CHAPTER I
INTRODUCTION
1.1 Background of the Internship
An internship is a structured program where individuals work as assistants or trainees
to gain hands-on experience in a field relevant to their academic studies or career
aspirations. Often integrated into university curricula, internships serve as a crucial
platform for career exploration, skill enhancement, and knowledge acquisition. They
also help students discover their hidden potential, equipping them to tackle various
internal and external challenges. Depending on the organization's policies, internships
can be either paid or unpaid. The primary aim of an internship is to provide insight into
the professional work environment and familiarize students with the practical
operations of an organization.
As per the curriculum of Tribhuvan University (TU) for the Bachelor in Business
Management (BBM) program, students are required to complete an 8-week internship
to gain adequate practical exposure in their field of study. This internship was
undertaken at Muktinath Bikas Bank Limited, Dhungadda Branch, a well-established
and reputable financial institution in Nepal. The internship spanned from December 19,
2024, to February 17, 2025, during which I was assigned to the Customer Service
Department. This report presents an overview of my internship experience at Muktinath
Bikas Bank, detailing the tasks and responsibilities I handled during the program.
1.2 Objective of the Internship
The objectives of an internship may vary depending on the industry, the intern's role,
and personal career goals. However, most internships share common objectives, along
with specific goals tailored to the organization's needs and the intern's responsibilities.
1.2.1 General Objectives
• To provide students with practical exposure in their field of study, reinforcing
their theoretical knowledge with real-world application.
• To enable students to develop and refine managerial, interpersonal, and
communication skills in a professional work environment.
1
• To enhance understanding of the business sector, with a particular focus on the
banking industry.
• To offer students the opportunity to explore different job roles and assess their
suitability for personal career goals and long-term aspirations.
• To facilitate the establishment of professional networks within the industry,
aiding in future career development.
1.2.2 Specific Objectives
• To develop strong interpersonal skills essential for success in a corporate
setting.
• To gain in-depth knowledge of the organization's formal operations and day-to-
day activities.
• To improve fundamental decision-making and problem-solving abilities.
• To efficiently complete assigned tasks within the stipulated timeframe while
taking ownership of one's responsibilities.
• To work collaboratively with colleagues and contribute effectively as a team
member.
1.3 Methodology of Internship
The following methodology was used to study and understand the organization:
1.3.1 Organization Selection
Selecting the right organization for an internship is a crucial decision, as it significantly
impacts the learning experience. With various options available, the primary objective
was to choose an institution that would provide extensive guidance and support,
allowing active participation in banking operations.
The intern opted to complete the internship at Muktinath Bikas Bank Limited,
Dhungadda Branch, a well-established and reputable financial institution in Nepal. The
process began by acquiring a recommendation letter from the college, followed by the
submission of a CV and other required documents to the Human Resource Department
at the bank’s head office. After reviewing the documents, the head office issued an
internship agreement, which was signed by both the Branch Manager of Dhungadda
2
and the Program Coordinator from the college. Once all formalities were completed,
the internship commenced on December 19, 2024.
1.3.2 Placement
On December 19, 2024, the intern was selected to join Muktinath Bikas Bank Limited,
Dhungadda Branch, and was assigned to the Customer Service Department.
Throughout the two-month internship, the intern worked under the supervision and
guidance of Ms. Soniya Maharjan.
1.3.3 Duration
As per the Faculty of Management (Tribhuvan University) guidelines, the internship
was required to last a minimum of 48 days, equivalent to 6 credit hours. The internship
spanned two months, beginning on December 19, 2024, and concluding on February
17, 2025.
The intern worked from Sunday to Friday, except on public holidays. The working
hours were from 10:30 AM to 5:00 PM, with shorter hours on Fridays, ending at 3:00
PM.
1.3.4 Major Tasks Performed
During the internship in the Customer Service Department, the following tasks were
carried out:
• Providing customers with detailed information on the required documents for
opening and closing accounts.
• Reviewing customer forms for various banking services.
• Answering customer inquiries and resolving issues over the phone.
• Assisting customers in filling out their forms correctly.
• Preparing and organizing cheque books for customers.
• Providing information about Fixed Deposit schemes.
• Printing Fixed Deposit receipts and applying a check writer on them.
• Assisting customers in activating ATM cards and mobile banking services.
3
• Organizing and managing documents related to account openings, card/PIN
requests, mobile banking applications, Fixed Deposit receipts, and account
closures.
• Performing additional clerical tasks, including photocopying, scanning, and
stamping documents.
1.3.5 Sources of Data
This report is based on research, and the intern has gathered data from multiple sources
to ensure a well-rounded and informative analysis. The data collection involved both
primary and secondary sources.
For primary data, information was obtained through direct observation, interactions
with employees, and inquiries related to departmental operations. Additionally, active
participation in organizational tasks contributed to firsthand learning.
For secondary data, relevant information was collected from journals, the official
website of Muktinath Bikas Bank, and the bank’s annual reports.
1.4 Limitations
Every study has certain constraints that may impact the depth and accuracy of its
findings. Similarly, this internship experience had its own set of limitations, including:
• The internship duration of two months was relatively short, limiting the scope
of learning about the bank’s overall operations.
• Due to the bank’s confidentiality policies, access to certain detailed information
was restricted.
• The internship primarily focused on specific areas, preventing a comprehensive
understanding of the bank’s full range of functions.
• The analysis and conclusions in this report are based on the intern’s
observations, available data, and published/unpublished sources, which may
lack an expert perspective.
The findings of this report cannot be generalized to the entire organization.
Despite the intern’s efforts, bank employees were sometimes unable to provide the level
of guidance and support needed for report preparation due to their busy schedules.
4
There were limited opportunities to engage with senior staff members or expand
professional networking.
5
CHAPTER II
INTRODUCTION TO BANKING INDUSTRY
2.1 Introduction to Banks
A bank is a financial institution that facilitates monetary transactions and provides a
wide range of services, including accepting deposits, granting loans, and offering
financial products such as savings and checking accounts, credit facilities, and
investment services. Banks play a crucial role in economic growth by enabling the
circulation of money, supporting business activities, and maintaining financial stability
within a country.
As per the Nepal Rastra Bank Act 2002:
"A bank is a financial institution that provides financial services such as deposit
collection, loan disbursement, foreign currency exchange, fund transfers, and other
essential financial operations."
2.1.1 Evolution of Banking in Nepal
The history of banking in Nepal has evolved gradually alongside the country’s financial
and economic development. The growth of banking in Nepal can be categorized into
three distinct phases:
Phase I: Pre-1994
The foundation of banking in Nepal dates back to the establishment of ‘Koushi Toshi
Khana’ as a financial agency during the reign of King Prithvi Narayan Shah. Later, in
1933, ‘Tejarath Adda’ was introduced under the leadership of Ranoddip Singh to
provide financial assistance to the public. It was a government-subscribed institution in
Kathmandu that provided loans at an interest rate of 5% against gold, silver, and other
valuable assets. However, it did not function as a full-fledged bank, as it was not
authorized to accept deposits. In 1989, the Taskar Department was formed to oversee
coin issuance in Nepal.
Phase II: 1994-2040
6
During the rule of Chandra Shumsher, Tejarath Adda expanded its financial services
by establishing branches. However, the modern banking era in Nepal officially began
with the establishment of Nepal Bank Limited (NBL) in 1937 A.D. (1994 B.S.). It was
a significant milestone in Nepal’s financial sector, marking the introduction of a formal
banking system. King Tribhuvan Bir Bikram Shah Dev inaugurated Nepal Bank
Limited on 30th Kartik 1994 B.S., and it remained the sole financial institution in Nepal
until the Nepal Rastra Bank (NRB) was established in 1956 A.D.
Before NRB’s formation, Nepal Bank Limited also performed some functions of a
central bank. However, to formalize central banking, the Nepal Rastra Bank Act of
1955 was enacted, leading to the establishment of Nepal Rastra Bank in 1956. NRB
plays a vital role in regulating and guiding the banking industry in Nepal.
