TERM REPORT

ORGANIZATIONAL CULTURE AT FAYSAL BANK

ORGANIZATIONAL BEHAVIOR

INSTRUCTOR: SABA GULZAR

GROUP MEMBERS

AIMAN SHEIKH 20201-28312

KHADIJA BILGRAMI 20201-28359

TURAB ALAM 20201-28653

SHAHMIR 20201-27921
Table of Contents
INTRODUCTION.............................................................................................................................................................. 3
EXECUTIVE SUMMARY................................................................................................................................................ 4
CULTURAL ANALYSIS.................................................................................................................................................. 5
Vision statement....................................................................................................................................................... 6
Mission statement.................................................................................................................................................... 6
Values at Faysal bank............................................................................................................................................. 6
 Threshold values........................................................................................................................................ 6
 Differentiating values.............................................................................................................................. 7
DIVERSITY IN THE WORKFORCE AND RELATED POLICIES.....................................................................9
 Discrimination:................................................................................................................................................ 9
(i) Exclusion:................................................................................................................................................ 10
(ii) Discriminatory policies and practices:...................................................................................10
(iii) Mockery and insults:......................................................................................................................... 10
MOTIVATION PROGRAMS IN THE ORGANISATION.................................................................................. 12
(i) Content theories:........................................................................................................................................ 12
(a) Maslow’s hierarchy of needs............................................................................................................ 12
(b) McGregor’s Theories X and Y:.......................................................................................................... 13
(c) Herzberg’s Motivation-Hygiene Theory:..................................................................................... 13
(d) McClelland’s Needs Theory:.............................................................................................................. 13
(a) Expectancy theory:............................................................................................................................... 14
(b) Equity theory:......................................................................................................................................... 14
(c) Reinforcement theory:........................................................................................................................ 15
(d) Locke’s goal-setting theory:.............................................................................................................. 15
ATTITUDE....................................................................................................................................................................... 18
Leadership:................................................................................................................................................................. 19
ORGANIZATIONAL CHANGE.................................................................................................................................. 21
CONCLUSION.................................................................................................................................................................. 24
RECOMMENDATIONS................................................................................................................................................ 26
REFERENCES.................................................................................................................................................................. 27
 INTRODUCTION
Faysal bank limited was made part of Pakistan’s public limited company on 3 rd October

1994 under the Companies Ordinance, 1984. Therefore, the shares of the bank are listed

on the Pakistan Stock exchange. Faysal bank has been carrying out banking facilities of

many types including Commercial, Retail, Corporate, and Islamic banking activities.

As of now, Faysal bank has widened its operational scale in more than 200 cities with a

number of at least 550 branches that include its 414 Islamic branches too. The net asset

worth of the bank is over PKR 601.974 billion that making its standing worthy in the

banking industry of Pakistan. The major corporate objective of the bank is to attain

leadership in offering banking products and services to the customers that truly comply

with the shariah laws and legislations.

Faysal bank Limited was licensed as an official Commercial Bank in Pakistan by the

State Bank of Pakistan authorities (SBP). The bank has been working tirelessly to

convert its entire banking system inclusive of its branch network in into a fully

incorporated Islamic bank. This includes their conventional banking branches too; 141

branches in total.

The ownership of the bank is with shareholders; NIT, the general public, and other

Pakistani institutional bodies. Despite that, Ithmaar Bank of Bahrain is the major owner

of the business having the greatest number of shares of the bank.

 EXECUTIVE SUMMARY
The report is on the organizational culture in the Faysal bank, a territory sector

business responsible to deal with customers daily. This report contains information for

Faysal bank based on the six parameters taught during class lectures and has an

applicable insight in relation to the Faysal bank.

Following are the parameters that this report is based upon:

1. Cultural analysis: what is the culture of an organization and its various types.

2. Workforce diversity and the company diversity policies: what diversity is and its

various kinds?

3. Motivational programs in the organization: what motivation is? Theories and

other fringe benefits lead to motivation.

4. Attitude: types of attitudes

5. Leadership: basic leadership information. Big five personality traits and other

leadership theories.

6. Organization change: what factors influence change in an organization?

The parameters are explained first with a theocratical approach and then

elaborated with respect to operations and culture prevailing in the Faysal bank

limited.

