"Running head: ORGANIZATIONAL BEHAVIOUR 1Organizational BehaviourStudent’s nameInstitution of learning ORGANIZATIONAL BEHAVIOUR2Organizational Behaviour Public Bank was established in the year 1966 by its founder Tan Sri Dato' Seri Dr.Teh Hong Piow. The idea behind its foundation was to establish a financial institution thatwould satisfy financial needs of the public, hence, the name Public Bank. Having begun as asingle branch, Public Bank has grown over the years and is now regarded as the best bank inMalaysia. Nowadays, the bank even has branches outside of Malaysia, which makes it one ofthe biggest banks in the region. In the beginning, Public Bank only offered services of retailand commercial banking. Currently the bank provides full financial services including bothcommercial and personal banking. Some of Public Bank’s branches operate under principlesof Islamic banking. Other banking services offered by the bank include acting as share brokerfor its clients and managing trust funds among many other services (Public Bank Berhad,2012)Public Bank has also gone into providing insurance services such as bankassurance aswell as other insurance products. It also takes care of sales and management on behalf of itsnumerous clients. Today, the bank has 401 branches and employs 17500 people. The bankhas a large client base, serving more than 8 million clients all over Malaysia and outside thecountry. After 45 years in the industry, Public Bank has grown in terms of assets and is nowregarded as the third largest banking group in whole Malaysia. When ranked in South EastAsia, Public Bank is on the sixth positions in the rating (Buchanan & Huczynski, 2010).The mission of Public Bank is to maintain its current position as the most respectedinstitution offering financial services in Malaysia. Group’s strategy has remained to beconsistent and to focus on coordinated growth in the banking industry. Over the years PublicBank has broadened its services to cover other areas of banking that were not their corebusiness at the beginning. The bank also provides services that focus on small and mediumsized enterprises as it aspires to maintain its leadership position in the retail banking sector. ORGANIZATIONAL BEHAVIOUR3Most of bank’s profits are obtained from fees it charges whenever it offers itsservices, from interest received on loans, and whenever it receives deposits from its clients. Owing to the fact that Public Bank has been in the industry for a very long time, it relies ontrust it has built over the years and on its reputation of a stable financial services provider.This reputation allowed it to grow to greater heights. The core business of the bank remains the loans that it gives out to its clientele. These loans range from mortgages to personal loans. Public Bank also lends money to itsclients for property financing as well as gives loans for education purposes. Public Bankcontinues to offer financial services to small and medium enterprises to help them boost theirbusinesses.Henry Mintzberg, an academic of Canadian origin, came up with a model thatdescribes roles of managers in an organization. Managers at Public Bank have also followedthis model in their management of the bank. One of manager’s jobs at the bank is to ensurethat large work loads are processed within strict deadlines. Manager’s job never actually runsout as there is always something to be taken care of or a task to be done. Managers’ tasks atthe bank are often varied in nature. Most of their activities are not handed over from a higherauthority but rather result from their own initiative. Unlike other workers at the bank,managers do not take care of paper work. The responsibility of a manager is often to work asa symbolic head of the bank (Mintzberg, 2003).At Public Bank, it is manger’s responsibility to ensure that proper workingatmosphere is maintained at the bank and that subordinates are well motivated. Theseresponsibilities fall within manager’s role of a leader at the bank or a head of his bankdepartment. It is also the work of the manager to maintain close contact with partners outsidethe bank. This helps to bring clients to the bank while maintaining good professional relationswith other stakeholders in the industry. The manager at Public Bank also acts as the monitor. ORGANIZATIONAL BEHAVIOUR4In this role, the manager has the duty to gather information both internally and externally thathe or she believes is relevant to the bank. This keeps bank’s management informed of what ishappening in the market and what they can do to keep up with competitors.Griffin & Moorhead (2007) reckon that the manager is also a disseminator. PublicBank is a very big bank. As such, proper channels of sharing information are required toensure there is no break- down in communication. Every manager, therefore, has theresponsibility to ensure that information is properly passed on to subordinates. Other thanpassing