ORGANIZATIONAL ANALYSIS PART B
Dani Jones, Nency Contreras, Melanie Crowther, and Julia Williams
Western Washington University
ORGANIZATIONAL ANALYSIS PART B
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INTRODUCTION
Grameen Bank (GB) was founded in Bangladesh in 1976 by professor Muhammad
Yunus, whom designed a system to provide banking services to the rural poor. “The underlying
premise of Grameen is that, in order to emerge from poverty and remove themselves from the
clutches of usurers and middlemen, landless peasants most need access to credit, without which
they cannot be expected to launch their own enterprises, however small these may be” (Grameen
Bank bookets, N.D.). It is a bank that was established by the poor for the poor.
The mission of Grameen Bank is “to alleviate poverty through entrepreneurship by
offering loans, savings programs, credit establishment, and financial services to low-income
families and individuals in Bangladesh” (Grameen America, 2014). Grameen Bank has set goals
in order to meet their needs and the needs of the population they serve. Grameen Bank has a
vision to reduce poverty and create financial prosperity, much aligned with its previously stated
mission. Providing micro-credit programs, which empower the struggling and the poor with the
skills and capital necessary to succeed in an economically driven environment, is Grameen
Bank’s pathway and vision to success. Grameen Bank holds four key principles important:
discipline, unity, courage, and hard work.
While it is a bank owned by the poor, for the poor, the objective is to bring financial
services to the poor as a means of helping them raise themselves out of poverty, become
profitable and maintain a financially sound status (“Is Grameen Bank Different”, 2011). It’s been
said that in deciding who can receive a loan from Grameen Bank: the less you have, the more
you get (“General Questions”, para.6).
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"Grameen is not a charity, not a government-run institution, not a profit-maximising
organisation, it is a social project run with the help of capitalistic tools” (Alam, 2011.pg.1). It is a
non-profit organization that is mostly owned by the people. (Alam, 2011.) Grameen is not
American, but if it was here it would likely be a 501 © (4) ”…because they work, in the IRS’s
(n.d.-b) words, “to further the common good and general welfare of the people of a community”
(Worth, 2014.pg.27).
LIFE CYCLE STAGES
STAGE 1: INATTENTION TO THE PROBLEM
The problem is that the poorest of the poor are not able to get loans nor do they have ways to get
out of poverty. There are thousands of people in poverty and the numbers are just increasing.
Loans and opportunities are traditionally given to those who already have money, power and
status.
STAGE 2: DISCOVERY OF THE PROBLEM
Professor Muhammad Yunus saw this as a problem and took time to design and try out a method
that would raise the poor out of hardship. He did research and studied how he could come up
with a plan in order to change the future for the poor of Bangladesh.
STAGE 3: CLIMBING THE AGENDA
Muhammad Yunus lent his own money to people in poverty, the poor and they were paying him
back. Muhammad brought more awareness to the poor by creating Grameen Bank, where the
indigent were able to apply for these microcredit loans and have a chance to create opportunities
for self-employment.
ORGANIZATIONAL ANALYSIS PART B
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STAGE 4: OUTLINING THE CHOICES
“Seeking another way to help the poor, Yunus took groups of his students and colleagues for
numerous field trips to Jobra to learn about poverty.” What he did learn through his multiple
trips was that “…over the next months and years that not only do the poor pay back their loans
even without any collateral, but also they pay back at rates far higher than the 60% rate that was
typical of commercial banks” (Esty. Pg.25.2011).
Muhammad brought micro-credit loans to the table, in a way that three people could come
together as a team or partnership and apply for a microcredit loan. Only one of the group
members was allowed to borrow money at a time, but they were all responsible for the loan.
They had to work together and payments had to be made, so that other members of the team
could in turn take out a loan next. Borrowers were not required to have any collateral to qualify
for a loan.
