Internship Report of SBP by Muhammad Hamza FA11 BBA(8) 065

Internship Report State Bank of Pakistan Islamabad Internship project: How the work process and workload Issu Issues es ca can n be impr mproved oved in Publ Publiic Accounts Unit (PAU) (PAU) SUBMITTED BY Muhammad Hamza Fa11-BBA -065 BBA-8(A) Department of Management Sciences COMSATS COMSATS Institute of Information Technology, Technology, Islamabad

Internship Report Of SBP-BSC

Execut!e "umma#$ This report is about the SBP-BSC Islamabad where I have done the internship of eight weeks. I have done the orientation of all the departments which are providing services in first five weeks. Then I made the final proect on !"orkload anal#sis and human resource re$uirement in Public %ccounts &nit 'P%&( in SBP BSC Islamabad) for last three weeks. "e have have conducted interviews from the emplo#ees at P%&* P%&* regarding the e+isting process and the issues the# face during their workload. %fter this I have done the critical anal#sis of SBP-BSC Islamabad which includes S",T anal#sis and PST anal#sis. anal#sis. The overall overall proect in the bank includes includes the e+isting process* process* workload and R issues* workload anal#sis and R re$uirements. %t the end of this report I have concluded b# giving our recommendations and solutions to overcome the issues.

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Execut!e "umma#$ This report is about the SBP-BSC Islamabad where I have done the internship of eight weeks. I have done the orientation of all the departments which are providing services in first five weeks. Then I made the final proect on !"orkload anal#sis and human resource re$uirement in Public %ccounts &nit 'P%&( in SBP BSC Islamabad) for last three weeks. "e have have conducted interviews from the emplo#ees at P%&* P%&* regarding the e+isting process and the issues the# face during their workload. %fter this I have done the critical anal#sis of SBP-BSC Islamabad which includes S",T anal#sis and PST anal#sis. anal#sis. The overall overall proect in the bank includes includes the e+isting process* process* workload and R issues* workload anal#sis and R re$uirements. %t the end of this report I have concluded b# giving our recommendations and solutions to overcome the issues.

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A%&'*ED+EME'T 0irst of all I am ver# thankful to %11% %12I3T4 for blessing us with the strength to carr# carr# out this this proec proect. t. %fter %fter that that we are are highl# highl# gratef grateful ul to M#, Saad A. Shah (%he/ Maae# SB2 BS% I".ama3ad) for initiating the internship program at BSC. I am also

than thankf kful ul to M"", M"", 4za 4zaa a Ha$at Ha$at (Ite (Ite#" #"h h %77#d %77#dat at7# 7#)) for all her guidance and support. I am pleased to M#, aa# A. (Deut$ %he/ Maae# 2AU ad DAU) for taking out some time from their bus# schedule and briefing us on the topic. I am further appreciative to M#, M#, Fa#77 Ahmed (A"""tat %he/ Maae# 2AU ( for their kind support and help in interacting with the staff. I am gratified to our supervisor 2iss. Rabia 2umta5 for all her supervision and guidance in completing this report. I am also thankful to the staff of P%& and gathering information* information* M"", A$e"ha +u.9 M#, Md#a#u..ah9 M#, Mumtaz Hu""a9 M#, Hamd A.! and M#, Meh3773 &ha, I am grateful to all m# internship fellows* our parents

and friends for their facilitation and compassion.

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Table of Contents

7.7 istor#8background......................................................................................................9 7./ ,bective........................................................................................................................: Vision...................................................................................................................................: Mission................................................................................................................................: Organizational Hierarchy Chart .........................................................................................; Currency Management Unit CMU! ....................................................................................< Internal Monitoring "ept IMU!.........................................................................................< #eneral Ser$ice Unit #SU!................................................................................................< Staff Matters Unit SMU!..................................................................................................7= Prize Bon% Unit PBU!......................................................................................................7= "eposit &ccounts Unit "&U!...........................................................................................7= 'oreign ()change * Operation "epartment '(O"!......................................................77 (ngineering "ept (++#!................................................................................................77 Cash Unit ...........................................................................................................................77 ,earning an% &chie$ements .............................................................................................76 Sills Use% ........................................................................................................................76 Mo%es * Instruments of #o$ernment Payments...............................................................7> Instruments &rri$al* "isposal Process............................................................................7< &#PR "es........................................................................................................................7< Mo%es of #o$ernment Receipts.........................................................................................7< Proce%ure of #o$ernment Receipts.................................................................................../= 'BR "es........................................................................................................................../= /or loa% Human Resource issues in P&U. ....................................................................../6 HR ISSU(S in P&U. ........................................................................................................../6 Issues other than HR........................................................................................................./? Recommen%ations for P&U................................................................................................/> 

