercom, face to face conversation and meeting with internal communication in context of Mutual Trust Bank.

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LITERATURE REVIEW The main focus of this thesis is on the internal communication taking place within the Panthapath branch of Mutual Trust bank across all levels. Additionally, of interest are the channels utilized and the means by which this branch measures their internal communication. This chapter presents a review of the literature in accordance with four themes; the role and function of internal communication, its management, channels and previous research on internal communication in banks. This will then provide the foundation for the discussion and analysis of the research findings in later chapters. An organization's adaptability to external changes relies on efficient communication internally that exists within a company, between and among employees Internal Communication Internal communication is the glue that binds together an organizations employees with its values and objectives. In its simplest form internal communication is the exchange of information and ideas within an organization (Bovee & Thill, 2000, p.7) or the formal and infor mal communication taking place internally at all levels of an organization (Kalla, 2005, p.304). Welch and Jackson (2007) view internal communication from a stakeholder approach and define it as the strategic management of interactions and relationships between stakeholders at all levels within organizations (p. 183). Today, the function of internal communication includes the transmission of organizational goals, activities, new developments, achievements and personal contributions as well as strategic visionary messages (Welch & Jackson, 2007). Welch and Jackson (2007) suggest the function of internal communications has four dimensions: (1) internal line management, (2) internal team peer communication, (3) internal project peer communication and (4) internal corporate communication (as noted in table 1). Intranet: Intranets can help users to locate and view information faster and use applications relevant to their roles and responsibilities. Intranets allow organizations to distribute information to employees on an as-needed basis; Employees may link to relevant information at their

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convenience, rather than being distracted indiscriminately by electronic mail. Intranets are also being used as a platform for developing and deploying applications to support business operations and decisions across the internetworked enterprise. Information is easily accessible by all authorized users, which enables teamwork. Every user has the ability to view the same information within the Intranet. The intranet is the most important channel for MTBs internal communication. MTB staff can easily find the information they need to perform their daily work. Internal news is updated in a timely manner. Communications has the overall editorial responsibility for MTBs intranet s ite in cooperation with HR. Meeting: One dictionary defines a meeting as an act or process of coming together as an assembly for a common purpose. A meeting is a gathering of two or more people that has been convened for the purpose of achieving a common goal through verbal interaction, such as sharing information or reaching agreement. Common types of meeting include: Ad-hoc meeting: a meeting called for a special purpose Board meeting: a meeting of the Board of directors of an organization Investigative Meeting: generally when conducting a pre-interview, exit interview or a meeting among the investigator and representative Kickoff meeting: the first meeting with the project team and the client of the project to discuss the role of each team member Management meeting: a meeting among managers Off-site meeting: also called "offsite retreat" and known as an Away-day meeting. One-on-one meeting: between two individuals Staff meeting: typically a meeting between a manager and those that report to the manager Team meeting: a meeting among colleagues working on various aspects of a team project Work Meeting: which produces a product or intangible result such as a decision

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Face-to-face conversation: From a psychological perspective there are a number of positive features about face-to-face meetings that cannot always be achieved as well via other forms of communication. Face-to-face meetings allow employees to engage in and observe verbal and nonverbal behavioral styles that cant be captured in most computer mediated communication devises. There are nuances associated with hand gestures, voice quality and volume, facial expressions, and so forth that are simply not captured in email. One-to-one and one-to-many forums where people are physically present. Examples include a 'cascade' of team meetings or briefings, conferences, site visits, 'back to the floor', consultation forums, 'brown bag' lunches, round-table discussions, 'town meetings', etc. Intercom: An intercom (intercommunication device), talkback or door phone is a stand-alone voice communications system for use within a building or small collection of buildings, functioning independently of the public telephone network. Intercoms are generally mounted permanently in buildings and vehicles. Intercoms can incorporate connections to public address loudspeaker systems, telephones, and to other intercom systems. Some telephones include intercom functions that enable paging and conversation between instruments of similar make and model. Examples include Panasonic model KX-TS3282W /B), AT&T models 945 and 974, and TMC model ET4300.

Conceptual Framework

Internal Communication

Intranet Intercom Face to face conversation Meeting

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Research Questions: Is there any significant relationship between intranet and internal communication in context of Mutual Trust Bank Ltd? Is there any significant relationship between intercom and internal communication in context of Mutual Trust Bank Ltd? Is there any significant relationship between face to face conversation and internal communication in context of Mutual Trust Bank Ltd? Is there any significant relationship between meeting and internal communication in context of Mutual Trust Bank Ltd?

Hypotheses:

There is a significant relationship between intranet and internal communication in context of Mutual Trust Bank Ltd? There is a significant relationship between intercom and internal communication in context of Mutual Trust Bank Ltd? There is a significant relationship between face to face conversation and internal communication in context of Mutual Trust Bank Ltd? There is a significant relationship between meeting and internal communication in context of Mutual Trust Bank Ltd?

