INTERNSHIP REPORT ON COOPERATIVE BANK OF OROMIA.

ARBA MINCH UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

AN INTERNSHIP PROPOSAL SUBMITED TO THE

DEPARTMENT OF MANAGMENT IN PARTIAL FULFILMENT
OF INTERNSHIP IN MANAGMENT COURSE.

NAME: MUSA ABRAHIM MUSA

ID NO.........[SSHR/1634/14]

SUBMITTED TO:MR WAGAW D.

OCTOBER 2024G.C

ARBA MINCH,ETHIOPIA

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 ACKNOWLEDGEMENT
At first I would like to express my gratitude to almighty Allah who gave me strength and
opportunity to go through the total process of internship and write report in this regard. I would
like to take opportunity to express my gratitude to my internship advisor Wagew) faculty of
Business and economics, especially department of Management. It was great pleasure for me to
work in CBO of Miesso branch as an internee. I thank all the employee for being friendly and
corporate with a lot of important things throughout my practice.

My deepest appreciation and special thanks goes to Abdi Adem (branch manager) for extending
this support in compiling this report. at least and must mention wonderful working
environmental group commitment of this bank that has enabled me a lot deal to do and observe
banking activities in period of my practice

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 ABSTRACT
The aim of this report is to explain about my internship experience at cooperative bank of
Oromia Miesso branch. In addition, the background of CBO followed by role and responsibilities
of mine in that specific organization. Also I tried to explain the overall benefit gained from the
internship experience that are in terms of improving my practical skill, improving my team
playing skill, improving my leadership skill, and entrepreneurship skill. Secondly, I tried to
analysis the swot analysis of cooperative bank of Oromia, Miesso branch. Lastly, I discussed
with conclusion and recommended the problem really presented in the program and activities
that must take to solve the problem.

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 TABLE OF CONTENTS

ACKNOWLEDGEMENT..............................................................................................................................ii

ABSTRACT..................................................................................................................................................iii

CHAPTER ONE............................................................................................................................................1

Introduction................................................................................................................................................1

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

1.2 Cardinal Issues (Vision, Mission, Values, and Objectives).............................................................2

1.3 Core Values of the organization.......................................................................................................2

1.5 Objectives of the study.....................................................................................................................3

1.6 Scope of Exploration........................................................................................................................4

1.7 Benefits of internship program for me.............................................................................................4

CHAPTER TWO...........................................................................................................................................5

2. Methods of the internship program......................................................................................................5

2.1. From the interviews, several themes emerged:...................................................................................6

2.2 High Volume of Customer Queries......................................................................................................6

Chapter Three.................................................................................................................................................7

3. RESULT AND DISCUSSION...............................................................................................................7

3.1 Evaluation of Management Hierarchy.............................................................................................10

3.2 Structure of branch.............................................................................................................................10

Chapter Four.................................................................................................................................................21

4. Conclusion and Recommendation........................................................................................................21

4.1 Conclusion......................................................................................................................................21

References................................................................................................................................................23

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CHAPTER ONE

Introduction
1.1 Background of the organization
Cooperative bank of Oromia is a private commercial bank in Ethiopia. Cooperative bank
of Oromia was formed on 24 October 2004 with an authorized capital of 300million and
paid up share of capital of 112 on March 2005. The cooperative bank of Oromia now has a
total asset value of more than ETB 114.36 billion. The bank has 738 branch networks, 11.2
million account holders and, more than 11500 employees. The bank headquarters is located
in Finfine Africa avenue flamingo area. Miesso branch cooperative bank of Oromia is of
the branch of the CBO. It located in eastern part of Oromia, west Hararghe zone, Miesso
woreda Miesso town.

Cooperative Bank of Oromia (CBO)Miesso branch has been operating in Miesso since
January 2013. The bank has been providing different financial services for the farmers and
chat traders sector stakeholders ranging from providing credit service to that of supporting
small trade. Ever since it has started its branch in Miesso, CBO provides over 1.5 million
ETB for its different customers including farmer's cooperative unions, investor farmers
and traders. The primary focus of the bank is on cooperatives; but it also provides services
for investors, traders and individual farm through these cooperative unions the bank is
providing input finance to a considerable number of smallholder chat and maize farmers.
In the futures, the bank plan to expand its reach by providing credit for more farmers and
primary cooperatives in the trade sector.

