Roles and Function of Bank Manager

BY:
Karuna Thapa

An undergraduate report submitted for the partial fulfillment of the requirements for the degree
of

Bachelor of Business Administration

At the
Kathford International College of Engineering and Management
Faculty of Management
Tribhuvan University

Balkumari, Lalitpur
April, 2024

i
 ACKNOWLEDGEMENT
This undergraduate report, titled “Roles and Function of Bank Manager,"
was created to complete a portion of the requirements for the Bachelor of
Business Administration (BBA) degree at the Kathford International College
of Engineering and Management affiliated to Tribhuvan University. We have
received assistance from a variety of sources to prepare this paper. This is a
small effort being made to express our sincere gratitude to those kind people.
First of all, our precious acknowledgement to Mr. Roshan Thapa, PhD
Scholar, acting Department Head of Management faculty, Kathford
International College for giving us the chance to perform this study.
Similarly, we would like to convey our sincere gratitude to Ms. Muna Subedi
for guiding us and providing us the valuable suggestion throughout our
research process. Her continuous support and guidelines have helped us to
solve the numerous issues and problems that has arrived in different stage of
the research.
We are extremely grateful to Ms. Riya Silwal, Department Secretary of
Management faculty, Kathford International College for her support we
needed for the completion the research report.We also want to express our
gratitude to Ms. Shradha Rai, Branch Manager of Kumari Bank, Imadol,
Lalitpur for her assistance with the data collection we needed for this report.
Additionally, we want to thank everyone who participated in this study.

Karuna Thapa
April, 2024

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 TABLE OF CONTENTS
ACKNOWLEDGEMENT.........................................................................................................................i.
TABLE OF CONTENTS..........................................................................................................................ii.
CHAPTER I...............................................................................................................................................1
INTRODUCTION..................................................................................................................................1
1.1 Background of the Study................................................................................................................1
1.2 Research Questions.........................................................................................................................2
1.3 Research Objectives........................................................................................................................2
1.4 Significance of the Study................................................................................................................2
1.5 Limitations of the Study.................................................................................................................3
CHAPTER II..............................................................................................................................................4
RELATED LITERATURE AND THEORITICAL FRAMEWORK...................................................4
2.1 Review of the Literature.....................................................................................................................4
2.1.1 Manager and it's types.................................................................................................................4
2.1.2 Functions of Manager..................................................................................................................4
2.1.3 Roles of Manager.........................................................................................................................5
2.2 Research Gap......................................................................................................................................5
CHAPTER III............................................................................................................................................6
RESEARCH METHODS..........................................................................................................................6
CHAPTER IV............................................................................................................................................7
RESULTS & ANALYSIS..........................................................................................................................7
4.1 Results................................................................................................................................................7
4.2 Analysis..............................................................................................................................................8
CHAPTER V..............................................................................................................................................9
DISCUSSION, CONCLUSION & IMPLICATIONS.............................................................................9
5.1 Discussion..........................................................................................................................................9
5.2 Conclusion..........................................................................................................................................9
5.3 Implications........................................................................................................................................9
REFERENCES.........................................................................................................................................10

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APPENDIX...............................................................................................................................................11

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 CHAPTER I
INTRODUCTION
In this chapter the detail background of the study has been discussed along with the
limitation and the significance of the study. In this chapter the problem statement and
the objective of the study has been mentioned.
1.1 Background of the Study
A bank is a financial institution licensed to receive deposits and make loans. Banks may
also provide financial services such as wealth management, currency exchange, and safe
deposit boxes. There are several different kinds of banks including retail banks,
commercial or corporate banks, and investment banks. In most countries, banks are
regulated by the national government or central bank.
Commercial banks make money by providing loans and earning interest income from
those loans. The types of loans a commercial bank can issue vary and may include
mortgage, auto loans, business loans, and personal loans. A commercial bank may
specialize in just one or a few types of loans.
Banking industry being a service industry provides service to the people and does not
involve in production. In banking industry there is direct involvement of the customer
taking the service from the bank. So the success of this industry depends on how the
bank understands the factor that is associated in decision regarding banking service.
In the last two decades there has been tremendous growth in Nepalese banking industry.
Commercial banks are classified as class “A” banks in Nepal. There are 24 private
commercial banks and 3 government commercials banks in Nepal. Nepal Rastra Bank
has classified the financial institutions into “A”, “B”, “C” and “D” categories on the
basis of the minimum paid-up capital and provides the suitable licenses to the financial
institutions. Group “A” is for the finance companies and ‘D’for the Micro Finance
Development Banks (NRB Report, 2019).
Kumari Bank Limited is the 15th Commercial bank of Nepal established under
Commercial Bank Act 2031. This bank is established as limited company so the liability
of the shareholders of this bank will be limited upto the value of share of the bank. The
head office of Kumari Bank Limited is situated in Putalisadak, Kathmandu. This bank

