Introduction of Mutual Trust Bank

Chapter 1

Introduction of Mutual Trust Bank

Introduction of Mutual Trust Bank

a) Brief of Mutual Trust Bank

The Company was incorporated on September 29, 1999 under the Companies Act 1994 as a public company limited by shares for carrying out all kinds of banking activities with Authorized Capital of Tk. 38,00,000,000 divided into 38,000,000 ordinary shares of Tk.100 each.

The Company was also issued Certificate for Commencement of Business on the same day and was granted license on October 05, 1999 by Bangladesh Bank under the Banking Companies Act 1991 and started its banking operation on October 24, 1999. As envisaged in the Memorandum of Association and as licensed by Bangladesh Bank under the provisions of the Banking Companies Act 1991.

7. Organizational Overview

a) Aim:

1. One of the best performer banks of Bangladesh

2. The Bank of choice

3. The truly world class Bank

b)Mission

We aspire to be the most admired financial institution in the country, recognized as a dynamic, innovative and client focused company, that offers an array of products and services in the search for excellence and to create an impressive economic value

Vision

To be the bank of 1st choice by creating exceptional value for our clients, investors and employees.

c) Strategic objectives and future Business Plan

I. To ensure inflow of funds at combinations of least possible cost

II. To maintain discreet credit policy

III. To enhance versatility and diversification through the penetration of new market segments, thereby fulfilling unmet needs

IV. To extend financial assistance to the citizenry, living at dispersed locations by expanding the network of branches.

V. To practice stronger IT driven initiatives that will meet the challenges and requirements of the bank and its clientele

VI. To improve the administrative and organizational structures in order to prepare the platform for best practices of corporate governance

VII. To enrich the banking sector with improved awareness on corporate social responsibility

VIII. To provide extensive career opportunity through competitive pay and benefits and a flexible environment

d) Business Activities

The Company started its banking operation and entitled to carry out the following types of banking business:

All types of commercial banking activities including Money Market operations.

I. Investment in Merchant Banking activities.

II. Investment in Company activities.

III. Financiers, Promoters, Capitalists etc.

IV. Financial Intermediary Services.

V. Any related Financial Services.

The Company (Bank) operates through its Head Office at Dhaka and 44 branches and 10 SME Service Centers. The Company/Bank carries out international business through a Global Network of Foreign Correspondent Banks.

E) Product & Services

SME Products

Consumer Loan

Cards

Small Business Loan

MTB Kristi

MTB Mousumi

Doctor's Loan

MTB Bhaggobati

MTB Digoon

Microfinance Scheme

MTB Green Energy Loan

MTB Life Line

Home Loan Scheme

Home Repair Loan

Auto Loan

Deposit Schemes

Brick By Brick

Monthly Benefit Plan

MTB Double Saver Plan

Children Education Plan

MTB Millionaire Plan

Local Classic Credit Card

Local Gold Credit Card

International Credit Card

VISA Electron Debit Card

International Travel Card

VISA Remittance Card

MTB Hajj Card

MTB Telebanking

MTB SMS Banking

SWIFT Services

Chapter 2

Introduction to the topic

Introduction of the topic

Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature.