HARAMBE UNIVERSITY

COLLEGE OF BUSISNESS AND ECONOMICS

DEPARTMENT OF BUSINESS MANAGEMENT

INTERNSHIP PRACTICAL ATTACHMENT REPORT FOR

PARTIAL FULLFILMENT OF BA DEGREE IN MANAGEMENT

NAME OF HOST ORGANIZATION: GADAA BANK BALE ROBE

BRANCH

SUBBMITTED TO DEPARTMENT OF BUSINESS

MANAGEMENT

JULY, 2024

BALE ROB, Ethiopia

 GROUP MEMBERS ID NO

Mihiret---------------------------------- Hu.....

Hiwot----------------------------------

Keneni--------------------------------

Koket-----------------------------------------

Mariam----------------------------------------

Abeba------------------------------------------

SUPERVISOR; ........... (MBA)

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APPROVAL SHEET

This sheet certifies that this report was done under supervision of Mr...... and now is
ready for submission as internship report by Business management students of
Harambe university

Signature_________________ Date_________________

Mr.....

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Acknowledgement

First of all, we would like to thanks the almighty God who has helped us to prepare
this internship report work.
Secondly, it is with greatest gratitude and appreciation that we extend our bunch of
thanks message to our advisor, Mr. (your advisers ) whose constructive criticism,
patience, hospitality and unreserved support made this report come true.
Finally, we would like to acknowledge Gadaa bank of Bale Robe branch for their
permission to be one of them and giving us the better guidance and opportunity to
move ahead with internship objectives. Sincere appreciation to the staff of the Gadaa
Bank of Bale Robe branch for their guidance, encouragement and support given
throughout our practical training.

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ACRONYMS

GB: Gadaa Bank

ATM: Automated Teller Machine

CSO: Customer service officers

SCSO: Senior customer service officer

HP: HUMAN PLANNING

HRM: Human resource management

MSME’s; Micro, small and medium enterprises

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Table of Contents
APPROVAL SHEET...................................................................................................III

Acknowledgement.......................................................................................................IV

ACRONYMS................................................................................................................V

Executive Summary....................................................................................................VII

CHAPTER ONE: Description about organization.........................................................1

1.1 Background of the organization........................................................................1

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 1.2 Vision of the organization....................................................................................2

1.3 Mission of the organization..................................................................................2

1.4 Core Values..........................................................................................................2

1.5 Objectives of the Internship..................................................................................3

1.5.1 General Objective..........................................................................................3

1.5.2 Specific Objective..........................................................................................3

1.6 Scope of the exploration.......................................................................................4

1.7 Significance of the Internship...............................................................................4

CHAPTER TWO: Methods of Internship......................................................................6

2.1 Interview...............................................................................................................6

2.2 Observation...........................................................................................................7

CHAPTER THREE: Results and Discussion................................................................8

3.1 Management Hierarchy........................................................................................8

3.1.1 Top level............................................................................................................8

3.1.2 Middle level.......................................................................................................8

3.1.3 Lower level........................................................................................................9

3.2 Types of leadership...............................................................................................9

3.3 The operation philosophy...................................................................................10

3.4.1 Human Planning (HP)..................................................................................10

3.4.2 Recruitment and selection practice..............................................................11

3.4.3 Training and development practice..............................................................11

3.4.4 Performance appraisal and the compensation method.................................11

3.5 Customer Relationship Philosophy....................................................................11

3.6 Financial Resource Management.......................................................................12

3.7 Extent of Technology.........................................................................................13

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 3.8 The Trend of Procurement Practice of Materials or Office Supplies of the.......16

3.9. Decision Making Process of the Organization......................................................16

3.9.1 Group decision making....................................................................................16

3.9.2 Individual decision making.............................................................................17

CHAPTER FOUR: The SWOT Analysis....................................................................19

4.1 Strength:.............................................................................................................19

4.2 Weakness:...........................................................................................................19

4.3 Opportunities:.....................................................................................................19

4.4 Threats:...............................................................................................................20

CHAPTER FIVE: Conclusion and Recommendation.................................................20

5.1 Conclusion..........................................................................................................20

5.2 Recommendation................................................................................................21

Reference......................................................................................................................22

Executive Summary

This internship final report was prepared at Harambe University with a primary
objective of assessing the Gadaa bank of Bale Robe Branch the extent to which the
bank is realizing its vision and mission and performances of the organization in
relation to its objectives.