With the slogan committed to breakthrough, the CBO is striving for higher standards by
providing support to the agriculture sector in particular and the countrys economy at
large. Currently, the Miesso branch has 14 employees. Miesso branch CBO currently one
top level managers and one operating managers, one auditors, one cashier and four
subordinates.

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1.2 Cardinal Issues (Vision, Mission, Values, and Objectives)
1.2.1 Vision:

To be the leading private bank in Ethiopia by 2025 G.C.

1.2.2 Mission:

We root our foundation in communities to provide banking solutions that create greater
customer experience with emphasis to cooperatives and agro-based business through
proper use of human resources and up to date technologies to maximize stakeholder shares.
(Source Cooperative bank of Oromia website).

1.3 Core Values of the organization

Integrity

 qualification of being honest, fair, disciplined and open; having moral uprightness
and doing what is right.

Customer satisfaction:

 striving to provide quality customer service/product; respecting client,

understanding their wants and doing the best to fulfill their
requirements.

Learning Organization: -

 facilitate learning and continuously transforming ourselves, transforming new

knowledge into action, learning from our experience, being adaptable to change.

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Teamwork:

 working together for common purpose as a team, having a commitment to

common vision.

Cost Consciousness:

 being careful about spending.

1.5 Objectives of the study

1. Generate a through understanding of the workplace, performing of the
activities and engaging oneself in the working environment.

2. Develop several managerial skills that will be required in the future.

3. Fulfill the partial requirements for the Bachelors of Management program

Arba Minch University

4. To know and understand the Strength and weaknesses of cooperative bank

in business

5. To examine and visualize opportunities and threat of cooperative bank

from external environment

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1.6 Scope of Exploration
Even if there are many branch's of cooperative bank of Oromia ,for the matter of time and
money this internship geographically targeted in the cooperative bank of Oromia Miesso.

1.7 Benefits of internship program for me

In that 30 days of my internship, I gained a lot of experience from both coworkers and
supervisor. This internship provided me practical things of what I learned in the
theoretical class. The most important benefits that I gained from the CBO Miesso branch
activities are improvement of my practical skill on how customers are attracted toward
service. In general, the following points are the most developed qualities of works those are
greatly encouraging us for being successful in our daily activities gained from internship
program.

 Willingness to learn from others

 Cooperation within workers

 Working with people of different background

 Gained skill and knowledge on business disciplines

 Sociality within employees at the organization

 Being responsible for my action

 Be a man of hard working

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CHAPTER TWO
2. Methods of the internship program
During my internship at Cooperative bank of Oromia, I was tasked with gathering in-depth
information regarding the company’s customer service processes and identifying areas for
improvement. To achieve this, I utilized the interview method, focusing on employees who were
directly involved with customer interactions. The goal was to understand both the strengths and
challenges faced by the customer service team and provide actionable recommendations.

To collect the necessary data, I conducted semi-structured interviews with 10 employees from
different departments including front-line customer service agents, team leaders, and back-office
support staff. Semi-structured interviews were chosen because they allowed for flexibility in
asking follow-up questions while maintaining a focus on key themes. Each interview lasted
between 30 to 45 minutes and was recorded with the participant’s consent for accuracy in
analysis. Key themes explored in the interviews included:

- Daily customer service tasks and responsibilities

- Common customer issues and complaints

- The effectiveness of current support tools and systems

- Employee perspectives on communication with customers

- Suggestions for improving the customer service experience

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2.0.From the interviews, several themes emerged:
2.1 High Volume of Customer Queries :
Many employees noted that the volume of customer inquiries was overwhelming during peak
times, leading to longer response times. Front-line agents felt that more staff or improved
automation could alleviate some of the pressure.

2.2 Inconsistent Use of Support Tools :

Some interviewees reported that the customer support tools currently in use were not consistently
updated or utilized across departments. This sometimes led to confusion when handing over
cases from one department to another, especially for complex customer issues.

