Banking Project

INTRODUCTION & HISTORY OF BANKING BANKING [pic] Introduction India cannot have a healthy economy without a sound and effective banking system. The banking system should be hassle free and able to meet the new challenges posed by technology and other factors, both internal and external. In the past three decades, India's banking system has earned several outstanding achievements to its credit. The most striking is its extensive reach. It is no longer confined to metropolises or cities in India.In fact, Indian banking system has reached even to the remote corners of the country. This is one of the main aspects of India's growth story. The government's regulation policy for banks has paid rich dividends with the nationalization of 14 major private banks in 1969. Banking today has become convenient and instant, with the account holder not having to wait for hours at the bank counter for getting a draft or for withdrawing money from his account. Banking in India  in the modern sense ori ginated in the last decades of the 18th century.The first banks were The General Bank of India, which started in 1786, and Bank of Hindustan, which started in 1770; both are now defunct. The oldest bank still in existence in India is the  State Bank of India, which originated in the  Bank of Calcutta  in June 1806, which almost immediately became the  Bank of Bengal. This was one of the three presidency banks, the other two being the  Bank of Bombay  and the  Bank of Madras, all three of which were established under charters from the  British East India Company. For many years the presidency banks acted as quasi-central banks, as did their successors.The three banks merged in 1921 to form the  Imperial Bank of India, which, upon India's independence, became the  State Bank of India  in 1955. 1. History of Banking in India The first bank in India, though conservative, was established in 1786. From 1786 till today, the journey of Indian Banking System can be segr egated into three distinct phases: †¢ Early phase of Indian banks, from 1786 to 1969 †¢ Nationalization of banks and the banking sector reforms, from 1969 to 1991 †¢ New phase of Indian banking system, with the reforms after 1991 Phase1The first bank in India, the General Bank of India, was set up in 1786. Bank of Hindustan and Bengal Bank followed. The East India Company established Bank of Bengal (1809), Bank of Bombay (1840), and Bank of Madras (1843) as independent units and called them Presidency banks. These three banks were amalgamated in 1920 and the Imperial Bank of India, a bank of private shareholders, mostly Europeans, was established. Allahabad Bank was established, exclusively by Indians, in 1865. Punjab National Bank was set up in 1894 with headquarters in Lahore.Between 1906 and 1913, Bank of India, Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank, and Bank of Mysore were set up. The Reserve Bank of India came in 1935. During the first p hase, the growth was very slow and banks also experienced periodic failures between 1913 and 1948. There were approximately 1,100 banks, mostly small. To streamline the functioning and activities of commercial banks, the Government of India came up with the Banking Companies Act, 1949, which was later changed to the Banking Regulation Act, 1949 as per amending Act of 1965 (Act No. 3 of 1965). The Reserve Bank of India (RBI) was vested with extensive powers for the supervision of banking in India as the Central banking authority. During those days, the general public had lesser confidence in banks. As an aftermath, deposit mobilization was slow. Moreover, the savings bank facility provided by the Postal department was comparatively safer, and funds were largely given to traders. Phase2 The government took major initiatives in banking sector reforms after Independence.In 1955, it nationalized the Imperial Bank of India and started offering extensive banking facilities, especially in r ural and semi-urban areas. The government constituted the State Bank of India to act as the principal agent of the RBI and to handle banking transactions of the Union government and state governments all over the country. Seven banks owned by the Princely states were nationalized in 1959 and they became subsidiaries of the State Bank of India. In 1969, 14 commercial banks in the country were nationalized. In the second phase of banking sector reforms, seven more banks were nationalized in 1980.With this, 80 percent of the banking sector in India came under the government ownership. Phase3 This phase has introduced many more products and facilities in the banking sector as part of the reforms process. In 1991, under the chairmanship of M Narasimham, a committee was set up, which worked for the liberalization of banking practices. Now, the country is flooded with foreign banks and their ATM stations. Efforts are being put to give a satisfactory service to customers. Phone banking and net banking are introduced. The entire system became more convenient and swift.Time is given importance in all money transactions. The financial system of India has shown a great deal of resilience. It is sheltered from crises triggered by external macroeconomic shocks, which other East Asian countries often suffered. This is all due to a flexible exchange rate regime, the high foreign exchange reserve, the not-yet fully convertible capital account, and the limited foreign exchange exposure of banks and their customers. In ancient India there is evidence of loans from the  Vedic period  (beginning 1750 BC).Later during the  Maurya dynasty  (321 to 185 BC), an instrument called adesha was in use, which was an order on a banker desiring him to pay the money of the note to a third person, which corresponds to the definition of a bill of exchange as we understand it today. During the Buddhist period, there was considerable use of these instruments. Merchants in large towns gave letters of credit to one another. Colonial era During the colonial era merchants in  Calcutta  established the Union Bank in 1839, but it failed in 1840 as a consequence of