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ANALYSIS
The degree to which employees agree/disagree with the statements about above all internal communication:

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Indication of The degree to which employees agree/disagree with internal communication regarding intranet:

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Quickly communicate with all the employees through intranet

0% Strongly agree 52%

Agree 48%

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Indications of the degree to which employee agree/disagree with internal communication regarding Face to face communication:

Can participate actively in the process of face to face communication

Agree 52%

Strongly agree 48%

Face to face communication is flexible

Uncertain 5%

Disagree 5%

Agree 43%

Strongly agree 47%

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Dependent on face to face communication

Disagree 5% Strongly Disagre 5%

Strongly agree 19%

Uncertain 43% Agree 28%

Indications of the degree to which employee agree/disagree with internal communication regarding meeting communication:

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Indications of the degree to which employee agree/disagree with internal communication regarding meeting Intercom:

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FFINDINGS

1. The internal communication is well enough that meet full requirement in internal communication. 2. The internal communication system of MTBL scopes free flow of information needed. 3. HR depends on internal communication system of MTBL. 4. MTBL removes its communication gap by using Intranet with quick responsiveness. 5. More employees should be introduced with the accessible free flow of information by intranet. 6. Employees professional and official data are well maintained for active internal communication with availability of necessary downloadable files and data. 7. Face to face communication plays an active role in internal communication in context of Mutual Trust Bank Ltd. 8. Some employees are unaware about their downloadable files and data from MTBLs own database server or by intranet. 9. There is standard deviation among the employees of various levels in communicating face to face. But higher level employees rely on this type of communication. 10. Meeting is a reliable, responsive and flexible process to the employee of MTBL but it needs to be more inspiring and mass participating since some employees often find it boring, barrelful or uncertain to express themselves. 11. Intercom provides flexibility but in some cases employees feel barriers in gaining desired state of communication. For increasing efficiency and facility of such kind of communicational device, some employees want telephone facility in replacement of intercom. Although upper level employees have standard deviation about this regard.

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RECOMMENDATIONS

1. More employees should be made aware of the usage of intranet so that they come to know about the availability of downloadable files for effective communication internally. 2. Free flow of information should have stimulation in order to remove the uncertainty of internal communication among employees. 3. Face to face communication should be made more flexible and dependable. 4. Meetings should be made more participating and inspiring for all employees so that they do not get bored. 5. For the removal of the barriers and standard deviation of perceived value TNT telephone or limited service of PABX telephone service should be introduced for effective internal communication of MTBL.

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CONCLUSION: Organization does just fine by leaving people alone to do their jobs and let internal communication take care of itself. It can improve the effectiveness of the organization. The more information people have, the more quickly they get it, and the better connections they have with others in the organization, the better the work of the organization gets done, and the better jobs individuals do. The better jobs they do, the better they feel about their jobs and about the organization. The ultimate beneficiaries of all this are the target population, the community, and the organization, which finds itself with committed and efficient staff members, satisfied participants, and community respect. Internal communication makes problem-solving easier by providing a channel for everyone's ideas and opinions. Solutions can come from unexpected directions, but only if there's the possibility that they'll be heard. Internal communication keeps everyone informed of what's going on in the organization. No one gets any unpleasant surprises, and everyone has the chance to deal with changes, good news, and bad news together. It allows the organization to respond quickly and efficiently to change, emergencies, etc. Internal communication makes problemsolving easier by providing a channel for everyone's ideas and opinions. Solutions can come from unexpected directions, but only if there's the possibility that they'll be heard. It creates a climate of openness within the organization. If everyone feels he has access to whatever information he needs or wants, and can talk to anyone in the organization about anything, it encourages good relations among people, promotes trust, and forestalls jealousy and turf issues. Promoting internal communication is one of the most important things organization can do to make sure that it runs smoothly and effectively. Good internal communication will flourish if one can create an organizational climate of openness that is conducive to the free flow of communication and information in all directions; adjust his organization's systems or develop new ones to encourage, rather than discourage, internal communication; and create clear definitions of what needs to be communicated and by whom.

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REFERENCE: 1. Internal communication: staff and supervisory roles - Page 30 2. Quirke, B. (2008). "Making the Connections; using Internal Communications to turn strategy into action", Burlington, VT: Gower Publishing Company 3. Corporate Conversations: A Guide to Crafting Effective 4. Internal Communication Management - Page 35 5. Communication Research Measures: A Sourcebook - Page v 6. The IABC Handbook of Organizational Communication: A Guide to ... - Page xxv 7. Business-to-business Marketing Management: A Global Perspective - Page 300 8. Principles & Practice of Marketing - Page 75 9. APAIS, Australian Public Affairs Information Service: A Subject ... 10. Key Issues in Organizational Communication 11. Cited in Hargie O and Tourish D eds, (2004) Handbook of Communication Audits for Organisations London Routledge 12. Clampitt P, Communicating for Managerial Effectiveness, Sage 2009 13. Larkin, TJ and Larkin S. (1994). "Communicating Change: winning employee support for new business goals", New York, NY: McGraw-Hill, Inc. 14. First Monday, a peer-reviewed journal on the Internet established in 1996 as a Great Cities Initiative of the University Library of the University of Illinois at ChicagoManual Castells, Wiley-Blackwell, 1996 (1st ed) and 2009 (2nd ed 15. Manuel Castells, in The Internet Galaxy, Ch. 1, pp 9 35, Oxford University Press, 2001, 16. The Internet Explained, Vincent Zegna & Mike Pepper, Sonet Digital, November 2005, Pages 1 7.

