Bank. ACK

Acknowledgement:

One of the most pleasant parts of submitting a report is the opportunity to thank those who have contributed to it. Unfortunately, the list of expression of thanks- no matter how extensive is always incomplete and inadequate. These acknowledgements are no exception.

Our first acknowledge goes to the almighty Allah for bestowing us the patience and courage to finish this huge task within its deadline.

Acknowledgments must go to the team members, whose unflagging patience and astounding capacity for creative work, and long hours made the project both possible and successful – under the pressure of knocking deadline.

In addition, thanks to the employees and customers of Uttara Bank who has given us important information and various advises.

At last, we sincerely acknowledge our debt to Shahid Hossain, our honorable faculty, for his valuable counseling towards the improvement of the project. Without his encouragement, this would have been impossible.

Table of Content

|No. |Topic |Page no. | | | | | |1. |Mission Statement |5 | | | | | |2. |Executive Summary |5 | | | | | |3. |Officers of the company |9| | | | | |4. |Situation Analysis | | | | | | | |4.1. Internal Situation Analysis |12 | | |4.2. External Situation Analysis |15 | | | | | |5. |SWOT Analysis |18 | | | | | |6. |Objectives |26 | | | | | |7. |Management Issues |31 | | | | | |8. |Conclusion |36 | | | | | |9. |Bibliography |37 |

1. Mission Statement|‘Uttara Bank-one of the largest and oldest private-sector commercial bank in Bangladesh, with years of experience. Adaptation of modern technology both in terms of | | |equipment and banking practice ensures efficient service to clients. Uttara is a bank that serves both clients and country and we strive to be the acknowledged global | | |leader and preferred partner in helping our clients succeed in the world’s rapidly evolving financial markets.’ | | |[ From company Website] | | | | | | | | | | | || | | | | | 2. Executive Summary | | | | | | | | | | | |

2.1 History: | | |Uttara Bank Limited has a glorious history as a private commercial bank which was established in 1965 under the name “Eastern Banking Corporation Limited” with the | | |specific objective of accelerating trade and investment in the economically depressed eastern wing of the than Pakistan.

After liberation of Bangladesh the Bank | | |underwent a major change namely, it was nationalized in March, 1972 and given the name “Uttara Bank”. The Bank again in 1983 was denationalized and made a commercial | | |bank in the private sector under the name “Uttara Bank Limited”.

The Bank was incorporated as a banking company on June 29, 1983 and obtained business commencement | | |certificate on August 21, 1983. The Bank floated shares in the year 1984. | | | | | |2.2 Financial Summary | | | | | |Uttara bank is a private limited bank. They disclose their annual financial summary in their bank annual report and in their website. We have collected the financial | | |summary from their website. | | | | | | | | | | | | | | | | | | | | |BALANCE SHEET AS AT 31DECEMBER 2009 | | | | | | | | | | | | | | | | | | | | | | | |2009 | | | | | |2008 | | | | | |PROPERTY AND ASSETS | | | | | |Notes | | | | | | Taka | | | | | | Taka | | | | | |Cash | | | | | |03 | | | | | | 5,860,103,625 | | | | | | 5,002,561,855 | | | | | |

In Hand (including foreign currencies) | | | | | || | | | | | 1,585,554,764 | | | | | | 1,713,064,194 | | | | | |Balance with Bangladesh Bank and its | | | | | | | | | | | | | | | | | | | | | | | |agent Bank (including foreign currencies) | | | | | | | | | | | | 4,274,548,861 | | | | | | 3,289,497,661 | | | | | |Balance with other Banks and | | | | | | | | | | | | | | | | | | | | | | | |financial institutions | | | | | |04

| | | | | | 350,941,308 | | | | | | 1,121,909,129 | | | | | |In Bangladesh | | | | | | | | | | | | 6,930,615 | | | | | | 800,727,487 | | | | | |Outside Bangladesh | | | | | | | | | | | | 344,010,693 | | | | | | 321,181,642 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Money at call and short notice | | | | | |05| | | | | | 29,900,000 | | | | | | 30,000,000 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Investments | | | | | |06 | | | | | | 11,188,289,669 | | | | | | 14,455,780,134 | | | | | |

