INTERNSHIPREPORTONCOOPERATIVEBANKOFOROMIA.

ARBA MINCH UNIVERSITY

COLLEGEOFBUSINESSANDECONOMICS

DEPARTMENTOFMANAGEMENT

AN INTERNSHIP PROPOSAL SUBMITED TO THE

DEPARTMENTOFMANAGMENTINPARTIALFULFILMENT OF
INTERNSHIP IN MANAGMENT COURSE.

NAME:MUSAABRAHIMMUSA
ID NO.........[SSHR/1634/14]

SUBMITTEDTO:MRWAGAWD.

OCTOBER2024G.C

ARBAMINCH,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.

Mydeepest appreciation and special thanks goes to Abdi Adem(branch manager) for extending
this support in compiling this report. at least and must mention wonderful workingenvironmental
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
ofOromiaMiessobranch. Inaddition,thebackgroundofCBOfollowedbyroleandresponsibilities 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 [Link], 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 activitiesthat
must take to solve the problem.

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 TABLEOFCONTENTS

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

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

CHAPTERONE.............................................................................................................................................1

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

1.1 Backgroundoftheorganization..........................................................................................................1

1.2 CardinalIssues(Vision,Mission,Values,andObjectives)...................................................................2

1.3 CoreValuesoftheorganization...........................................................................................................2

1.5 Objectivesofthestudy........................................................................................................................3

1.6 Scopeof Exploration.........................................................................................................................4

1.7 Benefitsofinternshipprogramforme..................................................................................................4

CHAPTERTWO............................................................................................................................................5

2. Methodsoftheinternshipprogram..........................................................................................................5

2.1. Fromtheinterviews,severalthemesemerged:........................................................................................6

2.2 HighVolumeofCustomerQueries..........................................................................................................6

ChapterThree..................................................................................................................................................7

3. RESULTANDDISCUSSION.................................................................................................................7

3.1 EvaluationofManagementHierarchy................................................................................................10

3.2 Structureofbranch...............................................................................................................................10

ChapterFour..................................................................................................................................................21

4. ConclusionandRecommendation..........................................................................................................21

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

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

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CHAPTERONE

Introduction
1.1 Backgroundoftheorganization
Cooperative bank of Oromia is a private commercial bank in Ethiopia. Cooperative bankof
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
millionaccountholdersand,[Link] in
Finfine Africa avenue flamingo area. Miesso branch cooperative bank of Oromia is ofthe
branch of the [Link] located in eastern part of Oromia, west Hararghe zone, Miesso
woreda Miesso town.

Cooperative Bank of Oromia (CBO)Miessobranch has been operating in Miesso since

January 2013. Thebank hasbeen providingdifferentfinancial services forthefarmers and
chattraderssectorstakeholdersrangingfromprovidingcreditservicetothatofsupporting 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 maizefarmers.
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 atlarge.
Currently, the Miessobranch 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 CardinalIssues(Vision,Mission,Values,andObjectives)
1.2.1 Vision:

TobetheleadingprivatebankinEthiopiaby2025 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
properuseofhumanresourcesanduptodatetechnologiestomaximizestakeholdershares.
(Source Cooperative bank of Oromia website).

1.3 CoreValuesoftheorganization
Integrity

 qualification of being honest, fair, disciplined and open; having moral

uprightnessand doing what is right.

Customersatisfaction:

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

understandingtheirwantsanddoingthebesttofulfilltheirrequirements.

LearningOrganization:-

 facilitate learning and continuously transforming ourselves, transforming new

knowledgeintoaction,learningfromourexperience, beingadaptabletochange.

2
Teamwork:

 workingtogetherforcommonpurposeasateam,havingacommitmenttocommon vision.

CostConsciousness:

 beingcareful about spending.

1.5 Objectivesofthestudy
1. Generateathroughunderstandingoftheworkplace,performingofthe
activities and engaging oneself in the working environment.

2. Developseveral managerialskillsthatwillberequiredinthefuture.

3. FulfillthepartialrequirementsfortheBachelorsof Managementprogram
Arba Minch University

4. ToknowandunderstandtheStrengthandweaknessesofcooperativebank in
business

5. Toexamineandvisualizeopportunitiesandthreatofcooperativebankfrom
external environment

3
1.6 ScopeofExploration
Eveniftherearemany branch'sofcooperativebankofOromia,forthematteroftimeand money
thisinternship geographicallytargeted in the cooperative bank of Oromia Miesso.

1.7 Benefitsofinternshipprogramforme
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 thetheoretical
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.

 Willingnesstolearnfromothers

 Cooperationwithinworkers

 Workingwithpeopleofdifferentbackground

 Gainedskillandknowledgeonbusinessdisciplines

 Socialitywithinemployeesattheorganization

 Being responsibleformy action

 Beamanof hardworking

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CHAPTERTWO
2. Methodsoftheinternshipprogram
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, Iutilized 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:

- Dailycustomerservice tasksand responsibilities

- Commoncustomerissuesandcomplaints

- Theeffectivenessof currentsupport toolsandsystems

- Employeeperspectives oncommunicationwithcustomers

- Suggestionsforimprovingthecustomerservice experience

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[Link],severalthemesemerged:
2.1 HighVolumeofCustomerQueries:
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 InconsistentUseofSupportTools:

Someintervieweesreportedthatthecustomersupporttoolscurrentlyinusewerenotconsistently
updated or utilized across departments. This sometimes led to confusion when handing overcases
from one department to another, especially for complex customer issues.

2.3 CommunicationBarriers:

A number of participants raised concerns about the level of communication between different
[Link],back-office staffmentioned thattheyoftenreceivedinsufficientinformation from
the front-line agents when resolving cases, which caused delays in providing solutions to
customers.

2.4 PositiveWorkCulture:

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

2.5 .SuggestionsforImprovement:

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

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ChapterThree
3. RESULTANDDISCUSSION
3.1 EvaluationofManagementHierarchy:

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.

Theoverallmanagementisentrustedtothebranchmanagerwhichisappointedbythe
[Link],whoisappointedbytheexecutive’[Link] is
divided into three different levels

3.1.1. Top-LevelManagement

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-LevelManagement

Middle management is a level of intermediate management that reports to top management and
[Link]. They
are responsible for their department’s function to top-level management, and they spend
moretime [Link]

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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 workflowto
assure daily completion of works and delivery of deliverables. They are largely managed by the
mid-level manager.

3.1.3Spanofmanagement/control

[Link] 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 [Link] 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 achievethe objective and vision theyobeyresponsibilityforthe job given to all departments.

The customer service officer reports the dailyactivityto 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
[Link] of the
organization, checking daily cash accounts, and maintaining monthly, weekly and daily
[Link]

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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
[Link] 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 ofclosing 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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Structureofbranch

3.2 Typesofleadershiptheorganizationexercisingrightnow.

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 [Link] 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 [Link]
monetary compensation or such as giving bonus. Bank of CBO n also uses bureaucratic
[Link]“Managebythe

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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 OperationalPhilosophy

The operational philosophyof 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 Humanresourcemanagementpractice:

Humanresourceplanningisaprocessthatidentifiescurrentandfuturehumanresourceneedsfor 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 Humanresourceplanning

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 [Link] resource planning ensure the best fit between
employees and job while avoiding manpower shortage or surpluses. However CBO bank as a
[Link]
resource planning practices are led by the district level.

3.4.2 Recruitmentandselection

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Recruitment and selection is the second human resource management practice. Recruitment and
selectioninvolvesactivelyseekingoutandadvertisingtopotentialcandidatesandobtainingtheir
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.

ThemanagerofCBOmainlyidentifies theneed ofemployeewherebyan additional employeeis

needed or when an employee [Link] 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.
trainingand development practice Trainingand development initiatives areeducational 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 [Link]
uses both types of training, off job and on job. On job training takes place on the workplace 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
onemoth training is given sincethe employeewas not activeenough. Afterfinishingthe training
periodthesystemfromdistrictlevelallowtheemployeeaccesstotheuseofthesystemis

12
[Link] 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 Performanceappraisal

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
[Link] 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 CustomerRelationshipsPhilosophy:

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 PersonalizedServices:

• 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 CommunityEngagement
• [Link] involvesnotjust
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.

[Link]:

13
 • 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 financialinclusion

is integral to its mission of promoting economic development in the region. Byfocusing 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
clientsbutalsocontributestobroadereconomicgrowthandstabilityinthecommunitiesitserves.

[Link]:

Thebankmaintainsarobustfinancialstructure, withasignificantfocusondepositmobilization. It
experienced substantial growth in deposits, increasing by over 56% in recent years. The
CooperativeBankensuresitsliquidityisprimarilysupportedbysavingsanddemanddeposits
【[Link]】.

3.7 TechnologyAdaptation:

The bank is highly adaptive in leveraging technology for banking services. It has made strides
indigitalbanking, with AbdiAdemleadingeffortstointroduce new technologiessuchas mobile
banking platforms and other digital services.

3.8 ProcurementPractices:

Thebank’s procurement practices aredesignedto ensuretransparencyand efficiency. Itprocures

materials and services through a centralized process aimed at cost-Procurement Practices of the
Cooperative Bank of Oromia

 Transparency:
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[Link], 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.