+e0 Process............................................................................................................../>



HR reser$es.............................................................................................................../>



HR Planning............................................................................................................../9



Internal &u%it............................................................................................................/9



Sill 1raining............................................................................................................./9

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

/or en$ironment....................................................................................................../9



1raining for conflict management. SBP ..................................................................../9

Strengths.........................................................................................................................../: /eanesses......................................................................................................................./: Opportunities..................................................................................................................../: 1hreats............................................................................................................................../;

/.> Pest %nal#sis................................................................................................................/; Political 'actors.............................................................................................................../; (conomic 'actors............................................................................................................/; Social 'actors................................................................................................................../< 1echnological 'actors....................................................................................................../<

/.: Conclusion...................................................................................................................67 References@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@....67 Resume@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@6/-66 %ttested internship 1etter cop#@@@@@@@@@@@@@@@@@@@@@@@@6?

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%hate# : 1 It#7duct7 7/ SB2-BS% 1,1 H"t7#$;3ac<#7ud State bank of Pakistan is the central bank of Pakistan. It was established in 7
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1,= 3ect!e %s we all know that state bank of Pakistan is a nonprofit making organi5ation. Its main obective is to manage or maintain the currenc# suppl# in countr#. Increase and decrease in mone# suppl# can create inflation or deflation in countr#* so these things should be handled immediatel# and state bank is doing this..

Vision To develop SBP-BSC into a d#namic and efficient organi5ation e$uipped with technolog# and human resource capable of supporting the State Bank of Pakistan in achieving its obectives 'SBP website(.

Mission SBP mission is to provide e+cellent banking and financial services and also to ensure implementation of SBP policies.

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1,> #azat7a. St#uctu#e Organizational ierarchy Chart

Chief Manager DCM Prize Bond

DCM Banking ACM DAU ACM PAU ACM SPU

ACM PBU ACM SMU Sr. DCM

DCM I&T ACM Cash

ACM CMU

ACM GSU

ACM IMU

ACM F!D

ACM Protocal

ACM "GG Fu#e? He#a#chca. %ha#t

Total number of emplo#ees in SBP BSC Islamabad is 7: leaders and 7:/ followers. 7.

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1,@ Se#!ce" //e#ed 3$ SB2-BS% (each dea#tmet) There are various departments in the SBP-BSC Islamabad ,ffice for providing services. The internship has been conducted in all of them.

Currency Management !nit "CM!# Currenc# management unit controls the suppl# chain of currenc#* it has certain responsibilities and involves a wide range of activities including   

 

nsuring ade$uate suppl# of good $ualit# notes across the countr#. 0orecasting annual increase in currenc# demand. Timel# placement of printing orders with Pakistan Securit# Printing Corporation 'PSPC(. Through claim counters public can changes their soiled8defective notes. 2aintenance of sufficient balances of currenc# notes8 coins.

Internal Monitoring Dept "IM!# Internal monitoring unit is an independent appraisal function established within SBP-BSC to e+amine and evaluate its activities as a service to the organi5ation. 2ain functions and responsibilities of I2& are given as followsD     

Conducting audit of all accounts of the office. %udit the vouchers received from various units under SBP e+penditure regulation. Involves %udit of pri5e bondsE pa#ment cases. %udit of FIB%0Es 'national institute of banking and finance( pa#ments. %udit of the cases regarding Polic# 2atters to ensure the BankEs Rules8Regulations.

$eneral Ser%ice !nit "$S!# The maor functions of 3S& areD      

Gisbursement of monthl# salaries and allowances. 2aking other pa#ments like pension* retirement. 2aking business plans* preparation of annual budget. %ssessment of emplo#ee loans. Procurement of office furniture* stationar#* vehicles etc. %ctivation and deactivation of emplo#ee medical facilities.