All the rightful information of the organization is extracted via an interview.

 CULTURAL ANALYSIS
Culture in an organization can be defined as the perceptions embedded in the

organization, the overall group norms, the values part of the organization’s practice

among the employees in a hierarchical structure at all bounds. A culture of an

organization helps to differentiate an entity from another. Every entity has their core

values on the basis they have a culture and every practice reflect those values. There are

certain aspects of the culture.

 Stability: it can be defined as a degree to evaluate how rule-oriented an

organization is. In short, how well an entity moves towards stable growth in all

aspects of their business activities.

 Innovation: it defines how much an organization can take risks to bring about

something that instills creativity at a level that gives them a competitive

advantage.

 Aggressiveness: shows what competitiveness is for an organization and how

much are they willing to strive to get their tasks done just the way that it’s

needed to be executed.

 Teamwork: how well people perform in a team to carry out a task

 Attention to work: how willing are employees to do work with precision in

their overall output.

 Emphasis on people: this defines how people-oriented an organization is to be

fair with employees, keep their morals and development in mind when making

any decision.
  Emphasis on the outcome: this defines how task-oriented an organization is

and how well do they bring about fruitful output instead of concerning over the

techniques that are used to achieve it.

Faysal bank complies with certain values and codes of conduct in their operations.

Vision statement

“be the leading Islamic bank of Pakistan”

Mission statement

“achieving leadership in providing Shariah-compliant financial services, with

customer care and employee focus at the heart of our business ethos together

with innovation and technology being the pillars of our growth.”

Values at Faysal bank

The daily code of conduct is explained the eight core values of the organization

 Threshold values

Teamwork – our team, our assets

The organization function as a team. they cooperate within the functions and

collaborate between the functions to produce maximum synergy. And with both aspects,

they aim to achieve excellence and leadership in their markets.

Respect – our respect, our duty

At Faysal bank, customers, investors, and even the regulators are highly respected and

acknowledged by the management. Customers’ rights are prioritized to ensure efficient

service. This reflects that Faysal bank ensures the integrity and respect of their

organization well.

Professionalism – our professionalism, our compliance

The Faysal bank management ensures that they are experts in their field, with a proper

understanding of the banking services and ensuring compliance with the regulatory

obligations imposed.

Integrity – our integrity, our competence

Faysal bank is known for its reliability, credibility, and character. They ensure that they

remain ethical, honorable and ensure time-proven principles of uprightness. Faysal

bank’s activities reflect honesty, truth, and transparency in what they do and how they

do it.

 Differentiating values

Passion – our passion, our worth

The culture in Faysal bank promotes enthusiasm in banking work to ensure that

customers are given what is best suited for them. They are even ready to go an extra

mile for their customers in the right ways.

Innovation – our innovation, our strength

The management of Faysal bank reflects innovation in their working solutions to the

problem and are vigilant in promoting a culture that accepts and promotes

improvement along with modern procedure in the business operations. Making sure

that the change they bring about is original and not copied thus remaining a pioneer.
Responsiveness – our responsiveness, our strength

At Faysal bank, change is regarded and accepted wholeheartedly. The management is

proactive and preempts the changes in their customer's needs and wants beforehand.

Compassion – our compassion, our gift

The culture of Faysal bank is take into account the likely concerns of their employees,

communities, customers, and the country too that sets them distinctive from all other

competitors. Considering every individual, a family, a source to share humanity all

along.
 DIVERSITY IN THE WORKFORCE AND

RELATED POLICIES

Diversity in the workforce can be defined as existing similarities and differences

between employees working in an organization. These include but are not limited to

those related to race and ethnicity, religion, sexual orientation, etc. (Saxena, 2014). The

aforementioned characteristics that make people unique or similar to those around

them are allotted to the first level- i.e., the surface level- of diversity.

On a deeper level, there may be differences in personality traits, values, moral

principles, and work preferences among employees. These allow the employees in the

work environment to identify with those that share similar traits as them on a level that

goes beyond superficial characteristics. Major companies in Pakistan for example,

emphasize and pride themselves on their diversity policies.

 Discrimination: This refers to the assumption that individuals in a group are

the same based on one or more characteristics and treating them differently

based on a stereotype that is perceived negatively.