STAGE 5: CHOOOSING COURSES OF ACTION
Muhammad had made this possible for those in Bangladesh who were in poverty, so that they
would be able to get out poverty. He was not looking to make profit, only to help the poorest of
the poor and eliminate poverty. Over time he was able to see the success of what he had started
for these people. For taking a leap of faith and believing in people, their word was taken that they
would pay back these loans and that is exactly what was happening.
STAGE 6: LAUNCHING INITIAL INTERVENTIONS
ORGANIZATIONAL ANALYSIS PART B
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For many years Mahammad could not get any agency to believe in him and his idea. No bankers
in his region would get on board with him. They just didn’t believe his numbers and the reports.
“Although pilot projects usually flounder when they are taken to scale, Yunus was able to
expand his bank steadily throughout Bangladesh” (Esty. Pg.25.2011).
STAGE 7: REASSESSING AND REDIRECTING EFFORTS
“During the 1980s and up until 1995, international aid agencies granted Yunus more than 35
million dollars to help his bank expand and move towards self-sufficiency” (Esty, pg.25.2011). It
took years for others to come on board and see how vision was helping the people of
Bangladesh. Yunus even realized how women needed loans more than men. Up until this point
only 2% of borrowers had been women and he quickly changed that.
STAGE 8: ACHIEVING SUCCESS, FAILURE, OR NEGLECT
Yunus was able to learn a great deal over the years and become successful because of them. He a
had a vision, innovated it, created and built a team, he listened, changed strategies, patient,
preservered and most of all stood up for what he wanted and believed in. (Esty, 2011) Another
successful attribute that Yunus discovered was that “Locating his branches in remote villages, he
brought the bank to the people rather making them travel to the larger towns and cities” (Esty,
pg.27.2011).
PROGRAMS AND SERVICES
1. There is an exclusive focus on the poorest of the poor-between approving eligibility of
clientele, ways of making sure who meets the needs; women have been priority and being
able to empower the poor in the development of the diverse socio-economic needs.
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2. Borrowers are organized into small homogeneous groups-they are put together into
groups of five and must all agree to the policies and attend the weekly meeting. This is
done in effort to make them stronger as a team and strengthen the Grameen clientele in
micor-credit loans.
3. Special loan conditionalities which are particularly suitable for the poor-small loans,
no collateral, payments spread out, eligibility for another loan depending on terms of first
loan met, increased personal skills applied, credit discipline responsibility, and clear bank
transactions. (Grameen Bank Booklets, n.d.)
4. Simultaneous undertaking of social development agenda-raise awareness socially and
politically, increased attention on women and to address basic needs of the clientele.
(Grameen Bank Booklets, n.d.)
5. Capable of deivering programme resources to targeted clientele-A motivated staff
has been developed and maintains up to date research that will best suit the organization
and the way they deliver the help that is needed to their clients. (Grameen Bank Booklets,
(n.d)
6. Expansion of loan portfolio to meet diverse development needs of the poor-As the
organization grows, to maintain upcoming needs and keep up with the growth of the
agency new programs are introduced to meet the development both socially and
economically. (Grameen Bank Booklets, (n.d)
GEOGRAPHIC AREA SERVED
Grameen Bank is located in Central Asia and known as the bank of Bangladesh. It is near
the Nepal boarder and surrounded by India.. They serve rural landless women who strive for
ORGANIZATIONAL ANALYSIS PART B
opportunities to finance revenue-generating activities (Ledgerwood, 1999). Grameen Bank has
over two million members distributed over 35,000 villages. (Khandker, 1995).
This Map reflects the region Grameen Bank services (Okamoto Medical fund, n.d.)
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ORGANIZATIONAL ANALYSIS PART B
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They target the low-income rural populations and provide valuable tools for success. This
financial institution has a 90% repayment rate, which has resulted in one of the most successful
financial programs in the world (Khandker, 1995). Moreover, this has resulted in sponsoring
microcredit programs to assist the poverty in Bangladesh. Staff of Grameen Bank promote their
financial services by going to local villages and sharing investment opportunities. They have
helped establish seventeen network companies that assist the borrowers with the basic services
needed in order to start a business, and this has resulted in an increased customer base (Beim,
2004). Grameen Bank has assisted in establishing phone accessibility in many villages by giving
loans to the residents. This has resulted in the borrowers becoming owners of a business. Doing
so returns profits and brings phones to the villages by selling shares to the Grameen borrowers,
which creates new customers (Beim, 2004).