the economic crisis of 1848-49.The  Allahabad Bank, established in 1865 and still functioning today, is the oldest  Joint Stock bank  in India, it was not the first though. That honor belongs to the Bank of Upper India, which was established in 1863, and which survived until 1913, when it failed, with some of its assets and liabilities being transferred to the  Alliance Bank of Shimla. Foreign banks too started to appear, particularly in  Calcutta, in the 1860s. The  Comptoir d'Escompte de Paris  opened a branch in Calcutta in 1860, and another in  Bombay  in 1862; branches in  Madras  and  Pondicherry, then a French possession, followed. HSBCestablished itself in  Bengal  in 1869.Calcutta was the most active trading port in India, mainly due to the trade of the  British Empire, and so became a banking center. The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in 1881 in  Faizabad. It failed in 1958. The next was the  Punjab National Bank, established in  Lahore  in 1895, which has survived to the present and is now one of the largest banks in India. Around the turn of the 20th Century, the Indian economy was passing through a relative period of stability. Around five decades had elapsed since the  Indian Mutiny, and the social, industrial and other infrastructure had improved.Indians had established small banks, most of which served particular ethnic and religious communities. The presidency banks dominated banking in India but there were also some exchange banks and a number of Indian  joint stock  banks. All these banks operated in different segments of the economy. The exchange banks, mostly owned by Europeans, concentrated on financing foreign trade. Indian joint stock banks were generally under capitaliz ed and lacked the experience and maturity to compete with the presidency and exchange banks.This segmentation let Lord Curzon to observe,  Ã¢â‚¬Å"In respect of banking it seems we are behind the times. We are like some old fashioned sailing ship, divided by solid wooden bulkheads into separate and cumbersome compartments. † The period between 1906 and 1911, saw the establishment of banks inspired by the  Swadeshi  movement. The Swadeshi movement inspired local businessmen and political figures to found banks of and for the Indian community. A number of banks established then have survived to the present such as  Bank of India,  Corporation Bank,  Indian Bank,  Bank of Baroda,  Canara Bank  and  Central Bank of India.The fervour of Swadeshi movement lead to establishing of many private banks in  Dakshina Kannada  and  Udupi district  which were unified earlier and known by the name  South Canara  ( South Kanara ) district. Four nationalised banks started in this district and also a leading private sector bank. Hence undivided Dakshina Kannada district is known as â€Å"Cradle of Indian Banking†. During the  First World War  (1914–1918) through the end of the  Second World War  (1939–1945), and two years thereafter until the independence  of India were challenging for Indian banking.The years of the First World War were turbulent, and it took its toll with banks simply collapsing despite the  Indian economy  gaining indirect boost due to war-related economic activities. At least 94 banks in India failed between 1913 and 1918 as indicated in the following table: |Years |Number of banks |Authorised capital |Paid-up Capital | | |that failed |(Rs. Lakhs) |(Rs.Lakhs) | |1913 |12 |274 |35 | |1914 |42 |710 |109 | |1915 |11 |56 |5 | |1916 |13 |231 |4 | |1917 |9 |76 |25 | |1918 |7 |209 |1 | Post-Independence The  partition of India  in 1947 adversely impacted the economies of  Punjab  and  West Bengal, paralyzing banking activities for months. India's  independence  marked the end of a regime of the  Laissez-faire  for the Indian banking. The  Government of India  initiated measures to play an active role in the economic life of the nation, and the Industrial Policy Resolution adopted by the government in 1948 envisaged a  mixed economy. This resulted into greater involvement of the state in different segments of the economy including banking and finance.The major steps to regulate banking included: ? The  Reserve Bank of India, India's central banking authority, was established in April 1935, but was nationalized on January 1, 1949 under the terms of the Reserve Bank of India (Transfer to Public Ownership) Act, 1948 (RBI, 2005b). ? In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bank of India (RBI) â€Å"to regulate, control, and inspect the banks in India†. ? The Banking Regulation Act also provided that no new ban k or branch of an existing bank could be opened without a license from the RBI, and no two banks could have common directors. Nationalization in the 1960sDespite the provisions, control and regulations of  Reserve Bank of India, banks in India except the  State Bank of India  or SBI, continued to be owned and operated by private persons. By the 1960s, the Indian banking industry had become an important tool to facilitate the development of the  Indian economy. At the same time, it had emerged as a large employer, and a debate had ensued about the nationalization of the banking industry. Indra Gandhi, then  Prime Minister of India, expressed the intention of the  Government of India  in the annual conference of the All India Congress Meeting in a paper entitled  Ã¢â‚¬Å"Stray thoughts on Bank Nationalization. †Ã‚  The meeting received the paper with enthusiasm. Thereafter, her move was swift and sudden.The Government of India issued an ordinance (‘Banking C ompanies (Acquisition and Transfer of Undertakings) Ordinance, 1969')) and nationalized  the 14 largest commercial banks with effect from the midnight of July 19, 1969. These banks contained 85 percent of bank deposits in the country. [5]  Jayaprakash Narayan, a national leader of India, described the step as a  Ã¢â‚¬Å"masterstroke of political sagacity. †Ã‚  Within two weeks of the issue of the ordinance, the Parliament  passed the Banking Companies (Acquisition and Transfer of Undertaking) Bill, and it received the  presidential  approval