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ReportOrganization Behavioral

SubmittedBy

MUHAMMAD SHARJEEL

oSir DR! AJMAL "AHEED

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Acknowledgement

I would like to express my special thanks ofgratitude to my teacher Sir, Ajmal Waheedas well

as my friends AHSAN NAIZ, ASI! A"# who ga$eme the golden opportunity to do this wonderfulproject on the topic procedure how to applylearning on Standard %hartered #ank , which alsohelped me in doing a lot of !esearch and I came toknow a&out so many new things I am really thankfulto them and Standard %hartered #ranch Islama&ad

thankful'


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TABLEOFCONTENTS

TABLEOFCONTENTS...................................................................................................II

ACKNOWLEDGEMENTS.................................................................................................V

1 INTRODUCTION....................................................................................................1

1.1 HISTORYOFSTANDARDCHARTEREDBANK:...........................................................1

1.1.1MEANING AND DEFINITION.................... ....................................... ............... .......2

1.1.2 WHYLEARNING APPLYONSTANDARDCHARTEREDBANKLIMITED.....................................3

1.1ROLEOFSTANDARDCHARTERED BANK REGARDINGTOLEARNING..........................4

1.1.PEOPLE/ BEHAVIOURALISSUESANDTHEUSEOFSTANDARDCHARTEREDBANK ......10

1.2 PRESENTISSUESANDSOLUTIONSFORSTANDARDCHARTEREDBANKTHROUGHLEARNINGSOBC MODEL.......11

1.2 LITERATUREREVIEWONTHEFRAMEWORKSOFORGANISATIONALBEHAVIOUR.........12

1.2.2COGNITIVELEARNINGORFRAMEWORKFORSTANDARDCHARTEREDBANK.......................13

1.2.3OPERANTCONDITIONING(BEHAVIOURISTICFRAMEWORK) STANDARDCHARTEREDBANK........14

1.3SOCIALCOGNITIVELEARNINGSTANDARDCHARTEREDBANK...........................................1!

1.3 CRITICALANALYSISANDAPPLICATIONOFLEARNINGINSTANDARDCHARTEREDBANK

FRAMEWORKS.161.3.2LEARNINGINORGANIZATIONALLOVERPROCESSES..........................................1"

1.3.3ADVANCEDWEBSERVICESBYSTANDARDCHARTEREDBANKBYLEARNING......................1"

1.3.4INTRODUCELEARNINGCONCEPTPOSITIVEPAYBYSTANDARDCHARTEREDBANK.......1#

1.4 INTRODUCELEARNINGCONCEPTPOSITIVEPAYBYSTANDARDCHARTEREDBANK.........1#

1.$ CONTROLLEDDISBURSEMENTBYPROPERLEARNEDPROGRAM.................................1#

1.!PURPOSEOFCASHMANAGEMENTREGARDLEARNINGANDITSIMPLEMENTATION........20

2 MATERIALS AND METHODS......................................................................... ......23

2.1 PRIVATEBANKINGMOREUSE LEARNINGASPECTS.................................................2$

2.2 FORCORPORATESINVOLVESGROUPLEVELLEARNINGOCCUPY..............................2!

2.3PURPOSEOFCASHMANAGEMENTREGARDLEARNINGANDITSIMPLEMENTATION....2%

2.4 COMPREHENSIVEPAYMENTSSOLUTIONTHROUGHSELECTIVELEARNING.....................2"

2.$ CONCLUSION.........................................................................................................2#

Learning Topic


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Standard Chartered bank Pakistan

History of Standard Chartered Bank:

Standard Chartered Bank was formed in 1969 throgh the merger of two separate

banks! the Standard Bank of British Soth "frica and the Chartered Bank of #ndia!

"stra$ia and China% These banks had capita$ised on the e&pansion of trade between

'rope! "sia and "frica%

The Chartered Bank

The Chartered Bank was fonded by (ames )i$son fo$$owing the grant of a *oya$

Charter by +een ,ictoria in 1-./% The bank opened in 0mbai Bombay2! 3o$kata

and Shanghai in 1-.-! fo$$owed by Hong 3ong and Singapore in 1-.9%The traditiona$

trade was in cotton from 0mbai! indigo and tea from 3o$kata! rice from Brma!

sgar from (a4a! tobacco from Smatra! hemp from 0ani$a and si$k from 5okohama%

The bank p$ayed a maor ro$e in the de4e$opment of trade with the 'ast fo$$owing the

opening of the Se7 Cana$ in 1-69 and the e&tension of the te$egraph to China in

1-81% #n 19.8 Chartered Bank boght the 'astern Bank! together with the #onian

Banks Cyprs Branches and estab$ished a presence in the $f%#n 19-8 Standard

Chartered Bank so$d its stake in the Standard Bank! which now operates as a

separate entity%

What is learning?