The following are some common forms of discrimination

(i) Exclusion: this means not considering certain people in opportunities

related to jobs, social events, and networking, and excluding them when it

comes to mentoring and discussions too.

(ii) Discriminatory policies and practices: Here, authoritative figures in an

organization behave in a manner that denies employees equal

opportunities in the workplace, and subsequent access to rewards.

(iii) Mockery and insults: this refers to making jokes about or fun of people

based on stereotypes. For example, in Britain, several south Asians are

referred to as “Pakis.”

Physically differently-abled individuals may receive higher performance

evaluations based on their work. This means the capacity to perform physically

demanding tasks that require strength and dexterity.

To prevent discrimination from occurring in the workplace and to keep

employees mindful of respecting their colleagues and others in the organization,

employers set certain discrimination policies in place. This is called diversity

management, the basis of which is to allow managers to make their workers

more tolerant and sensitive to their colleagues. This can be achieved by

practicing the following:

(i) Attracting, choosing, and maintaining employees who are respectful and

diverse.

(ii) Practicing diversity in groups.

(iii) Introducing and implementing diversity programs, whereby employers

are taught the legal basis for an equal employment opportunity and the

benefits of maintaining diversity in the workplace.

According to the assistant operational manager at Faysal Bank, recruitment at the

company takes place based on the guidelines and policies provided by the State Bank of

Pakistan. This means that all employees hired are done so based solely on their merit,

achievement, and qualifications, as opposed to other criteria.

It was emphasized that factors such as religious and/ ethnic backgrounds are not

considered when hiring individuals, and therefore discrimination in this process is

eliminated. This also means, concerning the course material studied, that lack of regard

for individuals’ religions allows for religious diversity within the organization, making it

more inclusive.

Moreover, Faysal Bank has recently started recruiting employees who are differently-

abled, or those with physical disabilities to further diversify the organizational culture

and create an atmosphere of inclusivity. To avoid discrimination and discriminatory

practices within the company as well, the bank has a special department, called the

“Learning and Development Department” that oversees employees’ attitudes and

behaviors towards one another, to once more prevent discrimination from occurring.

This department is also responsible for holding seminars, training sessions that include

sensitivity training, and activities to help employees understand diversity and

discrimination in the workplace, and to harbor an organizational culture that is based

on mutual respect, sensitivity, and tolerance towards one another. This is known as

diversity management.
 MOTIVATION PROGRAMS IN THE

ORGANISATION

Motivation is a process that aids individuals in goal attainment through the processes of

intensity, direction, and persistence.

Theories of motivation can be divided into two main groups: content and process

theories.

(i) Content theories: These provide explanations for how specific needs of

individuals and their fulfillment or lack thereof motivate them towards goal

attainment. The following are examples and elaborations of content theories:

(a) Maslow’s hierarchy of needs: According to this theory, people of certain

needs fall into the categories of physiological, safety, love and belonging,

and esteem, in ascending order. At each of these stages, certain needs of

the individuals must be fulfilled to move to the next stage in the hierarchy,

with the ultimate goal being that of achieving self-actualization. At this

stage, the individual experiences the urge to become the best version of

themselves. The fulfillment of needs at each stage motivates individuals to

move to the next stage.

(b) McGregor’s Theories X and Y: This theory is based on managers’

perspective of employees- the first part, theory X assumes that workers

 lack motivation and determination and the will to succeed and therefore

need to be micromanaged and critically supervised.

The second component of this, theory Y declares that workers enjoy work

and the creative ability to exercise self-direction. Therefore, motivation

increases when work is made interesting and employees are allowed

liberty as well.

(c) Herzberg’s Motivation-Hygiene Theory: Herzberg aimed to explain

through this theory why job satisfaction does not result in improved

performance at work. According to this theory, job satisfaction/

dissatisfaction and subsequent motivation are dependent on two types of

factors: Hygiene factors- which are extrinsic, environmental, or external

factors that lead to an employee being satisfied or dissatisfied; and

motivation factors that are psychological, internal or intrinsic factors that

lead to job satisfaction.

Examples of hygiene factors that could affect motivation include working

conditions and policies and management, while examples of motivation

factors include recognition and responsibility.

