TERM REPORT

BARCLAYS BANK

Prepared for:
Mr. Amin Nasrullah
Course Incharge,
Organizational Behaviour,
Institute of Business Management

Prepared by:
Aimen Mustafeez
Asma Amjad
Rakia Rizwan
Sabeen Fatima
Humeira Shafique

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 ACKNOWLEDGMENT

We take the opportunity to thank Ms. Mariam Rizvi, HR Manager, Barclays Pakistan for her vital
contributions in the preparation of this report.

We also express our sincere gratitude to Mr. Amin Nasrullah, Course Instructor Organizational
Behavior, Institute of Business Management, Karachi for enabling us to understand the complex
relationship between the personnel attitudes and structural formats in an organization and their impact
on its behavior.

The Term Report on “Organizational Culture in Barclays Pakistan” is a part of the curriculum of the
course Organizational Behavior 404, MBA Executive, at IoBM, Karachi.

This report has been compiled using information from following sources:

I. Personal interviews with the employees of the Bank

II. Personality type determination through standardized MBTI questionnaires
III. The official website of Barclays www.barclays.pk Pakistan for corporate profile and history
IV. Ms. Mariam Rizvi, HR Manager Barclays Pakistan, for information regarding structure and functions
of the organization, the operational policies, approaches of management and leadership styles

We have tried our level best in putting together the obtained data and facts as per our understanding
and hope that this report presents a fair picture of the organizational culture of Barclays Pakistan.

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 TABLE OFCONTENT

TOPIC PAGE NO.

1. Introduction …………………………………………………………………………………………………………….. 3
History ……………………………………………………………………….................................................. 3
Figure 1.1: Vision, Mission and Values ……………………………………………………………………… 4
Organizational Chart

2. Organizational Culture: Employees, Management & System ………………………………….. 6

Figure 2.1 Barclaycard Ring ………………………………………………………………………………………... 6
Figure 2.2 Transfusing Life at the Blood Donation Drive …………………………………………….. 7
Figure 2.3 Nurturing Entrepreneurs of Tomorrow ……………………………………………………… 8
Employees’ Views on Culture of Barclays Bank …………………………………………………………. 9

3. Motivational Strategy: Barclays Citizenship Awards ………………………………………………… 10

Figure 3.1 Barclays Citizenship Award 2013 ………………………………………………………………. 11

4. Shaping Behaviours: Reinforcements …………………………………………………………………………. 12

Types and Schedules of Reinforcement ……………………………………………………………………… 12

5. People Working at Barclays: Personality Types………………………..………………………………… 12

Figure 5.1: Organogram of Personality Types……………………………………………………………... 13
Figure 5.2 MBTI Result ………………………………………………………………………………………………… 14

6. Style of Leadership …………………………………………………………………………………………………….. 14

7. Concept of Change Management ……………………………………………………………………………….. 17

8. Recommendations ………………………………………………………………………………………………………. 19

9. Conclusion …………..………………………………………………………………………………………………………. 19

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INTRODUCTION: BARCLAYS PAKISTAN

HISTORY
Barclays is a 300 year old global financial services provider of retail banking, credit cards, corporate &
investment banking and wealth management with its functional units present in Europe, America, Africa
and Asia. At present, Barclays is operating in over 50 countries providing employment to over 140,000
people.

Barclays Pakistan started functioning in the country around 3 years back and currently, it is offering an
array of banking products and services to the customers and corporate clients with a passion that is
distinctly 'Barclays'.

LEADRESHIP AT BARCLAYS, PAKISTAN

Shazad G. Dada Chief Executive Officer

Agha Shah Waliullah Head of Legal

Ahmed Nasir Head of Operations

Arslan Nayeem Corporate Banking Director

Asad Ali Head of HR

Mohammad Rizwan Malik Country Treasurer

Faraz Khan Head of Control and Compliance

Atif Saeed Dar Head of Finance

Imran A Siddiqui Head of Coverage

Zubair Munshi Head of Liability

Rana Fasih Head of Credit

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 CORPORATE GOAL, COMMON PURPOSE AND VALUES

Corporate Goal
"Becoming the ‘Go-To’ bank is our
Our Common Purpose
corporate goal. The pursuit of it will
Helping people achieve their
drive our thinking, our decisions and
ambitions in the right way
our actions."
Antony Jenkins,
Barclays Group Chief Executive

Our Values
Respect - We respect and value those we work with
and the contribution that they make.
Integrity - We act fairly ethically and openly in all
we do.
Service - We put clients and customers at the centre
of what we do.
Excellence- We use our energy, skills and resources
to deliver the best sustainable results.
Stewardship - We are passionate about leaving
things better than we found them.