on 9 August 1969. A second dose of nationalization of 6 more commercial banks followed in 1980.The stated reason for the nationalization was to give the government more control of credit delivery. With the second dose of nationalization, the Government of India controlled around 91% of the banking business of India. Later on, in the year 1993, the government merged  New Bank of India  with  Punjab National Bank. It was the only merger between nationalized banks and resulted in the reduction of the number of nationalized banks from 20 to 19. After this, until the 1990s, the nationalized banks grew at a pace of around 4%, closer to the average growth rate of the Indian economy. Liberalization in the 1990s In the early 1990s, the then  Narasimha Rao  government embarked on a policy of  liberalization, licensing a small number of private banks.These came to be known as  New Generation tech-savvy banks, and included Global Trust Bank (the first of such new generation banks to be set up), which later amalgamated with Oriental Bank of Commerce,  UTI Bank  (since renamed  Axis Bank),  ICICI Bank  and  HDFC Bank. This move, along with the rapid growth in the  economy of India, revitalized the banking sector in India, which has seen rapid growth with strong contribution from all the three sectors of banks, namely, government banks, private banks and foreign banks. The next stage for the I ndian banking has been set up with the proposed relaxation in the norms for Foreign Direct Investment, where all Foreign Investors in banks may be given voting rights which could exceed the present cap of 10%,at present it has gone up to 74% with some restrictions. The new policy shook the Banking sector in  India  completely.Bankers, till this time, were used to the 4-6-4 method (Borrow at 4%; Lend at 6%; Go home at 4) of functioning. The new wave ushered in a modern outlook and tech-savvy methods of working for traditional banks. All this led to the retail boom in India. People not just demanded more from their banks but also received more. Current period By 2010, banking in India was generally fairly mature in terms of supply, product range and reach-even though reach in rural India still remains a challenge for the private sector and foreign banks. In terms of quality of assets and capital adequacy, Indian banks are considered to have clean, strong and transparent balance sh eets relative to other banks in comparable economies in its region.The Reserve Bank of India is an autonomous body, with minimal pressure from the government. The stated policy of the Bank on the  Indian Rupee  is to manage volatility but without any fixed exchange rate-and this has mostly been true. With the growth in the Indian economy expected to be strong for quite some time-especially in its services sector-the demand for banking services, especially  retail banking, mortgages and investment services are expected to be strong. One may also expect M, takeovers, and asset sales. In March 2006, the Reserve Bank of India allowed  Warburg Pincus  to increase its stake in  Kotak Mahindra Bank  (a private sector bank) to 10%.This is the first time an investor has been allowed to hold more than 5% in a private sector bank since the RBI announced norms in 2005 that any stake exceeding 5% in the private sector banks would need to be vetted by them. In recent years critics h ave charged that the non-government owned banks are too aggressive in their loan recovery efforts in connection with housing, vehicle and personal loans. There are press reports that the banks' loan recovery efforts have driven defaulting borrowers to suicide. State Bank of India & Its Subordinates [pic] 1. Introduction State Bank of India  (SBI) is a  banking  and  financial services  company based in India.It is a  state-owned  corporation with its headquarters in  Mumbai, Maharashtra. As of March 2012, it had assets of  US$360 billion and 14,119 branches, including 157 foreign offices in 32 countries across the globe making it the largest banking and financial services company in India. The bank traces its ancestry to  British India, through the  Imperial Bank of India, to the founding in 1806 of the  Bank of Calcutta, making it the oldest commercial bank in the Indian Subcontinent. Bank of Madras merged into the other two presidencies banks—Bank of Calcutta and Bank of Bombay—to form the Imperial Bank of India, which in turn became the State Bank of India.The  Government of India  nationalized the Imperial Bank of India in 1955, with the  Reserve Bank of India  taking a 60% stake, and renamed it the State Bank of India. In 2008, the government took over the stake held by the Reserve Bank of India. SBI has been ranked 285th in the  Fortune Global 500  rankings of the world's biggest corporations for the year 2012. SBI provides a range of banking products through its network of branches in India and overseas, including products aimed at  non-resident Indians  (NRIs). SBI has 14 regional hubs and 57 Zonal Offices that are located at important cities throughout the country. SBI is a regional banking behemoth and has 20% market share in deposits and loans among Indian commercial banks.The State Bank of India was named the 29th most reputed company in the world according to  Forbes  2009 rankings and was the only bank featured in the â€Å"top 10 brands of India† list in an annual survey conducted by  Brand Finance  and  The Economic Times  in 2010. History The roots of the State Bank of India lie in the first decade of 19th century, when the  Bank of Calcutta, later renamed the  Bank of Bengal, was established on 2 June 1806. The Bank of Bengal was one of three Presidency banks, the other two being the  Bank of Bombay (incorporated on 15 April 1840) and the  Bank of Madras  (incorporated on 1 July 1843). All three Presidency banks were incorporated as  joint stock companies  and were the result of the  royal charters. These three banks received the exclusive right to issue paper currency till 1861 when with the Paper Currency Act; the right was taken over by the Government of India.The