(d) McClelland’s Needs Theory: As in the case of Maslow’s theory,

McClelland’s theory focuses on the needs of works, categorizing them into

three main groups that can be acquired throughout their lives: The first

need is that for achievement, which can be fulfilled by achieving goals,

meeting deadlines and taking on challenges.

 The second need is that for power, which can be fulfilled by being

assigned tasks that require responsibility and the third is that for

affiliation which is met by gaining the approval of superiors.

In the workplace, the application of content theories will focus on

employees a variety of reward choices that do not focus on financial ones

and try to match rewards with the needs of employees such as their

mental or physical wellbeing.

(ii) On the other hand, the process theories of motivation focus on the actual

processes involved in motivation and how these allow for an induvial to

experience motivation. The following theories are an integral part of the

spectrum that forms the process theories of motivation:

(a) Expectancy theory: This theory is holistic in that it assumes that a

combination of both internal and external factors works to motivate

individuals. People make decisions based on how likely they are to succeed

and are dependent on the outcome. But for motivation to occur, the two

factors essential for it is the value that is placed by an individual on a reward

and the expectancy of it.

(b) Equity theory: Here, the primary concept that is emphasized is that workers

believe they should be rewarded according to their efforts and will compare

their rewards to those of their colleagues and those around them. Inputs are

perceived to be equal to outputs i.e., rewards. When employees are under-

rewarded, they are less likely to put in the effort as compared to when they
 are sufficiently rewarded, which is why rewards and outcomes should mirror

employee inputs.

(c) Reinforcement theory: This theory argues that acts of punishment, reward,

and extinction can be used to alter behavior and implement the desired one.

In the case of a behavior a manager wishes more of, they will reward their

employees to encourage them, while in the case of behavior they do not

approve of, they will punish the employee by removing their days off from

work, for example. This will lead the employee to change their behavior and

do more of what is needed from them, therefore rendering the undesired

behavior to be extinct.

(d) Locke’s goal-setting theory: this theory proposes five goal-setting principles

that exist to improve individuals’’ chances of being motivated and gaining

success, which are as follows: task complexity, commitment, clarity,

challenge, and feedback. All of these if borne in mind by managers, can help

to motivate employees in the workplace, particularly if policies are made and

practices based on these.

In terms of motivation within Faysal Bank, the employees are kept motivated daily

through verbal appreciation expressed by their superiors were deemed fit for everyday

tasks. In the long run, however, the work and progress of each employee are closely

monitored and assessed by their respective managers designated for each department.
Apart from this, the KPI (key performance indicator) for all workers is kept in mind

when promotions are offered to star employees based on their exceptional and note-

worthy performances. These keep employees motivated in the workplace. According to

the company policy, appraisals are offered on a yearly or quarterly basis when the bank

does well and employees look forward to these.

Bearing in mind the above, Maslow’s hierarchy of needs can be linked to the motivation

practices at Faysal Bank. As previously stated, the managers offer motivation in the

form of praise and monetary appraisals where possible.

 Being motivated at work through praise means that employees would feel safe and

secure concerning their employment, in the workplace. This falls in the second level of

Maslow’s hierarchy- called the safety level. This in turn means their esteem needs will

be met since they will be provided with encouragement for their work- this is the third

level of Maslow’s hierarchy. When these esteem needs are met too, the individual can

move to the next level of the hierarchy and finally attain self-actualization and reach

their fullest potential.

This highlights the importance of the motivation that is provided by managers in the

workplace.

Moreover, getting promotions and yearly appraisals and bonuses can motivate

employees to perform better and improve their performance by acting as extrinsic or

environmental factors that contribute to employee motivation. This is based on

Herzberg’s theory of motivation and called hygiene factors that are external factors

aiding the motivation process.

The aspects of motivation covered by the representative at Faysal Bank can also be

linked to the process theories of motivation. the expectancy theory, for example, states

that both internal and external factors work together to motivate employees. If

employees are encouraged by their superiors, they will feel self-confident and capable,

which will increase their self-esteem. These traits will be internalized and work with

external factors like bonuses and promotions to help employees work better.

The rewards in place, that is the appraisals and bonuses, will be the external factors

helping to motivate employees further and increase their self-esteem.

Similarly, the reinforcement theory implies that for people to learn or better themselves

at a certain behavior, rewards can be used. In the situation above, the rewards are in the

form of bonuses and promotions to aid employees’ motivation processes.