0easrab$e and re$ati4e$y permanent change in beha4ior throgh e&perience!

instrction! or stdy% )hereas indi4ida$ $earning is se$ecti4e! grop $earning is

essentia$$y po$itica$ its otcomes depend $arge$y on power p$aying in the grop%

Learning itse$f cannot be measred! bt its res$t can be% #n the words of Har4ard

bsiness schoo$ psycho$ogist Chris "rgyris! $earning is ;detection and correction of

error; where an error means ;any mismatch between or intentions and what

acta$$y happens%

MEANING AND DEFINITION


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Learning is defined as %?ot a$$ changes ref$ect $earning: to constitte $earning! change sho$d be re$ati4e$y

permanent% Temporary changes may be on$y ref$ecti4e and fai$ to represent any $earning% This

re@irement! therefore! r$es ot beha4iora$ changes cased by fatige or drgs%

/%Learning is ref$ected in beha4ior: a change in an indi4ida$As thoght process or

attitde!not accompanied by beha4ior! is no $earning% #t sho$d be frther c$arified that $earning

needs to res$t in beha4ior potentia$ity and not necessari$y in the beha4ior itse$f% The reason for

this distinction $ies in the fact that an indi4ida$ may $earn bt owing to $ack of moti4ation! may not

e&hibit any changed beha4ior%

Why learning apply on Standard Chartered Bank liited?

# n r ga ni 7 at i on B eh a4 io r L ea r ni n g i s s t dy a nd

app $ i ca t ion o f know $edge abo t how ind i4 ida $s and

grops in an organi7ation react or in other words beha4e at any

gi4en point of time% The Stdy of $earning in Standard Chartered

Bank yon rganisationa$ Beha4ior widens its area to Change!

Leadership and Hman Beha4ior% "dits key fnction is to

enhance re$ationships by f$fi $ $ ing rganisationa$! Socia$

and Hman obecti4es% Today Standard Chartered $ ike

organi7ations are thri4ing to enhance their core competencies

towards a better sccess and its strategies are directed

towards bi$ding a


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an indepth know$edge in nderstanding what rganisationa$

Beha4ior B2 is a$$ abot

#n Standard Charted Bank as managers it is 4ita$ to possesA

Technica$ ski$$s! Hman ski$$s and Concepta$ ski$$s in order to

stdy hman beha4ior sch peop$e ski$$s are of tmost

important to predict what peop$e do in an organi7ation

a n d h o w m c h t h e b e h a 4 io ra $ p a t t e rn s c re a te a n

imp act on org ani 7at i ona $ per for man ce% '%g% a manager

possess ing technica$ ski $$s wi$ $ not be sf ficient in

hand$ing emp$oyeeAs rie4ances! emp$oyee mora$ etc%D

hence he needs to de4e$op h is soft sk i$ $s to tack$e

emp$oyee conf$icts% Hman Capita$ is considered to be an

important asset for any organi7ation! ensring that staff

mora$! work ethics! emp$oyee satisfaction is in fa4orab$e

to the organisation in order to thri4e res$ts% '%g% ne of

E3As *ichest 0i$ $ionaire and 'ntreprener of ,irgin

"i r$i nes! *ichardson! in his own words says that


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Organi%ational le#el

"t the organi7ation $e4e$ of ana$ysis! Standard Chartered Bank

in4o$4es the topics sch as organi7ationa$ c$tre! organi7ationa$

strctre! c$tra$ di4ersity! interorgani7ationa$ cooperation andconf$ict! change! techno$ogy! and e&terna$ en4ironmenta$ forces% "t

this $e4e$ of ana$ysis! organi7ationa$ beha4ior draws pon

anthropo$ogy and po$itica$ science in organi7ation%

Standard chartered bank $earning is an effecti4e too$ for managers

as it focses on

1% F Comprehending the significance of Learning and

0anagement Sty$es for persona$ and organi7ationa$

growth and de4e$opment and for bsiness $eadership and

managementG

>% F # t r e c og n i 7 e s t he 4 a $ e o f d e4 e $ o p i n g

s p e c i f i c c o m p e t e n c i e s i n a n

r g a n i 7 a t i o n a $ ' n 4 i r o n m e n t %

/%

% F #n standard chartered bank $earning h e $ p s f o c s o n

S t r e s s 0 a n a g e m e n t a n d i t c a n b e s e d o n

h e $ p i n g e m p $ o y e e s %

.% F " better feedback on organi7ationa$ profi$e is $aid%

&eople' Beha#io$ral iss$es and the $se o" Standard

Chartered Bank

Ta$ented H* persona$ p$ay a key ro$e in identifying and

reso$4ing peop$e re$ated isses sch isses mst be

minimi7ed or so$4ed from the beginning and throghot a$$

stages in order to bridge the gap and to be idea$$y p$aced nder

the c$tra$ fit in Standard Charter Bank% #f peop$ere$ated isses

and c$tra$ isses are effecti4e$y addressed in the ear$y stages!

managers can begin to assess the feasibi$ity of sccess sooner

rather than $ater% Today many managinging and ser4ice

re$ated organi7ations are increasing$y recogni7ing the fact

that ignoring potentia$ c$tre c$ashes can $ead to financia$ fai$re%

C$tra$ changes in Standard Chartered Bank within the

w o r k i n g e n 4 i r o n m e n t c a n c a s e c $ t r e s h o c k s


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a m o ng e m p $ oy e e s h a r m i ng b o t h t h e i n d i 4 i d a $

and the grop% #t is imp ort ant for Sta ndar d Char ter ed

Bank to de te rm ine the s ty $e o f Leadersh ip G i t ms t

be hones t ! s t ra igh t fo rward and dec is i4e % Ia4orism

can res$ t in conf $i cts among the emp$oyees andemp$oyers% This can be detrimenta$ for the organi7ationG it can