Staff Matters !nit "SM!# 2ain function of S2& is to maintain the files of personals in hard and soft form. ,ther main functions areD

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    

"hen salar# revised update it in the s#stem. 2aintaining record of annual increase in salar#. Performance valuation Report s#stem to evaluate emplo#ees. Staff loans and %dvances are made in this unit. Salar#* pension and retirement benefits are also done here.

&rize 'ond !nit "&'!# SBP-BSC can decide about the terms and conditions of the pri5e bond scheme can increase or decrease the amount of pri5e mone# and can change the denomination. Pri5e bond unit perform the following functions. 

Sale and purchase of Pri5e bonds.



2aintenance of the pri5e bond stock.



3iving the pri5e mone#.



elp in organi5ing pri5e bond draws.

Deposit Accounts !nit "DA!# 2ain functions of the Geposit account unit areD 

SBP-BSC acts as a banker to banks. Commercial banks open their accounts with state bank. There are accounts of ?7 banks and these accounts are maintained at deposit account unit..



The facilit# of remittance of government pa#ments is provided through this department.



%ccount reconciliation.



%lso facilitate public remittances and fee is charged for that whereas no fee is charged from the government.

(oreign )*change + Operation Department "()OD# This unit maintained the foreign reserves. This unit works on the 0oreign +change %ccount and Information s#stem. The main functions of this unit areD 

This unit makes sure that an# transaction in foreign currenc# should be done with the approval of SBP.

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

,perational activities in private* government and public sector related to foreign



e+change look after in this unit. +change rates are maintained in this department.

)ngineering Dept ")$# This department maintains the repairing and maintenance task of the building. Some of the main functions of this department areD   

2ake tender for the large proects. 1owest bidder is selected with maintained $ualit# assurance. Repairing of all machines dealing in this unit.

Cash !nit There are number of counters in the cash side such as* coin counter* banking counter* e+change counter* government pa#ment counter* 0BR counter* receipts collection counter and pri5e bond cash counter.. There are three main volts of cash in this unit  



Ma au.t '%ll remittances* PSPC* chests notes* fresh notes( 2#ze 37d au.t '%ll pri5e mone# cash or cash through pri5e bond counter is

collected is maintained in this vault( Exchae au.t '%ll the notes fresh and re-issuable notes( Ba<" B7x 3a.ace 'Pa#ments to banks(

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%hate# : = *ea# ad Exe#ece -./ O%er%ie0 I have worked in all the ten departments but made the proect on Public %ccounts &nit. The orientation in all the departments is for first > weeks and last three weeks specified for the proect purpose.

(irst 0ee1 The first week was in Currenc# 2anagement &nit 'C2&( where I learned about the currenc# Fotes and cash c#cle of remittances and then in the Internal 2onitoring &nit 'I2&( where I come to know about the audits pattern of SBP-BSC. Then in the Staff 2atters &nit 'S2&( I learned about the hiring process* salaries and loan and advances given to the emplo#ees.

Second 2ee1 Second week was in the 0oreign +change and ,peration Gepartment '0,G( where I learned about the e+change rates and operations of foreign unit* then in the 3eneral Services &nit '3S&( where I come to know about the procurement process and other general services which are not done in other departments* then the remaining week was in the F33 department where all the maintenance process carried out.

Third 2ee1 Third week was in the Pri5e Bond &nit 'PB&( where pri5e bond related work has been done like issue of pri5e bond* pri5e mone# distribution etc.

(ourth 2ee1 In the fourth week the first da# was also spent in the PB& than the ne+t da#s in the Geposit %ccount &nit 'G%&( where the accounts of commercial banks are maintained and financial statements are made.

(ifth 0ee1 0ifth week was in the Public %ccounts &nit 'P%&( where all the pa#ments and receipts of government have been maintained. 7/


3ast three 0ee1s The last three weeks I have spend in making proect on the !"orkload %nal#sis in the P%&  R Re$uirement)* and submitted m# proect successfull# with final presentation in front of bank staff* C2 and GC2Es.

