GROUP

A group is defined as "a number of persons near, placed, or classified together."

INTERGROUP RELATIONS

Intergroup relations between two or more groups and theirrespective members are often necessary to complete the workrequired to operate a business.

CONFLICTS

• Some conflict, called functional conflict, is considered

positive, because it enhances performance and identifies

weaknesses.

• Dysfunctional conflict, however, is confrontation or

interaction between groups that harms the organization or

hinders attainment of goals or objectives.

INTERGROUP CONFLICT

Intergroup conflict refers to the collective incompatibility or disagreement

between two or more divisions, departments, or subsystems in connection

with tasks, resources, information, and so on.

MANAGING INTERGROUP CONFLICT

The management of intergroup conflict involves channeling the

energies, expertise, and resources of the members of conflicting groups

for synergistic solutions to their common problems or attainment of

overall organizational goals.

DIAGNOSIS

The diagnosis of intergroup conflict can be performed by means of interviews,

observation, company records, and the perceptions of the organizational

members.

MEASUREMENT

A comprehensive diagnosis of intergroup conflict should include the

measurement of the following:

1. The amount of conflict that exists between two specific groups.

2. The styles of handling conflict of the ingroup members with the

outgroup members.

3. The sources of intergroup conflict and the style of handling such

conflict.

4. Organizational learning and effectiveness

ORGANISATION STUDIED

State Bank of Pakistan

پاکستاندولتبینک v

State Bank of Pakistan

Headquarters Karachi, Pakistan

Established 1948

Governor Ashraf Mahmood Wathra

Central bank of Pakistan

Currency Pakistani rupee

PKR (ISO 4217)

COMPANY OVERVIEW

The State Bank of Pakistan (SBP; Urdu: is (بینک دولت پاکستان

the central bank of Pakistan. While its constitution, as

originally laid down in the State Bank of Pakistan Order

1948, remained basically unchanged until January 1, 1974,

when the bank was nationalized, the scope of its functions

was considerably enlarged. The State Bank of Pakistan Act

1956, with subsequent amendments, forms the basis of its

operations today. The headquarters are located in the

financial capital of Pakistan, Karachi with its second in the

capital, Islamabad.

DIFFERENT DEPARTMENTS OF SBP

1. AGRICULTURAL CREDIT AND MICRO FINANCE DEPARTEMENT

2. BANKING INSPECTION ON SITE DEPARTEMENT

3. BANKING POLICY AND REGULATIONS DEPARTEMENT

4. CONSUMER PROTECTION DEPARTEMENT

5. EXCHANGE POLICY DEPARTMENT

6. FINANCE DEPARTEMENT

7. LEGAL SERVICES DEPARTEMENT

8. HUMAN RESOURCE DEPARTEMENT

9. INFORMATION SYSTEM AND TECHNOLOGY DEPARTEMENT

10. ISLAMIC BANKING DEPARTEMENT

HUMAN RESOURCE DEPARTEMENT

Mission Statement

To transform the State Bank of Pakistan into an “Employer of Choice”

which nurtures talent through its enabling culture.

VISION STATEMENT

We are committed to excellence at acquiring, developing and retaining the right

talent by:

Aligning our HR policies with market

Serving as a strategic partner to the line Departments

Administering superior and prompt HR services

1. Recruitment & Career Development

2. Employees Benefits

3. General Services & Admin

4. Reward Management & PMIS

5. Employee Relations & Trainings

MANAGING INTERGROUP CONFLICTS

• Management makes cogent decisions because they know that conflict is very

important and it has significant impact on employee’s performance.

• It’s an era of competition in banking sectors, all banks are in pursuit to

improve their services and products by according due importance to the

customers.

• Large number of stakeholders transfers their loyalty from one bank to another.

• It had put the banks on toes to operate with improved performance.

• Conversely, there is no supposition of a “best way” to control conflict.

• Bank management is offering Golden Handshake for reduction of their employees.

Strengths

Brand name

Market Leader

Wide Distribution Network

Government Owned

Diversified Portfolio

Weaknesses

Minor hindrances

Hierarchical management

Lags modernization

Opportunities

Merger of associate banks with SBP

Opportunities for public sector banks

New Branches and ATM's

Expansion on Foreign soil

Threats

CRM customer relationship management

Private banks venturing into the rural

Employee Strike

SWOT ANALYSIS

• Measurement of relationship aspect in the

Banking sector is essential due to the

sensitivity of employees’ job.

• Management strives to reduce the conflict by keeping employees focus towards their objectives and team work.

CONCLUSION

Special strategies may be adopted

to lessen relationship conflict

amongst the employees of an

organization enabling organization to

improve their performance.

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