Following the Values and Purpose….

As quoted by the Barclays Group Chief Executive, Antony Jenkins,

“For our Values to have true meaning, employees need to live and breathe them.”

Barclays believes that only a business driven by strong values can deliver strong, sustainable returns.
They assess the bank in terms of business performance and as well as cultural richness. In January 2013,
the newly defined Purpose and Values were announced across Barclays globally. These are fundamental
to Barclays’ long-term success and represent the set of standards under which the employees of the
bank are expected to work, and are used to measure and reward an individual’s performance.

Incorporating Values in Behaviors

At Barclays, an employee’s performance is not only assessed on the basis of business generated but also
how well he/she implements the Values in the practical field treating them more as norms than just
mere statements.

Respect- We respect and value those we work with, and the contribution that they make.
 Build trust with the colleagues and partners we work with
 Seek out alternative perspectives and put our shared interests ahead of any individual or team
 Collaborate proactively with colleagues across all of Barclays to get the best results
 Embrace, and seek to increase, the diversity of our organization.

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Integrity- We act fairly, ethically and openly in all we do.
 Show the courage to do and say the right thing
 Act in private as I do in public, and honor my commitments
 Challenge things I believe to be wrong and be open to challenge from others
 Be accountable for failure as well as success, and not allocate blame.

Service
 We put our clients and customers at the centre of what we do.
 Take the time to understand clients’ and customers’ needs, regardless of my role
 Always strive to surpass clients’ and customers’ expectations
 Create and provide solutions for clients and customers that balance the short and long term
 In serving my clients and customers, incorporate the perspectives of all our stakeholders.

Excellence
 We use our energy, skills and resources to deliver the best, sustainable results.
 Aim for flawless delivery and learn from my mistakes
 Take pride in both my own work and that of the team
 Actively contribute to the performance, development and engagement of my colleagues
 Create the environment to attract and keep the best people who share our values.

Stewardship
 We are passionate about leaving things better than we found them.
 Pioneer innovative and better ways to do things
 Protect and enhance our reputation and legacy at all times
 Find ways to positively impact all of the communities we interact with
 Value sustainable progress as much as immediate achievements.

Implementation of Organizational Goal, Values and Purpose in

the Organization

The organizational goals, values and purposes are being practically

applied at Barclays which can be seen in the various examples stated
in the following report regarding

Corporate Activities
Reward and Punishment Systems
Motivational Concept
Leadership Strategies
Management Plans

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ORGANIZATIONAL CULTURE: EMPLOYEES, MANAGEMENT & SYSTEM

It is said that an organization’s culture is a reflection of the behaviours exhibited by its structural and
functional unit’s i.e.

 Employees (colleagues, subordinate-supervisor relationship)

 Management (top, middle, lower managers)
 System (infrastructure, hierarchy, chain of command)

Barclays Pakistan as throughout the world exhibits a liberal approach in employee management and
development. They consider their employees their greatest asset and therefore, would ensure that they
are treated well so they can perform well.

There are certain characteristics of Barclays that show why this bank is successful in various cultures
with an outstanding reach to its people.

 Open to New Ideas

If you are working at Barclays, you will be appreciated for coming up with new ideas, creative solutions
and innovative plans.

 Connecting with People

If you are dealing with a diverse clientele, you need to have an open forum for interaction with people
for acceptability. Barclays encourages its employees to be “social” and form connections with customers
that will hold them in for a life time partnership.

Value: Excellence

e.g: Social & Innovative

Barclaycard Ring, Barclaycard, United States for diverse culture
Barclaycard Ring Card is the world’s first ‘social ’credit clientele
card, encouraging transparency between Barclays and
customers by combining a simple business model with an
online forum for its 7,500 card members. Through blog
posts, weekly polls and an ideas section, the Barclaycard
Ring team has ‘de-mystified’ credit cards and provided
insight into a wide range of customer experiences. This
dialogue has also allowed members to actively influence
the evolution of the product. To date, more than 60 ideas
for product, technology and servicing improvements
have been generated by members.

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  Philanthropy
Barclays does not believe in conventional corporate social responsibility activities. Its philanthropic
activities are a way of empowering their employees as well as the society. They are not limited to
charities but have incorporated social welfare in their services and products as well.