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The internship is the mirror of what the students will see their future could possibly be
in it.
The study used interviews, and observation methods for data collection from the
organization.
Thus, practical attachment suggests solutions and some of policy implication toward
reducing the problems based on finding.

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CHAPTER ONE: Description about organization

1.1 Background of the organization

The history of cooperative bank has been traced back to the financial exclusion faced
by many communities in the 19th century. With the industrial revolution, the
emerging financial services sector was primarily focused on wealthy individuals and
large enterprises in urban areas. The rural population, particularly farmers, small
businesses, and the communities they supported, were excluded from financial
services. Thus, cooperative banks were originally set up to correct this market failure
and to overcome the associated problems of asymmetric information in favor of
borrowers. Cooperative bank of Oromia (CBO) is one of the business private banks
which is established in 2004 as bank. Haile Gebre Lube, regarded as the founding
father (proponent) of Ethiopia’s cooperatives, brought the idea of founding the bank
for he believed that the best way to fight poverty is through cooperation. Formally
establishing a project office in 2002, the bank’s formation was realized with majority
of shareholders being the cooperative societies. The bank then is commercially
licensed in October 2004 and commenced operations in March 2005. As there is no
legal provisions that allow establishment of a cooperative bank in the country, the
bank was registered in accordance with article 304 of the commercial code of
Ethiopia.

The Cooperative bank now has a total asset value of more than ETB 121 billion. The
bank has 610+ branch networks, 10 million account holders, and more than 11,500
employees.

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 1.2 Vision of the organization

To 1be the leading private bank in Ethiopia by 2025.

To be competent, reputable and socially responsible Bank in Africa.

1.3 Mission of the organization

To root foundation in communities to provide banking solutions that create greater

customer experience with emphasis to cooperatives and agro-based businesses
through proper use of human resource and up-to-date technologies to maximize
stakeholders’ value.

To Provide full-fledged and customer responsive banking services for cooperative

societies, individuals, and other entities with special emphasis to agricultural and
agro-based businesses financing, and to maximize shareholders value through use of
competent and disciplined employees, visionary leaders and modern banking
technologies. Develop new idea to improve economic policy and other idea for
economic use.

1.4 Core Values

The following set of values will serve to guide the words and actions of all our
employees;

Customer satisfaction
 We strive to excel our business and satisfy our customers.
 We are committed to offer the highest quality service to our customers and
aspire to be branded with quality in the minds of our customers and the
general public.
Integrity
 We are committed to the highest ideals of honor and integrity.

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  We strive to act in an honest and trustworthy manner.

 Firmly adhere to ethical principles.

Learning organization
 We are committed to anticipate and respond to internal and external changes
through constant improvement and adaptation.
 We strive to establish a culture that nurtures individual and group learning.
Teamwork
 We recognize the importance of teamwork for our success.
 We support one another and work co-operatively.
Concern for Community
 The concern for community states that cooperatives work for the sustainable
development of their communities through policies supported by the membership.
Cost consciousness

1.5 Objectives of the Internship

1.5.1 General Objective

General objective of this internship is to understand the working environment

practically that we were learnt in the class theoretically.

1.5.2 Specific Objective

 To have firsthand knowledge and understanding of workings setup of an

organization.
 To develop and acquire critical skills needed to proactively observe and
analyze problems/challenges encountered while executing career duties and
responsibilities at work
 To provide opportunity for career exploration and development, and to learn
new skills.

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  To gain early understanding and appreciation of the practical life real-life
situation challenges associated with application of the theoretical knowledge
acquired.
 To help the students to gain better understanding of the organization’s
operations, culture and values.
 To increase the confidence of students on future work
 To identify the problem in the company for necessary solution
 Help to apply the theory in class for future expected activities
 To know how to identify and find solution for problem
 Help to teach others the acceptability of theory in class
 To increase confidence of student for research and etc.