A well-structured banking system is essential for a stable economy as it mobilizes
savings and provides financial support to trade and industry. In 1957, the Industrial
Development Bank was established to promote industrialization, which later
transformed into the Nepal Industrial Development Corporation (NIDC) in 1959.
Similarly, Rastriya Banijya Bank was founded in 1965 as Nepal’s second commercial
bank. Recognizing the significance of agriculture in Nepal’s economy, the Agricultural
Development Bank was established in 1968 to provide financial assistance to the
agricultural sector.
:
Phase III 2041 to Present
For more than two decades, Nepal did not witness the establishment of any new banks.
However, after adopting a liberal economic policy and privatization approach, the
Nepalese government encouraged foreign investment in the banking sector. In the
1980s, Nepal Rastra Bank introduced reforms in financial regulations, allowing foreign
banks to collaborate in joint ventures with Nepalese banks. This policy shift led to the
entry of several foreign banking institutions, contributing to the diversification of
Nepal’s banking system. Some of the prominent joint-venture and foreign banks
operating in Nepal include Standard Chartered Bank, Nepal Arab Bank, State Bank of
India, ICICI Bank, Everest Bank, Himalayan Bank, Bank of Kathmandu, Nepal Indo-
Suez Bank, and Nepal Sri Lanka Merchant Bank.
7
Amidst this dynamic banking landscape, Muktinath Bikas Bank Limited has emerged
as a key player in Nepal’s financial sector. The bank has been instrumental in fostering
financial inclusion by offering diverse banking products and services to both urban and
rural communities, further strengthening Nepal’s economic development.
2.1.2 Current Scenario of the Banking Sector in Nepal
As of January 2025, Nepal's banking sector is navigating a complex financial
environment influenced by regulatory changes, economic factors, and market
dynamics. The key aspects of the current banking landscape are as follows:
• Banking Structure and Trends: Nepal's banking industry currently comprises
20 commercial banks, 17 development banks, 17 finance companies, and 52
microfinance institutions. However, the Nepal Rastra Bank (NRB) has been
actively promoting mergers and acquisitions to strengthen the banking system,
leading to a gradual reduction in the number of financial institutions.
• Liquidity and Credit Demand: The sector maintains strong liquidity levels,
largely driven by stable remittance inflows. However, demand for credit
remains low, leading to a credit-to-deposit ratio of approximately 80% as of
mid-January 2025. This limited credit demand from the private sector poses
challenges for banks in deposit mobilization, potentially resulting in lower
interest rates.
• Regulatory Environment: Nepal Rastra Bank has introduced policies aimed
at ensuring financial stability by encouraging smaller banks to merge. While
these measures enhance the resilience of the banking industry, issues related to
profitability and capital adequacy continue to be areas of concern.
• Taxation Challenges: A recent court ruling has mandated financial institutions
to pay taxes on premiums from past share issuances, creating additional
financial strain and affecting banks' capital reserves.
• Economic Impact: The banking sector remains a significant contributor to
Nepal’s economy, playing a crucial role in tax revenue generation and financing
development projects. However, declining return on equity (ROE) has emerged
as a growing concern for financial institutions.
• Potential Risks: Borrowers facing liquidity pressure may struggle to repay
loans, potentially increasing the risk of defaults and weakening banks' capital
8
positions. Additionally, regulatory restrictions and unfavorable market
conditions have made it difficult for banks to raise capital in recent years, posing
further financial challenges.
Despite these challenges, Nepal’s banking industry continues to adapt to changing
economic conditions, with a focus on maintaining financial stability and supporting
national economic growth.
2.1.3 Classification of Banks in Nepal
A well-structured banking system comprises various types of banks, each designed to
fulfill specific financial functions and cater to diverse consumer needs. At the apex of
Nepal’s banking hierarchy is Nepal Rastra Bank (NRB), the central bank, which
regulates and oversees the financial sector while implementing policies to ensure
stability and growth.