Value: Service

e.g Philanthropic
Transfusing Life at the Blood Donation Drive
Barclays Bank PLC in coordination with Fatimid Foundation approach
organized a blood donation drive on 18th June, 2013 at
Barclays head office as part of its corporate social
responsibility and an initiative to help the society. More than
30 employees donated their blood to take part in order to help
save millions of lives.
Barclays Bank PLC is actively committed to working for the
social welfare of the society and has been a part of numerous
steps towards the wellbeing of the community and has been
executing such blood donation drives in previous years as well.

An employee donating blood at the Blood Donation Drive

 Promoting Professional Trainings and Business Ethics

Barclays is not only generous in mentoring its own employee pool but also eagerly promotes training of
young minds with respect to professional development and teaching them business ethics. It’s Barclays
way of telling the society that nurturing the people is a better investment than any other monetary
asset.

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 Value:
Nurturing the Entrepreneurs of Tomorrow Stewardship

Barclays Pakistan sends volunteers each year to take part in INJAZ Pakistan (in Eg: Training and
collaboration with INJAZ-AL ARAB) activities creating the spirit of development
entrepreneurship and work ethics in school going students and graduates .
On 24th April 2013, 9 volunteers visited the Citizens Foundation School,
Qayyumabad Campus to educate 70 young boys and girls about business. The
volunteers first briefly explained the students about business operations .And
then they were told to think about a business plan or a project they would like
to work on. The students came up with very fascinating ideas, ranging from a
boutique to cosmetic retail business. The outline of the plan entailed
marketing, financial, strategic plans. The volunteers would then rate the ideas
on the basis of their presentation skills and overall execution of the business
plan and the top 3 ideas were awarded prizes.
Barclays Pakistan ensured that the students with the help of this activity
received basic knowledge about starting a business which would give them a
solid foundation to progress in this line of work.

Volunteers mentoring the students of Citizen Foundation School, Qayyumabad Campus

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Employees’ Views on Culture of Barclays Bank
Following are some excerpts from employees’ views on the organizational culture at Barclays. For the
sake of confidentiality, the names are not disclosed.

“Typically I would coordinate all of the logistics and schedule Team Work
the investor meetings for the road shows I was working on that month. Job Enlargement
I worked on approximately 5 - 15 events on any given month. Autonomy
Each member of the team also had to be the lead coordinator on a conference. Participative Management
I enjoyed this very much because as the lead
there were so many details to attend to.
I enjoyed the responsibility, attention to detail, setting deadlines
and of course the opportunity to work with sales, research and the corporate.”

Multi-tasking
“At Barclays I truly learned how to multi-task and manage my schedule. Time Management
Deadlines and timing are crucial to any investor event;
missed deadlines are unacceptable as it throws off the entire event.“

“Management allowed us to work independently but also had an open door policy
for any questions you might have. The hardest part about being a
Road show Coordinator was learning ways to make both internal and external clients happy.
The feeling of completing a successful event is so gratifying.
There are so many details to attend to and to succeed in such a fast
Autonomous working
paced environment is a great feeling.” Task Motivation
Feedback Control

“I worked at Barclays Bank as an intern for less than a year;

Pros – Best clients, extremely knowledgeable and helpful professionals in the firm.
A cultured learning environment with networking ease all over the office.
Really helpful introductions, and explanation of company policies and ethics
and how stuff gets done over the office. Advice to Senior Management –
Keep up the good work. Yes, I would recommend this company to a friend –
I'm optimistic about the outlook for this company.”

Professional Work Environment

Learning and Knowledge Sharing
Corporate Policies & Ethics at Work
Positive Outlook of the Organization

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MOTIVATIONAL STRATEGY: BARCLAYS CITIZENSHIP AWARDS

Motivation is a psychological feature that arouses a person to act towards a desired goal and elicits,
controls, and sustains certain goal-directed behaviours. It can be considered a driving force; a
psychological one that compels or reinforces an action toward the desired goal.

At Barclays, motivation of employees is thought to be the sole reason for their ability to perform and
excel in their particular areas. Every year a Citizenship Award Ceremony is held for the best achievers
and innovative performers of the organization internationally in which the employees vote for the
nominees who are then judged by an external panel for selection of the winner. This is an effective way
of:

 Recognizing the employee for their efforts

 Positive reinforcement of the desired behaviour
 Intrinsically motivating an employee ensuring longer organizational commitment

This Barclays Citizenship Awards 2013 winners were announced at the ceremony held in London on
18th of June, 2013. In total we received close to 1,000 nominations from across 33 countries, covering
each part of the business and all elements of Citizenship; from the way we do business to contributing
to growth to supporting our communities.

