Bangladesh University of Business and Technology (BUBT)

Internship Report
Course Code: INT- 599
“Grameen Bank”

Submitted By:
Setu Chakma
ID: 21223201060
Program: MBA, Intake: 55
Semester: Fall 2024
Mobile: 01963631568, Email: setuchakma227@gmail.com
Department of Management (Major in HRM)
Bangladesh University of Business and Technology (BUBT)

Supervised By:
Zannatul Ferdus
Assistant Professor
Department of Management
Bangladesh University of Business and Technology (BUBT)

Date of Submission:
 TABLE OF CONTENTS

Sl no Particulars Page no
1. Introduction 1
1.1 Banking Industry in Bangladesh 1-2
2. Overview of Grameen Bank 3-10
2.1 Historical Background 3
2.2 Objectives of Grameen Bank 3-4
2.3 Vision and Mission 4
2.4 Branch Network and Coverage 5
2.5 Services Provided 5-7
2.6 Key Differences from Other Banks 7
2.7 Department of GB 7-10
3 Internship Program Details 11
3.1 Branch and Department 11
3.2 Internship Duration 11
3.3 Training received 11
4 Duties and Responsibilities 12-16
5 Learning Experience 17-20
5.1 Knowledge Gained 17
5.2 Skills Developed 18-19
5.3 Attitudes and Values Observed 19-20
5.4 Challenges Faced 20
6 Problem Identification and Solutions 21-24
6.1 Identified Problems 21-22
6.2 Consequences of the Problems 22-23
6.3 Proposed Solutions 23-24
7 Conclusion 25
8 References 26
9 Appendices 27-28
 Letter of Transmittal

, 2024

Ms. Zannatul Ferdus

Assistant Professor
Department of Management
Faculty of Business
Bangladesh University of Business & Technology (BUBT)

Subject: Submission of internship report on “Grameen Bank”.

Dear Madam,

With great respect, I am submitting my internship report, which is an integral part of my MBA
program. The report, titled “Internship at Grameen Bank,” has been prepared with your invaluable
guidance and continuous support. Your instructions and feedback have been followed meticulously
throughout the process of preparing this report.

Working on this report has been an enriching and rewarding experience for me. I have put in my
utmost effort to make it detailed and comprehensive within the limited timeframe. However, due to
certain constraints, there might be some inadvertent errors or omissions. I kindly seek your
understanding and gracious consideration in this regard. I sincerely hope that this report will meet
your expectations and serve the purpose for which it has been prepared. I am truly grateful for your
guidance and encouragement, which have been instrumental in completing this work.

Thank you for your support and cooperation.

Sincerely Yours,

Setu Chakma
ID: 21223201060
Intake: 55, Program: MBA
Major in Human Resource Management
Bangladesh University of Business & Technology (BUBT)
 i

STUDENT DECLARATION

My name is Setu Chakma, an MBA student majoring in Human Resource Management at

Bangladesh University of Business & Technology (ID: 21223201060). I hereby declare that this
internship report on Grameen Bank is based on my internship experience at their office in
Mirpur-2, Dhaka-1216. This report is a requirement for my academic studies and has been
prepared solely for academic purposes. I confirm that it is the result of my own effort and has not
been submitted by me to any other institution or authority for the fulfillment of any degree or
other purposes.

The content of the report reflects my understanding and learning during the internship and aligns
with the guidelines provided by my institution. I have ensured that all necessary details and
observations from my time at Grameen Bank are documented appropriately in this report.

Setu Chakma
ID: 21223201060
Intake: 55
Program: MBA (Major in HRM)
Bangladesh University of Business & Technology (BUBT)
 ii

CERTIFICATE OF SUPERVISOR

This is to certify that Setu Chakma, a student of the MBA program (ID No: 21223201060) at
Bangladesh University of Business & Technology, has successfully completed her “Internship
Program.” She prepared the internship report under my supervision as a partial requirement for
the completion of her MBA degree.

During this program, she diligently carried out her responsibilities under my guidance and
supervision. Setu demonstrated sincere effort and dedication to complete her tasks successfully. I
believe this internship experience will be valuable for her future career and contribute
significantly to her professional growth.

I extend my best wishes for her continued success and prosperity in the years to come.

Zannatul Ferdus
Assistant Professor
Department of Management
Bangladesh University of Business & Technology (BUBT)
 iii

ACKNOWLEDGEMENT

In the name of Buddha, the compassionate and wise. This report has been completed with the
support, guidance, and encouragement of several individuals, without whom it would not have
been possible. I am sincerely grateful for their help throughout this journey.

Firstly, I extend my heartfelt gratitude to my workplace supervisors, Md. Moniruzzaman Khan,

Senior Principal Officer at Grameen Bank, Head Office. He provided me with the invaluable
opportunity to gain hands-on experience and practical knowledge during my internship. Their
guidance, advice, and encouragement were instrumental in helping me navigate my
responsibilities and better understand the professional world.

I would also like to express my deep appreciation to my academic supervisor, Ms.Zannatul

Ferdus, Assistant Professor, Department of Management. Her constant support, constructive
feedback, and valuable insights made a significant impact on the quality and progress of my
internship and report preparation. Her encouragement and cooperation have been truly inspiring
throughout this process.

Additionally, I am thankful to my colleagues and peers who extended their cooperation and
support during my internship program. Their willingness to share their knowledge and
collaborate as a team created a welcoming and enriching environment for learning.