Thistransparencyhelpstobuildtrustwithsuppliers,regulatorybodies,andcustomers,andalso
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.

 CentralizedProcess:

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:

LeverageBuyingPower:Byconsolidatingprocurementneeds,thebankcannegotiatebetter terms and

prices from suppliers due to larger order volumes.

 StandardizeProcedures:

Acentralizedprocessensuresthatthesamerules,criteria,andstandardsareappliedacrossall purchases,
which enhances fairness and consistency.

15
EnsureCompliance:Itbecomeseasiertoensurethatallpurchasescomplywiththebank’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.

SupplierDiversity:

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 bankto
access a wider variety of products and services, fostering competition and innovation among
suppliers.

AlignmentwithEthicalPractices:

As part of the bank’s overall commitment to ethical operations, procurement practices arealigned
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-MakingProcess:

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 managersin keydecisions, ensuringthat strategiesarealigned with thebank's
broader objectives.

4. Strength,Weakness,Opportunity,andTreats(SWOT)analysisofthe
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 guidesus to identifythe positives and negatives insideour organization and outsideofit, in
the external [Link] 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 isequally
useful in the work of community health and development, education, and even personal
[Link] 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 methodare
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

17
Explore possibilities for efforts or situation to [Link] 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 inventoryof 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 SWOTanalysisofCooperativebankofOromia,Miesssobranch

Cooperative bank is the first cooperative bank in our country. Cooperative bank is private
commercial bank in [Link] 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 [Link] analysis enables cooperative
bank easilyvisualizestrength, weaknesses,opportunities,and threat, and quicklyascertain where a
company like cooperative bank or project stands at a given point in [Link] analysis of
cooperative bank

18
4.1.1. Internalanalysis

 Strengthofthe [Link],MiessoBranch

 Itisthefirstand fastestgrowingprivatebankatarea.

 Conservativeandsustainablebusinesspolicy.

 Transparentstructure,highdegreeofflexibilityandfast decision.

 Advanced riskmanagementandpricingsystemtolocalpeople.

 Creditportfoliodiversifiedbymulticriteriaand categories.

 Customizedproductandservice,highlevelofclientaswellasclosecontactsto
manufacture and leasing company.

 Clearlyfocusedbusinessmodelwithspecialsector,cycle-neutralbusinessapproachand
global presence in all key transport market.

 Highlyteamspirit,wellorganised,collaborative, friendlyandrespectfulstaff.

 Highvaluefor customer

4.1.2WeaknessoftheOrganization(CBO,MiessoBranch)

 Lackofdynamicandpromptcustomerservice.

 Lackofproper divisionoflabourandman power

 Shortageofavailabilitymachinery.

 Employeedissatisfaction.

 Lackofeffectiveadvertisingandpromotion.

 Lackofcomputerknowledge.

19
  Absenceofproperdecorationandcongestedoffice.

 Unsatisfactorysoftwareperformance.

 Nodeskandspecifictask forinternee/trainee.

 Poornetworkinternetandonlineservice.

[Link]

4.1.3. OpportunityoftheOrganization(CBO,MiessoBranch)

 Itplaygreatrolein openingdoorof business activities at area.

 Pullinglocal peopleastheycome into middle incomebyinvestingonthem.

 Throughhispromotionalactivitiesitwillstillhaveopportunitytoattract customer.

 Riseinprivatesectorbanking

 Changingsocio-cultural anddemographicfactors.

 Buildingnewclientsrelationship.

 Expandingthe advisoryand otherserviceoffered to clients,investors and banks.

 Pavethe wayforpeopleto enterin businessactivities and wayofdevelopment

[Link](CBO,MiessoBranch)

 Economiccondition of countryturn downanytime maydueto drought.

 Politicalinstabilityonlocal, nationalandinternational leadstolose customer.

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

 Commercialbankfacingthethreatof largenumberofgrowingcompetitors (millionaire).

20
  Dueto Competition amongfinancial institution.

ChapterFour
[Link]

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 [Link] 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 miessobranch 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.

21
4.2 Recommendations

 Recommendationforimprovingtheinternship 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 Iwouldliketorecommendonsomeissuethat Iobservedduringaccomplishmy
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.

 Universityshouldopen its own training center.

 ManagersandemployeesofmiessoBranchCBOshouldkeepproperlythe materialofthe
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.

 MiessoBranch 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
 Theannual report of thecompanybytheApril 6of 2022
 Thewebsite ofthe organization
 [Link]∕∕[Link]∕PROD∕Browserservice∕.
 Theinterview,informationfromtheemployeesoftheorganization
 Thedailyandweeklyactivities

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