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17. "How Much Does The Internet Weigh?", by Stephen Cass, Discover, 2007 18. "The Internet spreads its tentacles" , Julie Rehmeyer, Science News, Vol. 171, No. 25, pp. 387388, 23 June 2007 19. Intranet, Lorenzo Cantoni & Stefano Tardini, Routledge, 2006. 20. Oxford English Dictionary, 2md ed., gives nineteenth-century use and pre-Internet verb use 21. Chicago Manual of Style, University of Chicago, 16th edition 22. Technical Histories of the Internet & other Network Protocols, Computer Science Department, University of Texas Austin, 11 June 2002 23. Zimmermann, H., Proc. IFIP'77 Congress, Toronto, August 1977, pp. 465 469 24. ABA Journal - Oct 1978 - Page 1558 25. ABA Journal - Jan 1978 - Page 92 26. ABA Journal - Jul 1979 - Page 1088 27. ABA Journal - Oct 1980 - Page 1258 28. Planning Academic and Research Library Buildings - Page 299 29. The Fifth Journal: Book One of the Sons of Sanhedrin Series - Page 243 30. Meeting Definition and More from the Free Merriam-Webster Dictionary. (n.d.). Dictionary and Thesaurus Merriam-Webster Online. Retrieved April 21, 2010, from 31. Meeting and Convention Planners. (2009, December 17). U.S. Bureau of Labor Statistics. Retrieved April 21, 2010. 32. Journal of the ... annual meeting of the convention: with appendices - Volumes 51-55 33. ABA Journal - Jun 1956 - Page 546 34. Business Communication - A. C. Krizan, Patricia Merrier, Joyce Logan 2007 Page 616

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35. Journal of the Royal Asiatic Society - Volume 2 - Page lii 36. Face to Face: Toward a Sociological Theory of Interpersonal Behavior 37. Understanding face-to-face interaction: issues linking goals. 38. Effective Internal Communication 39. Social approaches to communication

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APPENDIX: Research Questionnaire: SL No : ___________________ Organization Name : ___________________ Employee Name : ___________________ Designation: ___________________ Gender (M/F) : ___________________ Please read carefully and indicate your answers to the following questions: 1 = Strongly disagree 2 = Disagree 3 = Uncertain 4 = Agree 5 = Strongly Agree Section I Please indicate the degree to which you agree/disagree with each one of the statements below regarding internal communication in context of Mutual Trust Bank Ltd: 1. The communicational devices available meet full requirement in internal communication. 1 2 3 4 5 2. The internal communication system scopes free flow of information needed. 1 2 3 4 5 3. I am satisfied for the ease of internal communication. 1 2 3 4 5 4. I can depend on internal communication system of MTBL. 1 2 3 4 5 Section II Please indicate the degree to which you agree/disagree with each one of the statements below regarding the usefulness of Intranet in context of Mutual Trust Bank Ltd: 1. Intranet removes communication gap. 1 2 3 4 5 2. My professional and official data are well maintained. 1 2 3 4 5

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3. My downloadable files and data are available. 1 2 3 4 5 4. I can quickly communicate with all the employees through intranet. 1 2 3 4 5 Section III Please indicate the degree to which you agree/disagree with each one of the statements below regarding Face to face communication in context of Mutual Trust Bank Ltd: 1. I can participate actively in the process. 1 2 3 4 5 2. This type of communication is flexible for me. 1 2 3 4 5 3. I am dependent on this type of communication. 1 2 3 4 5 Section IV Please indicate the degree to which you agree/disagree with each one of the statements below regarding the usefulness of meeting in context of Mutual Trust Bank Ltd: 1. Meeting is reliable for internal communication. 1 2 3 4 5 2. This type of communication is responsive. 1 2 3 4 5 3. I do not get bored using this type of communication. 1 2 3 4 5 Section V Please indicate the degree to which you agree/disagree with each one of the statements below regarding the usefulness of intercom in context of Mutual Trust Bank Ltd: 1. I feel flexible in communicating with intercom. 1 2 3 4 5 2. I feel barrier in communicating by intercom. 1 2 3 4 5 3. I want telephone facility in replacement of intercom. 1 2 3 4 5

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