1.6 Scope of the exploration

The study was limited to Arba Minch town. The scope of this study was delimited only to the
cooperative bank of oromia of Arba Minch branch because of the availability of data and
geographical and time plan.
The geographical location of the organization is that it is located in SNNP at Arba Minch,
Sikela town.
To prepare this practical attachment it took us almost one week of practical period of time.

1.7 Significance of the Internship

This task has been benefitted for both of us (i.e., the organization and students).
 The benefits we have gained as students are; we learned how to;
 Open mobile banking.
 Open account or marketing book (account).
 Write their voucher.
 Operate and serve customer.
 Additional benefits we have gained from this practical work are as follows;
 Practical implication of theoretical knowledge.

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 We practice some relevant parts which learnt theoretically in the class. One thing we
realized is that most of theoretical knowledge applied along with computer
applications and other machine.
 Communication skills

Communication is the most powerful tool that can be used to convince the customers
to use the products and services. We got opportunity communicating with the
employees and banks manager.
 Behavioral skills

Another skill that we got an opportunity to learn and improve on is the

behavioral skills one needs in their personal and professional life. After carefully
observing the way the employees of CBO bank, Sikela branch dealt with their
customers and among their colleagues, we too learnt the proper way to behave
in the work place.
 The benefits organization gained are; they are benefitted from internship because we
have created;
 New account opening: we opened new several accounts like new account opening
(marketing book), mobile banking, and ATM card forms as per their requirements for
the individuals who wants to open a new account and fills all the requirements such as
bringing along ID card, photographs, etc.

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 CHAPTER TWO: Methods of Internship

In order to get sufficient and relevant information to prepare this task, we used
structured interviews and the observations methods on this study

2.1 Interview

Interview is a face-to-face interaction with the respondents to get specific information.

• Interviews consist of collecting data by asking questions.
• Data can be collected by listening to individuals, recording, filming their responses,
or a combination of methods.
• There are four types of interview:
1. Structured interview
2. Semi-structured interview
3. In-depth interview
4. Focused group discussion

 Structured interview
In structured interviews the questions as well as their order is already scheduled.
Your additional intervention consists of giving more explanation to clarify your
question (if needed), and to ask your respondents to provide more explanation if the
answer they provide is vague (probing).
 Semi-structured interviews include a number of planned questions, but the interviewer
has more freedom to modify the wording and order of questions.

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  In-depth interview is less formal and the least structured, in which the wording and
questions are not predetermined. This type of interview is more appropriate to collect
complex information with a higher proportion of opinion-based Information.

 Focus group discussion

Focus group is a structured discussion with the purpose of stimulating conversation around
a specific topic. Focus group discussion is led by a facilitator who poses questions and the
participants give their thoughts and opinions.
Focus group discussion gives us the possibility to cross check one individual’s opinion
with other opinions gathered.
A well organized and facilitated FGD is more than a question and answer session.
In a group situation, members tend to be more open and the dynamics within the group and
interaction can enrich the quality and quantity of information needed.
Therefore we conducted structured interview for the data collection because questions are
already predetermined in a sequential order based guidelines provided to us.

2.2 Observation

Observation is way of gathering data by watching behavior, events, or noting physical

characteristics in their natural setting. Observations can be overt (everyone knows they are
being observed) or covert (no one knows they are being observed and the observer is
concealed). The benefit of covert observation is that people are more likely to behave naturally
if they do not know they are being observed.
Observations can also be either direct or indirect. Direct observation is when you watch
interactions, processes, or behaviors as they occur; for example, observing a teacher teaching a
lesson from a written curriculum to determine whether they are delivering it with fidelity.
Indirect observations are when you watch the results of interactions, processes, or behaviors;
for example, measuring the amount of plate waste left by students in a school cafeteria to
determine whether a new food is acceptable to them.
So we observed directly some of the interactions and issues within the organization for our data
collection purposes by using overt and covert methods of observation.