 ATTITUDE
Attitude refers to evaluative rulings based on objects, peoples, events. It is made of

three main constituents:

 Cognitive Component: To judge/evaluate an employee based on their opinion or

beliefs.

 Affective Component: The emotions or feelings are then attached to the

judgment.

 Behavioral Component: After attaching feeling with judgment, a behavior is

formed.

Types of Attitudes:

1) Job Satisfaction: Positive attitude towards the job.

2) Job Involvement: The individual has abilities so when they found a job related to

it their interest and then this interest is turned into a passion when you get the

right opportunities.

3) Psychological empowerment: The feeling derived from job involvement; believe

that everything is under control.

4) Organizational Commitment: It refers to how loyal an employee is to the

organization.

i. Affective Commitment: When an employee is emotionally connected to

the firm

ii. Continuance Commitment: When an employee is committed to an

organization due to monetary perks, salary, incentives, etc.

iii. Normative Commitment: The individual’s values and norms are aligned

with the organization

 5) Perceived Organizational Support: The extent to which workers feel their

contributions are valued and that the company is concerned for their well-being.

E.g. If the boss values, the feedback of employees and be concerned about the

employees’ personal life.

6) Employees Engagement: It relates to how engaged the employee is with the

organization, how connected he is to his colleagues, his senior-level managers.

Equitable pay, equal opportunities, growth, development, positive interaction,

positive criticism, feedback, good reward system, individual growth system are

also the factors that contribute to employee engagement.

 Cognitive dissonance theory: It refers to the contradictory attitude and behavior

of an individual.

Faysal bank employees are very much satisfied and are positive towards their job

because of multiple perks given by management on multiple occasions with quarterly

bonuses. Every individual in the organization gets a chance to express their ideas and

have freedom of speech which gives an upper hand to employees this shows the firm is

committed to their employees. Regular feedback is also given with multiple chances of

learning and contributing in multiple departments.

Leadership:

As per the Big Five Model, leaders should have the following characteristics:

 Conscientiousness: Responsible, Dependable, and organized

  Openness to experience: Curious, innovative, imaginative, artistic, sensitive.

 Emotional Intelligence: Calm, self-confident, can perform well under pressure

and stress

 Extraversion: sociable, outgoing, assertive.

 Agreeableness: Tolerant, Trustworthy, and Co-operative. Leaders must have a

high degree of conscientiousness, which is one of their most important

characteristics, while agreeableness is the least favored trait, as most leaders

have low levels of it.

 Charismatic Leaders: Such leaders who do use their persuasion skills to establish

a deep connection with their workforce. They serve as an example to their

employees. They have exceptional listening abilities. They are foresighted and

can predict the organization's future.

 Transactional Leaders: These leaders define their objectives and set out a

strategy for achieving them. They use rewards to keep their workforce

motivated.

 Transformational Leaders: These types of leaders collaborate with their

subordinates. They motivate them to work for the good of the company and

assist workers by establishing specific objectives.

Somewhat, charismatic and transformational leadership styles are just the same.

Faysal bank believes in experienced-based leadership, taking right and suitable

decisions at right time. Managers of Faysal bank collaborated with their employees they

give timely feedback with a push of motivation. They also are very dependable, helping

their coworkers in every way possible.

 ORGANIZATIONAL CHANGE
Organizational change refers back to the movements wherein a corporation or

enterprise alters the main factor of its organization which includes its culture,

strategies, technologies, structure, etc. Nevertheless, one thinks that organizations are

enduring systems in a converting and upgrading society. However, the fact is that

organizations change in a very short period. Periodically organizations take small

changes like switching their name which imposes an enormous impact on it.

 Cultural Change culture plays an important role in an organization, which is

difficult to manage. It varies from time to time depending on people’s

perceptions and values.

 Technological Advancement nowadays technology has become a very

important aspect of organizations. Which deliberates the communication gap i.e.

through the satellite, networking, etc. Providing more comfort to the consumers.

 Strategic Change

 Structural Change Structural changes are the one’s adjustments made to the

organization's structure that would stalk from inner or outside elements and

generally have an effect on how the organization is run. Structural changes

consist of matters inclusive of the organization's hierarchy, chain of command,

control systems, task structure, and managerial procedures.