Government | | | | | | | | | | | | 11,091,865,330 | | | | | | 14,381,918,295 | | | | | |Others | | | | | || | | | | | 96,424,339 | | | | | | 73,861,839 | | | | | | | | | | | | | | | | | | | | | .. | | | | | | | | |Loans and Advances | | | | | |07 | | | | | | 37,141,342,619 | | | | | | 28,477,407,266 | | | | | |Loans, cash credits, over drafts etc. | | | | | | | | | | | | 33,308,029,435 | | | | | | 25,298,004,729 | | | | | |Bills discounted and purchased | | | | | | | | | | | | 3,833,313,184 | | | | | | 3,179,402,537 | | | | | |

Fixed assets including Land, Building, | | | | | | | | | | | | | | | | | | | | |Furniture and Fixtures | | | | | |08 | | | | | | 1,065,679,827 | | | | | | 1,013,985,359 | | | | | |Other Assets | | | | | |09 | | | | | | 2,698,386,497 | | | | | | 2,758,688,987 | | | | | |Non-Banking Assets | | | | | |9.1 | | | | | | 109,688,573 | | || | | – | | | | | |TOTAL ASSETS | | | | | | | | | | | | 58,444,332,118 | | | | | | 52,860,332,730 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

LIABILITIES AND CAPITAL / SHARE HOLDERS’ EQUITY | | | | | | | | | | | | | | | | | | | | |Liabilities | | | | | | | | | | | | | | | | | | | | || | |

Borrowings from other Banks, | | | | | | | | | | | | | | | | | | | | | | | |

Financial Institutions and Agents | | | | | |10 | | | | | | 225,086,084 | | | | | | 2,899,505,333 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Deposits and other accounts | | | | | |11 | | | | | | 50,816,975,020 | | || | | 43,586,356,057 | | | | | |Current and other accounts etc. | | | | | | | | | | | | 15,570,321,322 | | | | | | 12,372,373,980 | | | | | |

Bills payable | | | | | | | | | | | | 1,605,516,899 | | | | | | 1,643,287,611 | | | | | |Saving bank deposits | | | | | | | | | | | | 19,547,765,743 | | | | | | 17,876,529,810 | | | | | |Fixed deposits | | | | | | | | | | | | 12,164,269,906 | | | | | | 10,417,183,199 | | | | | |

Bearer certificate of deposit | | | | | | | | | | | | – | | | | | | 50,000 | | | | | |Other deposits | | | | | | | | | | | | 1,929,101,150 | | | | | | 1,276,931,457 | | | | | |Other liabilities | | | | | |12 | | | | | | 3,713,428,714 | | | | | | 3,920,914,181 | | | | | |TOTAL LIABILITIES | | | | | | | | | | | | 54,755,489,818 | | |  | | | 50,406,775,571 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

CAPITAL/SHARE HOLDERS’ EQUITY | | | | | | | | | | | | | | | | | | | | | | | |Issued, subscribed and paid up capital | | | | | |13.2 | | | | | | 798,659,200 | | | | | | 399,329,600 | | | | | |Issuance of bonus shares | | | | | | | | | | | | – | | | | || 399,329,600 | | | | | |Statutory reserve | | | | | |14 | | | | | | 1,550,837,039 | | | | | | 550,837,039 | | | | | |Other reserves | | | | | |15 | | | | | | 1,337,631,167 | | | | | | 1,100,864,198 | | | | | |Retained earnings | | | | | |16 | | | | | | 1,714,894 | | | | | | 3,196,722 | | | | | |

TOTAL CAPITAL/ SHARE HOLDERS’ EQUITY | | | | | | | | | | | | 3,688,842,300 | | |

| | | 2,453,557,159 | | | | | |TOTAL LIABILITIES AND CAPITAL/SHARE HOLDERS’ EQUITY | | | | | | 58,444,332,118 | | | | | | 52,860,332,730 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