2.3 Communication Barriers :

A number of participants raised concerns about the level of communication between different
teams. For example, back-office staff mentioned that they often received insufficient information
from the front-line agents when resolving cases, which caused delays in providing solutions to
customers.

2.4 Positive Work Culture :

Despite the challenges, the majority of interviewees highlighted that the company fosters a
supportive work environment, which helps them handle difficult customer interactions. They felt
that strong internal relationships helped improve their overall performance.

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2.5 .Suggestions for Improvement :

Employees suggested several improvements, including providing additional training on the use
of the support software, increasing staffing during peak hours, and implementing clearer
communication protocols between departments.

Chapter Three
3. RESULT AND DISCUSSION
3.1 Evaluation of Management Hierarchy:

It is involves assessing the structure and effectiveness of an organization’s management levels,

from top executives to front-line supervisors. This process helps determine how well the
hierarchy supports the organization’s goals, decision-making, and communication flow.

The overall management is entrusted to the branch manager which is appointed by the
district .directors, who is appointed by the executive’s chief officers. The organizational structure
is divided into three different levels

3.1.1. Top-Level Management

The branch manager is the top-level manager who sets a specific strategic goal for the bank at
branch level and concentrates on the big picture. Top managers are experts with a strong
understanding of the long-term trajectory of the bank in which they work. The manager carries
excellent communication with a high sense of accountability, honesty, and risk tolerance.

3.1.2. Mid-Level Management

Middle management is a level of intermediate management that reports to top management and
oversees a lower-level management team. The supervisor works in the middle level management.
They are responsible for their department’s function to top-level management, and they spend
more time on organizational and directing duties than top managers.3. Lower Level Management

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Accountant, cashier, customer service officer, fall under lower level management. Lower-level
managers are primarily concerned with the execution and coordination of day-to-day workflow
to assure daily completion of works and delivery of deliverables. They are largely managed by
the mid-level manager.

3.1.3 Span of management/ control

Span of control refers to the number of staff members that report to a particular manager. in CBO
Miesso branch manager supervises two employees (cash customer service officer and noncash
customer service officer.) and the accountants are report their daily activities to (CSO) non cash
and also cashier & accountant report their Work activities to branch manager and the branch
manager have a span of control over those employees.All departments in the bank are related to
each other. Also on their daily activities they must report to the body which controls each
department (Supervisor or branch manager). Also they control each other to minimize the
problem on job, to be fair and acceptable by every department.

To achieve the objective and vision they obey responsibility for the job given to all departments.
The customer service officer reports the daily activity to the customer service manager non cash.
Also pass all physical tickets done on transaction daily to ensure their activity by comparing the
recorded transaction on the system.

Customer service manager non cash gives the reports to the customer service manager cash to
check again for better relevance. Customer service manager non cash reports to branch manager.
CSM, noncash passes all tickets after ensured the balance on physical counted tickets and on
system became equal. Then branch manager again checks the report and activity in bank, finally
the branch manager pass monthly report to the district directors.

Each department of the organization has their own duties and responsibilities. Manager is
responsible to supervise all activities in bank including supervising employees, assisting
customers and providing excellent customer service. Cashier is responsible to all cash transaction
of the organization, checking daily cash accounts, and maintaining monthly, weekly and daily
report of transaction. Accountant is responsible to assists during preparation of financial

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statements. The statements prepared include the balance sheet, income statement, a statement of
retained earnings and cash flow statement.

The Each department of the organization has their own duties and responsibilities. Manager is
responsible to supervise all activities in bank including supervising employees, assisting
customers and providing excellent customer service. Cashier is responsible to all cash transaction
of the organization, checking daily cash accounts, and maintaining monthly, weekly and daily
report of transaction. Accountant is responsible to assists during preparation of financial
statements. The statements prepared include the balance sheet, income statement, a statement of
retained earnings and cash flow statement. The accountant also holds the responsibility of
closing the books of accounts of a branch at the end of every month. In case mistakes occur, he
prepares and post the adjustment entries. Customer service manager cash is responsible for bank
answer customer questions about basic banking services, such as account balances and interest
rates and fees. Delegating responsibilities and reviewing the team's progress. Customer service

manager non cash is responsible for keeping accurate records of employees, customer
communications and plans for high quality customer care, Coordinating with other departments
to ensure banks objectives are met and Taking disciplinary measures with employees violating
company policy.

In general, the bank is responsible to deliver service to its customer by transferring funds, taking
deposits, giving loan, transferring foreign currency into domestic currency and opening

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Structure of branch

3.2 Types of leadership the organization exercising right now.

First a leadership style is a leader method of providing direction, implementing plans and
motivating people. No leadership style is perfect for every circumstance that may happen within
and outside the bank. It’s difficult to decide only on one leadership style as a whole. The bank
uses different types of leadership styles on different situations. CBO bank uses a leadership
style ranging from formal authority (berucratic) to lessaiz-fair type of leadership.

Transactional leadership is the most dominant leadership style practice within the bank sector. It
is type of leadership style where leader rely on reward and punishments to achieve optimal job
performance from their subordinates. Bank of CBO uses this leadership style where necessary by
monetary compensation or such as giving bonus. Bank of CBO n also uses bureaucratic
leadership where by the procedures are fixed for the employees. It is also called “Manage by the

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book” leadership style. The daily routines of the bank are almost similar therefore in this
leadership style the work to be done is already known by the employees, there is no strict to
directing by the leader. The manager of CBO bank, decision making processes may use his
formal authority and decide by himself for urgent situation, whereas for a decision that requires
the participation of

3.3 Operational Philosophy

The operational philosophy of the Miesso branch of the Cooperative Bank of Oromia focuses on
community-centered and inclusive banking. It provides tailored financial services, such as
microloans for farmers with flexible repayment schedules, support for cooperatives, and mobile
banking for rural accessibility. The branch emphasizes financial inclusion, personalized services,
and sustainable local development, aiming to empower underserved communities and contribute
to regional economic growth.

3.4 Human resource management practice :

Human resource planning is a process that identifies current and future human resource needs for
an organization to achieve its goal. Human resource planning should serve as a link between
human resource management and the overall strategic plan of an organization.

3.4.1 Human resource planning

Human resource planning is one of the human resource management practices. It is the
continuous process of systematic planning to achieve the optimum use of an organization’s
mostvaluable asset quality employees.Human resource planning ensure the best fit between
employees and job while avoiding manpower shortage or surpluses. However CBO bank as a
branch in deder does not have human resource management department. Therefore all the human
resource planning practices are led by the district level.

3.4.2 Recruitment and selection

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Recruitment and selection is the second human resource management practice. Recruitment and
selection involves actively seeking out and advertising to potential candidates and obtaining their
interest in the position. Selection refers to the process of determining the best candidate from the
pool of applicants. Selection is the process of hiring employees among the shortlisted candidate
and providing them a job in the organization.

The manager of CBO mainly identifies the need of employee where by an additional employee is
needed or when an employee resigns.Then there arcriterions under which an applicant may be
selected. There is a committee called Talent management and they come to the recruitment
practice from the district level. Their main function is to decide on the criteria’s or requirement
that must be met. They prepare a written exam and if an applicant passes on greater

than 50 percent, the next step will be the interview. The manager of CBO then with the
authorized party interview the applicant and select the appropriate applicant to be the employe.
training and development practice Training and development initiatives are educational activities
within an organization that are design to improve the job performance an individual or groups.
CBO uses training packages which are beneficial to the employees and the organization.The
bank uses both types of training, off job and on job. On job training takes place on the work
place to learn about jobs. On the job training often used to learn how to use particular tool or
equipment’s in live work practice, simulated, or training environment. Advantages of on expand
training with real experience, early applicable, save money and time. Increase productivity,
increase employee retention, promotes team work and helps retain information.

CBO is advantageous by both types of the training to train and enhance the performance of the
organization so as to benefit from the advantages of both types of training. When using on job
training, the new employees train for 30 days. These days or the training period is called
probation period.

However if it is assumed that the training is not sufficient for the trainees additional 30 days or
one moth training is given since the employee was not active enough. After finishing the training
period the system from district level allow the employee access to the use of the system is

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activated.Off job training takes place when new system is activated. Trainers from district level
are responsible for giving information on how the new system works.