Nepal Rastra Bank categorizes financial institutions into four main classes based on
their capital requirements and functions:
Number of
Category Type of Bank Banks in
Nepal
Central Bank Nepal Rastra Bank 1
Class A Commercial Banks 20
Class B Development Banks 17
Class C Finance Companies 17
Class D Microfinance Institutions 52
Source: [Link]
2.1.4 Overview of Development Banks
Development banks are financial institutions established to foster economic growth by
providing long-term funding for projects in key sectors such as infrastructure, industry,
9
and agriculture. Unlike commercial banks, which primarily focus on profit generation,
development banks prioritize sustainable economic progress by offering financial
products with lower interest rates, extended repayment periods, and flexible lending
conditions.
In addition to financing, development banks play a vital role in offering technical
assistance, policy recommendations, and risk assessments to ensure the successful
execution of projects. They help bridge the financial gap by funding initiatives that
commercial banks may consider too risky, ultimately contributing to national
development and economic stability.
2.1.5 Key Functions of Development Banks
Development banks perform a range of functions aimed at fostering economic growth
and financing projects that drive national progress:
• Providing Long-term Financing: These banks offer long-term loans for
infrastructure, industrial, and agricultural projects with favorable terms, such as
lower interest rates and extended repayment schedules.
• Supporting Industrial Expansion: They finance industries that commercial
banks may avoid due to higher risks, thereby promoting economic
diversification and industrialization.
• Funding Small and Medium-sized Enterprises (SMEs): By providing financial
assistance to SMEs, development banks support entrepreneurship, job creation,
and economic empowerment.
• Facilitating Infrastructure Development: They invest in roads, bridges, energy
projects, and public utilities, which are crucial for economic growth.
• Offering Technical and Advisory Services: Development banks provide
feasibility studies, risk assessments, and project management advice to ensure
project success.
• Encouraging Social and Environmental Sustainability: They fund initiatives that
have positive social and environmental impacts, such as renewable energy and
rural development projects.
10
• Attracting Foreign Investment: By financing high-potential projects, these
banks help create a conducive environment for foreign investment, contributing
to overall economic expansion.
2.1.6 Future Outlook for Banks in Nepal
The future of Nepal’s banking sector will be shaped by economic growth, regulatory
changes, and technological advancements. Several factors will influence the sector's
development in the coming years:
• Economic Growth: Nepal's GDP is projected to grow by 4.9% in FY2025, driven
by increased infrastructure investment, domestic demand, and a rebound in
tourism. This growth is expected to boost credit demand, benefiting banks.
• Sluggish Credit Expansion: Due to strict regulatory guidelines and working
capital constraints, credit growth is anticipated to remain below 5% for FY2024
and FY2025, potentially limiting profitability and expansion opportunities for
banks.
• Liquidity Management: Although liquidity remains stable due to consistent
remittance inflows, mobilizing deposits effectively will remain a challenge, with
commercial banks maintaining a credit-to-deposit ratio of around 80%.
• Mergers and Consolidation: Nepal Rastra Bank continues to promote mergers
among smaller banks to strengthen the sector. While this will lead to a more
stable banking system, it may also reduce competition and limit accessibility for
some customers.
• Rise of Digital Banking: The rapid growth of digital banking solutions is set to
transform Nepal’s financial landscape. The adoption of mobile banking, internet
banking, and fintech solutions will enhance accessibility, reduce operational
costs, and extend financial services to rural areas.
11
CHAPTER III
ABOUT THE ORGANIZATION
3.1 Background
Establishment and Early Years (2007)
On January 3, 2007, Muktinath Bikas Bank was officially licensed as a "Three-District
Development Bank" by Nepal Rastra Bank (NRB), operating within Syangja, Kaski,
and Tanahun districts in Gandaki Province. The initiative to establish this private-sector
financial institution was led by Late Khagendra Raj Regmi (Founding Chairman) and
Mr. Bharat Raj Dhakal (Founding Chief Executive Officer), alongside a team of
visionary local entrepreneurs in Putalibazar, Syangja, Nepal.