Presidency banks amalgamated on 27 January 1921, and the re-organized banking entity took as its name  Imperial Bank of India. The Imperial Bank of India remained a j oint stock company but without Government participation. Pursuant to the provisions of the State Bank of India Act of 1955, the  Reserve Bank of India, which is  India's central bank, acquired a controlling interest in the Imperial Bank of India. On 30 April 1955, the Imperial Bank of India became the State Bank of India. The  government of India  recently acquired the Reserve Bank of India's stake in SBI so as to remove any conflict of interest because the RBI is the country's banking regulatory authority.In 1959, the government passed the State Bank of India (Subsidiary Banks) Act, which made eight state banks associates of SBI. A process of consolidation began on 13 September 2008, when the  State Bank of Saurashtra  merged with SBI. SBI has acquired local banks in rescues. The first was the Bank of Behar (est. 1911), which SBI acquired in 1969, together with its 28 branches. The next year SBI acquired National Bank of Lahore (est. 1942), which had 24 branches. Five y ears later, in 1975, SBI acquired Krishnaram Baldeo Bank, which had been established in 1916 in  Gwalior State, under the patronage of Maharaja  Madho Rao Scindia. The bank had been the Dukan Pichadi, a small moneylender, owned by the Maharaja. The new banks first manager was Jall N. Broacha, a Parsi.In 1985, SBI acquired the Bank of Cochin in  Kerala, which had 120 branches. SBI was the acquirer as its affiliate, theState Bank of Travancore, already had an extensive network in Kerala. 2. Associate banks SBI has five associate banks; all use the State Bank of India logo, which is a blue circle, and all use the â€Å"State Bank of† name, followed by the regional headquarters' name: ? State Bank of Bikaner & Jaipur ? State Bank of Hyderabad ? State Bank of Mysore ? State Bank of Patiala ? State Bank of Travancore Earlier SBI had seven associate banks, all of which had belonged to  princely states  until the government nationalised them between October 1959 and May 196 0.In tune with the first Five Year Plan, which prioritized the development of rural India, the government integrated these banks into State Bank of India system to expand its rural outreach. There has been a proposal to merge all the associate banks into SBI to create a â€Å"mega bank† and streamline the group's operations. The first step towards unification occurred on 13 August 2008 when  State Bank of Saurashtra  merged with SBI, reducing the number of associate state banks from seven to six. Then on 19 June 2009 the SBI board approved the absorption of  State Bank of Indore. SBI holds 98. 3% in State Bank of Indore. (Individuals who held the shares prior to its takeover by the government hold the balance of 1. 77%. ) The acquisition of State Bank of Indore added 470 branches to SBI's existing network of branches.Also, following the acquisition, SBI's total assets will inch very close to the  [pic]10 trillion marks. The total assets of SBI and the  State Bank of Indore  stood at  [pic]9,981,190 million as of March 2009. The process of merging of State Bank of Indore was completed by April 2010, and the SBI Indore branches started functioning as SBI branches on 26 August 2010. Non-banking subsidiaries Apart from its five associate banks, SBI also has the following non-banking subsidiaries: ? SBI Capital Markets  Ltd ? SBI Funds Management Pvt Ltd ? SBI Factors & Commercial Services Pvt Ltd ? SBI Cards  & Payments Services Pvt. Ltd. (SBICPSL) ? SBI DFHI Ltd ? SBI Life Insurance Co. Ltd. ? SBI General InsuranceIn March 2001, SBI (with 74% of the total capital), joined with  BNP Paribas  (with 26% of the remaining capital), to form a joint venture life insurance company named SBI Life Insurance company Ltd. Nowadays, SBI Life Insurance Co. Ltd ranks among the top and most trusted Life Insurance Companies in India and also abroad. In 2004, SBI DFHI Ltd. (DISCOUNT AND FINANCE HOUSE OF INDIA) was founded with its headquarters in MUMBA I, MAHARASHTRA. SBIDFHI Ltd. is a primary dealer that trades in Fixed income securities (treasury bills, state development loans, government securities, non SLR bonds, corporate bonds) and Short Term Money Market instruments (certificates of deposit, commercial papers, inter-corporate deposits, call and money notice deposits).It is an institution formed by RBI to support the book building process in primary auctions of Government securities and to provide necessary depth and liquidity to the secondary market in Government securities. Reserve Bank of India [pic] The  Reserve Bank of India  (RBI) is India's  central banking  institution, which controls the  monetary policy  of the  Indian rupee. It was established on 1 April 1935 during the  British Raj  in accordance with the provisions of the Reserve Bank of India Act, 1934. The share capital was divided into shares of ? 100 each fully paid which was entirely owned by private shareholders in the beginning. Followin g India's independence in 1947, the RBI was nationalised in the year 1949. The RBI plays an important part in the development strategy of theGovernment of India. It is a member bank of the  Asian Clearing Union.The general superintendence and direction of the RBI is entrusted with the 21-member-strong Central Board of Directors—the  Governor  (currently  Duvvuri Subbarao), four Deputy Governors, two  Finance Ministry  representative, ten Government-nominated Directors to represent important elements from India's economy, and four Directors to represent Local Boards headquartered at Mumbai, Kolkata, Chennai and New Delhi. Each of these Local Boards consist of five members who represent regional interests, as well as the interests of co-operative and indigenous banks. 