3earning and Achie%ements I have learned a lot about the operations of the SBP-BSC. I worked on the s#stems which I heard before. I come to know about the functions of SBP clearl# first time. The internship was ver# meaningful and knowledgeable. "hile working on the proect I personall# asked all the emplo#ees about their issues in working or with the s#stems available to them. 0inall# make recommendations for their problems and issues highlighted in the final presentation.

S1ills !sed I have used m# skills which I learn during the universit# session from all respected teachers like communication and presenting skills* making report attractive with detailed view* ethical behavior in the banking environment and social with all of emplo#ees and other internees.

=,= Ite#"h Du#at7 ad 4at7a.e /7# Se.ect7 I applied in different companies like FTC* Gun#a news* ,3GC1 and State Bank of Pakistan for internship* with-in / weeks after putting m# application I got repl# from State bank of Pakistan. SBP BSC offered me paid internship for overall units and operations for ; weeks. I accepted their offer and oined SBP BSC ead$uarters Islamabad* Pakistan on Tuesda# /nd ul#* /=7> and completed m# internship on 67st %ugust* /=7>. This was a pleasure for me to complete m# internship in SBP that is working and controlling on most of the financial and economic matters with government and general public. This time spam provided me an opportunit# to learn most of m# theoretical concepts in practical wa#. 

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=,> 2e#/7#med Ta"<  2u3.c Acc7ut" Ut (2AU) Introduction4 I worked on the proect in this unit and all the work is as mentioned in the report. The State Bank of Pakistan serves as a Banker to the 3overnment and a banker to the Commercial Banks. The Banking Gepartment is* therefore divided into two further units* P%& and G%&. Public %ccount &nit 'P%&( maintains the accounts for the 3overnment. It deals with the receipts and pa#ments for the 3overnment Gepartments or accounts. Geposit %ccounts &nit* 'G%&( on the other hand deals with the commercial banks. In the public account unit the transaction of Pa#ments and receipts can be done through three different wa#s 'modes(H

• • •

Cash Clearing Transfer The clearing of different instruments* facilitated b# the Fational Institute of 0acilitation Technologies* 'FI0T( is done on same da# basis as well as the regular

•

basis. 3overnment pa#ments and receipts include pa#ments for proects* pa#ments of vendors* salar# and pensions* receipts for ta+es* 5akat* etc.

The instrument includes the following heads

• • • • • •

Commercial banks. Fational bank assignment. %3PR'account and general Pakistan revenue( Gefense. 0BR'income ta+  sale ta+( FIB%0 concerned ta+es.

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In this unit ever# emplo#ee is assigned with specific accounts 'defense* FI0T clearing* %3PR* miscellaneous* 0BR( and for the receipts. Guring rush da#s* especiall# 2a# and une* work is distributed as re$uired.

S#,

M7de"

4ema#<"

1

Cash

Pa#ment against instrument is made in cash. Pa#ment against instrument is made through credit to

Clearing

=

presenting Bank %ccount. Transfer

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,ne 3overnment %ccount is Gebited and other is Credited.

Modes + Instruments of $o%ernment &ayments4

Instruments used for this purpose are4

• • • •

%uthorities Che$ues Income Ta+ Refund Jouchers Bills 'pension* medical* gratuit# etc(

2or1 process De/e"e a$met De"<

There are more than <= accounts for this seat. Some of the accounts have limits assigned to them* e.g. the 3P, account has been assigned a limit of one billion rupees for monthl# e+pense so that pa#ments out of the account can go up to a ma+imum of one billion onl#. 7>


Acc7ut" mataed th De/e"e Seat  2AU

ST% 'Special Transfer account( &FR% '&nited Fation Reimbursement( Faval 'Fav# 2aintenance and construction accounts( %ir '%ir maintenance and construction accounts( These accounts are assigned limits and emplo#ees made pa#ments out of these accounts. De/e"e %heue"

Fu#e? De/e"e %heue" 2e#"7a. *ede# acc7ut" (2*A)

These instruments are related to the government e+penditures done at different places like parliamentar# affairs che$ues* 0ederal Treasur# ,rders '0T,( and travelling vouchers given b# national assembl# members. FI0T deliver all these vouchers to SBP BSC.

