CULTURAL ASPECTS AND NORMS- An

informational study at RBS

A Presentation by:
Nadiya
Zareen
Rooma
Shahid
Asmita
ORGANIZATIONAL CULTURE……..
What do we mean by that……….???

 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 (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 (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

 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
 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

 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

 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;

 Social Commitment
 Corporate Social Responsibility Approach
 Code of ethics
 Respect for diversified employees
 Core Values at RBS

 Courage
 Creativity
 Respect
 Solidarity
 Audacity
 Performance
Types of Banking

 Consumer Banking
 Islamic Banking
 Royal preferred Banking
 Commercial Banking
 Corporate Institutional Banking
Investor relations

 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)
 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

 Quarterly Financial Report

 Annual Report
 Un-audited Report
Observations and Findings (contd.)

 Official timings:

– 9 am to 7 pm

– 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.
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

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

 Impact On Customer

Friendly Environment
More working hour
Formal Procedures to Keep Culture Alive at
RBS

 Employee Focus Group

 Get together

 News Letters
Results and Findings

 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!!