This internship program has been an incredible journey, allowing me to gain practical
experience, develop teamwork skills, and understand the challenges and rewards of working in a
professional setting. It has been a transformative learning experience, helping me prepare for
future career opportunities.

I am truly grateful to everyone who contributed to this experience and supported me in achieving
my goals.
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EXECUTIVE SUMMARY

I have prepared this internship report based on a three-month internship program, which is a
requirement for the MBA program. During this period, I worked at the Grameen Bank Head
Office in Mirpur-2, Dhaka. The study is based on my observations, informal discussions with
employees, Grameen Bank's annual reports, and information from their official website.

The Grameen Bank project began in 1976 as an action research pilot in Jobra village,
Chittagong, Bangladesh. In 1983, it was transformed into a formal bank with the goal of
reducing poverty and empowering the marginalized poor through micro-credit. As of May 2024,
Grameen Bank has expanded to 2,568 branches across Bangladesh, with 97% of its borrowers
being women and an impressive 100% loan repayment rate.

During my internship, I learned several official tasks, such as preparing reports, understanding
Grameen Bank's services, and observing its operational processes. However, I also noticed some
challenges within the organization, including a shortage of employees and insufficient
equipment.

To address the employee shortage, Grameen Bank could offer competitive salaries, improve
working conditions, and introduce flexible work options to attract a broader range of talent. To
resolve equipment shortages, the bank could reallocate budgets and set aside additional funds for
future equipment needs.

Through this internship and my observations, I have analyzed the current situation of Grameen
Bank. This study has helped me understand the bank's overall management activities and
provided insights into areas for improvement.
v
 1

1. Introduction
Grameen Bank, founded in 1983 by Professor Muhammad Yunus in Bangladesh, is a
pioneering microfinance institution that has played a significant role in providing
financial services to the poor, particularly women. Here is a brief overview of its history:

Origins

 1976: Professor Muhammad Yunus, an economics professor at Chittagong University,

began experimenting with providing small loans to impoverished artisans in a village
near the university. He realized that traditional banking systems were not serving the
poor, who lacked collateral and credit history.

 1983: After several years of successful lending on a small scale, Yunus established
Grameen Bank as a formal institution. The bank was designed to provide microloans to
the rural poor without requiring collateral, focusing on empowering women and
promoting self-employment.

1.1 Banking Industry in Bangladesh

After gaining independence, Bangladesh's banking sector began with six nationalized
commercial banks, three state-owned specialized banks, and nine foreign banks. Significant
growth occurred in the 1980s when private banks entered the market. Currently, banks in
Bangladesh are categorized into two main types:

 Scheduled Banks:
These are banks listed under the Bangladesh Bank Order, 1972, and regulated by
Bangladesh Bank.
 Non-Scheduled Banks:
These are established for specific purposes under different acts and do not offer all the
services provided by scheduled banks.
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Bangladesh has 61 scheduled banks operating under the supervision of Bangladesh Bank, as
mandated by the Bangladesh Bank Order, 1972, and the Bank Company Act, 1991. Scheduled
banks are further divided into the following types:

1. State-Owned Commercial Banks (SOCBs):

There are six SOCBs, fully or mostly owned by the government, serving as key players in
the banking industry.
2. Specialized Banks (SDBs):
Three specialized banks focus on specific goals like supporting agricultural or industrial
development and are also owned by the government.
3. Private Commercial Banks (PCBs):
The country has 43 private commercial banks owned by private individuals or entities.
o Conventional PCBs:
Of these, 33 operate on a traditional interest-based system, providing standard
banking services.
o Islamic Shariah-based PCBs:
Ten private banks follow Islamic principles, using a profit-loss sharing model
instead of interest-based transactions.
4. Foreign Commercial Banks (FCBs):
Nine foreign banks operate as branches of banks incorporated outside Bangladesh.

Additionally, there are five non-scheduled banks operating in Bangladesh. These banks serve
specialized purposes and include:

 Ansar VDP Unnayan Bank

 Karmashangosthan Bank
 Grameen Bank
 Jubilee Bank
 Palli Sanchay Bank

The banking system in Bangladesh is evolving and improving steadily, contributing to the
country's economic development.
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2. Overview of Grameen Bank

2.1 Historical Background

In 1976, Professor Dr. Muhammad Yunus, a respected academic and economist, initiated a
project called “Jobra” in a small village in Bangladesh. As the head of the Department of
Economics at the University of Chittagong, Yunus sought to address poverty by offering
microfinance solutions. His vision was to provide small loans to the poor, without requiring
collateral, enabling them to generate income and break free from poverty. While the project was
initially met with skepticism, especially considering its focus on poor and marginalized
individuals, its potential gradually became evident. By 1983, the success of the project led to its
transformation into Grameen Bank, an official financial institution recognized by Bangladesh
Bank.

The primary idea behind Grameen Bank was to create a financial system where the poor,
particularly women, could access the financial resources necessary to improve their living
conditions. Today, Grameen Bank is considered the largest and most successful microcredit
institution in the world. Its model has been adopted by over 100 countries, and its influence on
global poverty alleviation strategies is profound. Grameen Bank's innovative approach continues
to inspire financial systems, development programs, and institutions worldwide.

The core asset of Grameen Bank lies in its borrowers, who are not only the recipients of loans
but also the engine that drives the institution's growth. The bank offers a range of financial
products at extremely low interest rates, including loans for housing, education, land, and
seasonal needs. This approach is designed to empower individuals, especially women, to take
control of their financial futures.