CONTINGENT LIABILITIES | | | | | | 17.0 | | | | | | 8,806,887,103 | | | | | | 8,830,513,784 | | | | | |Acceptances & endorsements | | | | | | | | | | | | – | | | | | | – | | || | |Letter of guarantees | | | | | | 17.1 | | | | | | 1,826,856,510 | | | | | | 1,474,352,134 | | | | | |Irrevocable letter of credit | | | | | | 17.2 | | | | | | 4,517,171,591 | | | | | | 5,382,511,516 | | | | | |Bills for collection | | | | | | 17.3 | | | | | | 3,156,536 | | | | | | 3,140,634 | | | | | |Other contingent liabilities | | | | | | 17.4 | | | | | | 2,459,702,466 | | | | | | 1,970,509,500| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |OTHERCOMMITMENTS | | | | | | | | | | | | – | | | | | | – | | | | | |Documentary credits and short term | | | | | | | | | | | | – | | | | | | – | | | | | |trade related transactions | | | | | | | | | | | | – | | | | | | – | | | | | |Forward assets purchased and forward | | | | | | | | | | | | – | | |

| | | – | | | | | |deposits placed | | | | | | | | | | | | – | | | | | | – | | | | | |Undrawn note issuance and revolving | | | | | | | | | | | | – | | | | | | – | | | | | |underwriting facilities | | | | | | | | | | | | – | | | | | | – | | | | | |Undrawn formal standby facilities, | | | | | | | | | | | |– | | | | | | – | | | | | |credit lines and other commitments | | | | | | | | | | | | – | | | | | | – | | | | | |Liabilities against forward purchase & sale | | | | | | | | | | | | – | | | | | | – | | | | | |Litigation filed by the Bank | | | | | | | | | | | | – | | | | | | – | | | | | | | | | | | | 

| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |TOTAL OTHER COMMITMENTS | | | | | | | | | | | | – | | | | | | – | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |TOTAL OFF- BALANCE SHEET ITEMS | | | | | || | | | | | | | | | | | | | | | | |INCLUDING CONTINGENT LIABILITIES | | | | | | | | | | | | 8,806,887,103 | | | | | | 8,830,513,784 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

According to above balance sheet Uttara bank ltd has total assets of 58,444,332,118 taka, total liabilities of 54,755,489,818 taka and total shareholder’s equity of | | |3,688,842,300 taka in the year of 2009. | | | | | | | | | | | |2.3  | | |In recent years a great number of banks has been formed and started their functions. But there are very few banks which have been working in the country since Uttara | | |bank has started its functions. It quite successfully has established its respect in the mind of the people of Bangladesh. Because of the formation of different banks | | |UBL is losing its potential customers.

Whatever, UBL can change this scenario by maintaining a well-established service and well organized promotional activities. | | | | | | | | |3.Officers of the Company | | | | | |10 key officers who made the decision. | | |1.Mr. Azharul Islam | | |Designation: Chairman | | |Annual Salary: 2500000 | | | | | |2. Mr. Iftekharul Islam | | |Designation: Vice Chairman | | | | | | | | |3. Mr. Shah Habibul Haque | | |Designation: Director | | | | | | | | |

4. Col. Engr. M. S. Kamal (Retd) | | |Designation: Director | | | | | | | | |5. Md. Fazlur Rahman | | |Designation: Secretary | | | | | | | | |6. Shamsuddin Ahmed | | |Designation: Managing Director | | | | | |7. Md. Abdus Sattar | | |Designation: Additional Managing Director | | | | | |8. Md. Abdul Halim | | |Designation: Deputy Managing Directors | | | | | |9. Mr. Abu Ahmed | | |Designation: Asstt. Managing Director | | | | | |10. Shah Habibul Haque | | |Designation: Audit Chairman | | | | | | | | | | | | | | |3.2 Company Organogram | | | | | | | | | | | | | | |[pic] | | | | | | | | | | | | | | || | |4. Situation Analysis | | |In order to profitably satisfy customer needs, the firm first must understand its external and internal situation, including the customer, the market environment, and | | |the firm’s own capabilities. Furthermore, it needs to forecast trends in the dynamic environment in which it operates. | | |

A useful framework for performing a situation analysis is the 7 C Analysis. The 7C analysis is an environmental scan on seven key areas especially applicable to | | |marketing decisions. It covers the internal, the micro-environmental, and the macro-environmental situation. The 7 C analysis is an extension of the 3 C analysis | | |(company, customers, and competitors), to which some marketers added the 4th C of collaborators.

The further addition of a macro-environmental analysis (climate) results| | |in a 7 C analysis, some aspects of which are outlined below. | | | | | |4.1 Internal situation analysis | | | | | |Internal Situation Analysis is basically the analysis of an organization’s inner strengths and the inside forces that affect the organization. The organization has full | | |power over these forces and can use them effectively.