During its first year of operation, the bank had:
• 13 employees
• Assets worth NPR 128 million ($958,171)
• Deposits of NPR 114 million ($851,607)
• Loans totaling NPR 93 million ($698,263)
Expansion and Growth (2012 – 2015)
By 2012, the bank had expanded its operational reach, earning the status of a "Ten-
District Development Bank." In 2015, it achieved a significant milestone by obtaining
a "National Level Development Bank" license.
Journey of Growth and Innovation
From its humble beginnings, Muktinath Bikas Bank focused on expanding into rural
and underserved areas, offering customized financial products designed for
marginalized communities, entrepreneurs, and productive individuals. The bank
prioritized financial inclusion and rural banking solutions to drive economic
empowerment.
12
• In 2016, the central office was relocated to Kathmandu, Nepal, to support its
expanding operations.
• By 2018, the bank was recognized as the No.1 Development Bank in Nepal.
• In 2021, it became the first development bank in Nepal to surpass an annual
profit of NPR 1 billion.
• The bank has received numerous national and international accolades, including
the European Microfinance Award 2020 (More details can be found in the
"Awards & Recognitions" section).
Muktinath Bikas Bank's success is largely driven by its focus on microfinance and rural
banking, along with value-added services and funding initiatives that contribute to
social welfare.
Muktinath Bikas Bank at Present
Today, Muktinath Bikas Bank is one of Nepal’s leading development banks, serving a
vast customer base and maintaining robust financial performance:
• 1.4 million+ customers
• 1,600+ employees
• Total assets exceeding NPR 131 billion ($986 million)
• More than 80,000 active loan accounts
• Loan portfolio exceeding NPR 96 billion ($727 million)
• 179 branch outlets across Nepal
With a strong commitment to digital banking, competitive financial products, and
adherence to corporate governance, transparency, and regulatory compliance, the bank
continues to strengthen its operations.
To further diversify its financial services, Muktinath Bikas Bank has also established:
• Muktinath Capital Limited – A subsidiary offering investment and capital
market services.
• Muktinath Krishi Company – An associate company, making Muktinath Bikas
Bank one of the first Nepali banks to invest in a public agricultural company.
13
3.1.1 Purpose and Vision
Muktinath Bikas Bank operates with a clear vision and purpose:
• To fulfill the banking needs of individuals and businesses across Nepal.
• To empower individuals and businesses financially, fostering prosperity and
economic growth.
3.1.2 Mission Statement
The bank’s mission is categorized into two primary segments:
• For Individuals:
o To provide inclusive and personalized banking solutions that help
individuals achieve their financial goals.
• For Institutions:
o To deliver customized financial services tailored to the needs of Micro,
Small, and Medium Enterprises (MSMEs), ensuring their sustainability
and contribution to the national economy.
3.1.3 Organizational Objecties
Muktinath Bikas Bank is dedicated to achieving the following objectives:
• Offering customer-friendly banking services, including door-to-door financial
facilities.
• Establishing a Microfinance Program by setting up a dedicated department at
the central office and branches.
• Expanding operations systematically and strategically across Nepal.
• Balancing financial self-sustainability with maximum outreach by targeting
effective clients, streamlining loan sanctioning processes, and enforcing strict
credit discipline.
• Positioning itself as a leading financial institution that is financially strong,
socially responsible, and fully compliant with regulatory guidelines, ensuring
the well-being of all stakeholders.
14
3.2 Organizational Design and Structure
Organizational design refers to the structured approach used to establish systems,
processes, and hierarchies that align with the institution’s overall strategy. It involves
the formation of teams, work distribution, decision-making protocols, and
communication frameworks that enable smooth and efficient banking operations.
Governing Body: Board of Directors (BOD)
The Board of Directors (BOD) serves as the highest governing authority at Muktinath
Bikas Bank, responsible for overseeing its management, strategic direction, and
regulatory compliance.
Key responsibilities of the BOD include:
• Protecting shareholders' interests and ensuring financial sustainability.
• Establishing policies and strategies to drive growth and operational excellence.
• Making critical financial and management decisions that impact the bank’s
long-term stability.