2.2 Objective of Grameen Bank

Grameen Bank’s overarching mission is to eliminate poverty by providing financial services to

those who are typically excluded from traditional banking systems. The institution believes that
individuals, regardless of their socio-economic status, possess vast untapped potential. Through
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financial support, education, and empowerment, Grameen Bank helps unleash this potential to
create positive change. The specific objectives of Grameen Bank are as follows:

 To provide affordable financial services: Grameen Bank aims to offer low-interest

loans to the poorest people, enabling them to meet their needs and improve their lives.
 To combat exploitative moneylenders: High-interest moneylenders often trap the poor
in a cycle of debt. Grameen Bank seeks to eliminate this by offering fair, accessible
loans.
 To empower women: Women, particularly in rural areas, are often marginalized in
society. Grameen Bank focuses on women as the primary beneficiaries of its services,
helping them achieve financial independence, gain respect in their communities, and
make decisions that impact their families' futures.
 To reduce unemployment: By providing loans to small business owners and
entrepreneurs, Grameen Bank fosters job creation and economic opportunities,
particularly in areas with high levels of unemployment.
 To foster financial independence for women: One of Grameen Bank's goals is to
reduce the dependency of women on men, enabling them to support themselves and their
families through their own enterprises.
 To address basic human needs: Grameen Bank focuses on ensuring that its members
have access to essential services such as housing, healthcare, education, and nutrition,
which are critical for long-term well-being.

2.3 Vision and Mission

 Vision: Grameen Bank's vision is simple yet powerful: "Banking for the poor." The
aim is to provide financial services to the poorest individuals in society, giving them the
tools to escape poverty and live a dignified life. This vision reflects the bank’s
commitment to economic inclusion and social justice.
 Mission: The mission of Grameen Bank is “To provide comprehensive financial
services to empower the poor to realize their potential and to break out of the
vicious cycle of poverty.” This mission drives the bank to develop innovative products
 5

and services that cater to the needs of its impoverished clientele. The bank focuses on
long-term empowerment, not just short-term assistance.

2.4 Branch Network and Coverage

As of February 2024, Grameen Bank operates a vast network of branches across Bangladesh.
The bank has 40 Zonal Offices, 40 Zonal Audit Offices, 240 Area Offices, and 2,568 Branch
Offices, making it one of the most expansive banking networks in the country. With 22,145
employees, Grameen Bank continues to grow its reach and impact, improving the lives of
millions of people. The widespread network ensures that even the most remote and underserved
communities have access to financial services.

2.5 Grameen Bank Services provided

Grameen Bank Loan Products

Grameen Bank offers a wide range of loan products designed to meet the needs of its members.
The products are carefully tailored to address specific financial needs while ensuring that
borrowers can repay the loans without falling into further debt.

1. Basic Loan:

The basic loan is the initial loan provided to new Grameen Bank members. It serves as
startup capital for individuals who are looking to create or expand small businesses. The
loan is repayable on a weekly basis, and its term can range from three months to three
years, depending on the borrower's situation. The interest rate on the basic loan is 20% on
a declining balance. However, if the loan is repaid within a year, the interest rate drops to
below 10%. This loan product is vital for individuals who need a small amount of money
to start or grow a business.

2. Micro-Enterprise Loan:
 6

This loan product is available to members who have been with Grameen Bank for at least
one year and are looking to make larger investments in their businesses. The loan is
meant to support members who have demonstrated the potential for growth and success.
The loan ceiling is determined based on the capacity of the borrower and the nature of the
business. This loan helps members expand their operations, create jobs, and increase their
income.

3. Housing Loan:

Recognizing the importance of shelter, Grameen Bank introduced the housing loan
program in 1984. The loan is designed to help members build or improve their homes. A
sense of pride and security comes from owning a house, and this can lead to improved
social status and financial stability. The maximum amount for a housing loan is BDT
60,000, which is sufficient for constructing a basic tin-roof house. The loan term is up to
five years, and repayments are made on a weekly basis.

4. Special Loan:

Grameen Bank also offers a special loan product for members who have accumulated
significant savings. This loan is available to members who have sufficient deposits in
their accounts, excluding personal savings and life insurance savings. The amount of the
special loan is equal to the member's deposit, and the repayment system is monthly. This
loan helps members access funds for specific needs while maintaining financial security.

Grameen Bank Savings Products

In addition to loan products, Grameen Bank provides several savings options to help its members
save for the future.

1. Personal Savings:
Both borrower and non-borrower members can open personal savings accounts with
Grameen Bank. Non-borrower members are required to maintain a minimum balance of
 7

BDT 500 to open an account. This savings account helps individuals build financial
security over time.
2. Fixed Deposit:
Grameen Bank offers fixed deposit schemes with terms ranging from one to three years.
The interest rates are 7.00% for one year, 7.25% for two years, and 7.50% for three years.
Fixed deposits are a great way for individuals to earn interest on their savings while
contributing to the bank's overall growth.
3. Grameen Pension Scheme (GPS):
Introduced in 2000, the GPS is a long-term savings product aimed at providing financial
security for Grameen Bank’s members and employees after retirement. Members can
open a GPS account with a minimum deposit, and the interest rate is 6% for both five-
year and ten-year plans. The GPS is designed to encourage members to save regularly for
their future and ensure that they are financially secure during their retirement years.