3.4.3 Performance appraisal

Performance appraisal is a systematic and periodic process of measuring an individual work

performance against the established requirement of the job. It is subjective evolution of an
employee strengths and weaknesses, relative worth to the organization and future development
potential.Performance appraisal is given by the system, since the employee has activated access,
the number of accounts, account he/she opened the mistakes he/she committed and the cash
transaction he/she recorded is displayed in the computer. That is what we call the performance

3.5 Customer Relationships Philosophy :

The bank places great emphasis on fostering strong relationships with its clients through
personalized services and financial inclusion initiatives, such as cooperative banking products
tailored for farmers and small businesses. This approach reflects their broader objective of
community support and capacity-building【Islamic market. com】.

3.5.1 Personalized Services:

• CBO focuses on understanding the unique financial needs of its customers. By offering
personalized services, such as tailored loan products and savings plans, the bank ensures that
clients receive solutions that fit their specific circumstances.

3.5.2 Community Engagement

• The bank emphasizes building relationships within local communities. This involves not just
transactional interactions but also engaging with clients to understand their challenges and
aspirations. CBO often conducts surveys and feedback sessions to gather insights directly from
customers.

3.5.3. Trust and Loyalty:

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 • By prioritizing customer satisfaction and providing high-quality service, CBO fosters trust
among its clients. This trust is crucial for long-term relationships, encouraging customers to rely
on the bank for their financial needs over time.

The Cooperative Bank of Oromia’s commitment to customer relationships and financial

inclusion is integral to its mission of promoting economic development in the region. By
focusing on personalized service, community engagement, and tailored financial products, CBO
not only strengthens its client relationships but also plays a vital role in enhancing financial
accessibility for underserved populations. This holistic approach not only benefits individual
clients but also contributes to broader economic growth and stability in the communities it serves.

3.6.Financial Resources Management :

The bank maintains a robust financial structure, with a significant focus on deposit mobilization.
It experienced substantial growth in deposits, increasing by over 56% in recent years. The
Cooperative Bank ensures its liquidity is primarily supported by savings and demand deposits
【Islamic market.com】.

3.7 Technology Adaptation :

The bank is highly adaptive in leveraging technology for banking services. It has made strides
in digital banking, with Abdi Adem leading efforts to introduce new technologies such as mobile
banking platforms and other digital services.

3.8 Procurement Practices :

The bank’s procurement practices are designed to ensure transparency and efficiency. It procures
materials and services through a centralized process aimed at cost-Procurement Practices of the
Cooperative Bank of Oromia

 Transparency:
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The bank emphasizes transparency throughout its procurement process. This means that all steps,
from the initial request for materials or services to the selection of suppliers, are clear and
documented. By maintaining open processes, the bank ensures that all stakeholders—both
internal and external—have visibility into how decisions are made.

This transparency helps to build trust with suppliers, regulatory bodies, and customers, and
also minimizes the risk of corruption or favoritism in procurement decisions.

 Efficiency:

The bank strives to achieve efficiency in procurement by streamlining the acquisition of goods
and services. This means minimizing delays, reducing unnecessary costs, and avoiding
redundancies in the procurement process.

By focusing on efficiency, the bank is able to meet its operational needs more quickly and at a
lower cost, which contributes to overall financial stability and better service delivery to
customers.

 Centralized Process:

Procurement is managed through a centralized system, meaning that all purchasing decisions are
coordinated by a dedicated procurement team. This centralized approach helps the bank to:

Leverage Buying Power: By consolidating procurement needs, the bank can negotiate better
terms and prices from suppliers due to larger order volumes.

 Standardize Procedures:

A centralized process ensures that the same rules, criteria, and standards are applied across all
purchases, which enhances fairness and consistency.

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Ensure Compliance: It becomes easier to ensure that all purchases comply with the bank’s
policies and external regulations when handled centrally.

Cost-Effectiveness:

One of the main goals of the bank’s procurement strategy is to achieve cost-effectiveness. This
means obtaining the best value for the bank’s money by negotiating favorable terms with
suppliers, seeking competitive bids, and avoiding unnecessary expenses.

The bank ensures that the goods and services procured meet quality standards while also being
reasonably priced. This balance of quality and cost helps the bank maintain its financial strength
while meeting operational requirements.