S.N Name Designation
1 Bharat Raj Dhakal Chairman
2 Narayan Kumar Shrestha Director
3 Bharat Prasad Lamsal Director
4 Binod Kumar Sharma Director
5 Saroja Shrestha(Koirala) Director
6 Umesh Kumar Acharya Independent Director
15
16
3.3 Major products and Services of Organization
Muktinath Bikas,Bank Limited is dedicated to maintaining strong corporate governance
and fostering a responsible banking culture. It offers a wide range of products and
services at competitive market rates, ensuring customer satisfaction. Leveraging the
latest technology, the bank provides diverse financial solutions,to meet evolving needs.
Committed to growth and excellence, MNBBL strives to achieve greater success by
upholding its core values and continuously enhancing its offerings.
3.3.1 Major Products:
MNBBL has always been committed to offering top-quality products and services to
fulfill the needs of both its existing and potential customers. The bank’s key products
and services include:
• Muktinath Ashirwad Bachat Khata(GOLD)
• Muktinath Sarvotkrishta Bachat Khata
• Muktinath Sambriddhi Bachat Khata
• Sunaulo Bal Bachat Khata
• Auto Loan
• Housing Loan
• Share Loan
3.4 SWOT Analysis of Muktinath Bikas Bank Ltd
3.4.1 Strengths
• Provide good customer service
• High deposits
• Customer Loyalty and Trust
• Large ATM network
• Strong Management
3.4.2 Weakness
• Over staffing problem
• Poor Technology
• Lack of young and energetic staff
17
• Biasness during service provider
• Poor time management
3.4.3 Opportunities
• Largest Commercial bank
• Large market coverage
• Technology advancement
• Internet based banking service
• Attract more customers with various product schemes
3.4.4 Threats
• Establishment of strong competitors
• Customer turnover due to interest rate war
• Political instability
3.5 Future Plans and Strategies of the Organization
“Our envisioned intention is to become the leading provider of diverse financial
services to all Nepalese.”
18
CHAPTER VI
ANALYSIS OF ACTIVITIES DONE AND REFLECTION
4.1 Introduction
Internship provides effective way for students to gain work experience before
graduation. It is provided to perform different task and activities to gain knowledge and
enrich the skills.
During the eight weeks of internship at Muktinath Bikash Bank, the intern was assigned
mainly in Customer Service Department which helped intern to gain knowledge of that
department as well as overall banking culture. Apart from CSD, the intern got chance
to spend some week in other department as well.
Customer service department is the provision of service to customer before, during and
after a purchase. Customer service is normally an integral part of a company’s customer
value proposition. A customer service representative interacts with a company’s
customers to provide them with information to address inquiries regarding products and
services. In addition, they deal with and help resolve any customer complaints. They
need to answer customer’s complaints, questions, as well as question them to obtain
full understanding of what information is being questioned. They should try to fulfil the
customer’s queries and problem on their own and only refer complex issues to the
management.
CSD also commits to provide service to customers, including providing information,
technical support and quality of service in a timely manner basically giving priority to
the tasks as:
• Serves as the help desk where customer visits for inquiry.
• Provide assistance with the needed information to the customers regarding the
product and services of the bank.
• Assists the customer in filling forms, counseling the procedures, providing
suggestions and advice
• During internship, various activities need to be performed under the direction
and guidance of the supervisor.
19
4.2 Activities Done
During the internship period, intern was placed in different departments of the bank and
the intern got an overview of the entire major task undertaken at the respective
department even in a short span of time.
4.3 Reflection of the Internship
Being an intern at Muktinath Bikas Bank was a highly rewarding and insightful
experience. The senior staff members were incredibly supportive, always ready to share
their expertise and provide guidance whenever needed. This internship served as an
excellent opportunity to bridge the gap between theoretical knowledge and real-world
application. It also allowed me to gain hands-on experience with office equipment and
understand the differences and similarities between academic learning and practical
banking operations.