2.6 Differences of Grameen Bank from Other Banks

Grameen Bank stands out from traditional commercial banks in several key ways, making it a
unique financial institution tailored to meet the needs of the poor. The most notable difference is
that Grameen Bank does not require collateral for loans. Instead, loans are granted based on trust
and the borrower’s previous loan history, which makes the process much more accessible for
individuals who do not have assets to pledge. This approach eliminates the need for legal
documentation and land titles, which are often barriers for low-income individuals seeking
financial assistance.

Furthermore, Grameen Bank operates in a way that is more convenient for its clients. Rather than
expecting borrowers to visit a bank’s branch, Grameen Bank takes its services directly to the
doorsteps of the people. This is especially significant for rural populations who may feel
intimidated or uncomfortable visiting the formal banking environments of mainstream
commercial banks. By taking banking services to the clients, Grameen Bank eliminates the social
and physical barriers that often prevent the poor from accessing financial services.

2.7 Departments of Grameen Bank

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Grameen Bank is a large and complex institution, with a wide range of departments that
help manage its operations efficiently. The bank has 13 main departments, each
responsible for specific aspects of the bank's services and administration:

1. Finance and Accounts Department

This department is responsible for overseeing all financial transactions within the bank,
managing budgets, and ensuring accurate and transparent accounting records. It plays a
crucial role in the financial health of the bank.

2. Human Resource Management Department

This department handles the recruitment process, organizes training programs for
employees, manages performance evaluations, and ensures positive employee relations. It
is responsible for building and maintaining a skilled and motivated workforce.

3. Training and Special Program Department

Responsible for organizing training programs that aim to enhance the skills and
knowledge of the bank's employees. This department also manages special initiatives to
support the development of both staff and clients.

4. Monitoring and Evaluation Department

The Monitoring and Evaluation Department ensures that the bank’s operations are
running smoothly and in compliance with regulatory standards. This department also
assesses the bank's performance and monitors the impact of its programs and services.

5. Internal Control and Compliance Department

 9

This department is responsible for implementing internal controls to minimize risks,

ensuring compliance with regulatory requirements, and maintaining adherence to best
practices within the bank’s operations.

6. Grameen Bank Secretariat

The secretariat provides administrative support to the leadership of Grameen Bank. It

also coordinates internal communications and helps with the smooth functioning of daily
operations across the bank’s departments.

7. Welfare Management Department

This department focuses on employee welfare, offering support for benefits, healthcare,
and workplace safety. It plays a key role in ensuring that the employees are well taken
care of, contributing to their job satisfaction and performance.

8. International Program Department

This department oversees Grameen Bank’s international initiatives, including

collaborative projects with global partners. It helps expand the bank’s influence and
outreach, ensuring its microcredit model is implemented in other parts of the world.

9. Service and Estate Department

The Service and Estate Department manages the bank’s physical properties, including
office maintenance and other logistical support. It ensures that the bank’s infrastructure is
well-maintained and operational.

10. Branch Operation East Zone

This department manages banking operations in the eastern region of Bangladesh,
including loan disbursement, customer service, and financial advisory. It plays a crucial
role in supporting local communities and businesses.
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11. Branch Operation West Zone

Similar to the East Zone department, this department manages banking operations in the
western region of the country, ensuring that financial services are available to all sectors
of the population in that area.

12. Branch Operation Special Zone

This department focuses on specific areas that may have unique needs or characteristics. It
is designed to handle special cases and provide tailored banking services to particular
regions or communities.

13. Information and Technology Department

Responsible for managing the bank’s IT infrastructure, the Information and Technology
Department ensures the smooth operation of the bank’s digital services, software
systems, and data management. This department is essential for improving the efficiency
of banking operations and adapting to new technological advancements

I was very excited to start my internship at the Grameen Bank Head Office located in Mirpur-2.
During my time there, I worked with the International Program Department. My main tasks
included helping the team with different projects and learning as much as possible about how the
banking system works. This experience gave me a chance to explore the banking sector and
understand how an organization like Grameen Bank operates.
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3. Internship Program Details

3.1 My Branch and Department:

I was selected to do my intern at Grameen Bank, Head Office, Mirpur-2. The primary
responsibilities were to assist the International Program Department team with various projects
and learn as much as I could about the banking industry.

3.2 Internship Duration:

My internship began on February 15th Sep. Over this three-month period, I had the chance to
work closely with professionals and gain real-world experience in a corporate setting. My
internship period ends in 17th December.

3.3 Training I received:

I have received training from Grameen Bank-Mirpur 2 head office. My training started from 17th
September to 17th December. The training program called “Operational Procedure 1 & 2”.
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4. Duties and Responsibilities:

1st Week (15th September to 19th September 2024):

 Orientation and Introduction:

o The internship program started on 15th September, with an initial session
discussing the purpose, expectations, and structure of the internship.
o On 17th and 18th September, I attended sessions on Operational Procedures
(Part 1 & 2). These sessions outlined the core functioning and service
mechanisms of Grameen Bank, emphasizing its unique microfinance model.
o By the end of the week, I had a foundational understanding of the bank's mission,
processes, and operational framework.
o On 19th September, I attended a session on the Savings Products of Grameen
Bank, which included fixed deposits, Grameen Pension Schemes (GPS), and other
savings plans tailored for rural clients.

2nd Week (22nd September to 26th September 2024):

 Savings and Loan Products:

o On 22-23rd September, the focus shifted to Loan Products, such as basic loans,
income-generating loans, and loans for education and housing.
 13

o On 24th September, the session on Risk Management helped me understand

how Grameen Bank mitigates financial risks and ensures high repayment rates.
o On 26th September, I explored the topic of Women Empowerment and learned
about Grameen Bank's initiatives to promote gender equality and financial
independence for women, who make up 97% of its members.