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 CHAPTER THREE: Results and Discussion

3.1 Management Hierarchy

Figure 3.1 organizational structure

3.1.1 Top level

Responsible for the performance of all departments and have cross-departmental

responsibility. They develop and define the organization's purpose, objectives, strategies and
long-term plans/principal policies.
Form top management team along with the CEO, President, and vice president.

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 3.1.2 Middle level

Middle-level managers are responsible for carrying out the goals set by top management. They
do so by setting goals for their departments and other business units.
Middle managers’ job titles include General Manager, Plant Manager, Regional Manager, and
Divisional manager.

3.1.3 Lower level

First-line managers are responsible for the daily management of line workers—the employees
who produce the product or offer the service.
These managers have job titles such as office manager, Shift Supervisor, Department Manager,
Foreperson, Crew leader, and Store manager.

3.2 Types of leadership

The CBO follows flexible or situational leadership styles because since it is business
organization it is better to follow this leadership styles to solve problems depending on the
situations. Situational Leadership is flexible. It adapts to the existing work environment and the
needs of the organization. Situational Leadership is not based on a specific skill of the leader;
instead, he or she modifies the style of management to suit the requirements of the
organization.
One of the keys to Situational Leadership® is adaptability. Leaders must be able to move from
one leadership style to another to meet the changing needs of an organization and its
employees. These leaders must have the insight to understand when to change their
management style and what leadership strategy fits each new paradigm.
Why Situational Leadership style?
The Situational Leadership model is a framework that can be used by leaders to assess, adjust
and adapt the leadership style to meet their employee’s ability and willingness to complete an
assigned task. Leaders apply the model by matching the appropriate leadership style with the
Performance Readiness level for a team member’s assigned task that will achieve and support
success.

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It is an effective leadership framework as it adapts to the situation and the needs of all team
members. It builds strong relationships between the leaders and their teams as it requires close
communication between them. Situational leadership can prepare leaders to stay abreast of
changes, effectively tackle problems, and set up their team and business for success

Situational leaders tend to stay in close communication with team members. This helps them
build strong relationships with the team. As a result, it creates a better work environment in
which employees feel valued as individuals.

Advantages of Situational Leadership

 Adapts and modifies according to the situation
 Creates a better work environment for the team members
 Adjusts leadership style to best fit any given situation
 Builds a strong relationship with team members
 Enhances team performance
Disadvantages of Situational Leadership
 Overlooks long-term goals
 Depends on the leader’s relationship with the employees
 Not effective for repetitive tasks
 Consistent changes can cause confusion

3.3 The operation philosophy

Generally, the bank provides various information and services to their customers like opening
new accounts, closing existing accounts, transferring accounts to other branches, balance
statements, issuing debit cards, cheques and other services with efficient and quality service to
its customers.

3.4 Human Resource Management (HRM)

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 3.4.1 Human Planning (HP)

Human resource planning is a process that identifies current and future HR needs for an
organization to achieve its goal. HR planning should serve as a link between HRM and the
overall strategic plan of an organization.
Using human resource planning (HRP), Banks can more effectively identify and retain the best
talent to hire—talent with the necessary technical and soft skills to maximize their role within
the organization. Additionally, it enables managers to give employees greater training and
support as they acquire the necessary skills.

3.4.2 Recruitment and selection practice

Recruitment is the process of attracting candidates both beginning and experienced on timely
bases in sufficient number and with appropriate qualification and encouraging them to apply
vacancies within the organization.
Human resource department of district office conducts the recruitment process at CBO
 .The organization first prefers to selects an individuals who have a good educational

results
 And then pass their aptitude test and
 Their structured interviews then the individual will be employed for the bank as in the
process of staff procurement to determine the number and quality of people to be
employed.

3.4.3 Training and development practice

Training will be given to the employees who have been newly employed to the organization
about what their tasks should be within the organization.

3.4.4 Performance appraisal and the compensation method

The organizations employee compensation is based on the performance of the employee for the
work done.

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The employee’s performances will be evaluated every day what and how the employees was
performed within the day.