Following a thorough internal judging process, the task of selecting the winner for each category then
fell to a panel comprised of external experts. Antony Jenkins chaired the panel. Both Antony and
members of the judging panel presented the awards to the category winners at the ceremony.

The People’s Vote received an impressive 31,381 votes from colleagues, friends, family and beneficiaries
in more than 50 countries.

Barclays Citizzen Award 2013

At Barclays, business generation and corporate development is not the only criteria for recognizing an
employees good performance, rather a positive attitude towards the organiation, business or the
society is appreciated. Following are some examples that support this observation:

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 BARCLAYS CITIZENSHIP AWARD 2013
PEOPLE’S VOTE
Taking
Maheen Gul – Corporate Banking, Pakistan
Innovative For voluntarily mentoring 500 underprivileged students from rural areas to initiative and
problem prepare them for employment and develop entrepreneurial skills. corporate
solving and image building
team work Barclays Motshelo Account, Barclays Africa, Botswana – Team Achievement
of the Year
For developing the informal savers account to encourage savings with security.
The Motshelo Account has made more than 250 accounts (2,500 customers) at
a value of P1.5m (£118,978) in the three months following the launch.
Socially
Smiling like a Cheshire Cat, Corporate Banking, India – Asia Pacific
responsible
The Smiling like a Cheshire Cat team directed the installation of a bespoke play
facility to complement therapy classes for physically disabled especially those behavior
with cerebral palsy and established a gardening project through which
25beneficiaries gained new skills to supplement their food supply.
Developing
clientele with Collections and Recoveries- Europe and Middle East RBB, Spain
customer Prompted by the Spanish financial crisis, the Collections and Recoveries team
value launched the Assisted Sale initiative, offering support to clients in debt and
produced tailored solutions, helping approx. 60 families and a debt totaling
€15m (£12m) waswritten off.

Maheen Gul with her award

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SHAPING BEHAVIOURS: REINFORCEMENTS

Barclays uses both Negative and Positive Reinforcements to endorse desired behaviours and eliminate
unacceptable practices. T he management is strict in following the organizational values and ethics and
as is emphasized in their motivational strategies,
“If employees who resist ethical behavior leave, that's a good thing. New hires should be chosen based
on their ethics as well as their performance.”

Types& Schedules of Reinforcements Used at Barclays:

The types and schedules of rewarding/ punishment at Barclays can be determined from the following
examples:

 Negative Reinforcement
In 2012, Barclays slashed pay and bonuses of employees to the tune of $445 million to send a message
that their conduct had become unacceptable.

 Fixed-Interval and Fixed-Ratio Rewards

In 2013, branch employee compensation policy was altered and is now based on client service, not sales.
This new code of conduct will be incorporated into twice-a-year performance reviews that will influence
employee pay and bonuses.

Implication of the schedule: Fixed-Interval rewards generate average and irregular performance which
is overridden by the stable and high performance ensured by the Fixed-Ratio schedule. However both
fixed ratio and interval reinforcement system lead to rapid extinction of the desirable behavior.

To make them long term suited changes, reward systems must be altered, and not just involving
compensation. Instead of banks' concentrating on rewarding rising sales figures, they must devise
metrics that take into consideration adhering to compliance regulations.

TYPES OF PERSONALITIES

Personality is the particular combination of emotional, attitudinal, and behavioral response patterns of
an individual that distinguishes him/ her from others.

There are various theories and tests used in the field of psychology to determine and measure the types
of personality of individuals. The most popularly used personality type indicator is the Myers-Briggs
Type Indicator (MBTI) that states that an individual’s personality consists of the following four primary
pairs of characteristics:

i. Introvert vs Extrovert (I or E)
ii. Sensing vs Intuitive (S or N)
iii. Thinking vs Feeling (T or F)
iv. Judging vs Perceiving (J or P)

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Based on the combination of these 4 pairs, there are 16 types of personalities to which individuals may
belong. These are:

The organizations are functions of the kinds of people they contain, and further, that the people there
are functions of an attraction- selection- attrition cycle.
While it is a generally accepted fact that people tend to practice influence on one another. Same is true
within an organization.
Where the degree of personal influence may depend on;
a) personal characteristics
b) authority and position in the organization

The important thing to know is whether there is a fit between the person and his/her organization. The
better the fit, the more successful an organization will be in attaining its goals, objectives, and targets.