There are, of course, many different forces that work within an organization, and we have explained a few of them | | |in the following passages to illustrate the internal condition of Uttra Bank Limited. | | | | | | | | |Management Levels | | | | | |Top Level- | | |The top level management only consists of the Executive Director of the company. He is also the Chairmen.

Although the board of directors is above him in the organogram,| | |he is the one who is in charge of the whole bank make all the decision. All the managers from the all 211 branches underneath him answer to him. The Executive Director | | |is accountable for every decision regarding various rules and regulations the company follows and regarding the major loan, services and functions. | | | | | | | | |Middle Level- | | | | | |The middle level management consists of the managers and directors who are in charge of the five main divisions including Services, Finance & Accounting, International | | |Banking & Marketing, Human Resources, and Commercial. The managers of these departments communicate with and report directly to the Executive Director.

The long term | | |needs of the departments and also the company as a whole are considered by these managers or directors and they give their opinions and give suggestions to the Executive| | |Director in the monthly general meetings. The middle level managers have the authority to make short term decisions which they feel would be beneficial for the | | |organization.

However, the long terms issues are analyzed and the decisions are taken by the top level. | | | | | | | | |Lower Level- | | | | | |The lower level management consists of the managers who are responsible for the various branches. For instance, under the Selling & Distribution & Marketing department, | | |the sub-divisions Sales, Distribution, Market Equipment, Market Development and Key Accounts have different managers assigned to look after each of the sub-divisions. | | |The lower level managers identify the basic problems and requirement of their designated branches and present them to their corresponding middle level managers. | | |

Suggestions are welcomed as UBL follows a management system where the decision making process begins from the lower level and then they are further evaluated by the | | |upper levels. | | | | | | | | | | | |Human Resources | | | | | |

For the progress and development of a commercial banking oriented organization like UBL, enterprising, skilled, and dedicated workforce is required. Keeping this in | | |mind, the company has given maximum emphasis on the appointment and placement of competent people with professional zeal in all of their departments. The HR department | | |is broken down into several divisions like Administration, Training, and Recruitment which enables them to concentrate on their specific work area and be | | |well-coordinated. Since UBL is a Banking company, their training department ensures that their employees are expert and proficient and are motivated to work to achieve | | |their goals.

The department provides ‘on the job’ training both domestically and internationally. Since the company tries to make use of the most up-to-date technology, | | |its production team is more meticulously trained to make them more adaptable to new method and software. The company further provides residential and transportation | | |facilities to workers and employees. UBL is also known for its diversified work environment, which embraces people from different backgrounds irrespective of the | | |differences in age, religion, race, sex, etc.

As a practice of this, they have appointed 300 female employees in their several branches, mainly in their local branches, | | |which were previously considered as a male-oriented workforce. | | | | | |Marketing & Sales | | |UBL -one of the largest and oldest private-sector commercial bank in Bangladesh, with years of experience. It operates through 211 fully computerized branches ensuring | | |best possible and fastest services to its valued clients.

The bank has more than 600 foreign correspondents worldwide. It has lots of offer for the customers like short | | |term account, saving account, Fixed deposit account and many more. UBL are offering essay loan for the customers. And there is personal load and business loan. In | | |Bangladesh many bigorganization have loan from UBL.UBL offer international banking, ATM, online banking and locker services etc. | | | | | | | | | | | |

Management Information System | | |Initially UBL followed a manual approach to its accounting and financial activities. Uttara Bank Limited signed an agreement with the world’s leading software company | | |Microsoft, said a press release. | | | | | |Under the agreement, Microsoft will deliver genuine Microsoft Office Professional software usage along with online product supports.

Microsoft will also help improve IT | | |skills of Uttara Bank employees providing productivity training on different Microsoft Office applications. | | |Uttara Bank, with their 211 branches and around 3,500 employees across the country, entering into the ‘select agreement’ with Microsoft with a commitment of using only | | |genuine Microsoft software at all the bank’s offices that demonstrates not only their respect for intellectual property rights but also their vision to use quality IT | | |solutions to enhance their productivity and performance. UBL always try to up to date with modern IT software and solution. | | | | | | | | |Corporate Social Responsibility (CSR) | | |

Although UBL does not have a separate department which is solely engaged in CSR, they do take a huge interest in the well-being of the community. They carry out projects| | |under the name of Community Outreach Program, which address many health issues, importance of sanitation, and the provision of clean water to rural communities. Not | | |getting discouraged by this, they are planning to take on another project which will provide work for physically-handicapped females. UBL partly finances a school for | | |underprivileged children.