3.5 Customer Relationship Philosophy

CBO customers get uniform and standard services both at the branch where their account is
Maintained and across all CBO branches. Customers should feel all CBO branches service are
one and same irrespective of branch, where their account is maintained. Same wise all branch
staff perceives all customers as “CBO-Customers” not as a specific branch customer.

3.6 Financial Resource Management

Customer Service Manager

a) Sets the cash limit of the branch before the cash operation starts;
b) Registers the cash stamp into a register book, affixes the stamp to the register book and
keeps it (the register book) in her or his custody, and
c) Provides the CSOs-front maker with cash stamp and cash box individually with by letting
her/him sign on the stamp handing over and taking over register book
Senior Customer Services Officer-Cash
a) Makes sure that the leftover cash (petty cash) physically exists in the box before placing the
cash box in the vault, and
b) Counts the cash reported on the petty cash sheet by the CSO, in order to verify the
correctness thereof
Customer Services Officer-Maker
a) Seals, signs and hands over the envelope that contains duplicate key and/or combination
code to the Branch Manager for sale-keeping:
b) Surrenders the cash box that contains the petty cash balance to the SCSO Cash for safe-
keeping in the vault before shear he goes out for lunch and at the end of the day
c) Starts the cash operation with the petty cash balance in the cash box-in the morning as well
as in the afternoon and requests for additional cash when necessary.

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d) Ensures that the cash stamp/brand is kept together with the petty cash in the box and that the
cash box is locked with a key, and she or he was provided with and/or that its combination code
has been locked and transferred to the vault.

Cash handling within a branch

Cash limit for customer service officers (CSO)

The CSM and SCSO cash shall distribute cash to CSO as per the cash limit indicated here
under for starting the day’s operation and during the day’s operation. However, the limit set by
branch should not exceed the amount stated here under;

Maximum cash limit for front makers

Branch Grade Cash for the start of the day Cash in the hands of front makers
during the day operation

GRADE I 50,000.00 100,000.00

GRADE II 100,000.00 150,000.00

GRADE III AND IV 150,000.00 200,000.00

Table 3.1 cash limits within branch

3.7 Extent of Technology

 Michu
What is Michu?

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 Michu is a credit score based digital lending platform for micro, small and
medium enterprises. The platform assesses the risk and growth potential of
MSME’s so that lenders can make a risk-based decision whether to offer loan.
Michu will enables coop bank to address many of the perceived challenges
actual challenges of lending to micro, small and medium enterprise in Ethiopia
Why Michu?
Financial institutions in Ethiopia do not have a relevant, appropriate, scalable and
digitized means of assessing the credit worthiness of MSME’s without some sort of
guarantee. Micro, small and medium enterprises (MSME’s) do not have sufficient
collateral assets to unlock credit from banks. This is mainly attributed to lack of
collateral, lack of appropriate technology and difficulty connecting to the digital
economy. Michu enables coop bank to fulfill financial needs of MSME’s without any
form of collateral, customer cannot boost efficiency and do more with less by
reducing “The time to yes” from weeks to minutes.

Features of Michu
1. Ease of Application Process
Coop bank’s adoption of Michu has improved its ease of doing business by
streamlining lending processes and removing geographical barriers. With standardized
processes and accurate data, lending decisions can now be made more quickly and
consistently. Borrowers can initiate loan applications from anywhere, at any time,
without the need for physical movement. By uploading the necessary documents
online, the Michu platform can rapidly communicate loan decisions, further
enhancing the ease and convenience of the process.

2. Short Loan Processing Period

This is another major differentiating factor between conventional lending and the
Michu Loan. It could take weeks, sometimes even months, to process applications and
disburse the required funds if the regular loan processing methods are followed in the

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current banking system in the country. On the other hand, digital lenders can process
your application within a few minutes and the funds can reach your bank account
within a second. This is highly ideal, especially when you want a quick loan to
supplement your financial needs.

3. Availability of Low Amount of Loans

The financial dynamics of Michu loans are fundamentally different from conventional
loan products in that loan sizes are generally small and loan terms are short.
Remote Customer Relations Management
Because most transactions occur through digital channels, in-person interactions
between borrowers and lenders are limited in digital credit delivery. Customers are
managed remotely, with digital follow-up and collection. The digital nature of lending
addresses traditional credit products' geographic access barriers and increases
financial inclusion.