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Fu#e? 2e#"7a. *ede# Acc7ut" M"ce..ae7u" De"<

There are a number of miscellaneous accounts maintained at this desk such asD Fational Saving* Sales Ta+ Refund* 2iscellaneous refund* 0ederal +cise* Petroleum Gevelopment funds* Pension bills* Income ta+ refund* Kakat* FBP claims and %3PR authorities. M"ce..ae7u" D7c? Fu#e? 2e"7 3..

7:


7;


Fu#e? Ic7me Tax I!7ce

7<


Instruments Arri%al+ Disposal &rocess4 %7mme#ca

SB2

'IFT

SB2

F,T,

0or saving all the process* this unit uses the 3lobus s#stem to save data.

2or1ing Cycle4

Passing

Sched#le Marking

In$#tting A#thorizatio n

Closing

A$&5 Des14 %t this desk all the pa#ments of government are made. The process is same like all the above desk working. The workload at this desk is usuall# high at the closing time while the closing is monthl#* $uarterl# and annuall#.

Modes of $o%ernment 5eceipts4 2ain 2odes of 3overnment receipts areD S#,

M7de"

1

Cash

4ema#<"

Receipt deposited in cash along with challan.

/=


Clearing = >

Transfer

% che$ue 8Pa#ment order8Graft drawn on a b ank deposited with challan. ,ne 3overnment %ccount is Gebited and other Credited.

&rocedure of $o%ernment 5eceipts4 

Fame and address of the person depositing the mone#.



Fame of the 3overnment office8Gepartment on whose account the Pa#ment is made.



2arking the relevant head of 3overnment account to which the amount is creditable.



ntr# in 3lobus software.



,n receipt of challans in P%&* the challans will be sorted out Gepartment-wise.



Jalidit# of Challans'if an#(



Guplicate challans

('5 Des14 0BR desk collaborate with 0BR and received the receipts of ta+es. Income ta+es* sales ta+es and FIB%0 concerned ta+es are collected and then sent for clearing. The process of arrival and disposal of receipts are same as pa#ments.

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7#<.7ad I""ue"  2AU ,n the basis of the data gathered from the staff of P%& via $uestions and through personal observation and e+perience we anal#5ed the workload in this section. The following graph shows a trend of workload of different accounts through the #ear.

Workload in PAU %%% -%%% ,%%%

AGP/

+%%%

DF"S

*%%%

ST/

)%%%

P0A

(%%%

Miscellaneo#s

'%%%

/ecei$ts

&%%% %

A+24? Fumber of instruments in this head remains to low level ':==-;==(

throughout the #ear but increases dramaticall# in %pril and 2a# and reaches to an average of ;=== per da# in the end of une 'closing(. In ul# and %ug it decreases to a minimum level of 7== instruments per da#. De/e"e Acc7ut"? There are normall# 9==-:== instruments per da# in this head throughout the #ear but at the time of closing it reaches to an average of /=== instruments per da#.

//


•

Sa.e" Tax 4e/ud? Instruments in this head are received usuall# ever# / months in

bulks* and almost ?=== instruments per da# continue for ;-7= da#s. These are needed to be processed on urgent basis. owever it remains same throughout the #ear. 4ecet"? Fo. of instruments of receipts uniform throughout the #ear and i.e. 9==:== instruments per da# on average.

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2or1 load uman 5esource issues in &A!4 ere is the hierarch# of R in Public %ccounts &nit-

DCM

ACM 1PAU2

!G'

ACM 1DAU2 Senior Assistan t

!G&

Messeng er

1ike all other departments of SBP BSC there is a Geput# Chief 2anager for P%& and G%&* and %ssistant Chief 2anagers for both the sections. In P%& there are seven ,3/s* five ,37s* one Senior %ssistant* and one messenger.

5 ISS!)S in &A!4 Regarding human resource* the following issues have been observed in this section of BSCH Bac
"hen some of the emplo#ees or officers are not available 'on leave( no other

•

emplo#ee is there to replace them. '7-U/7#m 7#<.7ad d"t#3ut7? Some of emplo#ees have higher workload while others have minimum workload. Tasks are not distributed uniforml# among emplo#ees.

/?