They give easy loan to poor farmer and train them with modern farming method. Through these activities, they reinstate their strong commitment | | |to help make tomorrow better than today. | | | | | |4.2 External Situation Analysis | | | | | |External situation analysis is the assessment of the external environment which may affect the organization’s performance at present or in the futur

e. The organization | | |itself has no control over it, but it should try to adapt to any changes in these external forces. There are many tools used to examine the external environment. For | | |this paper, we have used the PESTEL (P=Political, E=Economical, S=Sociological, T=Technological, E=Environmental, L=Legal) analysis tool to evaluate their impacts on | | |Uttara Bank limited. | | | | | |Political Factors: | | | | | |In Bangladesh, political factors play a great role in the development of an every sector. Some people will consider the political influences to be the main cause for the| | |development of certain industries, which is not very unusual.

The political situations change very rapidly here, and one has to be very careful and cautious about his or| | |her business and see to it that it does not become a victim due to these changes. The UBL group, being a large conglomerate, was never short of influential political | | |back up. It is a well-known fact that the political power transfers from one hand to the other in every five years here, but the UBL group and all the companies under | | |its control have faced few problems during these changes.

Another political factor that affects not just the backing company, but all industries, is taxes. The | | |government has imposed 18% tax duty on the imports of concentrates, and UBL has been able to comply. It is one of the few companies which give 100% tax to the | | |government, thus keeping itself in the good book of the authorities. | | || | | | | |Economic Factors: | | | | | |One of the issues that the banking company is facing today is inflation. It affects Bangladesh economy and banking site of Bangladesh. Today’s oil price growing high | | |that’s why sometimes remittance go down. In 2008 Uttara bank’s profit went down but in 2009 they recovered from it and there profit went up. Sometimes for this reason | | |their profit and loss ups and downs but that doesn’t have any big impact on UBL. | | | | | | | | |Sociological Factors | | | | | |

The varied sociological environments across the world provide great opportunities for banking business. The organization, with its worldwide excellent marketing program,| | |is quick to furnish different changing sociological markets. In today’s world, one of the biggest sociological trends is the demand for best banking services. People | | |always want easy way of banking and UBL provide every modern facilities of banking. Today UBL internet banking is the top internet banking in Bangladesh. UBL has 600 | | |international correspondents in world wide. In near future they will take the ASIAN banking business and they are trying to go international. | | | | | |Technological Factors | | | | |

|Technology plays a large role in the banking process of UBL or any other banking company for that matter. Their services have to go through many detailed processes; not | | |just to make the bank account, but also to ensure their quality and don’t have any mistake. There are a number of technologies and procedures involved to remove any | | |mistake or virus that would ruin their Bank server to their consumers.

As Bangladesh is still not very developed in technology sector, UBL buys state-of-the-art | | |machineries and Software from abroad with the technical support from Microsoft. Now a days Bangladesh have very developed in IT and internet sector, so that will be a | | |great for banking business. | | | | | | | | |Legal Factors: | | | | | |

All the companies and organization in the banking company here must comply with the regulations set by Bangladesh Bank. There are a number of laws, rules and | | |recommendations that companies must follow, or face significant penalties. The government also strictly monitors the deposit of money in Bangladesh Bank and they always | | |monitor the bank give their best services. | | | | | | | | | | | | | |

5. SWOT Analysis

According to the Wikipedia (www.wikipedia.org), SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats that a business has and faces. • Strengths: Attributes of the company that help it to achieve its goals. • Weaknesses: Attributes of the company that may cause barriers in achieving its objectives. • Opportunities: External conditions that can have positive impacts on the company. • Threats: External conditions which could do damage to the company by any way.

5.1 Strengths:

International Trade Operation

During the last five years, the foreign trade financing of the bank has witnessed steady growth. The Bank’s 38 Authorized Dealer branches are well equipped with highly trained professional to handle varied needs of import and export based clients.

Information Technology

The banking operations of the branches have been computerized to minimized costs and risks and to optimize benefits increase overall efficiency for improved services. The branches have ability to prepare the financial statements at the end of the day. REUTERS

The bank continues maintenance of the latest financial service products Reuters-3000 Xtra and Reuters Dealing System (RDS) for collecting accurate information of rapid changing position of international money market with Bank’s own independent Dealing Room.