Grameen Bank relies on internal sources of funds, but they have helped establish many
similar organizations to support their mission. This socially orientated organization establishes
solid community partnerships, which results in the growth of global microfinance. In addition,
they focus on investing their time in building lasting client relationships. They strive to grow by
not accepting any donor funds. Grameen Bank’s success has resulted in many nonprofits and for
profit organizations mimicking their strategies (Beim, 2004).
ORGANIZATIONAL STRUCTURE
Grameen Bank’s success has resulted in additional training, but they still face difficulty
finding sufficient workers to assist in processing loans. Turnovers are high due to not being able
to retain employees (Grameen Bank, 1998). Grameen Bank has over 1,000 branches in
Bangladesh and over 12,000 employees (Grameen Bank, 1998). They focus on recruiting staff
from the local region that are familiar and understand the culture, attitudes, and values of this
ORGANIZATIONAL ANALYSIS PART B
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organization. This organization seeks staff that is committed to helping the community, and who
have an understanding of how the local markets function. Grameen bank promotes personal
growth and training for their employees. Also, employees train a group of borrowers and teach
them the steps and confidence they need to succeed and be self-reliant in upholding financial and
social discipline. Transparency is very important between borrowers and bank staff, so they work
hard to keep open communication and find ways to develop efficient communication and trust
(Khandker, 1995).
Grameen Bank headquarters is located in Dhaka. They provide training and fundraising
from external foundations. The staff consists of a managing director, deputy director, general
manager and over 400 additional employees. Many branches are located within walking distance
of the villages, and the longest distance between a bank and a village is less than 30 miles. They
consist of ten employees, a branch manager, a senior assistant, seven bank staff members, and a
guard. Moreover, an area office approves the loans and it is made up of a six-member team,
which is assigned between ten and fifteen branches. The area office consists of an area manager,
a program officer, a senior assistant, a typist, a driver, and a guard. The staff consists of both
female and male individuals (Khandker, 1995).
ORGANIZATIONAL ANALYSIS PART B
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Organizational Chart (Grameen Bank, n.d.)
The Grameen Bank consists of thirteen board members. The managing director, chief
executive, and shareholder members make up the board. Most of the board members are among
the poor and nine out of thirteen board members are females. Furthermore, borrowers select nine
ORGANIZATIONAL ANALYSIS PART B
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of the board members and the government selects the remaining four. The board strives jointly to
fulfill the vision and guide Grameen bank (Khandker, 1995).
These are the Grameen Bank Board of Directors (Grameen Bank, n.d)
FISCAL SNAPSHOT
ORGANIZATIONAL ANALYSIS PART B
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A snapshot into Grameen Bank’s annual fiscal report for 2013 shows that after 30 years
of being an independent bank, GB is still thriving. The financial organization boasts
$2,213,120,838 in assets, with a 6.08% capital/asset ratio, and a 15.46% debt to equity ratio.
There were 6,740,000 active borrowers, with an average loan balance of $162 USD per
borrower. The total for the annual deposits was $1,921,929,798, a number that had grown from
the year before. Grameen Bank had a 0.69% return on assets for that year and an 11.36% return
on equity. The revenue reported that year fell slightly shorter than the year before, with 16.56%
assets, a 4.16% profit margin, and an 8.71% yield on their (real) gross portfolio.