$ose its ski$$ed workforce and pro4ides a break throgh to their

ri4a$s in grasping the ski$$ed $abor force% 0oti4ationa$ isses are

4ery common in many companies research on moti4ation has

been taking p$ace e4en now! identifying the best possib$e way to

moti4ate staff is a$ways considered to be cha$$enge! finding the

right mi& of moti4ationa$ too$s a$ong with a happy work force is

a$ways a


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'%g%


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Cogniti4e $earning proposes that the $earner ti $i7esmenta$ strctres and memory to make decisions abotbeha4iors in Standard Chartered Bank% Terry%I%Pettiohn 199>2Pettiohn in his book2Simp$y means that indi4ida$s tend to$earn the so$tion to the prob$em withot sing a tria$ and errorsystem%

Latent $earning K this occrs when an indi4ida$ ac@iresthe know$edge of something bt does not show it nti$moti4ated to do so in Standard Chartered Bank %Terry%I%Pettiohn 199>2Enderstanding is the key to $earning andany form of reinforcement is on$y necessary to moti4ate anindi4ida$ to perform the beha4ior that is $earnt%

bser4ationa$ $earning Kby obser4ing onese$f the other intends to fo$$ow nderstand thebeha4ior a$so in Standard Chartered Bank%

Operant Conditioning +Beha#io$risti, "rae*ork-StandardChartered Bank

Beha4ioristic framework was initia$$y introdced by B%I% Skinner

and is known to be

the most f a m o s ! i n f $ e n t i a $ a n d c o n t r o 4 e r s i a $

f i g r e i n c o n t e mp o ra r y " m er i ca n p s yc h o $ o g y

a $ s o a p p $ y i n Standard Chartered Bank when a cstomer want to

withdraw money from bank a system which is sed is according to Skinnerwork a compteri7ed machine work yo enter bottom yor nmber s$ip yo

recei4e and wait and yo go when yor nmber come and in this way yo

get money %

Terry%I%Pettiohn 199>2Beha4ior modification is the app$ication in

operant conditioning! it has he$ped many indi4ida$ sin so$4ing

beha4iora$ isses e%g% aggression! obesity Howe4er in an B

perspecti4e it is a combination of two 4ariab$es i%e% the stim$s!


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the response and $earning occrs when the stim$s and response

connection is made% Howe4er the prob$em in this regard is that it

most$y he$ps e&p$ain the physica$ ref$e&es in Standard Chartered

Bank in a$$ o4er processes%

So,ial Cogniti#e )earning Standard Chartered Bank.

Socia$ $earning takes the position that beha4ior can best be

e&p$ained in terms of a continos reciproca$ interaction among

cogniti4e! beha4iora$ and en4ironmenta$ determinants in Standard

Chartered Bank %

Th is techn i@e bas ica $ $y e&p $a ins t he combina t ion o f

b o th c o gn i t i4 e a n d b e ha 4 io ri s t ic f r a me w ork s in

nderstanding organi7ationa$ beha4ior%

The socia$ part acknow$edges the socia$ origins of mch hman

thoght and action where as the cogniti4e por t ion recogn i7es

the in f $ en t ia $ con t r i b t ion o f thogh t p rocesses to

hman mo t i4a t ion ! attitdes and action%

Ired Lthans >JJ-2 a$so seem in Standard Chartered Bank%

How organi7ation works with emp$oyee a$$ re$ationship sho$d be managed in

Standard Chartered Bank % They fee$ rea$ needs of their emp$oyees $ike

socia$ needs in 'id and a$$ specia$ e4ents they send cakes and other specia$

gifts%

Criti,al Analysis and Appli,ation o" )earning inStandard Chartered Bank "rae*orks%

Cogniti4e mode$ was de4e$oped in the ear$y centry and it has

been sbected to mch criticism!Cogniti4e process as it

in4o$4es on$y the menta$ process it fai $s to accont the

person i tse $ f ! ignores the phys io $og ica $ aspects of an


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i n di 4 i d a $ ! a n d i t f a i$ s t o $ o o k i n t o t h e e m o t i on a $!

p er ce pt a$ d im en si o ns o f h m an b eh a4 i o r a s i n

Standard Chartered Bank % )hen i t comes to the

ap p$ ic at io n on ho w s ch mo de $s can be pt into practice!

on certain occasionAs managers tend to se


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Standard Chartered Bank 4ar iab$es are inter$ inked! bt the

e&perience and the know$edge generated by pre4ios

beha4iora$ pat terns a $so determine what a person

becomes! which! in trn! a f fect s sbse@ ent $y h is he r

beha4io r % " pe rsons th ink ing do change acco rdingto the e&pe ri ence of conse@ences of past beha4ior%

Therefore as it encompasses bo th cogni ti 4e and

beha4ioristic approaches Socia$ Cogniti4e is an idea$ mode$ in

$eaning organi7ationa$ beha4ior for any manfactring or ser4ice

organi7ation%

)earning in organi%ation all o#er pro,esses.