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was established in Mangsir 24, 2056 B.S. and started its service on 2057 B.S. This bank
claimed to give modern standard banking service to the customers. The bank has 302
branches, 50 extension counters and 65 branchless banking units. The bank initially
started with a capital of NPR 35, 00,000 now has paid upto NPR 26.23 billion capital.
The bank has pioneered in providing modern banking services like Internet Banking and
Mobile Banking. With the implementation of Core Banking Software, FINACLE
(version 10), and the bank has been providing with a robust, ultra-modern banking
platform for all customers throughout the country. The study aims to study the roles and
function of a bank manager by collecting the required data from a branch manager in
commercial bank of Nepal; Kumari Bank Limited, Imadol, Lalitpur.

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1.2 Research Questions
The research questions for the research were:
 What are the primary responsibilities of a bank manager?
 How are the operational challenges handled within a branch?
 What specific duties are performed by a branch manager to ensure smooth
operation within a branch?
 What might be the future trends and challenges for bank manager in the
banking industry?
 How can the effectiveness and efficiency of bank managers in their roles can
be enhanced in the Commercial Banks of Nepal?
1.3 Research Objectives
The general objective of this study is to acquire a basic overview of the primary
roles and key functions of a bank manager in a commercial bank of Nepal. The
specific objectives of the study were as follows:
 To identify and understand the primary responsibilities assigned to
bank managers within Commercial Bank of Nepal
 To analyze the day-to-day operational challenges and how they are
handled by bank managers to ensure the smooth operation of the bank
branches.
 To understand the specific duties performed by a branch manager to
ensure smooth operation within a branch.
 To identify future trends and challenges for bank managers in the
banking industry, particularly within the context of Commercial Bank of
Nepal.
 To provide recommendations for enhancing the effectiveness and
efficiency of bank managers in their roles within the Commercial Bank
of Nepal.

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1.4 Significance of the Study
The research finding of this study can be useful for understanding the managerial
effectiveness by evaluating managerial performance, identifying areas of
improvement and optimizing leadership strategies to drive organizational
success. The study helps to identify the key responsibilities and primary
functions of a bank manager that directly impacts the overall performance of the
bank. Understanding the roles and functions of bank manager enables
organization to create conducive work environment that fosters employee
satisfaction and retention.

By identifying the best practices in customer-service, relationship management

and problem- solving, the study helps to improve the quality of service delivery.
Similarly, the study helps the banks to identify the potential vulnerabilities,
strengthen internal controls, thereby minimizing operational risks and protecting
bank's integrity and reputation.
Insights from this study can design an effective training and workshops aimed to
aid the bank managers in their career development.

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The finding of this study provides the research gap for future research. Henceforth, the
study might be useful for the researcher interested to conduct research in similar field.
1.5 Limitations of the Study
The limitations of this study can be listed as:
 As the study has been conducted on a particular bank it might not be
universally applicable across all the banks or financial institutions.
 The study solely focuses on specific aspects of managerial
responsibilities such as leadership styles, customer service practices while
overlooking other important dimensions of bank management.
 The roles and functions of a bank manager may be susceptible to
subjective interpretation particularly in qualitative studies which can lead
to potential inaccuracies or misinterpretation of the managerial practices.
 The findings may become outdated due to the dynamic nature of the
banking industry.