Credit Score Based Decision

Michu loan decisions are based on the credit score of the customer. The loan amount,
loan duration, and interest rate are determined by the credit score of the applicant. The
higher the credit score of the customer, the higher the loan limit, the higher the loan
duration, and the smaller the interest rate would be.

Collateral Free Loan

Michu loan does not require any form of collateral. Unlike the conventional lending
system, the credit worthiness of the MSME is solely decided.

Michu Business Loan

Michu business loan is targeted towards MSME’s that are operational and in need of
finance to supplement their business. This product is currently operational and you
can visit nearby coop bank branches to get the product.

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 Key Aspects of Michu Business Loan
° Loan limit ranges from ETB 5,000-50,000.
° Loan duration is from 1 month to 12 months.
° Interest ranges from 2%-2.5% on monthly basis.
° Facility Fee of 2% of is calculated on approved loan amount.
Michu Consumer Loan
Michu Consumer Loan is targeted towards employee of various governmental and
nongovernmental organizations. To mitigate financial needs of employees in their day
to day lives michu consumer loan is an ideal product. It will enable customers to get
at quick access to loans for emergency and other personal consumption.
Loan Application Process
The following steps will guide you through the application process for Michu Loans:

1. Get the App

Visit your nearest Cooperative Bank of Oromia branch in order to start the process.

2. Loan Request
Once you have registered on the app, you will be able to request a loan.

3. Approval Message
Once a loan request has been approved by the concerned authority, it will be notified.
 Mobile banking (E birr)
3.8 The Trend of Procurement Practice of Materials or Office Supplies of the

organization

As the branch level there is no any materials they would purchase because they get all materials
from the district office which is in Wolaita Sodo, they only make an order to the district office
for the materials they needed for the operation.

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 3.9. Decision Making Process of the Organization

Group (collective) decision refers to the group decision which occurs at mutual agreement from
the group whereas Individual decision refers to the decision making process where an
individual selects the course of action to be followed in the business from various alternatives.
These two decision making processes are discussed detail below;

3.9.1 Group decision making

Group decision-making is the process of coming up with an optimum decision with the
collective discussion made by a group of people in a given situation. In other words, it’s a
process where groups of individuals gather and discuss obstacles and make a choice.
Committees, task forces, teams, and other formal and informal groups are examples of groups.
It believes that two heads are better than one head. In many organizations today, important
decisions are made by groups instead of by individuals. The increased complexity of problems
requires specialized knowledge in various fields usually not possessed by one person and
necessitates group decision-making.
Usually, during a group decision, groups of individuals discuss a subject and are available to a
choice, but sometimes they need different views with one another. In such a situation, they are
available up with a choice with the bulk of voters.
Therefore the bank make a group decisions by preparing a meeting when some issues came up
that cannot be solved by a single individual, then all the staff members will participate to
contribute his/her idea concerning on the issues needed to be solved.
Finally after listening the ideas of all parties and by evaluating which idea is best suited to
solve the raised problem will be selected among different alternatives if all members consent to
it.
Advantages and Disadvantages of Group Decision Making
Advantages:
 Provide Complete Information
 Generate More Alternatives
 Increased Acceptance of A Solution

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  Increase Legitimacy
Disadvantages:
 Time Consuming
 Minority Domination
 Pressures to Conform

3.9.2 Individual decision making

Individual decision refers to the decision making process where an individual selects the course
of action to be followed in the business from various alternatives.
So the bank also make an individual decisions sometimes when the issues came up that can be
decided by an individual and also when it is needed to be decided more quick concerning the
issue.

Advantages and disadvantages of Individual Decision Making

Advantages of Individual Decision Making

 An individual generally makes prompt decisions. While a group is dominated
by various people, making decision-making very time consuming. Moreover
assembling group members consumes lot of time.
 Individuals do not escape responsibilities. They are accountable for their acts
and performance. While in a group it is not easy to hold any one person
accountable for a wrong decision.
 Individual decision making saves time, money and energy as individuals make
prompt and logical decisions generally. While group decision making involves
lot of time, money and energy.
 Individual decisions are more focused and rational as compared to group.