1. Structure Central Board of Directors The Central Board of Directors is the main committee of the central bank. The  Government of India  appoints the directors for a four-year term. The Board co nsists of a governor, four deputy governors, fifteen directors to represent the regional boards, one from the Ministry of Finance and ten other directors from various fields. Governors The current Governor of RBI is  Duvvuri Subbarao.The RBI extended the period of the present governor up to 2013. There are four deputy governors. Supportive bodies The Reserve Bank of India has ten regional representations: North in New Delhi, South in Chennai, East in Kolkata and West in Mumbai. The representations are formed by five members, appointed for four years by the central government and serve—beside the advice of the Central Board of Directors—as a forum for regional banks and to deal with delegated tasks from the central board. The institution has 22 regional offices. The  Board of Financial Supervision  (BFS), formed in November 1994, serves as a CCBD committee to control the financial institutions.It has four members, appointed for two years, and takes measures to str ength the role of statutory auditors in the financial sector, external monitoring and internal controlling systems. Offices and branches The Reserve Bank of India has 4 zonal offices. It has 19 regional offices at most state capitals and at a few major cities in India. Few of them are located in  Ahmedabad, Bangalore,  Bhopal,  Bhubaneswar,  Chandigarh,  Chennai,  Delhi,  Guwahati, Hyderabad Jaipur,Jammu,  Kanpur,  Kolkata,  Lucknow,  Mumbai,  Nagpur,  Patna,and  Thiruvananthapuram. Besides it has 09 sub-offices. 2. History 1935–1950 The Reserve Bank of India was founded on 1 April 1935 to respond to economic troubles after the  First World War. It came into picture according to the guidelines laid down by  Dr. Ambedkar.RBI was conceptualized as per the guidelines, working style and outlook presented by Dr Ambedkar in front of the Hilton Young Commission. When this commission came to India under the name of â€Å"Royal Commission on Indian Cur rency & Finance†, each and every member of this commission were holding Dr Ambedkar’s book named â€Å"The Problem of the Rupee – It’s origin and it’s solution. †Ã‚  The Bank was set up based on the recommendations of the 1926 Royal Commission on Indian Currency and Finance, also known as the Hilton–Young Commission. The original choice for the seal of RBI was The East India Company  Double Mohur, with the sketch of the Lion and Palm Tree. However it was decided to replace the lion with the tiger, the national animal of India.The Preamble of the RBI describes its basic functions to regulate the issue of bank notes, keep reserves to secure monetary stability in India, and generally to operate the currency and credit system in the best interests of the country. The Central Office of the RBI was initially established in Calcutta (now Kolkata), but was permanently moved to Bombay (now Mumbai) in 1937. The RBI also acted as Burma's centra l bank, except during the years of the  Japanese occupation of Burma  (1942–45), until April 1947, even though Burma seceded from the Indian Union in 1937. After the  Partition of India  in 1947, the Bank served as the central bank for  Pakistan  until June 1948 when the  State Bank of Pakistan  commenced operations.Though originally set up as a shareholders’ bank, the RBI has been fully owned by the  Government of India  since its nationalization in 1949. 1950–1960 In the 1950s, the Indian government, under its first Prime Minister  Jawaharlal Nehru, developed a centrally planned economic policy that focused on the agricultural sector. The administration nationalized commercial banks and established, based on the Banking Companies Act of 1949 (later called the Banking Regulation Act), a central bank regulation as part of the RBI. Furthermore, the central bank was ordered to support the economic plan with loans. 1960–1969 As a result of bank crashes, the RBI was requested to establish and monitor a deposit insurance system.It should restore the trust in the national bank system and was initialized on 7 December 1961. The Indian government founded funds to promote the economy and used the slogan Developing Banking. The Government of India restructured the national bank market and nationalized a lot of institutes. As a result, the RBI had to play the central part of control and support of this public banking sector. 1969–1985 In 1969, the  Indira Gandhi-headed government nationalized 14 major commercial banks. Upon Gandhi's return to power in 1980, a further six banks were nationalized. The regulation of the economy and especially the financial sector was reinforced by the Government of India in the 1970s and 1980s.The central bank became the central player and increased its policies for a lot of tasks like interests, reserve ratio and visible deposits. These measures aimed at better economic development and had a huge effect on the company policy of the institutes. The banks lent money in selected sectors, like agri-business and small trade companies. The branch was forced to establish two new offices in the country for every newly established office in a town. The  oil crises  in 1973 resulted in increasing  inflation, and the RBI restricted monetary policy to reduce the effects. 1985–1991 A lot of committees analysed the Indian economy between 1985 and 1991. Their results had an effect on the RBI. The  Board for Industrial and FinancialReconstruction, the  Indira Gandhi Institute of Development Research  and the  Security & Exchange Board of India  investigated the national economy as a whole, and the security and exchange board proposed better methods for more effective markets and the protection of investor interests. The Indian financial market was a leading example for so-called â€Å"financial repression† (Mackinnon and Shaw). The  Discount a nd Finance House of India  began its operations on the monetary market in April 1988; theNational Housing Bank, founded in July 1988, was forced to invest in the property market and a new financial law improved the versatility of direct deposit by more security measures and liberalisation. 