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 CHAPTER II
RELATED LITERATURE AND THEORITICAL FRAMEWORK
2.1 Review of the Literature
The primary purpose of conducting a literature review is to get acquainted with the
required theoretical and conceptual knowledge on the field of interest of the study.
This chapter has been divided into distinctive sections focused on a literature review
to develop the study's conceptual framework by defining the concepts concerning the
study. The present researchers have made a conceptual framework based on similar
studies governing the ongoing research in this final section.
2.1.1 Manager and it's types
A manager is someone whose primary responsibility is to carry out the management
process. According to Griffin, a manager is someone who makes plans and
decisions, organizes, leads and controls human, physical, and financial and
information resources. A manager often has a staff of people who report to him or
her.
Managers can be differentiated according to their level in the organization. Although
large organizations have number of levels of management but the most common
view considers three basic levels: top, middle and first-line managers.
Top managers are the relatively small group of executives who manage the
organization’s overall goals, strategy, and operating policies. Titles found in this
group include CEO, president and vice president. Middle managers are largest group
of managers in organizations who are primarily responsible for implementing the
policies and plans of top managers. They supervise and coordinate the activities of
lower-level managers. The branch managers are the middle managers who are
responsible to the top managers for the functioning of their department.
First- line managers are the managers who supervise and coordinate the activities of
operating employees. They oversee day-to-day operations.

2.1.2 Functions of Manager

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Basic managerial activities include planning, organizing, commanding, coordinating
and controlling. It has been generalized as Planning, Organizing, leading and
controlling by Griffin. Managers engage in these activities to combine human,
financial, physical and information resources efficiently and effectively and to work
toward achieving the goals of the organization.
Planning and decision making involves managers establishing organizational goals
and creating a course of action to achieve them. During the planning phase,
management makes strategic decisions to set a direction for the organization. There
are several approaches to planning: Strategic, Tactical and Operational. The purpose
of organizing is to distribute the resources and delegate tasks to personnel to achieve
the goals established in the planning stage. During the organizing stage, managers
strive to create a work environment conducive to productivity. Leading consists of
motivating employees and influencing their behavior to achieve organizational
objectives. Controlling is the process of evaluating the execution of the plan and
making adjustments to ensure that the organizational goal is achieved.

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 During the controlling stage, managers perform tasks such as training employees
as necessary and managing deadlines. Managers monitor employees and evaluate the
quality of their work.
2.1.3 Roles of Manager
Henry Mintzberg offers insights into the nature of managerial roles. His research
suggests that a manager must play ten basic roles as summarized below and these
roles fall under three categories.
Table 1
Roles of a manager

Category Role Sample Activities

Interpersonal Figurehead Ceremonial functions
Leader Encouraging employees to
increase productivity
Liaison Coordinating activities of two
groups
Informational Monitor Scanning industry to stay abreast
of developments
Disseminator Sending memos outlining new
organizational initiatives
Spokesperson Making a speech to discuss
growth plans
Decisional Entrepreneur Developing new ideas
Disturbance Resolving conflicts
handler
Resource Revising budget request
allocator
Negotiator Reaching to an agreement

2.2 Research Gap

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Research on the roles and responsibilities of bank managers has made significant
strides in understanding the intricacies of their profession. However, several research
gaps persist, presenting opportunities for further investigation and exploration. While
the existing studies provide insights into the general roles and responsibilities of
bank managers, there is a lack of research that studies the managerial roles across
different types of banks (Commercial banks retail banks, investment banks). With
the digitization and the advancement of technology there is a need to investigate how
technological innovations reshape the roles and responsibilities of a bank manager.
Future studies could explore how bank managers prioritize customer needs,
implement customer service strategies, and cultivate long- term relationships with
clients to drive business growth and competitive advantage. While some studies have
examined leadership styles and practices among bank managers, there is a need for
research that explores the relationship between leadership effectiveness, employee
engagement, and organizational performance. With increasing regulatory scrutiny
and complexity in the banking sector, there is a need to better understand the roles
and responsibilities of bank managers in ensuring compliance with regulatory
requirements and managing operational risks.

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 CHAPTER III
RESEARCH METHODS
This chapter describes the procedures that have been adopted for the collection and
analysis of the data to fulfill the objective of this research. This research employed a
qualitative approach, specifically a single-case study design. A semi-structured interview
was conducted with a branch manager at Kumari bank limited. The interview guide
focused on their daily tasks, decision-making processes, and the challenges associated with
their role. The interview was audio-recorded and transcribed for analysis.