)earning ipleentation in A,,o$nt !e,on,iliation

Ser#i,es (y Standard Chartered Bank :

Ba$ancing a che@ebook can be a diffic$t process for a 4ery $arge

bsiness! since it isses so many checks it can take a $ot of

hman monitoring to nderstand which checks ha4e not c$eared

and therefore what the companys tre ba$ance is% To address this!

banks ha4e de4e$oped a system which a$$ows companies to

p$oad a $ist of a$$ the checks that they isse on a dai$y basis! so

that at the end of the month the bank statement wi$$ show not on$y

which checks ha4e c$eared! bt a$so which ha4e not% 0ore

recent$y! banks ha4e sed this system to pre4ent checks from

being frad$ent$y cashed if they are not on the $ist! a process

known aspositive pay throgh $earning it become more easy and

con4enient in Standard Chartered Bank %

Ad#an,ed We( Ser#i,es (y Standard Chartered Bank (y

)earning: 0ost banks ha4e an #nternetbased system which


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is more ad4anced than the one a4ai$ab$e to consmers by

more $earned beha4ior % This enab$es managers to create

and athori7e specia$ interna$ $og on credentia$s! a$$owing

emp$oyees to send wires and access other cash

management featres norma$$y not fond on the consmer

web site in Standard Chartered Bank accrate $earn way of

$earning%

Arored Car Ser#i,es (yStandard Chartered Bank proper

)earning .Large retai$ers who co$$ect a great dea$ of cash

may ha4e the bank pick this cash p 4ia an "rmored car

company! instead of asking its emp$oyees to deposit the

cash in Standard Chartered Bank branches and make easy for their

emp$oyees % ?ow emp$oyees easi$y easi$y that cash a$ways

deposit in bank branch in Standard Chartered Bank when cash

$ow emp$oyees genera$$y rea$i7e and ca$$ to main branch %

)earning ho* to A$toated Clearing /o$se (y Standard

Chartered Bank: Ser4ices are sa$$y offered by the cash

management di4ision of a bank% The "tomated C$earing

Hose is an e$ectronic system sed to transfer fnds

between banks% Companies se this to pay others!

especia$$y emp$oyees this is how direct deposit works2%

Certain companies a$so $earn se it to co$$ect fnds from

cstomers this is genera$$y how atomatic payment p$ans

work2% This system is critici7ed by some consmer


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ad4ocacy grops! becase nder this system banks

assme that the company initiating the debit is correct nti$

pro4en otherwise%

)earning ho* to Balan,e !eporting Ser#i,es (y

Standard Chartered Bank : Corporate c$ients who acti4e$y

manage their cash ba$ances sa$$y sbscribe to secre

webbased reporting of their accont and transaction

information at their $ead bank% These sophisticated

compi$ations of banking acti4ity may inc$de ba$ances in

foreign crrencies! as we$$ as those at other banks% They

inc$de information on cash positions as we$$ as f$oat e%g%!

checks in the process of co$$ection2% Iina$$y! they offer

transactionspecific detai$s on a$$ forms of payment acti4ity!

inc$ding deposits! checks! wire transfers in and ot%

/o* people learn a(o$t Cash Con,entration Ser#i,es

Standard Chartered Bank : Large or nationa$ chain retai$ers

often are in areas where their primary bank does not ha4e

branches% Therefore! they open bank acconts at 4arios

$oca$ banks in the area% To pre4ent fnds in these acconts

from being id$e and not earning sfficient interest! many of

these companies ha4e an agreement set with their primary

bank! whereby their primary bank ses the "tomated C$earing

Hose to e$ectronica$$y ;p$$; the money from these banks
http://en.wikipedia.org/wiki/Automated_Clearing_Househttp://en.wikipedia.org/wiki/Automated_Clearing_Househttp://en.wikipedia.org/wiki/Automated_Clearing_Househttp://en.wikipedia.org/wiki/Automated_Clearing_House


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into a sing$e interestbearing bank accont bank $earn from

direct going to market operation%

)earning "o,$s on $se o" )o,k (o0 ser#i,es (y Standard

Chartered Bank: ften companies sch as ti$ities2 which

recei4e a $arge nmber of payments 4ia checks in the mai$

ha4e the bank set p a post office bo& for them! open their

mai$! and deposit any checks fond% This is referred to as a

;$ockbo&; ser4ice%

Introd$,e learning ,on,ept &ositi#e &ay (y Standard

Chartered Bank: Positi4e pay is a ser4ice whereby the

company e$ectronica$$y shares its check register of a$$

written checks with the bank% The bank therefore wi$$ on$y

pay checks $isted in that register! with e&act$y the same

specifications as $isted in the register amont! payee! seria$

nmber! etc%2% This system dramatica$$y redces check

frad%

)earning o" Sweep "cconts: are typica$$y offered by the

cash management di4ision of a bank% Ender this system!

e&cess fnds from a companys bank acconts are

atomatica$$y mo4ed into a money market mta$ fnd

o4ernight! and then money

1ero Balan,e A,,o$nting: can be thoght of as somewhat

of a hack% Companies with $arge nmbers of stores or
http://en.wikipedia.org/wiki/Sweep_accounthttp://en.wikipedia.org/wiki/Sweep_account


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$ocations can 4ery often be confsed if a$$ those stores are

depositing into a sing$e bank accont% Traditiona$$y! it wo$d

be impossib$e to know which deposits were from which

stores withot seeking to 4iew images of those deposits% To

he$p correct this prob$em! banks de4e$oped a system where

each store is gi4en their own bank accont! bt a$$ the

money deposited into the indi4ida$ store acconts are

atomatica$$y mo4ed or swept into the companys main

bank accont% This a$$ows the company to $ook at indi4ida$

statements for each store% E%S% banks are a$most a$$

con4erting their systems so that companies ,ante$$ which

store made a partic$ar deposit! e4en if these deposits are

a$$ deposited into a sing$e accont% Therefore! 7ero ba$ance

acconting is being sed $ess fre@ent$y%

2se o" Wire Trans"er thro$gh e""e,ti#e learning : " wire

transfer is an e$ectronic transfer of fnds% )ire transfers can

be done by a simp$e bank accont transfer! or by a transfer

of cash at a cash office% Bank wire transfers are often the

most e&pedient method for transferring fnds between bank

acconts% " bank wire transfer is a message to the

recei4ing bank re@esting them to effect payment in

accordance with the instrctions gi4en% The message a$so

inc$des sett$ement instrctions% The acta$ wire transfer


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itse$f is 4irta$$y instantaneos! re@iring no $onger for

transmission than a te$ephone ca$$%

Controlled Dis($rseent (y proper learned progra:

This is another prodct offered by banks nder Cash

0anagement Ser4ices% The bank pro4ides a dai$y report!

typica$$y ear$y in the day! that pro4ides the amont of

disbrsements that wi$$ be charged to the cstomers

accont and cstomer $earned from it% This ear$y know$edge

of dai$y fnds re@irement a$$ows the cstomer to in4est any

srp$s in intraday in4estment opportnities! typica$$y

money market in4estments% This is different from de$ayed

disbrsements! where payments are issed throgh a

remote branch of a bank and cstomer is ab$e to de$ay the

payment de to increased f$oat time%

#n the past! other ser4ices ha4e been offered the sef$ness

of which has diminished with the rise of the #nternet% Ior

e&amp$e! companies co$d ha4e dai$y fa&es of their most

recent transactions or be sent CM*0sof images of their

cashed checks in and cstomer aware a$$ information

throgh proper $earning%

Cash management aims at e4o$4ing strategies for dea$ing

with 4arios facets of cash management% These facets

inc$des the fo$$owing:
http://en.wikipedia.org/wiki/CD-ROMhttp://en.wikipedia.org/wiki/CD-ROM


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learning ake possi(le Opti$ 2tilisation o"

Operating Cash

#mp$ementation of a sond cash management programme

is based on rapid generation! efficient ti$isation and

effecti4e con4ersation of its cash resorces% Cash f$ow is a

circ$e% The @antm and speed of the f$ow can be reg$ated

throgh prdent financia$ p$anning faci$itating the rnning of

bsiness with the minimm cash ba$ance% This can be

achie4ed by making a proper ana$ysis of operati4e cash

f$ow cyc$e a$ongwith efficient management of working

capita$%

Cash Fore,asting also ake possi(le (y a type o"

learning ,ogniti#e.

Cash forecasting is backbone of cash p$anning% #t forewarns

a bsiness regarding e&pected cash prob$ems! which it may

enconter! ths assisting it to reg$ate frther cash f$ow

mo4ements% Lack of cash p$anning res$ts in spasmodic

cash f$ows%

)earning ethods generali%ation on Cash Manageent

Te,hni3$es.

'4ery bsiness is interested in acce$erating its cash

co$$ections and dece$erating cash payments so as to e&p$oit

its scarce cash resorces to the ma&imm% There are


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techni@es in the cash management which a bsiness to

achie4e this obecti4e%

)earning prin,ipal dis,riination "ro other (anks to

ake )i3$idity Analysis.

The importance of $i@idity in a bsiness cannot be o4er

emphasi7ed% #f one does the atopsies of the bsinesses

that fai$ed! he wo$d find that the maor reason for the

fai$re was their inabi$ity to remain $i@id% Li@idity has an

intimate re$ationship with efficient ti$isation of cash% #t he$ps

in the attainment of optimm $e4e$ of $i@idity%

&ro"ita(le Deployent o" S$rpl$s F$nds ake learning

ore easy to analyse apply spontaneo$s re,o#ery.

Me to nonsynchroni7ation of ash inf$ows and cash otf$ows the

srp$s cash may arise at certain points of time% #f this cash

srp$s is dep$oyed dicios$y cash management wi$$ itse$f

become a profit centre% Howe4er! mch depends on the @antm

of cash srp$s and acceptabi$ity of market for its shortterm

in4estments

E,onoi,al Borro*ings thro$gh proper eeting and

relationship thro$gh learning $se thro$gh e0tin,tion

learning.

"nother prodct of nonsynchronisation of cash inf$ows and

cash otf$ows is emergence of deficits at 4arios points of

time% " bsiness has to raise fnds to the e&tent and for the


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period of deficits% *aising of fnds at minimm cost is one

of the important facets of cash management%

&$rpose o" Cash Manageent regard learning and its

ipleentation

Cash management is the stewardship or proper se of an entityAs

cash resorces% #t ser4es as the means to keep an organi7ation

fnctioning by making the best se of cash or $i@id resorces of

the organi7ation%

The fnction of cash management at the E%S% Treasry is

threefo$d:

1%To e$iminate id$e cash ba$ances% '4ery do$$ar he$d as cash

rather than sed to agment re4enes or decrease

e&penditres represents a $ost opportnity% Inds that are

not needed to co4er e&pected transactions can be sed to

by back otstanding debt and cease a f$ow of fnds ot of

the Treasry for interest payments2 or can be in4ested to

generate a f$ow of fnds into the TreasryAs accont%

>% To deposit co$$ections time$y% Ha4ing fnds inhand is

better than ha4ing acconts recei4ab$e% The cash is easier

to con4ert immediate$y into 4a$e or goods% " recei4ab$e! an


22/35

#$

item to be con4erted in the ftre! often is sbect to a

transaction de$ay %

CAS/ MANAGEMENT AT STANDA!D C/A!TE!ED

BAN4 Thro$gh &roper Training And )earning

Cash Manageent"s part of Standard Chartereds g$oba$

transaction so$tions to Corporates and #nstittions! we

pro4ide Cash 0anagement! Secrities Ser4ices and Trade

Ser4ices throgh or strong market networks in "sia!