1991–2000 The national economy came down in July 1991 and the Indian rupee was devalued.The currency lost 18% relative to the  US dollar, and the  Narsimahmam Committee  advised restructuring the financial sector by a temporal reduced reserve ratio as well as the statutory liquidity ratio. New guidelines were published in 1993 to establish a private banking sector. This turning point should reinforce the market and was often called  neo-liberal. The central bank deregulated bank interests and some sectors of the financial market like the trust and property markets. This first phase was a success and the central government forced a diversity liberalisation to diversify owner struct ures in 1998. The  National Stock Exchange of India  took the trade on in June 1994 and the RBI allowed nationalized banks in July to interact with the capital market to reinforce their capital base.The central bank founded a subsidiary company—the  Bharatiya Reserve Bank Note Mudran Limited—in February 1995 to produce banknotes. Since 2000 The  Foreign Exchange Management Act  from 1999 came into force in June 2000. It should improve the foreign exchange market, international investments in India and transactions. The RBI promoted the development of the financial market in the last years, allowedonline banking  in 2001 and established a new payment system in 2004–2005 (National Electronic Fund Transfer). The  Security Printing & Minting Corporation of India Ltd. , a merger of nine institutions, was founded in 2006 and produces banknotes and coins.The national economy's growth rate came down to 5. 8% in the last quarter of 2008–2009  and t he central bank promotes the economic development. Main functions Bank of Issue Under Section 22 of the Reserve Bank of India Act, the Bank has the sole right to issue bank notes of all denominations. The distribution of one rupee notes and coins and small coins all over the country is undertaken by the Reserve Bank as agent of the Government. The Reserve Bank has a separate Issue Department which is entrusted with the issue of currency notes. The assets and liabilities of the Issue Department are kept separate from those of the Banking Department. Monetary authorityThe Reserve Bank of India is the main monetary authority of the country and beside that the central bank acts as the bank of the national and state governments. It formulates implements and monitors the monetary policy as well as it has to ensure an adequate flow of credit to productive sectors. Regulator and supervisor of the financial system The institution is also the regulator and supervisor of the financial system a nd prescribes broad parameters of banking operations within which the country's banking and financial system functions. Its objectives are to maintain public confidence in the system, protect depositors' interest and provide cost-effective banking services to the public.The  Banking Ombudsman Scheme  has been formulated by the Reserve Bank of India (RBI) for effective addressing of complaints by bank customers. The RBI controls the monetary supply, monitors economic indicators like the  product and has to decide the design of the rupee banknotes as well as coins. Managerial of exchange control The central bank manages to reach the goals of the Foreign Exchange Management Act, 1999. Objective: to facilitate external trade and payment and promote orderly development and maintenance of foreign exchange market in India. Issuer of currency The bank issues and exchanges or destroys currency notes and coins that are not fit for circulation.The objectives are giving the public adequat e supply of currency of good quality and to provide loans to  commercial banks  to maintain or improve the GDP. The basic objectives of RBI are to issue bank notes, to maintain the currency and credit system of the country to utilize it in its best advantage, and to maintain the reserves. RBI maintains the economic structure of the country so that it can achieve the objective of price stability as well as economic development, because both objectives are diverse in themselves. Banker of Banks RBI also works as a central bank where commercial banks are account holders and can deposit money. RBI maintains banking accounts of all scheduled banks. Commercial banks create credit.It is the duty of the RBI to control the credit through the CRR, bank rate and open market operations. As banker's bank, the RBI facilitates the clearing of cheques between the commercial banks and helps inter-bank transfer of funds. It can grant financial accommodation to schedule banks. It acts as the lende r of the last resort by providing emergency advances to the banks. It supervises the functioning of the commercial banks and take action against it if need arises. Detection of Fake currency In order to curb the fake currency menace, RBI has launched a website to raise awareness among masses about fake notes in the market. [pic] [pic] Policy rates and reserve ratiosBank Rate RBI lends to the commercial banks through its discount window to help the banks meet depositor’s demands and reserve requirements for long term. The Interest rate the RBI charges the banks for this purpose is called bank rate. If the RBI wants to increase the liquidity and money supply in the market, it will decrease the bank rate and if RBI wants to reduce the liquidity and money supply in the system, it will increase the bank rate. As of 25 June 2012 the bank rate was 8. 0%. latest bank rate is 7. 75% as on 29/01/2013. Reserve requirement cash reserve ratio (CRR) Every commercial bank has to keep certai n minimum cash reserves with RBI.Consequent upon amendment to sub-Section 42(1), the Reserve Bank, having regard to the needs of securing the monetary stability in the country, RBI can prescribe Cash Reserve Ratio (CRR) for scheduled banks without any floor rate or ceiling rate, [Before the enactment of this amendment, in terms of  Section 42(1) of the RBI Act, the Reserve Bank could prescribe CRR for scheduled banks between 5% and 20% of total of their demand and time liabilities]. RBI uses this tool to increase or decrease the reserve requirement depending on whether it wants to effect a decrease or an increase in the money supply. An increase in Cash Reserve Ratio (CRR) will make it mandatory on the part of the banks to hold a large proportion of their deposits in the form of deposits with the RBI. This will reduce the size of their deposits and they will lend less. This will in turn decrease the money supply. The current rate is 4. 