CULTURAL ASPECTS AND NORMSAn informational study at RBS
A Presentation by:
Nadiya
Zareen
Rooma
Shahid
Asmita
ORGANIZATIONAL CULTURE……..
What do we mean by that……….???
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Basically, organizational
culture is the personality of the
organization.
Culture is comprised of the
assumptions, values, norms
and tangible signs (artifacts) of
organization members and
their behaviors.
Organizational Culture
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(contd.)
Corporate culture can be looked at as a system
where Inputs include feedback from society,
professions, laws, stories, heroes and values on
competition or service etc and the process is based
on our assumptions, values and norms e.g. our
values on money, time, facilities, space and people
while Outputs or effects of our culture are e.g.
organizational behaviors, technologies, strategies,
image, products, services and appearance etc.
Organizational Culture
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(contd.)
Culture is the behavior made up of the
values, beliefs, underlying assumptions,
attitudes, and behaviors shared by a group of
people that results when a group arrives at a
set of - generally unspoken and unwritten
rules for working together.
Organizational Culture is like an
Iceberg
Artifacts of an Organizational Culture
Physical Structures
Languages
Rituals and Ceremonies
Stories and Legends
Belief, values and assumptions about work
patterns of superior / subordinate
relationships, concepts of humor, attitudes
toward elders, friendship, body language, eye
contact, behavior, social interaction and
conversational patterns in various social
contexts and roles in relation to status by
age, class, occupation.
Culture is an important component of
every organization
Central Concepts about Culture
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Culture represents the overall behavior of the
organization.
Culture is Learned
Culture is Learned Through Interaction
Sub-cultures Form Through Rewards
People Shape the Culture
Culture is Negotiated
Culture is Difficult to Change
Culture is often interpreted differently by diverse
employees
Culture may be strong or weak
Components of Culture
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Stated and unstated values
Customs and rituals
Stories
Physical structures
Language
Decision making,
Stories and legends
Overt and implicit expectations for member behavior
Climate
Symbols
Methodology for Data Collection
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Observation of actual organization
Interview (meeting with the HR
Manager)
Meeting with other employees
Corporate Culture of RBS
50 Countries 01 Commitment
“At RBS they believe in making it happen’”
About RBS
 The Royal Bank of Scotland Group has grown
from small beginnings nearly 300 years ago to
become one of the largest financial services
groups in the world. Our brands operate around
the globe and down your street to provide
banking services for individuals, businesses and
institutions. Proud of our history, we remain
committed to innovation and service - in business
and through our many sponsorship activities.
RBS In PAKISTAN
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Takeover in 2008 from ABN Amro Bank
Termination of many employees took place
not due to the take over but due to the
economic crisis
Corporate Culture of RBS
They Value;
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Social Commitment
Corporate Social Responsibility Approach
Code of ethics
Respect for diversified employees
Core Values at RBS
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Courage
Creativity
Respect
Solidarity
Audacity
Performance
Types of Banking
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Consumer Banking
Islamic Banking
Royal preferred Banking
Commercial Banking
Corporate Institutional Banking
Investor relations
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The Royal Bank of Scotland Group is one of the
largest banking groups in the world, with ₤10.3 billion
as operating profit in 2007, and total assets, as of 31
December 2007, of GBP 1,900.5 billion. We are
listed on Euro next and the New York Stock
Exchange. RBS Group has more than 40million
customers worldwide in over 50 countries across 6
continents and over 226,000 employees across the
globe engaged to provide you with best financial
solutions possible
Investor relation(cont)
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In Pakistan, we have been committed with assets of
over PKR 117 bln, dated March 31, 2008, about
5,000 employees and over 75 branches in 24 cities;
the entity is one of Pakistan's top 10 banks in a
rapidly growing market.
The Royal Bank of Scotland Limited is a locally
incorporated bank operating as subsidiary of ABN
AMRO Bank N.V Amsterdam and is listed on all the
Stock Exchanges of Pakistan. We believe in
empowering our stake holders and thus investor
relations provides key financial information to our
retail and institutional investors.
Financial Reports
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Quarterly Financial Report
Annual Report
Un-audited Report
Observations and Findings (contd.)
 Official timings:
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9 am to 7 pm
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Absenteeism is taken controlled by
technology all employees need to
register time-in and time-out.
They are also going to introduce
flexible hours while working.
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Culture at RBS
(contd.)
 Open working Environment
 Academy Culture is Adopted.
 Friendly Atmosphere.
 Open Door Policy
 Friendly relations with the management.
 Free to express their views.
 Suggestions are always welcome.
Culture at RBS
(contd.)
 Culture of no differentiation among
employees.
 Diversity people from all communities but
they prefer people who have been in to the
banking field for a time)
Culture at RBS
(contd.)
 Talents
 Back ground (Experience)
 Appraisal System
 Greeting and addressing by Employees
 Recognizing people (Rewards and Benefits)
 Ethical policy
 Training Procedures
Culture at RBS
(contd.)
 Employee Orientation to organization and
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culture
Core Values
Male/ Female ratio
Events
Open Door Policy
Change Impact on Employees After
the Takeover
Insecurity of the employees
Working hours were inflexible
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Impact On Customer
Friendly Environment
More working hour
Formal Procedures to Keep Culture Alive at
RBS
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Employee Focus Group
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Get together
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News Letters
Results and Findings
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RBS has strong code of values embedded deeply in
the roots of the organization
They practice group diversification all around the
world
They strive to provide a stimulating and creative
working atmosphere and to establish relations based
on trust
Culture at RBS is rich with diversified groups and
they practice an open minded culture with no
differentiation
Conclusion
The concept of organizational culture has now
been internationally accepted as a way to
understand human systems in organizations. Each
aspect of organizational culture serves as an
important environmental condition affecting the
organizational system and its subsystems. Today, the
management understands and gives due value to the
organizational culture which serves as the backbone
for behavior of the human resources of an
organization.
Thank you!!