Habib bank is the largest and the oldest bank of Pakistan and operates the largest network of branches in Pakistan. Historically its organization was managed on geographical basis.

But many problems were produced with the passage of time and with the growth of branches network such as lack of co-ordination among branches as well as high offices, delay in communications, long time lapses in important decision -making and also the problems of proper monitoring, evaluation, and compensation of the employees.The old structure was such that at the top was Head Office Karachi and in the last were branches. However, in 1997, organizational changes were made to reposition the bank and overcome the above problems and also to give new smart and corporate shape to the activities of the bank.

The organization changed the structure on functional lines. Thus various groups have been created to carry out different services and functions with the bank. Following are the various groups which are created. Each group is headed by the group executive and they form policies and strategies.

Each group executive is very experienced and knowledgeable person in his or her relevant area of specializationThis group operates in order to fetch business form corporate bodies and big customers all over the country. The main function of this group is to provide better services to corporate clients, to keep them in their fold and to avoid plugging of their business to other banks. For this purpose corporate centers have been established in big cities of Pakistan to provide quick and better services to corporate clients.It deals with the common branches of the bank spread all over the country.

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It fetches greater, but small, deposits to bank and this group’s function is to introduce innovative products and services for the retail banking. Some of these services are Muhafiz rupee, Travelers Cheques and previous year’s Crore Pati Deposit Scheme. This group is independent of the business groups and looks after the financial regulatory and management reporting of the bank. It has also implemented new audit manual to cater to increasing land and sophistication of risks involved.Shelter is one of the basic necessities of life and occupies the biggest portion of any human settlement.

Housing ownership promotes social cohesion and citizens’ participation in other development activities. In view of ever-increasing demand for housing and a huge backlog, some innovative methods need to be employed to make a major breakthrough in this area. The National Housing Policy 2001 is well articulated but its implementation has not been at the desired levels.

Except for some positive measures for housing finance by the State Bank, not much progress has been made on other recommendations. Due to the strong linkage of the housing sector to the economy, the income multiplier is generally very high, and the private and informal sector can play a vital role in national development. Affordable housing for low-income groups also contributes to poverty alleviation, income redistribution and promotes individual productivity and household savings.

In 1998, there were 19.3 million households in Pakistan, with average household size at 6. 6 persons and occupancy at 3. 3 persons per room. The overall housing stock comprised39 per cent Kucha houses mostly without proper water supply, 40 per cent semi-Pucca houses mostly without planned sanitation or sewerage system, and 21 per cent Pucca houses. As against the current incremental demand for housing estimated at 570,000 units annually, only about 300,000 units are being built annually, mostly in urban areas.

Accordingly, the housing backlog, estimated at 4. 3 million units in 1998, has increased to around 6 million units in 2005. The majority of rural housing is Kacha, with minimal water supply and sanitation or drainage services. About half the urban population is living in slums and Katchi Abadis, with inadequate housing and living conditions.The share of housing in the public sector programmes has progressively decreased from 10. 9 per cent in the 1960s to 5.9 per cent in 1990s, with limited institutional finance continuing to be a major constraint in housing production and maintenance of old dilapidated housing stock. In addition, more than 80 per cent of the total population cannot afford the financing terms provided by the house Building Finance Corporation and other housing finance institutions.

Resultantly, the construction of low-income housing has been much slower than the incremental needs.