on information to other employees, the manager also has the duty to act as aspokesperson for the bank. He or she then is charged with the job to reveal informationregarding bank’s performance to interest groups as well as to explain bank’s policies. Again,should there occur a disturbance at the bank, the manager is the person to bring back order.The manager is also the entrepreneur who formulates policies that ensure that the bankremains profitable.The manager at the bank also has the role of making decisions about how resources atthe bank are allocated. Together with other departmental heads, the manager examines strongareas of the bank in order to allocate funds to projects that bring profit to the bank. Finally,the manager also plays the role of negotiator on behalf of the bank. Whenever the bank needsto do business with other institutions, it is the job of the manager to negotiate on behalf of thebank making sure it gets the best deal possible. Overall, manager at Public Bank is alwaysexpected to work for the benefit of the bank.Managers at Public Bank often had to deal with numerous challenges in their jobs. They have to deal with a lot of pressure due to the nature of the job. They often have tomultitask as there is always much work to be done. They are constantly interrupted by clientswho need to see them and by important calls that they have to take care of. Bank manager isthe head of customer service. Whenever a client of the bank is dissatisfied with the service ORGANIZATIONAL BEHAVIOUR5offered by a teller or any other employee, they complain to the manger who has to apologizeto the client. He constantly has to pacify clients and ensure that everything runs smoothly.The manger also is responsible for hiring and firing of tellers and customer servicerepresentatives. Sometimes it is not easy for the manger to find a suitable employee. Although the bank sometimes enlists the services of private human resource firms, most ofthe actual employee-related process is still left in the hands of the manager. The manager isentrusted with the task of accurately selecting the most suitable individuals for the job.Individuals working at the bank need to be people who can be trusted with sensitiveinformation about accounts and money belonging to clients. The manager then has to ensurethat these people are well trained as they have to provide excellent services to clients. Theyhave to be competent accountants who are fluent in banking policies and jargon. It is the jobof the manger to correct and reprimand employees under his care. Managers are entrusted with numerous responsibilities at the bank and with theseresponsibilities come challenges. One of the ways in which mangers at Public Bank can dealwith intense pressure is by delegating duties. This way, junior members of the department arealso mentored to someday take over the roles of managers. Delegation of responsibilities alsoallows for teamwork which is essential for the success of any enterprise. For this system ofwork delegation to succeed, employees must be well trained to handle clients professionallyand to channel any problem that arises to their immediate supervisors and not necessarily tothe manager (Robbins & Judge, 2008).The bank also needs to invest in the latest technology that is available for the bankingsector. These technological developments will enable the bank to stay ahead of competitorsas it will be able to save time and money in its operations. This will decrease the number ofemployees that managers have to supervise giving them time to focus on other managerial ORGANIZATIONAL BEHAVIOUR6responsibilities. Hiring of staff should also be done by reputable employment agencies torelieve the manager of this duty. In conclusion, Public Bank needs to embrace an all-inclusive approach tomanagement. This approach negates the bureaucracy that hinders growth, while allowing newemployees to grow within the system. Managers also need to be put through in-servicetraining to ensure that they stay in touch with the latest practices in banking.ORGANIZATIONAL BEHAVIOUR7ReferencesBuchanan, D. A., & Huczynski. (2010). Organizational behaviour. London: Pearson Education. George, J. M., & Jones, G. R. (2008). Understanding and managing organizational behavior (5th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82-91.Griffin, R. W., & Moorhead, G. (2007). Organizational behavior: Managing people and organizations (8th ed.). New York: Houghton Mifflin Company.Mintzberg, H. (2003). The Strategy Process: Concepts, Contexts, Cases. London: Pearson EducationPublic Bank Berhad. (2012). A 45-Year Journey of Growth. Retrieved 5 July, 2012 from http://www.pbebank.com/corporate/Robbins, S. P., & Judge, T. A. (2008). Essentials of organizational behavior (9th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.Solomon, M. (2011). Consumer behavior; buying, having and being, 9 ed., New Jersey:Pearson Prentice Hall. "