75%. ( As a Reduction in CRR by 0. 25% as on Date- 17 September 2012). -25 basis points cut in Cash ReserveRatio(CRR) on 17 September 2012, It will release Rs 17,000 crore into the system/Market. The RBI lowered the CRR by 25 basis points to 4. 25% on 30 October 2012, a move it said would inject about 175 billion rupees into the banking system in order to pre-empt potentially tightening liquidity. The latest CRR as on 29/01/13 is 4% Statutory Liquidity ratio (SLR) Apart from the CRR, banks are required to maintain liquid assets in the form of gold, cash and approved securities. Higher liquidity ratio forces commercial banks to maintain a larger proportion of their resources in liquid form and thus reduces their capacity to grant loans and advances, thus it is an anti-inflationary impact.A higher liquidity ratio diverts the bank funds from loans and advances to investment in government and approved securities. IN OTHER WORDS ITS A TOOL SIMILAR TO CRR BUT AT HIGHER RATIO In well-developed economies, central banks use open market operations—buying and selling of eligible securities by central bank in the money market—to influence the volume of cash reserves with commercial banks and thus influence the volume of loans and advances they can make to the commercial and industrial sectors. In the open money market, government securities are traded at market related rates of interest. The RBI is resorting more to open market operations in the more recent years.Generally RBI uses three kinds of selective credit controls: 1. Minimum margins for lending against specific securities. 2. Ceiling on the amounts of credit for certain purposes. 3. Discriminatory rate of interest charged on certain types of advances. Direct credit controls in India are of three types: 1. Part of the interest rate structure i. e. on small savings and provident funds, are administratively set. 2. Banks are mandatory required to keep 23% of their deposits in the form of government securities. 3. Banks are required to lend to the priority sectors to the extent of 40% of their advances. Punjab State Co-Operative Bank [pic] 1. Introduction [pic]Welcome to  The Punjab State Cooperative Bank Ltd. (PSCB) Experience a whole new Era of Banking Technology. Where banking is made easier and convenient for our customers. The Punjab State Cooperative Bank provides you with the New Generation banking architecture to progress in the future in an evolutionary manner. Punjab State Cooperative Bank (PSCB) is customer centric. 2. History The Punjab State Cooperative Bank was established on 31st August, 1949 at Shimla vide registration No. 720 has a principle financing institution of the cooperative movement in Punjab. In 1951 its Head Office was shifted to Jalandhar from where it moved in 1963 to its present building at Chandigarh.In the cooperative Banking structure, the position of the Punjab State Cooperative Bank is extremely important as the whole credit system revolves around it. It has 19 branches and 1 extension co unters in Chandigarh. There are 20 District Central Cooperative Banks having 804 branches all over Punjab, mostly in rural areas of the State. 3. Profile |THE PUNJAB STATE COOPERATIVE BANK LTD. CHANDIGARH | |ORGANISATION | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The Punjab State Cooperative Bank Chandigarh  was established on 31 August 1949 at shimla vides Registration No. 720 as a | |principal financing institution of the cooperative movement in the state.It has 19 branches and 1 extension counters in the | |city of Chandigarh. 20 Central Cooperative Banks having 786 branches and 18 Extension Counters in the State of Punjab are | |affiliated with the bank. In the Cooperative banking structure the position of the Punjab State Coop Bank is extremely | |important as a the whole short term credit system revolves around it. This bank ensures that its member central cooperative | |banks follow sound banking practices and observe strict financial discipline. The Central Cooperative Banks are financin g the | |farmers through PACS at the village Level. There is no arena of life where this premier institution has not played its part. |From a farmer, artisan to traders/businessman, everybody has been covered in the fold of this institution. The green, white | |and sweet revolutions in the state of Punjab are some of the major achievement in which this institution has plays a vital | |role. | |The Punjab State Cooperative Bank has already been awarded   â€Å"BEST PERFORMANCE AWARD† from NABARD and NAFSCOB. For the year | |2003-04, Punjab Cooperative Bank has been selected for NABARD’s â€Å"Best Performance Award â€Å" which is based on performance of all| |the SCBs in the country. Similarly our Jalandhar DCCB has also been selected for NABARD’s â€Å"Best Performance Award† out of all | |the DCCBs in the country for the year 2003-04. |OBJECTIVES | |To serve as a Balancing Centre for Cooperative Societies in the State for Cooperative Societies in t he State of Punjab | |registered under the Punjab Cooperative Societies Ac, 1961 for the time being in force. | |To promote the economic interest of the member banks and cooperative societies in the state in accordance with cooperative | |principles and to facilitate the development and funding of any cooperative society registered under the said act. | |To carry on banking and credit business. | |MANAGEMENT | |The present Board of Directors was constituted in May 2005. Now the management of the bank is being looking after by the | |elected BOD. | 4.Organization [pic] 5. Board of Directors |SNO |Name |Designation |Contact No. |Address | |1. |Sh. Avtar Singh Zira |Chairman |0172-5067035 |Makhu Road,  VPO: Zira, | | |S/o Sh. Hari Singh | | |  Distt :Ferozepure | | |Zira | | | | |2. |Sh. Milap