In our report, we tried to evaluate the organizational personality on the basis of personality types. For
this purpose, we have selected a sample of 8 to 10 individuals, from different hierarchical levels in the
organization and conducted a personality survey using MBTI personality test questionnaire.

The results obtained are as follows;

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S.NO Personality Type Temperament Symbolic Name Characteristics
1 ENTJ Extravert, Intuitive, Rationalist Field marshal Assertive, Driven to
Thinking, Judging lead, Create Solid
solutions
2 ESTJ Extravert, Sensing, Thinking, Guardian Supervisor Practical,
Judging Traditional,
organized
3 ISFJ Introvert, Sensing, Feeling, Guardian Protector Quiet, Kind,
Judging conscientious
4 ESFP Extravert, Sensing, Feeling, Artisan Performer People oriented, fun
Perceiving loving, center of
attention
5 ISTJ Introvert, Sensing, Thinking, Guardian Inspector Responsible ,
Judging dependable, serious
6 ESFJ Extravert, Sensing, Feeling, Guardian Provider Warm hearted,
Judging popular,
conscientious
7 ESTJ Extravert, Sensing, Thinking, Guardian Supervisor Practical,
Judging Traditional,
organized
8 INTP Introvert, Intuitive, Thinking, Rationalist Architect Logical, creative,
Perceiving original,
Individualistic

Based on the above analyses of results, it is seen that the dominating temperament of people in
Barclays is “Guardian” and as far as their symbolic feature is concerned then we find a variety of roles,
where the only repetition seen is for “Supervisory”.
Upon more detailed view of the data, it is seen that the people are mostly sociable, responsible,
creative and conscientious. The reported characteristics, thus contributing to an effective and
productive team culture in Barclays Bank.

STYLE OF LEADERSHIP

Leadership is the necessary condition for long-term competitiveness. In particular in the knowledge
economy, what is proving to be most effective is "the emerging style of values-based leadership, both as
motivation for constant innovation up and down all organization levels and as a source of unity and
coherence across fragmented firm boundaries."

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 Transactional Style of Leadership

Outspoken
Negotiator

Work on basis of
Risk taker/ exchanges/
Aggressive reinforcements

Bob Diamond, former CEO of Barclays bank, has been identified as a leader. His leadership styles can be
viewed from the angle of a transactional leader.

According to Mullins 2010;

” Transactional leadership is based on a relationship of mutual dependence and exchange process of “I

will give you this if you do that.” The transactional behavior is essential for positive followers out”

This can be seen in a case of how Bod Diamond systematically attempted to rig the London and euro
interbank offered rates for profits. Libor, which is determined by about 18 banks daily estimates of how
much it cost them to borrow from one another for different frames and in different currencies, is the
benchmark for more than US $360 trillion of securities, including mortgages, student loans and swaps.
Bod attempt was as to result to most banks to then borrow from his bank, and this will be his profit.

Transactional leadership style most have be used, in relation to the financial industry, which is seen to
be a target driven industry. Where people in this sector looks for various ways to make fast money, for
their organization as well as their selves. This could be one reason why Bod attempted to rig the London
and interbank offered rates for profit.

As Chief Executive Officer of Barclays, Bob Diamond became a symbol of excess in the banking industry.
His compensation totaled about £120 million ($190 million) from the time he joined the board in 2005.
He was known for his outspoken style and counted Mick Jagger and golfer Phil Mickelson among his
friends.

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 Transformational Style of Leadership

Passive nature Bring systemic

changes

Assign tasks as per

Work by strength/ weaknesses of
experience the followers

Antony Jenkins leads a transformational programme 'RISES' at Barclays and is therefore considered a
transformational leader. Barclays’ new CEO, Antony Jenkins, is a low-key, collegial consumer banker
who runs marathons and outlasted rivals to win the top job.

As Alan Beaney, investment director at R.C. Brown Investment Management in Bristol, England says;

“In Jenkins you’ve got the archetypal English CEO who is seen as rather safe, compared with the
typically aggressive U.S. investment banker that was Bob Diamond,”

While Diamond built up Barclays’s investment bank, Jenkins is the only CEO of a global bank who doesn’t
have a background in investment banking. Jenkins ran the bank’s credit card operations and then served
as head of retail banking.