As a result Bank has been able to render Treasury service up to the international standard though its Treasury Division which I equipped by most modern technology and expertise manpower. This facilities the bank to become aware of the latest changing rate of foreign exchange and participate in the buy/sale of foreign currencies in the international market.

ATM Services

Uttara Bnak Limited offers ATM Card facility in the name of q-Cash. UBL-ATM Debit Card. Any card holder has 24 hour access to cash withdrawal facilities. There is only one ATM in corporate branch owned by the Bank. Such facilities are available with 121 Q-cash ATM booths of Uttara Bank Ltd. Around the country. However, the Bank has a plan to expand the number of ATM booths and related products.

E-mail & Internet

Above all in order to ensure speedy services in International business e-mailand internet are in operation in Head office and in almost all branches.

Corporate Governance

Since its inception, Uttara Bank has actively and fully adhered to the principle of sound corporate governance. Fairness, Transparency, Accountability and Responsibility are the minimum standard of acceptable corporate behavior today. Uttara Bank Limited continues to ensure the compliance of Corporate Governance as per Securities and Exchange Commission rules and regulation. Corporate Governance establishes responsibility to ensure accountability.

Corporate Social Responsibility

Uttara Bank considers socially responsible activities an important part of its culture, identity and business practice. They have a deep commitment, loyalty and a high sense of responsibility to our nation its people. Uttara Bank Limited conforms to all of the stringent regulations issued by the Government and the Bangladesh Bank. As part of our corporate social responsibility, the Bank contributes greatly to the nourishment of the country’s culture, arts, and sports ands to combat all natural calamities.

Sponsorship in Sports

The Bank donates TK 5.2 million to Archery federation for making archery games more popular, dynamic in Bangladesh and to reach it in remarkable position in international level in 2008.

Poverty alleviation financing

The bank continues to extend commercial loan to the enthusiastic youths and small entrepreneurs for various sectors through the different branches on priority basis during the year. For this purpose the bank is disbursing loan in dairy and poultry to obliterate the poverty and to create employment opportunities for the destitute.

5.2 Weaknesses:

Lack of Training

However, Uttara Bank is going to higher Level Corporation but there employee are not highly modified within this time. Authorizer doesn’t launch any training program for employees on the other hand many company do that a large amount. This is why Uttara Bank employees are not high skill like other company. For this reason it is tough for Uttara Bank to compete with other company due to lack of training.

Low motivation

In Uttara bank there are 3256 employee & 211 branches around the country. For removing the employees monotonous many company likes Grameenphone, Square, Desco arrange per annum picnic/tour or various kind of organizational program. But in Uttara Bank they can’t take this kind of step this is why their employee loose encourage for working. As a result lacks of motivation employees are losing concentration in work that also a bad effect for bank.

Using Old Software

Now the Earth is going to more advanced so cope with the earth change company should be use latest technology. Not only in our country but also abroad in banking they are using various kind of upgrade software to approved their transaction. Company uses like more upgrade software for this reason job will more easily but in Uttara bank they utilize ancient software. It can slow down not only their business but also affect their consumer satisfaction.

Fiasco of HR

The human resource department is not performing well in the organization. Selection process is not done on the merit due to which many competentpersons cannot get job in UBL.

Scarce of ATM Booth

More days going latest technology will come. E-cash is the most popular now a days. People make use of ATM to reduce for hauling cash. For this reason it is acceptable in every category people. But in Uttara Bank their atm booth are so meager than other bank. It also affects their all kind of customer in business.

Neglect Code of Conduct

Code of conduct is company rule which is made for employee. Most of the bosses in Uttara Bank are old people this is why they can’t take care about their company code of conduct.

Lack of Skill

Most private bank there employee are not only highly educated but also high qualified in their work. But in Uttara Bank we had seen pessimistic. There most employees are low category qualified education. On the other hand another bank like Brac, Hsbc, Standard Chartered they hire B.B.A. M.B.A. graduate for their increase company efficiency. That’s also the intimidation for Uttara bank to still in competitive business.

5.3 Opportunities

Scope for Business ExpansionBangladesh is a developing country, which means that business opportunities are arising every now and then. Keeping that in mind, Uttara bank is planning to add more branches in most business city like