Supplier Diversity:

The Cooperative Bank of Oromia promotes supplier diversity by encouraging participation from
a broad range of suppliers, including small and medium enterprises, local businesses, and
businesses owned by marginalized groups.

This practice not only fosters inclusivity and supports local economies but also allows the bank
to access a wider variety of products and services, fostering competition and innovation among
suppliers.

Alignment with Ethical Practices:

As part of the bank’s overall commitment to ethical operations, procurement practices are
aligned with its core values, including integrity and fairness. The bank ensures that its suppliers
follow ethical standards in terms of labor practices, environmental sustainability, and business
integrity.

This ethical alignment helps the bank maintain its reputation as a socially responsible financial
institution while contributing to sustainable development.

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3.9 .Decision-Making Process :

The decision-making process at the Cooperative Bank of Oromia is largely decentralized but
guided by strategic management from top executives. There is a clear emphasis on involving
district and branch managers in key decisions, ensuring that strategies are aligned with the bank's
broader objectives.

4. Strength, Weakness, Opportunity, and Treats (SWOT) analysis of the

organization.

SWOT analysis is a powerful business strategy for startup firms as well as for existing company.
This simple framework used to evaluate the proposition of firm in a co-operative Bank. a SWOT
analysis guides us to identify the positives and negatives inside our organization and outside of it,
in the external environment. Developing a full awareness of our situation can help with both
strategic planning and decisions making.

The SWOT analysis method were originally developed for business and industry, but it is
equally useful in the work of community health and development, education, and even personal
growth. The SWOT analysis is not the only assessment technique we can use but is one with a
long record of accomplishment of effectiveness, compare it other tools found in the community
toolbox to determine if this is the right approach for our situation. The strength of this method
are its simplicity and application to a variety of level of operation.A SWOT analysis can offer
helpful perspectives at any stages of efforts, we can use it to

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Explore possibilities for efforts or situation to problem.Make about the best path for our
initiatives, identify our opportunity for success in context of threat to success can clarify
directions and choices

Determine where change is possible. If we are at a juncture or turning point, an inventory of our
strengths and weaknesses can reveal priorities as well as possibilities.

Adjust and refine plans midcourse. A new opportunity might open wide avenues, while a new
threat close a path that one existed. SWOT analysis also offers a simple way of communicating
about our initiatives or program and an excellent way to organize information we have gathered
from studies and surveys.

4.1 SWOT analysis of Cooperative bank of Oromia, Miessso branch

Cooperative bank is the first cooperative bank in our country. Cooperative bank is private
commercial bank in Ethiopia. In order to compete in dynamic business environment cooperative
bank must analysis it SWOT analysis this represents strength, weakness, opportunity, and threat.
The strength and weaknesses are internal factors whereas opportunities and threat are external
factors SWOT analysis of cooperative bank analyses there brand by its strength, weaknesses,
opportunities, and threat. Strength and weaknesses are internal factors whereas opportunities and
threat are external factors.

Developing a full awareness of the situation helps both strategic planning and decision-making.
SWOT analyses are a way easily visualize strengths, weaknesses, opportunities, and threats.
SWOT analysis enables cooperative bank to analyze their strength and weaknesses, and enables
cooperative bank to examine the opportunities and threat. SWOT analysis enables cooperative
bank easily visualize strength, weaknesses, opportunities, and threat, and quickly ascertain where
a company like cooperative bank or project stands at a given point in time.SWOT analysis of
cooperative bank

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4.1.1. Internal analysis

 Strength of the Organization i.e CBO, Miesso Branch

 It is the first and fastest growing private bank at area.

 Conservative and sustainable business policy.

 Transparent structure, high degree of flexibility and fast decision.

 Advanced risk management and pricing system to local people.

 Credit portfolio diversified by multi criteria and categories.

 Customized product and service, high level of client as well as close contacts to
manufacture and leasing company.

 Clearly focused business model with special sector, cycle-neutral business approach
and global presence in all key transport market.

 Highly team spirit, well organised, collaborative, friendly and respectful staff.

 High value for customer

4.1.2 Weakness of the Organization (CBO, Miesso Branch)

 Lack of dynamic and prompt customer service.