While Grameen Bank has shown to defy the odds ingrained in capitalist investment
mindsets, and continually shown great progress, there are still areas in which it depends outside
of its own sustaining. GB remains limited by high expenses per unit transacted, and is verily
reliant on generous donations and investors with a social or emotional interest in the cause
(Morduch, 1999, p. 230). While this is not a feature unique only to Grameen Bank—
microfinance programs aimed at the poorest candidates tend to generate enough revenue to cover
70% of their costs (as cited by Morduch, 1999)—it is important to recognize in all that GB needs
to remain operational. The main source of subsidies and funding to GB come from the
government related central bank of Bangladesh, but GB has also caught the interest of outside
governments whom have provided generous grants (Morduch, 1999. P. 238). For example,
between 1985 and 1996, the US provided $16.4 million dollars worth of grants to Grameen
Bank, and many other donor agencies have provided capital over time at very cheap rates
(Murdoch, 1999, p. 240). Around the new millennium Grameen Bank made a shift to financing
bonds, which also generate a good source of income—these bonds having favorable lending rates
ORGANIZATIONAL ANALYSIS PART B
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made possible by the Bangladesh government. As far as the remaining incoming funding,
Jonathan Morduch (1999), writes that the finances:
are derived from an array of sources including the International Fund for Agricultural
Development IFAD ; the governments of Norway, Sweden, and the Netherlands; and the
Ford Foundation. The cost of those loans vary from zero to 3% and, except for the Ford
Foundation loan, are payable in taka (p. 240).
Unfortunately, there can be differing accounts on what type of aid and how much Grameen Bank
actually accepts. Some economists praise GB’s self-sustainability, while others scratch their
heads and question how this “trickle-down effect” in reverse can operate continuously with
improvement for several decades.
SWOT ANALYSIS
ORGANIZATIONAL ANALYSIS PART B
Strengths
Weaknesses
 Its goal and mission is to eliminate
 Banking structure is non-traditional
poverty which fosters worldwide
and not given much weight or respect
support
in the culture of finance
 Remains at a micro-level
 Establish loans on word of mouth that
they will be paid back
 Enhances economic productivity
 Proof of effectiveness is challenged by
 Creation of independence amongst the
economists
poor
 Loan return can be difficult at times
 Empowers the population it serves
 Limited loan given to people
 Low interest rates; large qualifying
population
 Does not prefer to accept aid/grants
 Trust between bank and customer
 Progressive attitude is regularly
 Main resources are centralized to the
challenged in a conservative landscape
community they serve
 Website server is not always
 Over 8 million members
dependable and goes offline from time
 Strong communications; Internal
to time
newsletters, thorough and detailed
 Loans are not considered delinquent
website
until it’s 2 years overdue from being
 Founder and managing director is
highly respected and a recipient of the
paid off
Nobel Peace Prize
 Less recruitment as the poor and
 Micro-credit philosophy which
economy prospers.
depends and builds upon existing
 Government support is limited
skills
 Investment in human resources;
Training programs, Manager’s
meetings
 Owned by members
 Annual evaluations performed by staff
whom check on socioeconomic
improvement of members
 Proven effectiveness—members
shown to rise above poverty level after
receiving loans and services
 95% owned by the local poor
 Supportive programs for members
beyond bank loans
 Operating costs are low [compared to
commercial banks]
 Increases financial self-sufficiency of
the community it serves
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ORGANIZATIONAL ANALYSIS PART B
Opportunities
 Expansion all over the world due to
their success (Grameen America has
proven successful).
 To extend banking facilities to the
poor men
 Create opportunities for selfemployment
 To empower the poor with
opportunities, skills and capital
necessary to succeed in an
economically driven environment
 More job fields can be created inside
and outside of the country.