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Disadvantages of Individual Decision Making
 A group has potential of collecting more and full information compared to an
individual while making decisions.
 An individual while making any decision uses his own intuition and views.
While a group has many members, so many views and many approaches and
hence better decision making.
 A group discovers hidden talent and core competency of employees of an
organization.
 An individual will not take into consideration every members interest. While a
group will take into account interest of all members of an organization.

CHAPTER FOUR: The SWOT Analysis

4.1 Strength:

The following are the strength of the organization;

 Availability of michu services
 Good initiation to organize
 Fast services for transferring money
 Good customer service

4.2 Weakness:

Some the weaknesses are as follows

 Unavailability of necessary resource like ATM machine

 Poor market area selection.
 Poor network utilization
 Insufficient working area for storing money.

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4.3 Opportunities:

The best opportunities are as follows

 expanding with many future opportunities for success
 Local government wants to encourage local business
 Their competitors may be slow the adopt new
technologies

 Communicate and follows former Experienced

employees available
 Their business sector is
 foreign customers
 Communicate by phone others by collecting information
from the foreign customer

4.4 Threats:

The following are the serious threats under considerations

 High competition among other banks
 Lack awareness of customer to use bank service
 Lack of access to get new customer at rural area
 Global financial crises
 Poor saving culture of the societies
 Development in technology may change this market beyond their ability to
adopt
 Small change in the focus of a large competitor might wipe out any market
position they achieve.

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 CHAPTER FIVE: Conclusion and Recommendation

5.1 Conclusion

Todays, internship plays a crucial role as the act of mediator for the student to connect the
theoretical with practical environment.
Internship provide an opportunity to provide knowledge along with academic program. Exact
to the motive of the internship program during the internship period, we got opportunity to
exposure the theoretical knowledge into real working environment.
Internship program has provided us an opportunity to gain practical exposure in the real
banking world and obtain some experience that acts as stepping stone before entering into
professional world hence, enhancing our personal skill and professional skills such as:
communication skills, behavioral skill, technical skill and how to work a team player. In
addition to this, the opportunity of this practical attachment good opportunity in terms of
having experience.
Internship is very important program in which the students are exposed to real application area
of their concern there by developing their practical skill in proper manner. The internship is the
mirror of what the students will see their future could possibly be in it. GADAA BANK SC is
the honest and loving banks of Ethiopia.
Throughout the internship period, we got a chance to deal and work with different people
having experience and qualification. So much time we spent with those qualified and
experienced people gave us a good exposure to work culture.
Lastly, we would like to conclude that the position of the bank in the market is very strong,
trustworthy and has potential to grow more in the future providing many benefits to all its
customers and stakeholders. Hence, we strongly believe that completing our internship from
such reputed bank is definitely going to help us both in our professional and personal life.

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 5.2 Recommendation

While doing our practical attachment, we observe some issues that needs to be solved in the
organization. Therefore, we would like to suggest on some issues that we observed during the
accomplishment of our practical attachment in at GADAA BANK BALE ROBE Branch.
The following are the possible recommendations we suggest that the bank should have to
improve:
 The Bank have to ask concerned body to get enough networks that help to
provide proper service for customer.
 The inefficiency of material like Chair, Table can be solved by increasing the
availability of such materials on department.
 The Bank have to ask concerned body to get an ATM machine that is the most
important to its customers.
 Building good initiation and capacity for the employees
 The organization should have well-organized and structured data
 Each employee should have to be responsible for their activities to achieve
objectives of the organization.
 The organization should have to develop transparency among employee
 Hard working culture should have to be developed in the organization to come
up with the realization of its visions and objectives.

 Finally, we would like to suggest to GADAA BANK BALE ROBE branch to

work properly to achieve their goals and also to address other problems by
working in cooperation with other governmental and non-governmental
organization.

Reference

 The website of the organization; www.combank.et, http//www.CBO

 servlet/PROD/Browser service

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 The interview, information from the employers of the organization

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