Faysal Bank Performances and Strategies

Faysal bank provides a learning and development department which is for all workforce

departments including employees. It deals with all the innovative and technological

programs and conducts several sessions for employees to understand the organization’s

diversity.

The vision of Diversity, Equity and Inclusion (DEI) at Faysal Bank

‘With the belief in core Islamic Values of equality, Faysal Bank values diversity and

inclusivity as its primary driving force to become the employer of choice, where we hold

gender diversity, equitable opportunities, and different abled inclusion as the

cornerstone of our DEI strategy.’

Organizational change

Characteristics

 Motivation depends daily on the employees on their working style and

potential. Faysal bank gives various types of bonuses to their employees

depending on their criteria and performance-based. The line manager sets the

bonus for all individuals working and if one’s not matching the work performed

up to the mark, he/she shall be excluded from the bonus list. In the Faysal bank if

you’re a permanent employee they won’t be providing any bonus but gives

special gestures such as dinners, lunches, etc. The organization also gives

certificates and provides education through the Institute of Banking Pakistan at

their own expense.

Change is the possibility for improvement. It is a selection through the control of the

organization. Though, sometimes the change in organizations fails due to the execution

stages. A study by Robert Half Management Resources shows that the failure occurs

because of the mainly broken communication gap.

Executive Director of Robert Half Management Resources, Tim Herd, explained:

“Whether major or incremental, many companies are initiating changes, from

transforming their business models to updating business systems and looking for ways

to enhance productivity. While change is never easy for a company, it’s even harder for

employees.”

Having common goals, working together in groups, organizing the same events, pushing

and motivating co-workers to reach their limits all lies in an organization.

 CONCLUSION
After the above, one can conclude that Faysal Bank is indeed one of the leading banks in

Pakistan. They aim to make all their Banks shariah-compliant and provide Islamic

banking services for those who prefer it, and currently, they are headed in the same

direction: 414 branches of their 550 branches are already those that provide Islamic

banking.

They are not only expanding in terms of their availability throughout Pakistan but also

aim to do so in terms of diversity within the organization. Their diversity policies aim to

limit any discrimination in the workplace and are in compliance with the guidelines

provided by the State Bank of Pakistan.

Moreover, Faysal Bank prides itself on its values that include respecting those within

and outside of the organization, maintaining professionalism at all times, and

emphasizing the need for and spirit of teamwork and integrity.

What helps Faysal Bank stand out from its competitors- its differentiating values- are

those of compassion, innovation, responsiveness, and passion.

Employees are driven and motivated to work give their best through bonuses and

promotions that the Bank offers to acknowledge the efforts of employees who work

with excellence.

The Learning and Development Department at Faysal Bank ensures that employees are

made aware of the latest changes that take place in the world of technology and

innovation, and are equipped to deal with them too. It is also responsible for holding
seminars and training sessions such as sensitivity training and information sessions

regarding diversity and tolerant and respectful attitudes and demeanor in the

workplace.

There are however some recommendations for Faysal Bank that could help them build

upon their success further, including globalizing their operations and diversifying their

workforce more where possible and implementing stronger diversity management

strategies.
RECOMMENDATIONS

Faysal bank limited has undoubtedly outperformed itself to create the vision and

perspective in the mindset of the people that it is a people-oriented organization that

withstands on the grounds of values that ensure that customers are catered as the top

priority. This is the reason why the business reflects such an objective in catering to the

needs of their employees too.

However, there are some aspects that the bank must cater to well for better growth.

They should speed up their conversion to a complete Islamic banking system from the

conventional one to lead in the banking industry of Pakistan as of now, meezan bank is

outperforming being the only Islamic bank in the country.

Furthermore, they should invest well in the marketing of the banking services via

various marketing techniques to increase their customer base in the country.

They should try to globalize their operation and is the holding company of Ithmaar

bank, it will not be difficult to cater to overseas customers too. Since middle eastern

customers require reliable banking bodies that reflect the shariah rulings in their

transactional policies. This operational scale growth would benefit them in terms of

high profits and upscale banking services.

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https://doi.org/10.1016/S2212-5671(14)00178-6.
https://www.faysalbank.com/en/about-us/