•

*ac< 7/ H4 #e"7u#ce"? There are seven ,3/s* five ,37s* one Senior %ssistant*

and one messenger in P%& working under %C2. %ccording to workload anal#sis no of emplo#ees are lesser than the re$uirement. *ac< 7/ t#a? "hen an emplo#ee is transferred from the other departments of BSC in the P%& there is an issue of training as that emplo#ee is not well trained for this ob and directl# assigned the new responsibilities. I t e# e #" 7 a. c 7 /. c t" 7 / t he e m .7 $e e" 4 %lthough emplo#ees are cooperative but sometimes the# tr# to put their responsibilit# on others and show less cooperation. Issues also arise because of non-uniform distribution of workload.

Issues other than 54 The following issues are creating hindrance in the flow of transaction and conse$uentl# increasing workload. •

S$"tem (+*BUS) .mtat7"? "hen workload increases* man# issues arise in

the s#stem which causes hindrance in the flow of transaction and results in dela# of

•

the completion. Ite#a. %7t#7.? %s the nature of transactions in P%& department is critical and the accounts are also important '3ovt. accounts( there must be a separate internal audit s#stem for this department. It is also needed to be checked whether emplo#ees are working according to their ob description or not.

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5ecommendations for &A!4 e0 &rocess4 "orking process can be modified in the following wa#sH -.e Schedu.e Ma#<? Schedule marking consumes a lot of time* particularl# %3PR instruments are received in 9 to : different series a da# and are not properl# arranged. It ma# be shifted to online process with collaboration of the respective institutions 'such as %3PR(. In this wa# >= percent of workload will be decreased. I suggested the following new process.

PASSI"G

G " I T T U P " I

AUT!MATIC Sched#le Marking

AUT3!/I4ATI!"

C0!SI"G

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Fu#e? 'e 2#7ce"" -Iutt? should be done b# ,37 as per the instructions. In this wa# the work process

will become more s#stematic.

5 reser%es4 To manage the workload in P%& it is suggested that human resource reserve ma# be maintained. Such as there must be an ,37 for inputting and passing



while an ,3/ for authori5ation and other tasks. 5 &lanning4 The most important thing to be focused in this section is human resource planning and uniform distribution of workload. Such as %3PR team is most of the time free from the workload 'e+cept closing( the# could be deplo#ed on other accounts. Task allocation within the team must be reviewed. Review comple+it# and



si5e of the transactions ma# also be carried out. Internal Audit4 %n ,37 or ,3/ officer ma# be dedicated for the audit of P%&* and audit should be conducted weekl# or on fortnight basis.

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

S1ill Training4 Conduct skills anal#sis and relevant training. Training of the emplo#ees should be conducted ever# 9 months for at least two hours * it will be



helpful for risk mitigation. 2or1 en%ironment4 There ma# be a separate department of P%& or at least boundar# walls to avoid distortion. There shouldnEt be an# direct interaction of the customers with back stage operations or desk emplo#ees. Rather their instruments or



applications should be forwarded through the counters. Training for conflict management4 SBP BSC ma# conduct or recommend training on conflict management to keep the atmosphere peaceful and conducive to efficienc#. 2oreover 69= degree feedback should be taken for all the emplo#ees and personal interviews ma# be conducted to identif# and resolve the workplace issues.

/;


=,@ ST A'A*YSIS Strengths 

St#7 te#a. c7t#7. /7# t#a"act7" the#e/7#e 7 /#aud ha" e!e# 3ee d7e

The structure of verification* authori5ation* checking and counter checking of transactions is ver# sophisticated* reliable and strong. This is the maor reason wh# fraud and false pa#ment cases are rare in SBP-BSC. 

73 "ecu#t$9 77d "a.a#$ ac
mplo#ees of SBP-BSC eno# good salar# packages and benefits. 0or e+ample interest free loans are given for building house and bu#ing car etc. mplo#ees feel secure because of the permanent nature of ob.

2ea1nesses 

Tech7.7ca. 3ac<a#de""

&nlike most of the Central Banks of other countries SBP-BSC is not updated in technolog#. The# are using old Pentium processor computers and CRT monitors. The 31,B&S software used is not updated. Computers and 31,B&S software was introduced in /==6 and the# are in the same form* not updated. This causes s#stem free5es and hang ups and hence time wastage. 

*ate"t #7cedu#e" ad 3e"t #actce" a#e 7t ad7ted

ust like computing technolog#* the procedures are not updated and best practices of the similar organi5ations are not adopted* which is causing stagnation. SBP-BSC has to work with other institutes and conduct regular research to develop and modif# their procedures. 