3rd Week (29th September to 3rd October 2024):

 Corporate Social Responsibility (CSR):

o On 29th September, I gained insights into Grameen Bank’s CSR Programs,
which focus on community development initiatives like education, healthcare, and
environmental conservation.
o On 30th September, the session on Accounting and Financial Management
gave me an understanding of how Grameen Bank manages its finances, including
budgeting and resource allocation.
o 1st October marked the start of sessions on Philosophy & Indicators, where I
learned Grameen Bank’s Mission & Vision.
o On 2nd-3rd October, the theatrical and practical session on budgeting enhanced
my skills in resource allocation and financial forecasting.

4th Week (6th October to 10th October 2024):

 Marketing and Global Operations:

o On 7th October, the session on GB Worldwide highlighted Grameen Bank’s
global operations and how its microfinance model is replicated in over 175
countries.
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o On 8th October, I presented my progress in a session designed to improve

communication and reporting skills.

5th Week (13th October to 18th October 2024):

 Human Resource Management:

o On 14th and 15th October, I attended sessions on Human Resource
Management, which covered topics like recruitment, training, promotion
policies, and employee satisfaction.
o On 16th October, I studied GB Forms and Formats, focusing on the
documentation required for client transactions, loan applications, and savings
accounts. This highlighted the importance of maintaining accurate records for
smooth operations.
o On 17th October, I analyzed case studies of Grameen Bank’s borrowers to
understand their financial journeys and the role of microfinance in improving
their lives.

6th Week (20th October to 24th October 2024):

 Case Studies of Previous Field Visits:

o On 20th October, I analyzed case studies of Grameen Bank’s borrowers to
understand their financial journeys and the role of microfinance in improving
their lives.

7th Week (27th October to 31st October 2024):

 Field Visit, Analysis and Report Writing:

o On 27th October, I compiled my observations from the field visit into a

structured report, highlighting key takeaways from borrower interactions and

group meetings.

o On 28th October, I participated in a session on Microfinance Sustainability,

exploring strategies Grameen Bank uses to maintain long-term impact while

 15

ensuring operational stability.

o The Field Visit was scheduled from 29 October, Location: Karatiya Tangail

Branch, Bangra, Tangail, during which I observed the loan disbursement process,

repayment collections, and group meetings in Karatiya Tangail Branch. This

hands-on experience allowed me to see the real-world impact of Grameen Bank’s

microfinance operations.

o By 30th October, I had completed a presentation on my findings, and submitted

my field visit report. Then I shared with the internship coordinator and peers for

feedback.

8th Week (3rd November to 7th November 2024):

 Policy Research and Digital Transformation:

o On 3rd November, I researched Grameen Bank’s policy framework and how it
aligns with government regulations and international financial standards.
o On 4th November, I attended a session on Digital Transformation, where I
learned about the bank’s efforts to integrate technology into its services, such as
mobile banking and digital loan processing.
o On 6th November, I participated in a brainstorming workshop to propose ideas
for expanding digital financial services to underserved communities.

9th Week (10th November to 14th November 2024):

 Specialized Loan Products and Community Impact:

o On 10th November, sessions focused on specialized loan products such as
disaster recovery loans and agricultural financing.
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o On 11th November, I conducted a comparative study of Grameen Bank’s

products versus similar offerings from other microfinance institutions.
o On 14th November, I attended a session on Measuring Community Impact,
where I learned techniques for assessing the social and economic benefits of
microfinance interventions.

10th Week (17th November to 21st November 2024):

 HR Policy and Compliance:

o On 17th November, I participated in a session focused on HR policies,
documentation for compliance and audits.
o On 19th November, Presentation on HR policies and Compliance of Grameen
Bank.
o On 20th November, I conducted research on labor laws and suggest
improvements to existing policies.

11th Week (24th November to 28th November 2024):

 Special Projects:
o On 24th November, Participate in ongoing HR projects, such as diversity
initiatives and process improvement.
o On 26th November, Collaboration with the HR team to brainstorm and
implement new ideas for the department.
o On 28th November, Prepare draft reports and presentation summarizing my
contributions to the project.

12th Week (1st December to 5th December 2024):

 Wrap-Up and Feedback:

o On 1st December, Review the progress and outcomes of tasks completed during
the internship.
o On 3rd December, Submit draft intern report and provide recommendations for
improvements.
 17

o On 4th December, Seek feedback from the supervisor and provide feedback
about the internship experience.
o On 5th December, Prepare a final report on my learning and contributions.