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 CHAPTER IV
RESULTS & ANALYSIS
In this chapter, the data collected by interviewing the branch manager of a Commercial
bank of Nepal have been presented and analyzed.
4.1 Results
The branch manager said that as a manager she played a pivotal role in the effective
functioning of a bank branch, with key responsibilities of leadership, financial
management, customer relationship management, and sales and business development.
In terms of leadership and team management, she was tasked with leading her team and
ensuring they were well-trained and motivated to deliver exceptional customer service
which involved providing necessary training in a motivating manner and setting clear
goals for the branch.
Furthermore, she stated that the operational challenges she faced on daily basis were
mostly due to customer satisfaction. She added that she had to listen through all the
customer complaints keeping in mind about keeping her team motivated amidst the
hectic work schedule.
Additionally, as a branch manager she was responsible for reporting progress to senior
managers and the head office, ensuring transparency and alignment with organizational
objectives. She also had to perform duties such as monitoring key performance
indicators; account growth, loan delinquency rates, and profitability as financial
management was a crucial aspect of a branch manager's role.

She said that in the coming future bank managers must navigate a complex and dynamic
landscape characterized by digital innovation, demographic shifts and regulatory
compliance. Success in the future banking industry would require proactive leadership,
strategic investments in technology and talent, and a customer-centric approach that
prioritizes innovation, trust, and sustainability.
Moreover, she said that enhancing the effectiveness and efficiency of bank managers in
Nepal's Commercial Banks required a multi-faceted approach. Firstly, investing in
continuous training and development programs tailored to the unique challenges and

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opportunities of the Nepalese banking landscape is essential. This includes providing
managers with up-to-date knowledge on regulatory changes, emerging technologies, and
best practices in customer service and risk management. According to the branch
manager, empowering bank managers with advanced digital tools and analytics
capabilities can streamline processes, improve decision-making, and enhance customer
engagement. Moreover, fostering a culture of innovation and collaboration within the
organization might encourage managers to proactively identify and capitalize on new
opportunities while addressing challenges collectively. Lastly, implementing
performance metrics and feedback mechanisms would enable managers to track their
progress, identify areas for improvement, and align their efforts with organizational
goals effectively.

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4.2 Analysis
It was found that branch managers wielded a significant influence on a bank's
performance across multiple dimensions. Firstly, they play a pivotal role in revenue
generation by implementing robust sales strategies and adeptly managing customer
relationships. By promoting and selling financial products effectively, they contribute to
increased revenue streams, thereby bolstering the bank's financial health. If we were to
compare this to the roles of a manager, we find that a managers actively plays the role of
spokesperson and even disseminator at times. In addition to that, managers require
human skills as much they require conceptual skills to fulfill their interpersonal roles.

As the managers have to deal with all the customer complaints and satisfy them, they
fulfill the role of disturbance-handler. They also have to negotiate with the customers at
times. As a leader; a manager has to lead their team and keep them motivated in times of
conflicts or any disturbances. They achieve this by cultivating a well-trained and
motivated team, ensuring smooth branch operations and minimizing errors. Streamlining
processes and workflows under their leadership maximizes productivity and resource
utilization, ultimately benefiting the bank's bottom line.
Moreover, the responsibilities of a branch manager within a commercial bank is
multifaceted, highlighting the key aspects of their role such as reporting progress to
senior managers and the head office, ensuring transparency, and aligning activities with
organizational objectives. This aligns with the broader role of a manager, which
involves overseeing operations, supervising staff, and implementing strategies to
achieve organizational goals. Specifically, the emphasis on financial management
underscores the importance of monitoring key performance indicators such as account
growth, loan delinquency rates, and profitability. Additionally, the requirement to report
progress and main effective branch managers serve as linchpins in driving the bank's
performance through their abilities to generate revenue, enhance customer satisfaction,
optimize operational efficiency, and mitigate risks. Their leadership, strategic acumen,
and commitment to excellence are instrumental in positioning the branch for success
within the broader financial landscape.