"frica! the 0idd$e 'ast and Latin "merica% )e a$so pro4ide

a bridge to these markets for c$ients from the E%S and

'rope% )e are committed to pro4iding yo with

#ntegrated! sperior crossborder and $oca$ ser4ices

'fficient transaction processing

*e$iab$e financia$ information

#nno4ati4e prodcts

)or$dc$ass c$earing ser4ices Ths ensring a f$$ site of

transactiona$ prodcts for yor needs%

For Corporates in#ol#es gro$p le#el learning o,,$py.

Standard Chartered is high$y recogni7ed as a $eading cash

management spp$ier across the emerging markets% r

Cash 0anagement Ser4ices co4er $oca$ and cross border

Payments! Co$$ections! #nformation 0anagement! "ccont

Ser4ices and Li@idity 0anagement for both corporate and

instittiona$ cstomers% )ith Standard Chartereds Cash


23/35

#$

0anagement ser4ices! yo$$ a$ways know yor e&act

financia$ position% 5o ha4e the f$e&ibi$ity to manage yor

companys comp$ete financia$ position direct$y from yor

compter workstation% 5o wi$$ a$so be ab$e to take

ad4antage of or otstanding range of Payments!

Co$$ections! Li@idity and #n4estment Ser4ices and recei4e

comprehensi4e reports detai$ing yor transactions%

For Finan,ial Instit$tions in#ol#es organi%ation le#el

learning:

Standard Chartered is high$y recogni7ed as a $eading cash

management spp$ier across the emerging markets% r Cash

0anagement Ser4ices co4er $oca$ and cross border Payments!

Co$$ections! #nformation 0anagement! "ccont Ser4ices and

Li@idity 0anagement for both corporate and instittiona$

cstomers% #f yo are $ooking for a correspondent banking partner

yo can trst! Standard Chartered can he$p yo% )e ha4e more

than .JJ offices $ocated in .J contries throghot the wor$d and!

with 1.J years of onthegrond e&perience! we can he$p or bank

c$ients with a$$ their cash management needs%

&ayent Ser#i,es$oba$ payments so$tion for efficient

transaction processing Looking to otsorce yor

payments to enab$e:

'fficient processing of a$$ yor payab$es in the most cost

effecti4e way


24/35

#$

Straight throgh processing both at yor end as we$$ as

yor banks backend

'fficient payab$es reconci$iation with minima$ effort and

de$ay

+ick appro4a$ of payments from any $ocation

Colle,tion Ser#i,es

Comprehensi4e recei4ab$es management so$tion%

Standard Chartered nderstands that operating and

sstaining a profitab$e bsiness these days is e&treme$y

togh% #n an en4ironment of constant changes and

ncertainties! most bsinesses face cha$$enges of costs

and efficiency% 3ey concerns inc$de:

*ecei4ab$es 0anagement ensring recei4ab$es are

co$$ected in an efficient and time$y manner to optimise

ti$isation of fnds%

% O$r Sol$tion The Standard Chartered Co$$ections So$tion

$e4erages the Banks e&tensi4e regiona$ know$edge and

widespread branch network across or key markets to specia$$y

tai$or so$tions for yor regiona$ and $oca$ co$$ection needs% #n #ndia

we ha4e arond >8J $oca$ $ocations and we are the on$y foreign

bank which is present in /1 $ocations% )e ha4e the widest network

among foreign banks in the contry% % The key components of or

so$tion inc$de the fo$$owing:

'&tensi4e C$earing ?etwork

aranteed Credit


25/35

#$

Comprehensi4e 0#S

So$tions for efficient management of yor fnds "

corporate treasrers main cha$$enge often re4o$4es arond

ensring that the companys cash resorces are ti$ised to

their ma&imm ad4antage% 5o need a partner bank that

can he$p yo:

0a&imise interest income on srp$s ba$ancesG minimise

interest e&pense on deficit ba$ances for domestic! regiona$

and g$oba$ acconts

0inimise IN con4ersion for crosscrrency cash

concentration

Cstomise $i@idity management so$tions for different

entities in different contries

Centra$ise information management of conso$idated

accont ba$ances O$r Sol$tion )ith or g$oba$

e&perience and onthegrond market know$edge! Standard

Chartered wi$$ he$p yo define an o4era$$ cash management

strategy which incorporates a $i@idity management so$tion

that best meets yor needs%

B$siness 5 Strategy seek (y learning

o (ur &usiness

Listed on both the London Stock '&change and the Hong

3ong Stock '&change! Standard Chartered PLC is


26/35

#$

consistent$y ranked in the top >. ITS' 1JJ companies by

market capita$isation%

By combining or g$oba$ capabi$ities with deep $oca$ know$edge!

we de4e$op inno4ati4e prodcts and ser4ices to meet the di4erse

and e4erchanging needs of indi4ida$! corporate and instittiona$

cstomers in some of the wor$ds most e&citing and dynamic

markets%

&ersonal Banking.

Throgh or g$oba$ network of o4er 1!8.J branches and ot$ets!

we offer persona$ financia$ so$tions to meet the needs of more

than 1 mi$$ion cstomers across "sia! "frica and the 0idd$e 'ast%

SME Banking

r S0' Banking di4ision offers a wide range of prodcts and

ser4ices to he$p sma$$ and medimsi7ed enterprises manage the

demands of a growing bsiness%

Wholesale Banking

Head@artered in Singapore and London! with onthegrond

e&pertise that spans or g$oba$ network! or )ho$esa$e Banking

di4ision pro4ides corporate and instittiona$ c$ients with inno4ati4e

so$tions in trade finance! cash management! secrities ser4ices!

foreign e&change and risk management! capita$ raising! and

corporate finance%


27/35

#$

Islai, Banking $se odern (anking learning e0tin,tion in

di""erent *ays.

Standard Chartered Saad

i@s dedicated #s$amic Banking team pro4ides comprehensi4e

internationa$ banking ser4ices and a wide range of Shariah

comp$iant financia$ prodcts that are based on #s$amic 4a$es%

&ri#ate Banking ore $se learning aspe,ts.

O$r &ri#ate Bank ad#isors and in#estent spe,ialists pro#ide

,$stoised sol$tions to eet the $ni3$e needs and

aspirations o" high net *orth ,lients6

&rin,iples 5 7al$es $ses all learning prin,ipal.

"t Standard Chartered or sccess is bi$t on teamwork!

partnership and the di4ersity of or peop$e%

"t the heart of or 4a$es $ie di4ersity and inc$sion% They are a

fndamenta$ part of or c$tre! and constitte a $ongterm priority

in or aim to become the wor$ds best internationa$ bank%

Today we emp$oy 8.!JJJ peop$e! representing 11. nationa$ities!

and yo$$ find 6J nationa$ities among or .JJ most senior $eaders

by effecti4e $earning %

What we stand for and we learning use in this type of work)

Strategic intent


28/35

#$

The wor$ds best internationa$ bank

Leading the way in "sia! "frica and the 0idd$e 'ast

Brand promise

Leading by '&amp$e to be The *ight Partner

,a$es

*esponsi4e

Trstworthy

#nternationa$

Creati#e

"pproach

Participation

Iocsing on attracti4e! growing markets where we can $e4erage

or re$ationships and e&pertise

Competiti4e positioning seek by se$ecti4e and proper

$earning:

Combining g$oba$ capabi$ity! deep $oca$ know$edge and creati4ity

to otperform or competitors

C$stoers


29/35

#$

&ersonal Banking

"rrange of featres are inc$ded for the cstomers ranging

from acconts to insrances and in4estments needs%

Io$$owing are the persona$ ser4ices pro4ided by the

Standard Chartered Bank:

"cconts $earning process se discrimination $earning

He$p me choose an accont and ho* e#al$te learnig $se

dis,riination learning

o Term Meposits

o Sa4ings "cconts

o Sper,a$e "ccont

o Pari4aar "ccont

o >in1 "ccont

o Crrent "cconts

o Bsiness P$s "ccont

Credit Cards

o Choose yor Credit Card

o P$atinm Card

o o$d Card

EMI Card

SME Banking

neStop Iinancia$ So$tion for 5or rowing Bsiness by

$earning
http://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/term-deposit.htmlhttp://www.standardchartered.co.in/personal/accounts/en/super-value-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/super-value-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/parivaar-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/parivaar-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/two-one-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/two-one-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/business-pl-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/business-pl-acc.htmlhttp://www.standardchartered.co.in/personal/credit-cards/en/cc-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/accounts-landing.htmlhttp://www.standardchartered.co.in/personal/accounts/en/term-deposit.htmlhttp://www.standardchartered.co.in/personal/accounts/en/super-value-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/parivaar-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/two-one-acc.htmlhttp://www.standardchartered.co.in/personal/accounts/en/business-pl-acc.htmlhttp://www.standardchartered.co.in/personal/credit-cards/en/cc-landing.html


30/35

#$

)ith years of banking e&perience! Standard Chartered Bank is

ndobted$y in a strong position to he$p growing bsinesses sai$

throgh the comp$e&ities they may face% "s an internationa$ bank

with offices in more than .J contries!

Bsiness Crrent "cconts se discrimation $earning:

o #nternationa$ Trade "ccont

o #nternationa$ Trade "ccont T'C

Loans

o Bsiness #nsta$ment Loan

o Loan4erdraft "gainst Property

o Term Loan

o %ommercial #anking use $arious types of

learning in different ways)

Standard Chartered has maintained a $ong $oca$ presence!

since 1-.-! with partic$ar emphasis on re$ationship

banking% Significant networks ha4e been estab$ished with

4endors and financia$re$ated organisations to enab$e s to

offer or cstomers a comprehensi4e range of f$e&ib$e

financia$ ser4ices! with specia$ focs on transactiona$

banking prodcts% Spported by stateoftheart operations!

Standard Chartered is proacti4e in impro4ing e4ery part of

or ser4ices%

he$p yo ma&imise e4ery opportnity%

)ith o4er 1J years of e&perience in trade finance and an
http://www.standardchartered.co.in/sme/business-current-account/en/business-landing.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account-tec.htmlhttp://www.standardchartered.co.in/sme/loans/en/loans-landing.htmlhttp://www.standardchartered.co.in/sme/loans/en/business-installment-loan.htmlhttp://www.standardchartered.co.in/sme/loans/en/overdraft-against-property.htmlhttp://www.standardchartered.co.in/sme/loans/en/term-loan.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/business-landing.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account.htmlhttp://www.standardchartered.co.in/sme/business-current-account/en/international-trade-account-tec.htmlhttp://www.standardchartered.co.in/sme/loans/en/loans-landing.htmlhttp://www.standardchartered.co.in/sme/loans/en/business-installment-loan.htmlhttp://www.standardchartered.co.in/sme/loans/en/overdraft-against-property.htmlhttp://www.standardchartered.co.in/sme/loans/en/term-loan.html