 Qualifies for and could have the
support of different financial aid and
grants
 Could offer loans with collateral to
higher income individuals
 Could expand away from grouplending contracts with joint liability,
to more individual contracts with
collateral
Threats
 Making sure that the credit system
serves the poor and not vice versa
 Their economy falls apart
 Loans don’t get paid back and in turn
others lose out
 Capitalism—challenges the concept of
the trickle-down theory, many
ideologies are not receptive to giving
power and property to the poor. The
concept of Grameen Bank is still
considered within the boundaries of
Capitalism
 Economic inflation
 Political instability
 Environmental threats
 Management errors
 Religious objections; purdah—the set
of Muslim practices relating to a
woman’s purity
REFLECTIVE ANALYSIS
STRENGTHS
Grameen Bank’s greatest strength resides in the benefits and opportunities it extends to
the poor (especially women) of Bangladesh. While economic and social barriers associated with
poverty tend to keep this population needy, GB’s objective to break the cycle of poverty has lead
to the empowerment of millions. Besides the fundamental benefit of microcredit as an
employment opportunity, the Bank also places focus on education, life skills, survival, and social
ORGANIZATIONAL ANALYSIS PART B
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relationships. Combined, these exercises ignite confidence in members and generate abilities for
advancement and growth…in life and society.
Unlike historic affiliations between banks and customers, Grameen Bank embodies a
hidden strength in the trust it grants members. From collateral-free loans to a self-policing
approach, members have responded by successfully repaying the credit(s) and reaching a group
savings of 7,853 million taka (approximately 162 million USD) (“Breaking the vicious cycle of
poverty through microcredit”, para. 4). The fabric of GB is woven with faith in members and
can be recognized in all areas of service and operation. The Bank specifically demonstrates this
trust in its Method of Action stating, “Adopt a progressive attitude: development is a long-term
process which depends on the aspirations and commitment of the economic operators” and
“Lean on solidarity groups: small informal groups consisting of co-opted members coming from
the same background and trusting each other” (“Method Of Action”, principal 2 and 6 ).
Interestingly, the one characteristic that is typically lacking and difficult to achieve while money
dealing, is the one characteristic that has supported and developed Grameen Bank into what it is
today.
WEAKNESSES
Considering the importance of technology and communication for growth, Grameen
Bank’s critical weakness is obvious when one attempts to visit or navigate the Bank’s webpage.
The site is packed with valuable information, but its frequent obstacle is unavailability. Once
inside GB’s webpage, it is not uncommon to come across interesting buttons that ultimately deny
user access when clicked. For the millions of people all over the world who hear about GB’s
mission and vision, they are often left frustrated and bewildered when they go to their computers
ORGANIZATIONAL ANALYSIS PART B
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to investigate. Recently, the Bank moved from a “.org” to a “.com” website (which in theory,
shouldn’t make a difference) and entry/accessibility seems to be improving. Time will tell if this
switch produces a successful upgrade, but for now internet users – who could be potential
supporters/donors - continue to be skeptical regarding the stability of Grameen Bank’s
technological and information delivery skills.
Another critical weakness rests on word-of-mouth promises made by members. The
Bank does not require borrowers to sign paperwork, nor do they face any risks for nonrepayment of loans. Although the Bank takes pride in this approach, and loan repayment is high,
a gap of responsibility is present. Additionally, loans are not considered delinquent until 2 years
past their scheduled payoff. Grameen Bank would be in great danger if a disaster of any form
struck. As members become less vulnerable, their liability and assurance should mature in
contrast.
OPPORTUNITIES
There are reasonable opportunities available to Grameen Bank, yet most are what
naturally separate GB from the others. Their primary opportunity would be to extend banking
services beyond rural Bangladesh and expand the GB model worldwide. Doing so could quite
possibly trigger a large-scale breakdown of the poverty cycle, which is the Bank’s desire to wipe
out. This prospect could also include a component designed for inclusion and consideration of
men. By establishing mixed gender opportunities, Grameen Bank could increase lending options
and illustrate diverse collaboration for responsible credit investments.
Continuing with the idea of global development, Grameen Bank could significantly
advance the volume of accounts and services by offering membership opportunities to
ORGANIZATIONAL ANALYSIS PART B
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individuals of higher incomes. These potential members could increase Bank profits
exponentially while observing contrasting standards such as collateral and written agreements.
Furthermore, the Bank could adjust loan requirements within this population to include
individual borrower requests as opposed to small groups.