5. Learning Experience:

5.1 Knowledge Gained:

The internship gave me a chance to apply what I learned in my MBA program to real-world
situations. While my MBA focused on theoretical concepts, the internship allowed me to practice
these ideas in the workplace. This hands-on experience helped me understand how to use my
MBA knowledge effectively in the professional world. Below are some MBA courses that relate
to my internship:

1. Principles of Finance (FIN 501): In my MBA, I learned about financial institutions like
banks. During the internship, I saw how a specialized bank like Grameen Bank deals with
deposits, loans, and savings. This experience helped me connect theory with practice.
2. Managerial Communication and Report Writing (MGT 502): As an intern, I had to
communicate with my supervisors and colleagues. I also had to write formal reports,
which helped me improve my communication skills.
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3. Fundamentals of Management (MGT 501): The core management functions—

planning, organizing, leading, staffing, and controlling—are essential for running any
organization, including a bank like Grameen Bank.
4. Computer and Information Management (CIS 501): I learned how important it is to
use technology in the workplace. Grameen Bank uses software like MS Word, Excel, and
PowerPoint, which are essential tools in today’s job market.
5. Human Resource Management (HRM 501): In HR, the focus is on managing
employees and ensuring they are well-trained, compensated, and satisfied. Grameen Bank
has many employees who have been with the organization for a long time, which shows
the importance of HR management.
6. Human and Organizational Behavior (HRM 502): Understanding human behavior in
the workplace is important for creating a positive environment. During my internship, I
learned how to adapt to different work styles and manage relationships with colleagues.
7. Strategic Management (MGT 504): Strategic management helps organizations adjust to
external changes. Grameen Bank uses a strategic approach to match its resources with
market demands and competition.

5.2 Skills Developed:

The internship helped me develop several key skills:

 Time Management: Being able to prioritize tasks and meet deadlines is crucial in any job.
During my internship, I faced various tasks with different levels of urgency. Learning to organize
my work schedule efficiently helped me complete assignments on time and ensured that I didn't
miss any deadlines. This skill has made me more efficient and reliable, as I can now allocate
time properly for both routine tasks and urgent projects. By managing my time well, I also
reduced stress and increased productivity, which allowed me to contribute more effectively to the
team and meet expectations consistently.

 Communication: Effective communication is essential in the workplace, whether it is verbal,

written, or non-verbal. Throughout my internship, I had the opportunity to communicate with
colleagues, supervisors, and clients at different levels. I learned how to convey my ideas clearly
 19

and listen attentively to others. I also developed my ability to give and receive constructive
feedback. In addition, I became more comfortable writing formal reports and presenting
information in a structured and professional way. By improving my communication skills, I
became more confident in expressing my thoughts and contributing to team discussions,
fostering a more collaborative and productive work environment.

 Adaptability: The internship taught me how to adjust to new environments and tasks. From
the first day, I encountered different work styles, new systems, and unfamiliar situations. I
learned how to be flexible when handling unexpected changes, such as last-minute tasks or
shifting deadlines. By embracing these changes, I gained confidence in my ability to thrive in
dynamic environments. This adaptability is invaluable in the ever-changing professional world,
where new challenges arise regularly. Whether working with new software, adapting to a
different corporate culture, or adjusting to the fast pace of the workplace, this skill has made me
more resourceful and resilient in facing any challenges that may come my way.

 Problem-solving: During my internship, I encountered several challenges, including technical

issues and interpersonal conflicts within the team. These situations required me to think critically
and identify effective solutions. I learned how to approach problems systematically—by
breaking them down into smaller parts, analyzing the root causes, and considering possible
solutions. Through trial and error, I learned how to act quickly yet thoughtfully to resolve issues
without compromising the quality of the work. This experience helped me develop a problem-
solving mindset that will allow me to handle complex situations in the future and find practical
solutions to both minor and major problems that arise in any work environment.

 Analytical Skills: During my internship, I frequently worked with data to support the bank’s
objectives. Whether it was customer feedback, financial transactions, or loan records, I was
responsible for analyzing and interpreting this data to help make informed decisions. This
experience taught me how to extract meaningful insights from large sets of information and how
to draw logical conclusions based on facts. I also learned to evaluate trends and patterns to
predict potential outcomes and improve the bank's services. By improving my analytical skills, I
became more adept at using data to make decisions and contribute to the organization’s strategic
goals, ensuring that my contributions were backed by solid evidence.
 20

 Decision-making: In some situations, I had to make decisions independently or collaborate

with my team to find the best course of action. This involved weighing the pros and cons of
different options, considering potential risks, and ensuring that my decisions aligned with the
organization’s objectives. I learned to gather relevant information, analyze the available
alternatives, and make choices that would have the most positive impact. Whether it was
prioritizing tasks, resolving conflicts within the team, or recommending a solution to a customer
issue, my decision-making skills improved as I learned to make sound, confident choices. This
process enhanced my judgment, and now I feel better equipped to handle challenging situations
and make decisions that support the bank's overall goals.

5.3 Observed Attitudes and Gained Values:

I observed several important attitudes and values during my internship that have had a positive
impact on me:

1. Honesty and Integrity: I learned that honesty and integrity are crucial in the workplace.
Being transparent in my actions and communications is key to building trust.
2. Professionalism: I learned to act professionally by following workplace norms,
maintaining confidentiality, and representing the organization positively.
3. Teamwork: Working with a team was an essential part of my internship. I learned how
to collaborate, provide constructive feedback, and resolve conflicts.
4. Adaptability: The internship showed me how to remain flexible and adapt to changes in
work tasks and environment.
5. Company Culture and Ethics: I learned about Grameen Bank’s culture and values,
including the importance of diversity, respect, and ethical behavior in creating a positive
work environment.

5.4 The Most Challenging Task:

One of the most challenging yet rewarding tasks I encountered during my internship was
participating in a field visit to the Karatiya Tangail Branch in Bangra, Tangail, on October 29,
 21

2024. The visit, which involved 12 members, aimed to assess the socio-economic impact of
Grameen Bank's microfinance programs. During this visit, I engaged directly with local
borrowers to understand how microloans had affected their lives.