After taking charge of Barclaycard in 2006, Jenkins replaced several senior employees at the credit card
division and sold Monument, the company’s subprime lending unit, helping to improve the quality of
loans. Jenkins boosted pretax profits at Barclaycard to £727 million in 2009 from £522 million in 2006,
according to filings. In 2009 he was made head of retail banking.

As per Jason Napier and David Lock, Deutsche Bank analysts,

“We view Jenkins as the natural internal choice for the position. He is well known to the market,
businesses under his care have performed well, he possesses experience within and without the group,
and his reputation and retail heritage provide a base for rebuilding the bank’s reputation.”

Jenkins has said in the past that the universal banking model, which incorporates investment and
consumer banking within one firm, is the safest way to run a bank. “The universal banking model as
operated by Barclays is an inherently more solid proposition from a risk point of view,”

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CONCEPT OF CHANGE MANAGEMENT

Barclay’s long ability to achieve its goals comes from the ability to innovate. Although corporate
investment in improvements to existing products and processes does bring growth, it is new game
changing breakthroughs that will launch company into new markets, enable rapid growth, and create
high return on investment.

Global Changes

Senior Management Changes at Barclays Bank- Management by Objective

Barclays announced changes to the senior management within Corporate and Investment Banking,
Wealth and Investment Management, and Barclays’ business in the Americas in late 2012 to
streamline the leadership in these areas and accelerate execution of the Transform
Programme to build the ‘Go-To’ bank (the corporate goal).
They follow on from the elimination of the global Retail and Business Banking layer in late 2012, and
the integration plans in hand to bring together Barclays Africa and Absa in 2013.The
changes will also mean the promotion of new talent to the Executive Committee of Barclays.

Changes in Corporate and Investment Banking

 Eric Bommensath and Tom King are appointed Co-Chief Executives of Corporate and
Investment Banking (CIB) with effect from 1 May 2013in addition to maintaining their current
responsibilities as, respectively, Head of Markets and Head of Investment Banking Division. Mr.
Bommensath and Mr. King will join the Barclays Executive Committee on appointment and report to
Group Chief Executive Antony Jenkins.

 They will share accountability for the leadership and overall performance of CIB, and
ownership of the vision and strategy for this part of Barclays’ business

 CIB will be structured around client-focused product sets, in keeping with the strategic
growth plan for the Investment Bank.

 Mr. King will have specific responsibility for the Banking segment, while Mr. Bommensath
will oversee the Markets segment.

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 Rich Ricci, currently Chief Executive of CIB, has decided to retire from Barclays on 30 June
2013, by which time he will have helped to support the establishment of the new
leadership team. He will step down from the bank’s Executive Committee on 30 April 2013.

Wealth and Investment Management

• Barclays is at an advanced stage in the implementation of Project Gamma that is to build out
of the wealth platform. This creates an obvious inflection point in the development of the Wealth
and Investment Management (WIM) business.

• The priority going forward will be on working closely with Retail and Business Banking (RBB)
and CIB to provide a seamless service to clients as a platform for future growth and will be lead
by Peter Horrell, the appointed InterimChief Executive of Wealth and Investment
Management with effect from 1 May 2013,reporting to Group Chief Executive Antony Jenkins.

 Tom Kalaris, currently Chief Executive, WIM, and Executive Chairman of Barclays in the
Americas has decided to retire from the bank on 30 June 2013, and, in the meantime, will
work with Peter Horrell to implement a transition to the new priority . He will step down
from the Barclays Executive Committee on 30 April 2013.

Points to Ponder:

• In both the cases, the previous management has decided to work

side by side with the newly selected managers in order to properly
hand over the projects, to smoothly align the systems and
complete the transition. This will reduce resistance in the
operations and by the personnel during the course of the
transition.

• All the changes implemented are around definite strategic plans

designed to achieve their ultimate goal.

• The job responsibilities and accountabilities are well defined so

one manager does not over step into the area of the other and is
responsible for his respective department only.

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Barclays: Other aspects for Employees

Barclays Bank PLC Pakistan’s aim is building a strong franchise in a sustainable manner keeping their customers,
clients and colleagues at the core of their growth. Barclays as a part of Corporate, have a long way to go therefore
they must continue to build on their reputation in a solid manner.