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 CHAPTER V
DISCUSSION, CONCLUSION & IMPLICATIONS
This chapter has been divided into the three sections. Firstly, it presents discussion, the
conclusion of the study and at the last the implication of the study has been presented.
5.1 Discussion
In the fast-paced world of banking, branch managers encounter a myriad of challenges
that demand their adept navigation. Firstly, there's the ever-evolving landscape of
customer needs. With the advent of digital banking, customers expect seamless,
personalized services, pushing branch managers to strike a delicate balance between
harnessing technology for efficiency while preserving the human touch that sets
traditional banking apart. Secondly, the weight of regulatory requirements looms large.
Navigating the intricate web of compliance demands time and expertise, as managers
must ensure adherence to an expanding array of regulations while also driving towards
organizational objectives.
Furthermore, competition emerges as a formidable force. Online banks and fintech
disruptors continually redefine the industry's boundaries, compelling branch managers
to innovate relentlessly. To maintain relevance, they must offer products and services
that stand out in the market, coupled with competitive rates and unparalleled customer
experiences. In essence, the modern branch manager serves as both a steward of
tradition and a harbinger of change, tasked with steering their institutions through the
turbulent waters of technological advancement, regulatory scrutiny, and competitive
pressure.
5.2 Conclusion
The position of a branch manager within a bank is intricate and exacting. Serving as the
cornerstone of the branch network, they hold pivotal responsibility for steering the
institution towards its financial objectives , nurturing customer allegiance, and upholding
operational efficacy. Thriving amidst the competitive milieu demands a repertoire of
qualities from branch managers: adaptability to swiftly respond to market dynamics,
robust leadership acumen to guide their teams effectively, and an unwavering
commitment to prioritize the needs of the customer above all else. To sum up, branch
managers serve as the linchpin in the bank's ecosystem, where their ability to navigate

14
complexities, inspire teams, and cultivate enduring customer relationships are integral to
the overall success and sustainability of the institution.
5.3 Implications
Banks need to invest in training and development programs to equip branch managers
with the necessary skills to navigate the evolving banking landscape. This includes
proficiency in digital banking solutions, data analysis for informed decision-making, and
effective communication strategies to build strong relationships with customers and staff
alike. By empowering branch managers with the right tools and resources, banks can
ensure their branch network remains relevant and continues to contribute significantly to
their overall success.

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 REFERENCES
Anneloes Raes, M. H. (2011). The Interface of the Top Management Team and Middle
Managers: A process Model from Academy of Management.
Bill Woodridge, T. S. (2008). Journal of Management. Sage Journals.
Fayol, H. (1916). Administration Industrielle et Générale. Sir I.
Pitman & Sons, Limited. Griffin, R. W. (2002). Management.
Houghton Mifflin Compan.
Gupta, N. (2011). A Study of Financial Analysis of Kumari Bank
LTD. Retrieved from Scribd Mintzberg, H. (1973). The Nature of
Managerial Work .
Mintzberg, H. (1989). Inside our Strange World of Organizations.
NRB. (2019). Annual Report.
Rosemary Stewart, J. W. (1987). Middle Managers: Their Jobs and Behaviour from
Handbook of Organizational Behavaiour.
Shretha, S. A Case Study of Financial Performance of Kumari Bank Limited . Retrieved
from Academia

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 APPENDIX
We are BBA graduates at Kathford International College of Management. The
following questionnaires below are a part of our assessment of Foundation of Business
Management. The focus of our study is to find the roles and functions of a bank
manager of a Commercial Bank of Nepal. Your valuable inputs are extremely important
in gaining important managerial insights.
Questions:
Section A
1. Name of the manager

2. Gender

Male Female
3. Age Group
20-30
31-40
41-50
51-60
4. Marital Status

Married Unmarried

5. Monthly Salary

Less than 30,000

31,000-40,000

41,000-50,000
More than 50,000

0
1
Section B
1. What are your primary roles as a bank manager?

2. What operational challenges do you face on a daily basis?

3. What skills are required for your position at your organization? Has the organization
played any role is providing the necessary skill?

4. What suggestion would you give to anyone starting a career in banking industry?