The most challenging part was gathering detailed data from a variety of borrowers, each with
different needs and stories. It was a task that required not only communication skills but also
patience and understanding. I had to ensure that I asked the right questions to gain insights into
the specific ways the loans had impacted their businesses, household living standards, and
community involvement. Additionally, since the borrowers spoke different dialects, translating
their responses accurately added complexity to the task. Despite these challenges, I successfully
collected valuable data that highlighted the empowerment of women, improvements in living
conditions, and the broader community development driven by the bank's initiatives.

This task gave me a deeper understanding of how microfinance contributes to financial

independence, especially for women, and how it fosters community growth. The experience also
taught me how to navigate complex situations, manage diverse tasks, and work efficiently under
pressure.

6. Problem Identification and Solution:

6.1 Problem Identification:

During my internship at Grameen Bank, I encountered several challenges that hindered the
overall internship experience and the efficiency of the work environment. These challenges,
along with potential solutions, are outlined below:

1. Identification Process: Interns and employees were required to go through the same
lengthy security procedures every day. Although these security checks are essential, they
proved to be time-consuming and often delayed the start of my workday. The process,
although necessary for safety, sometimes created frustration due to the repetitive nature
and lack of streamlining.
2. Employee Shortage: The department I worked in faced a notable shortage of staff. For
example, there was only one office assistant to handle multiple tasks across the
 22

department. This shortage caused delays in completing tasks, and the existing employees
had to shoulder extra responsibilities, which often led to additional pressure and stress.
3. Insufficient Equipment and Facilities: Interns worked in a shared conference room,
which, while functional, was uncomfortable due to a lack of proper ventilation and air
conditioning. The room had only two ceiling fans, which were ineffective during the
hotter months, making it difficult to focus and work efficiently. Moreover, the equipment
provided (such as computers and printers) was often outdated, which resulted in delays
and technical issues that interrupted workflow.
4. Lack of Guidance and Training: During my internship, the training provided was often
inadequate. Clear instructions and structured guidance were lacking in some instances,
leading to confusion and inefficiency in completing tasks. This left many interns,
including myself, uncertain about how to perform certain tasks or execute them in the
best possible way.
5. Limited Job Diversity: A recurring issue was the monotony of tasks assigned to interns.
Most of the work involved routine data collection, organizing files, and handling
administrative duties. This limited job diversity led to a sense of stagnation, as interns
were not given the opportunity to engage in different projects or take on more complex
tasks, which could enhance learning and skill development.
6. Compensation and Benefits: One significant drawback of the internship program at
Grameen Bank was the lack of financial compensation or other benefits. Although the
experience was valuable, many interns, particularly those from low-income backgrounds,
faced financial challenges due to the unpaid nature of the internship. This made it
difficult for some talented students to consider the internship opportunity, limiting
diversity in applicants and potentially discouraging high-potential candidates from
applying.

6.2 Consequences of the Current Problems:

Each of the problems identified above has its own set of consequences that affect not only the
interns but also the organization. Below are the consequences of these issues:
 23

1. Identification Process: The cumbersome security check process wastes valuable time,
especially during peak hours, which could otherwise be utilized productively. Repeatedly
going through security checks also adds to employee frustration, leading to dissatisfaction
and, in some cases, an erosion of employee morale. Over time, this could affect overall
productivity and lead to a disengaged workforce.
2. Employee Shortage: The shortage of employees creates an overburdened work
environment. Existing staff are forced to handle more tasks, which results in delays and
increases the likelihood of burnout. This creates employee dissatisfaction, and may
eventually lead to high turnover rates, which could hinder Grameen Bank’s ability to
maintain high operational standards. Furthermore, staff may feel unsupported in
managing workloads, impacting their overall job performance.
3. Insufficient Equipment and Facilities: Working in an uncomfortable environment
without proper equipment or facilities can demotivate employees and interns. Without air
conditioning or proper ventilation, the working atmosphere becomes stressful, especially
during the summer months. Outdated equipment can slow down work processes, leading
to inefficiency, unnecessary frustration, and lost productivity.
4. Lack of Guidance and Training: Without proper training, interns may feel unprepared
to handle assigned tasks effectively, which compromises the quality of work. A lack of
clear instructions and mentorship also leads to a feeling of confusion or
underperformance, reducing the interns’ ability to contribute meaningfully to the
organization's goals. This not only impacts the quality of the work but also demotivates
interns, as they may feel that their time and efforts are not being utilized properly.
5. Limited Job Diversity: Monotonous tasks can lead to boredom and lack of engagement,
diminishing the overall internship experience. If interns do not feel challenged, they may
become disengaged, resulting in lower productivity and a lack of personal growth.
Additionally, without exposure to diverse tasks, interns miss opportunities to expand their
skills and gain more well-rounded experience in the organization. This can result in
frustration and cause interns to seek other opportunities that offer more variety and
learning potential.
6. Compensation and Benefits: The absence of compensation or benefits for interns may
cause financial strain, particularly for those who come from lower-income backgrounds.
 24

It can lead to resentment, particularly if interns feel that their work is undervalued. This
financial strain might also force interns to seek alternative internships or part-time jobs
that offer compensation, reducing the pool of candidates who could contribute effectively
to Grameen Bank’s operations. Additionally, this could harm the reputation of the
internship program, making it less attractive to top-tier students.