 Lack of proper division of labour and man power

 Shortage of availability machinery.

 Employee dissatisfaction.

 Lack of effective advertising and promotion.

 Lack of computer knowledge.

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  Absence of proper decoration and congested office.

 Unsatisfactory software performance.

 No desk and specific task for internee/trainee.

 Poor network internet and online service.

2. External analysis

4.1.3. Opportunity of the Organization (CBO, Miesso Branch)

 It play great role in opening door of business activities at area.

 Pulling local people as they come into middle income by investing on them.

 Through his promotional activities it will still have opportunity to attract customer.

 Rise in private sector banking

 Changing socio-cultural and demographic factors.

 Building new clients relationship.

 Expanding the advisory and other service offered to clients, investors and banks.

 Pave the way for people to enter in business activities and way of development

4.1.4.Threat of the Organization (CBO, Miesso Branch)

 Economic condition of country turn down anytime may due to drought.

 Political instability on local, national and international leads to lose customer.

 As deposit rate are reducing due to which people shift their investment in stock market
instead of money market.

 Commercial bank facing the threat of large number of growing competitors (millionaire).

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  Due to Competition among financial institution.

Chapter Four
4.Conclusion and Recommendation

4.1 Conclusion
As mentioned in the earlier chapters, internship is probably one of the best ways to provide the
students and graduates with the practical exposure so that they get an opportunity to understand
the working culture, systems, structure, strategy, operation and methodologies that are carry out
in different departments in an organization. Internships also help one to test their skills,
competencies along with helping them to identify the knowledge gap between the theoretical
principles and the practical work setting.

It can said that it provides students and graduates a platform to know how an organization
actually work in the real life setting with the help of personal interaction. SWOT analysis is
powerful business strategies for startup firms as well as for existing company. The strength of
Miesso branch CBO are good status of work life balance, highly qualified workfare, better
communication skill practice, better service quality and customer loyalty, high level of customer
satisfaction, trust within members of the bank, and highly motivated workforce in the miesso
branch Cooperative bank of Oromia.

The weaknesses of miesso branch Cooperative bank of Oromia are lack of proper training and
skill development program, poor management of men, lack of infrastructure, Bad management
employees relations, weak customer handling by the management of the bank, low job
satisfaction and some of employees are burdened overwork. The opportunities of Cooperative
bank of Oromia miesso branch are large untapped areas for expansion, Expansion of new
investment in the town, and Good image of the Bank in the town.

The threats of Cooperative bank of Oromia Miesso branch are lack of people awareness about
banking system, large and intense competition and large customer of the branch is poorer status,
lack of huge deposit and increasing customer complaint in miesso branch Cooperative bank of
Oromia.

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4.2 Recommendations

 Recommendation for improving the internship program

 To improve this program, the university, the organization, supervisors, students and
others should work together.

 While doing my practical attachment, I observed some issue in lenses of my eyes,

therefore I would like to recommend on some issue that I observed during accomplish my
practical attachment in Cooperative Bank of Oromia, miesso branch.

 The study recommends that miesso branch Cooperative bank of Oromia should have
strategic plans that will take the Advantages of strengths and opportunities and eliminate
the threats and weaknesses presented in the report.

 University should open its own training center.

 Managers and employees of miesso Branch CBO should keep properly the material of the
company, because poor material management can lead the organization to unnecessary
expenses.

 Senior employees should be change their negative attitude towards juniors, because
negative relationships between employees in an organization can be obstacles for the
success of the organization.

 Miesso Branch CBO manager should handle their customers in good manner, by
providing more space in the office and if possible, they should have some entanglement,
because customers is the heart of the organization especially banking organization.

 Miesso Branch CBO should provide necessary infrastructural facilities like ATM
machine and new products to their customers, in order to compete with their competitors

 The bank should establish friendly relations between managers and subordinates to make
to the working environment comfortable

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References
 The annual report of the company by the April 6 of 2022
 The website of the organization
 www.coopbankoromia.com ethttp∕∕www.CBOservice ∕ PROD∕Browser service∕.
 The interview, information from the employees of the organization
 The daily and weekly activities

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