Sta// " 7t e.. t#aed  IT

SBP-BSC emplo#ees in general and imputers should be trained at least for improving their working speed. It will speed up the pa#ment process and entr# s#stem.

Opportunities 

I!e"tmet  IT ad .ate"t tech7.7$

There is a great opportunit# for SBP-BSC to invest in latest technolog#. B# replacing the present s#stem of ph#sical movement of che$ue for clearance with image based /<


clearance s#stem like software based Che$ue Truncation S#stem 'CTS(. It could be a source of earning for SBP and would also help achieve its goal of providing a facilitating financial market.

Threats 

27.tca. "ta3.t$ ad #e""u#e ca ha#m the 7e#at7" 7/ SB2

0re$uentl# changing governments and their policies harm the functionalit# and consistenc# of SBP-BSC policies. 

Exce""!e 7!e#met 37##7"

+cessive borrowings of the present government is making difficult for SBP to maintain financial reserves. 

%#cu.at7 7/ /a
% huge amount of fake currenc# is floating in the market which is causing inflation in the econom# and is devaluing rupee. 0ake mone# makers have improved the $ualit# of their fake notes and it is hard for general public to distinguish them from original currenc# notes.

=,5 2e"t Aa.$"" &olitical (actors The ongoing shift in political arena in the countr# is affecting the performance of the bank. The strong political hold of some parties and government and their dominance is affecting the bank in a negative wa#. The# sometime have to provide loan under pressure* which leads to uneven and adusted feelings in the bank emplo#ees. Political forces are become worst da# b# da# and as Pakistan is the budget deficit countr# it is difficult to control such political factors.

)conomic (actors SBP is privileged to hold the reserves of the whole econom# and it is also responsible to manage and control e+change rate of the econom#. 0476 ended on a positive note for PakistanEs econom#H political transition remained smooth in une /=76* and the new government spelled out its polic# focus on energ# issues* which had suppressed growth in the previous few #ears. Since macroeconomic indicators were favorable at the start of the #ear* the increase in real 3GP growth in 047? was discernible. 6=


%s the industrial sector revived* import pressures reappeared* especiall# for capital goods and raw materials. So* SBP purchased &SL 7/> million from the interbank 'top level foreign e+change( market during ul# and %ugust /=76* to shore up its reserves. So there are number of economic factors faced b# SBP to strengthen our currenc# as the economic conditions are not favorable that is wh# the rupee depreciated and the inflation increases da# b# da#.

Social (actors SBP is also sociall# contributed to the econom# as SBP is banker to the government and banker to the banks is provides suitable environment to emplo#ees and give them reasonable monetar# benefits. mplo#ee eno#s interest free loans* free medical care of famil# and insurance of life. SBP promotes !Sa# Fo to Corruption)* and participate in different programs to aware the public against corruption.

Technological (actors SBP-BSC is using advanced technolog# as it uses the softwareEs like 3lobus banking and cash s#stem* ,racle* Pa#roll s#stems which are full of technolog#. But the need is emplo#ees are not well enough trained and some of the works till know done on manual basis which is time consuming and emplo#ees become tired. In our proect we give some of the suggestions regarding to their technolog# and work process improvements

67


=,6 4ec7mmedat7" "hile working in the SBP-BSC I have recogni5ed that there are man# issues regarding to emplo#ees and regarding to s#stems. So I concluded some of the suggestions and recommendations for SBP-BSC. 

mplo#ees must be given s#stem based training in their re$uired areas. %s it is not possible to train all the emplo#ees simultaneousl# so the# must be sent to the training



centers in batches of ?-> people. In house trainers must also be utili5ed. The# will train the emplo#eeEs better then outside institutions as the# are familiar with the office environment and know its



re$uirements. It will save time and other resources of the organi5ation. There must be audit related training for the staff of I2& as currentl# there is no formal training given to them.



Before transferring an emplo#ee to another seat he must be given an initial training b# the officer alread# working there. This will allow him to work independentl# without asking for help in ever# new step. This will also save a lot of time which can be used in some other productive activit#.



There should be separate Information desk for general public* emplo#ees* and new internees.