6.3 Solutions:

Addressing the problems identified above requires a proactive approach to improve the working
environment, efficiency, and overall experience for both interns and employees. Below are
suggested solutions to each problem:

1. Identification Process: Grameen Bank can introduce a streamlined process for issuing
temporary identification cards to interns. This would minimize delays caused by security
checks and improve overall efficiency. The bank could also consider creating a
designated intern lane for security checks to speed up the process without compromising
safety.
2. Employee Shortage: To address the issue of employee shortages, Grameen Bank should
focus on optimizing its recruitment strategy by increasing outreach to potential
candidates and streamlining the hiring process. Offering competitive salaries, providing
benefits, and promoting a healthy work-life balance would also help retain existing staff
and attract new talent. Additionally, investing in automation and digitization of certain
tasks could help alleviate the workload.
3. Insufficient Equipment and Facilities: Grameen Bank should invest in upgrading office
facilities to ensure that both employees and interns work in a comfortable and well-
equipped environment. This includes installing air conditioning, ensuring proper
ventilation, and investing in up-to-date computers and other necessary equipment. These
improvements will create a more conducive working environment, enhancing
productivity and overall morale.
4. Lack of Guidance and Training: The bank should introduce a structured training and
mentorship program for interns. This could include detailed onboarding processes,
regular training sessions, and the assignment of experienced mentors who can provide
 25

guidance and answer questions. Implementing a feedback system where interns can share
their experiences will also allow Grameen Bank to identify gaps in training and address
them proactively.
5. Limited Job Diversity: To enhance job diversity, Grameen Bank should rotate interns
across different departments and offer opportunities to participate in various types of
projects. This will provide a well-rounded internship experience and allow interns to gain
exposure to different aspects of the bank’s operations. Encouraging interns to take on
more challenging and diverse assignments will also help them build new skills and
maintain their engagement.
6. Compensation and Benefits: Grameen Bank should consider offering a stipend, or at
least a transportation allowance, to support interns financially. Even a modest allowance
will make internships more accessible to students from a range of economic backgrounds,
encouraging a more diverse pool of applicants. Providing financial support can also
enhance the motivation of interns and help them focus on their work rather than worrying
about their expenses.

7. Conclusion

In conclusion, my internship at Grameen Bank was an invaluable learning experience that

provided deep insights into the operations of a leading microfinance institution. Throughout the
course of my internship, I had the opportunity to engage with real-world challenges and
contribute to various projects aimed at improving the socio-economic conditions of marginalized
communities. The field visits, particularly to the Karatiya Tangail Branch, allowed me to witness
firsthand the transformative power of microloans in empowering individuals, especially women,
and improving living standards.

Despite facing some challenges, such as issues with the identification process, employee
shortages, limited job diversity, and lack of compensation, these experiences helped me
understand the complexities involved in the functioning of an organization of this scale. The
 26

problems I encountered also provided valuable lessons in problem identification, critical

thinking, and solution implementation.

By working with experienced professionals and observing the impact of Grameen Bank’s
initiatives, I gained a greater appreciation for the organization’s mission and objectives. The
internship also helped me develop key professional skills, such as time management,
communication, problem-solving, and adaptability. These skills are not only important for future
career success but also reinforced my desire to work in the field of social impact and
development.

Overall, my time at Grameen Bank was both rewarding and educational. It allowed me to apply
my academic knowledge to practical situations, and it also provided me with a clearer
perspective on how microfinance can be used as a tool for empowerment and sustainable
development. Moving forward, I am confident that the skills and insights I gained during this
internship will contribute to my personal and professional growth, and I am eager to explore
further opportunities in the social and financial sectors.

References:

1. Grameen Bank. (n.d.). About Grameen Bank. Retrieved November 20, 2024, from
https://www.grameen.com.
2. Yunus, M. (2007). Creating a World Without Poverty: Social Business and the Future of
Capitalism. PublicAffairs.
3. Grameen Foundation. (2020). The Impact of Microfinance on Women’s Empowerment
and Poverty Alleviation. Retrieved November 22, 2024, from
https://www.grameenfoundation.org.
4. Microfinance Institutions Network. (2018). Annual Report: Microfinance and its Role
in Economic Development. Retrieved November 18, 2024, from
https://www.mfinindia.org.
5. World Bank. (2019). Microfinance and Financial Inclusion: Insights from the Global
Landscape. World Bank Group. https://doi.org/10.1596/978-1-4648-1444-1.
6. Ledgerwood, J. (1999). Microfinance Handbook: An Institutional and Financial
Perspective. The World Bank. https://doi.org/10.1596/0-8213-4286-X.
 27

7. Banerjee, A., & Duflo, E. (2019). Good Economics for Hard Times: Better Answers to
Our Biggest Problems. PublicAffairs.
8. Sharma, M. (2011). Microfinance in India: A State-of-the-Art Review. The Journal of
Developing Areas, 45(1), 191-207. https://doi.org/10.1353/jda.2011.0006.
9. Morduch, J. (1999). The Microfinance Promise. Journal of Economic Literature, 37(4),
1569-1614. https://doi.org/10.1257/jel.37.4.1569.
10. Chowdhury, M. M. (2009). The Impact of Microfinance on Poverty: Evidence from
Bangladesh. Journal of Development Economics, 88(1), 53-67.
https://doi.org/10.1016/j.jdeveco.2008.06.004.
11. Robinson, M. S. (2001). The Microfinance Revolution: Sustainable Finance for the
Poor. The World Bank. https://doi.org/10.1596/0-8213-5001-8.
12. Armendáriz, B., & Morduch, J. (2010). The Economics of Microfinance (2nd ed.). MIT
Press.
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Appendices
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30