Open House with CEO:-

It’s a one to one an hour session with CEO where everyone is welcomed by the CEO to discuss their matters
.Highlight their concernsand give suggestions.

The CEO’s interaction at the monthly open house sessions gives the great insight of the employees candid and
honest feedback that are very helpful to improve the organization’s culture. Employees are always encouraged to
take part in the session in more productive manner.

Barclays Club:-
Barclays Club committee is responsible to organize events to engage the Barclays employees and their families
throughout the occasion, give them a sense of ownership, and make them feel that they are significant part of
Barclay’s family.

Meet at Work Sessions:-

Meet at work is specially designed to have interactive sessions for interdepartmental communications at casual
levels where the departments and a member of senior team participate and discuss their issues followed by the
solutions.

Barclays S3 Awards Program

Barclays HR feels that together as a team, driving and promoting the culture of high performance across all levels
of the organization, is our inherent responsibility.

Employees are the prime movers behind the success of the organization and thus their contributions needs to be
recognized and rewarded.

This serves to recognize the best colleagues while also strongly reinforcing the Barclays culture of becoming the
best retail and commercial bank for every customer, every market, every product, every time. It also serve to
promote and recognize their S3 performanceagenda :

Sales (or Revenue) growth

Service
Savings (Cost Control)

Barclays Embarc:
Embarc is a magazine that is shared by corporate affairs team on quarterly basis. It compiled with the up-
dates of what’s going on in Barclays. It contains each and every detail of Barclays team work , Financial
highlights, Corporate events, CEO’s message, employee’s appreciations etc. Employees are encouraged
to participate and share their experiences from work or personal life.

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Learn at lunch:
A multipurpose and multitasking session offering the employees a learning and gastronomical treat
bundle with lots of fun. The idea is to have an hour long session which coincides with the lunch time. This
is an opportunity to learn about their favorite topics in fun and casual environment without taking up any
additional time from their hectic schedule.

RECOMMENDATIONS

Quoting the independent analyst, Louise Cooper,

“I believe strongly that corporate culture is set by executives and management – their behavior and
attitudes implicitly tell employees what is acceptable and important and how to behave. Standards
and morality trickle down an organization.”

Barclays exhibit a healthy work environment for the employees. As an overview, being a younger fellow
among so many senior competitors, it may have some difficulty in placing its feet as a reliable firm both
for the clientele and the work force it employs. In order to strengthen the current trend of an ethical
and professional work environment, following are certain recommendations for the organization:

 With the change in the upper management, attitudes of the lower and middle management must
change. The new strategies, goals and policies must be adapted at all levels to maintain an air of
harmony among the “directors” and the “followers”.

 For the implementation of objectives, a “zero-tolerance policy” must be followed. The new
standards of behavior must be rigorously enforced. Reward those who embrace the new rules and
penalize those who don't.

 When the basic requirements of disciplinary decorum has been fulfilled, the firm should move on to
the next level of organizational culture building i.e. a “frank” zone where the individuals can openly
express themselves apart from their work aspects. Barclays encourages innovative thinking among
the employees and an openness in their though and work process will give a brighter outlook to not
only the corporate image but also an edge to their employees among the various competing firms.

 Lastly, Barclays needs to make a mark in the market and its only possible when it makes a
difference; difference in how they serve their customers and also how they treat their own people.

CONCLUSION

Barclays Pakistan is a new entrant in the already occupied banking field in the country. Where there are
hundreds of commercial banks at the doorstep of the customers, establishing itself in the market as well
as in the hearts and minds of the customers, stands as a tricky task.

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The over view of the organizational culture at Barclays shows the richness of a professional environment
at the organization. The management from top to bottom follows ethics and values considering them as
their core responsibilities. The freedom to take initiatives, look for creativity and to take decisions
autonomously has allowed the employees to practically apply their concepts. The focus is not on
numbers rather than the positive attitude that ensures long term customer relationship which is the sole
and prime reason for the existence of a commercial bank. At Barclays, they trust their employees with
their capabilities and that is the main source of intrinsic motivation. Also, there is a good trend of
carrying out socially responsible activities that instill the sense of conscientiousness and ethics in the
employees. They are recognized for not only their assigned job duties but for their community services,
rewarding them for activities that not only enhance business but also help in building a positive
corporate image.

When the employees are happy with their jobs, they are motivated to keep their commitments with the
firm and maintain a common goal. This provides the management the ease to lead by objectives rather
than by the use of force.

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