In$uir# counter for the public should be maintained for securit#.



as# access throughH 

Token s#stem



Speakers



iring of #oung people on counters for making work efficient.



Behavior of emplo#ees should be same for ever#one to create good image.



Communication skills must be improved on the ob.



Training on time management for efficienc# in process.

6/




0ulfill e+pectations of public in dealing new notes.



Cabins must be separated from each other for rela+ed working environment.



0resh notes management should be in a separate office not open.



Closer Relative departments for good communication.



Technolog# %dvancement in 3lobus and operating processes.

=,C %7c.u"7 SBP-BSC providing the opportunit# of paid internship programs which is ver# useful step. 2ost of the students are not familiar with the SBP operations because these operations are changed from normal banking process. ,verall working process of the SBP-BSC is reliable and most comfortable for emplo#ees but some of the discrepancies are there and need to be improved. "hile working on the proect of !"ork 1oad %nal#sis  "orkload R issues in P%&) I have concluded that* the work process in P%& is found appropriate and in accordance with the Banking Gepartment 2anual. mplo#ees are competent and cooperative. owever because of the higher workload certain issues occur. But these issues can be minimi5ed through modification of the s#stem and process* human resource planning* and trainings. It will be helpful in creating an environment conducive to efficienc# and smooth flow of transactions in the section.

4e/e#ece httpH88www.sbp.org.pk8 M"", 4zaa Ha$at Acc7ut" //ce# State Ba< 7/ 2a<"ta I".ama3ad %7tact? ri5wana.ha#atMsbp.org.pk M#, aa# A. (Deut$ %he/ Maae# 2AU ad DAU)

66


MUHAMMAD HAMA %ddressH H7u"e:66;A +#ee" A!eue %ha# St#eet 2a#< 47ad ea# %hatta Ba
Contact no.H

0>>=-5C5>15>

-mailH

muhammad,hamz=$ah77,c7m hamz=ma.,c7m

BE%TIE?

M5 6ain $#r$ose is to acce$t the challenging $osition in organization and gro7 on the 8asis of $ersonal a8ilities.

A%ADAMI% 24E%TS?    

Fescafe coconut coffee launched for nestle product line. %rt and design proects in Comsats institute of information technolog# Islamabad. ave done detailed proect of &fone management and organi5ation structure. Getailed proect and industrial anal#sis of 0aisalabad te+tile industr#.

4& EG2E4IE'%E? 

S%0 International pharmaceutical



73 tt.e? Sale %ccounts and stock management Date? September /nd /=76 to Gecember /nd /=76 73 e#/7#med? 2onitoring and managing accounts and stocks. 2e#"7a. tut7 cet#e H 0rom 7=th grade till graduation. 

State Bank of Pakistan banking service corporation

Exe#ece? Internship Date? ul# /* /=7> to %ugust 67* /=7> 7#<? %ll departments

6?


2#7ectH "ork process and workload issues in Public %ccount &nits

ACADEMIC QUALIFICATION:

Exam

Yea#

Ma#<" B7a#d;U!e#"t$

Met#c,

=008

C@6;850 A

B,I,S,E 4aa.d

Ite#medate,

=010

C66;1100 B

B,I,S,E 4aa.d

BBA h7"

=011  #7#e""

%7m"at" I"ttute / I/7#mat7 Tech7.7$ I".ama3ad

(8th Seme"te#) Cth ca

"eme"te#



>,1 8

S&I**S?    

Good co66#nication and anal5tical skills A8ilit5 to 7ork as a tea6 $la5er in critical and de6anding sit#ations Self96oti:ated to learn ne7 things as 7ell as ada$ti:e to ne7 7orking en:iron6ent Co66and on MS !;ce

A%TIITIES H'U4S A'D 4EA4DS?

Gold 6edalist for scoring A< in tenth grade. Fee concession scholarshi$ for good $erfor6ance in inter6ediate in P#n=a8 College of infor6ation technolog5. Certi>cate of $ro=ect e?cellence for 6anaging art and design 6anage6ent $ro=ect. 4e/e#ece? 

"ill be furnished on demand

6>


Atte"ted te#"h .ette# 7/ SB2 BS% 69


.

6:

Internship Report of SBP by Muhammad Hamza FA11 BBA(8) 065

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