31/35

#$

e&tensi4e internationa$ branch network! Standard Chartered

is committed to he$p yo scceed in e4ery competiti4e

en4ironment% To keep pace with yor changing needs! we

wi$$ constant$y re4iew or comprehensi4e cash%

Cash Manageent

r cash management ser4ices inc$de $oca$ and cross

border payments! co$$ections! information management!

accont ser4ices! $i@idity management and in4estment

ser4ices for both corporate and instittiona$ c$ients from

$earning %

Coprehensi#e payents sol$tion thro$gh sele,ti#e

learning.

Standard CharteredAs payment so$tions can he$p to redce yor

o4era$$ processing costs K for domestic and g$oba$ payments K

sa4ing yo time and money whi$e pro4iding a 4a$eadded ser4ice

to yor spp$iers%

)e offer a f$$ range of payment capabi$ities inc$ding:

Crossborder payments

o Te$egraphic transfers

o #nternationa$ bank che@es drafts

Momestic payments throgh proper $earning:

o Loca$ bank che@es drafts Cashiers order

o Corporate che@e


32/35

#$

o Mirect credits K "CH #* credit 4ochers

o Loca$ bank transfers *TS2

o Book transfers accont transfer between Standard

Chartered branches2

Payro$$

Colle,tion Ser#i,es in#ol#es SOBC in learning .

Coprehensi#e re,ei#a(les anageent

sol$tion thro$gh spontaneo$s learning O"

SOBC odel

Standard Chartered nderstands that operating and sstaining a

profitab$e bsiness these days is e&treme$y togh% 5or key

bsiness concerns co$d be:

Co$$ections So$tion! de$i4ered throgh a standardi7ed

internationa$ p$atform! has the f$e&ibi$ity to cater to yor

$oca$ needs! ths enab$ing yo to meet yor obecti4es of

redcing costs and increasing efficiency and profitabi$ity


33/35

#$

throgh $earning better recei4ab$es and risk management%

The key components of or so$tion inc$de the fo$$owing:

'&tensi4e c$earing network

aranteed credit

Comprehensi4e 0#S

System integration

tsorcing of co$$ections

'&tensi4e c$earing network gide by genera$i7ation principa$

of $earning :

r e&tensi4e branch network! comp$emented by or

correspondent banks network! pro4ides yo with a wide

co4erage of c$earing $ocations to ensre yo get the benefit

of ear$y a4ai$abi$ity of fnds% This is frther enhanced by or

che@e prchase and garanteed credit ser4ices by proper

$earning %

G$aranteed ,redit sho* prin,ipal o"

e0tin,tion learning.

To he$p yo manage yor cash inf$ow from yor acconts

recei4ab$e more by $earning

efficient$y! Standard Chartered can arrange for garanteed

sbect to prior agreement2 credit to yor accont for

che@e co$$ections by $earning % 5or $oca$ and foreign
http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-1http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-2http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-3http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-4http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-5http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-1http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-2http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-3http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-4http://wholesalebanking.standardchartered.com/en/capabilities/transactionbanking/cashmanagement/Pages/collectionservices.aspx#fragment-5


34/35

#$

crrency che@es wi$$ be credited to yor accont on a fi&ed

date e4en if the Bank is not in receipt of the fnds from the

c$earing hose or correspondent bank%

)e nderstand the importance of time$y and accrate information

regarding acconts recei4ab$e to he$p yo effecti4e$y manage yor

recei4ab$es and debtors! and minimise $osses cased by de$ayed

receipts and defa$ts by $earning % 5o can a$so better manage

yor byers re@irements and impro4e yor in4entory

management by $earning %

OB8ECTI7ES OF T/E ST2D9 thro$gh all learning pro,essand ipleentation o" its types on Standard Chartered Bank.

becti4es of a report te$$ s why proect has been taken nder

stdy% #t he$ps s to know more abot the topic that is being

ndertaken and he$ps s to e&p$ore ftre prospects of that

organisation% Basica$$y it te$$s what a$$ ha4e been stdied whi$e

making the report%

To $earn abot 4arios aspects of standard charered cash

management app$y types of $earning to organi7ation%

To ana$y7e the history of Standard chartered bank and

app$ying a$$ principa$ to $earning

Con,l$sion.

#n a$$ o4er report of Standard Chartered Bank $earning in4o$4es a$$

o4er processes and he$p a $ot of emp$oyee in 4arios steps%

Learning of corse is a$so in4o$4ed in the conse@ences of

organi7ationa$ beha4ior %The S%%B%C mode$ had feedback


35/35

#$

$oops to and from a$$ the 4ariab$es% These feedback $oops

represent interactions!bt a$so co$d be thoght of as $earning%

The prpose of this topic is to present an o4er4iew of the $earning

process and some of the basic principa$ and contro$ of

organi7ationa$ beha4ior and wi$$ ser4e as a fondation for the

app$ication techni@es% 0ain focs of Standard Chartered Bank is

on sing the types of $earning in organi7ation%

!e"eren,es :Neighborhood:F-7, F Area

Plot # 6A Areej Plaza F-7 Markaz Islamabad, 4400Phone: +!-"1-!6"01$,

!6"01"

ob sharjeel

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