The bank’s employees upheld high standards of professionalism, including punctuality
and adherence to a formal dress code, which the intern also followed throughout the
internship. The work environment was welcoming and conducive to learning, enabling
me to ask questions freely and expand my knowledge of various banking functions. The
supervisor and colleagues were approachable and friendly, making the entire
experience both memorable and enriching.
4.4 Problem Solved at CSD
CSD and problem are non-detachable terms. One of the main functions of CSD is to
solve the problems of customers. During two months of internship, intern got the
opportunity to understand, identify and solve some of the problems faced by the bank.
Here are some problems that solved at CSD which are as follows:
• The intern helped to sort out uncollected cheques and ATM card for destruction.
• Customers finding difficulties to fill the form are helped by intern and CSD
staffs.
• If anyone comes with request for bank statement of others, they are asked to
come with signature of concerned account holder on Bank Statement
Requisition Slip.
• The intern assisted in solving the customer’s problems by responding to their
queries.
20
• The intern assisted in distribution of different forms and vouchers as per the
requirement of customer.
• Customers finding difficult to change the pin number and password of mobile
banking are helped by intern.
4.5 Felt Observed Gaps
During the internship at Muktinath Bikas Bank, Lagantole Branch, the intern observed
several areas where the branch could improve in its operations and customer service.
• All the tasks of Customer Service Department are done only by the intern. In
the absence of intern, a CSD task has to be done by other staff, as results
pressurize in tasks by staff.
• Filling of form by the customer in CSD is long procedure. There should be
requirement of Computer for reducing the documentation tasks.
• The bank's software is outdated, slow, or prone to crashes, making it difficult to
complete tasks efficiently.
• There is absence of banking browser i.e. guidelines for customer to know the
types of product/ services with their features and interest. Customer doesn’t
remind about all the products/services, their features, charges and so on.
21
CHAPTER V
CONCLUSION AND LESSON LEARNED
5.1 Conclusion
The internship program is an essential component of the BBM curriculum, offering
students a valuable opportunity to gain practical exposure to the corporate world. It
serves as a bridge between academic learning and real-world business operations,
enabling students to understand organizational culture and develop managerial skills.
This phase is a crucial stepping stone in a student’s professional journey, as it not only
fulfills academic requirements but also fosters the development of professional
networks, active listening, and keen observation skills.
During the internship, the intern had the chance to engage with the external business
environment and observe firsthand how various banking activities are executed in a
real-world setting. The experience has been immensely beneficial, helping the intern
hone our interpersonal, social, and academic skills. It provided a platform to interact
with professionals, understand corporate etiquette, and apply theoretical knowledge in
a practical context.
Upon completing this report, it is evident that the internship program, designed as a
partial requirement of the BBM degree, has been highly effective in achieving its goal
of providing hands-on experience. Classroom learning alone is insufficient for holistic
professional development, making this internship a crucial element of our education.
The insights and experience gained during this period will undoubtedly contribute to
shaping our future careers. This internship has significantly boosted confidence,
enhanced interpersonal communication, and refined interaction skills, all of which are
fundamental for professional growth and career advancement.
5.2 Lesson Learnt
Internship brings change in attitude and behavior of the intern. The intern have become
great experience and fruitful where the intern gained knowledge on the banking
environment in the commercial bank. The intern have learned that socializing with the
people, dealing with customer and the coworker or a senior, making the working
environment cozier and friendlier are equally important in the organization.
22
The most important lessons learned by intern are as follows:
• Intern learnt to use PUMORI core banking software.
• The intern learnt to implement the things that has been studied in classroom into
practical use in bank and banking situation.
• Intern learnt about how every product and service requires a different approach
to be sold to the customer in banking sector.
• Intern learnt documents required, procedure for account opening and KYC
update and necessary entries for account opening and KYC Update.
• The documents required, procedure for account closing and necessary entries
for account closing.
• In internship period the intern learnt how to behave with the seniors and
colleagues and make good relationship with them, handling customer and
branch’s complaints and queries.
• At CSD intern learnt a way to answer the queries of customers and branches
and provide them with best possible solutions.
• Competition is always high. Battle to survive.
23
REFERENCES
24
APPENDICES