THREATS
Savings are the essence of a Bank’s foundation; constant recruitment is necessary to
increase and maintain lending status. Because of Grameen Bank’s vision to shred the vicious
poverty cycle influenced by virtue of “low income=low investment opportunity”, and instead
turn that into “low income=credit/more income=more credit,” Grameen is faced with a unique
challenge. The best measure of GB’s efforts will be a dropping poverty rate, but that could also
signify a dropping customer base. In an event such as this, all would not be lost for Grameen
Bank. Rather, such a threat would only mean a new design of target customers, and an
organizational revolution.
Another possible threat to Grameen Bank, more than other organizations in its locale, is
in fact environmental threats. A huge portion of GB’s programs, small business loans, and
investments are rooted in agriculture and structural environmental development. Many of
Grameen Bank’s small business loan holders make their money in the planting and growing of
vegetables, and sales at local markets. Grameen’s decision 5 is a statement of intent to keep the
environment clean, and building adequate “pit-latrines” or outhouses (“16 Decisions”, n.d.).
Even at a governmental level, Grameen Bank has their hands full—in 1989 they undertook an
expenditure offered by the Bangladeshi Government to invest into the deep tubewell (DTWs)
business (Bornstein, 1996, p. 254-255). This was no small undertaking and each DTW
ORGANIZATIONAL ANALYSIS PART B
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investment is responsible for irrigation and shared water between the areas of land they were
placed in. Any instance of a natural disaster—from a massive storm to a severe drought, carries
a large threat to the fibers that hold GB together. In fact, as history shows, Grameen Bank has
suffered in the case of such an event. In 1991, Grameen Bank had their worst year ever, which
also coincided with a horrific cyclone. Seven years later, in 1998, the organization reached $2
billion in total loans disbursed, when severe flooding destroyed half of its borrowers—making it
necessary for the bank to seek outside help in order to not collapse (“Grameen Bank History”,
n.d.).
It is oftentimes thought that Grameen Bank serving only its local population, and refusing
to expand into other countries, can be a through and through weakness, as well as a threat to the
organization’s existence. But that has not stopped different offshoots of Grameen Bank, like for
example Grameen Foundation, and Grameen America, from establishing and thriving in other
countries and markets. The necessity to keep everything separate may run deeper than
government restraints (like the IRS in the USA, and attached tax codes). The local people and
encouragement of teamwork on a micro-level, could actually be a reason that Grameen Bank
fares so well. Muhammad Yunus, the founder of Grameen Bank, has said he sees very little need
for foreign aid workers playing a role in Bangladesh. “Things can be done better by local
people. Most often the donor government wants to recover part of their money by creating
employment for their own citizens” (as quoted in Bornstein, 1996, p. 247). Indeed, Yunus would
not be blowing smoke in his assumptions, as 75% of the outside assistance that Bangladesh
receives is from “tied aid”—which means that the money returns home to the donor driven
country it came from (and serves the political and economic needs which were behind the
donation to begin with) (Bornstein, 1996, p. 248). By choosing to keep micro-credit lending
ORGANIZATIONAL ANALYSIS PART B
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confined specifically to the country Grameen Bank serves, this actually ends up being an
economic, political, and social strength, with just a tinge of national pride and unity.
CONCLUSION
As this organizational analysis has presented, Grameen Bank’s success lies within its
uncommon approach to banking and management. Although not entirely self-governing – the
government selects four of the board members - handling and direction of GB is essentially at the
hands of the population it is created to serve: the poor. Grameen Bank’s governance is a product
of its country of origin, Bangladesh, which provides the majority of the Bank’s financial aid and
therefore owns a 6% portion of the Bank as well. Throughout its achievements and expansions,
GB has held tight to its mission of reducing poverty in Bangladesh by way of microcredit loans,
while producing measurable economic and lifestyle improvements. It is clear that Grameen
Bank’s structure is deeply rooted and motivated by team management characteristics, and
leadership that draws on the presumption that poor people are worthy of investment and trust.
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ORGANIZATIONAL ANALYSIS PART B
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