Singh S/o |Director |98147-83077 |Khajanewala house,Gobind Nagar,SW Road | | |Sh.Jasbir Singh | | |Amritsar | |3. |Sh. Gurpreet Singh |Director |94172-3778 |95, Model Town ,Phase   3 ,Bhati nda | | |Maluka   S/o   Sh. | | | | | |Sikander Singh Maluka | | | | |4. |Sh. Baljit Singh |Director |97803-00916 |VPO Salempur   P. O Bras, | | |Bhutta   S/o Sh Baldev | | |  Distt.Fathegarh Sahib | | |Singh | | | | |5. |Sh. Ravikiran Singh |Director |97804-00002 |H. No 649, Basant Avenue, | | |Kahlon  Ã‚   S/o Sh. | |97819-00001 |Amritsar | | |Nirmal Singh Kahlon | | | | |6. |Sh. Satwinderpal Singh|Director |98761-08332 |Village Ramdaspur,   | | |Dhat  Ã‚   S/o Sh. Mohan | | |  The.Dasuha  , | | |Singh | | |  Distt. Hoshiarpur | |7. |Sh. Harjit Singh |Director |98140-57531 |Khothran Road , | | |Parmar S/o Sh. | | |  Near J. C. T MillPhagwara ,   | | |Gurbachan Singh Parmar| | |  Kapurthala | |8. |Sh. Tajinder Singh |Director |97806-00019 |VPO Mithukhera   , | | |Mithukhera   S/o Sh. | |   Malot, | | |Gurnam Singh | | |  Distt. Muktsar | |9. |Sh. Dildar Singh S/o |Director |95925-83101 |Vill. Majra Kalan,   P. O. Jadlan ,   | | |Sh. Ranjit Si ngh | | |Distt. Nawanshahr | |10. |Sh. Jarnail Singh S/o |Director |97800-32206 |VPO Kartarpur, Charaso, Distt. Patiala | | |Sh. Hajara Singh | | | | |11. |Sh.Baldev Singh S/o |Director |94631-47642 |VPO Chakla, Chamakaur Sahib, Distt. Ropar | | |Sh. Gurnam Singh | | | | |12. |Sh. Baljit Singh |Director |99889-10417 |H. NO. 621,   WardNo. 11    , DerraBassi, Distt. | | |Karkaur S/o Sh. Gurdev| | |Mohali | | |Singh | | | | |13. |Sh. Kanwaljeet Singh |Director |97799-15100 |H.No 7/250, Shastri Nagar , Batala , Distt. | | |S/o Sh. Raghbir Singh | | |Gurdaspur | |14. |Sh. Sukhdarshan Singh |Director |98765-61261 |The Punjab State cooperztive Agriculture | | |Marar, S/o Sh. Narayan| | |Development Bank Ltd. ,   Sec 17 B , | | |Singh | | |Chandigarh | |15. | |CGM, NABARD |5071431,2604608 |Plot No. 3  Ã‚  , | | | | |  Sector-34 A ,   | | | | | |  Candigarh. | |16. | |Financial |2742771 |Cooperation Dept. | | | |Commissioner | |  Civil Sectt ,   | | | |Cooperation, Punjab | |  Punjab Chandigarh | |17. | |Principal Sectary | | | | | |Finance | | | |18. |Registrar, |5046814 |RCS , Punjab , | | | |Cooperative | |  Sector-17 Bays Building , | | | |Societies, Punjab | |  Chandigarh | |19. |Sh. Kamaljeet Singh |Managing Director |5061404 |Punjab State Coop. Bank Ltd. | | |Sangha |PSCB Chandigarh | |  SCO: 175-187,   | | | | | |  Sector-34A, | | | | | |  Chandigarh. | 6. AWARDS & ACHIEVEMENTS AWARDS   | |The Punjab State Cooperative Bank has already been awarded â€Å"BEST PERFORMANCE AWARD† from NABARD and NAFSCOB. For the year | |2003-04, Punjab Cooperative Bank has been selected for NABARD's   â€Å"Best Performance Award † which is based on performance of | |all the SCBs in the country. Similarly our Jalandhar DCCB has also been selected for NABARD’s â€Å"Best Performance Award† out of| |all the DCCBs in the country for the year 2003-04. | |   | |ACHIEVEMENTS   | | | |S. T. AGRI.LOAN | |The Cooperativ e Banks in the State have advanced Rs. 7536. 33 Crores as ST Agri. Loan during the year 2009-10 as compared to | |Rs. 5894. 28 crore during 2008-09. Similarly during 2010-11, Rs 8497. 15 crores stand disbursed. Against the target of | |Rs. 8300. 00 Crores. | | | |R. C. C. LIMIT | |During 2009-10 the Central Coop. Banks in Punjab have sanctioned R. C. C limits worth Rs. 2296. 62 crores  as compared to | |Rs. 2091. 75 crore of 2008-09.During the year 2010-11 the bank has sanctioned RCC limits worth Rs. 2460. 79 crore. | | | |TWO WHEELER LOANS TO AGRICULTURISTS | |Under Two Wheeler Loan Scheme the farmers can take loan up to 75% of two-wheeler’s cost or Rs. 50,000/- whichever is lower | |from the Central Cooperative Banks. During the year 2009-10, the Bank has advanced a sum of Rs. 32. 67 crore. Similarly, during| |2010-11, Rs. 29. 70 crore has been advanced against the target of Rs. 40. 00 crore. | | |HOUSING LOANS | |During the year 2008-09 Central Cooperative Banks in th e State have advanced Rs. 90. 66 Crores against the target of Rs. 80. 00 | |crores. | |During 2009-10, Rs. 86. 64 crores has been disbursed against the target of Rs. 110. 00 crore. During 2010-11 Rs. 84. 56 crore has | |been disbursed . | | | |NON FARM SECTOR LOANS | |During 2008-09 Rs 47. 72 crores were advanced under the scheme by DCCBs in the State of Punjab. | |During the year 2009-10, Rs. 48. 84 crores has been advanced. | |Similarly during 2010-11, Rs. 41. 93 crore has been advanced against the target of Rs. 55. 00 crore. | | |LOAN FOR CONSUMER DURABLES | |Under  Consumer  Durables Loan Scheme, Rs. 79. 62 crores  has been advanced during 2009-10. Similarly, during 2010-11, Rs. 78. 25 | |crore has been advanced against the target of  Ã‚  Ã‚  Ã‚   Rs. 80. 00 Crores . | | | |PERSONAL LOAN SCHEME | |Under Personal Loan Scheme, the Bank has advanced Rs. 143. 58 crore during the year 2009-10 against the target of Rs. 125. 00 | |crore. During 2010-11, Rs. 62. 41 crore has been disbursed  against the target of Rs. 150. 00 crore. | | | |DEPOSIT MOBILIZATION | |The deposit of Punjab State Coop. Bank and Central Cooperative Banks were Rs. 9819. 09 crores during the year 2009-10. During | |the year 2010-11 the deposits are Rs. 10684. 54 crore. | | | |PROFITS | |During 2010-11, there was a profit Rs. 65. 17 crore whereas 2 DCCB, namely; Faridkot and Mansa were in loss. | | |REDUCTION IN THE RATE OF INTEREST | |Rate of Interest on Crop Loan has been reduced to 7. 00% w. e. f. 01-04-2006. | 7. Future Planning and Vision |  Future Perspective | |Cooperatives are not unaffected by structural adjustments and globalization of commodity market. As a result, Cooperative Banks| |are required to redesign their strategies for sustainability and growth. The economic reforms initiated by the government of | |India in 1991 have affected the Financial Institutions ncluding the Cooperative Financial Institutions. These reforms aim at | |liberalization and deregulati on of Indian economy. | |The Cooperative Banks of Punjab have accepted the reforms in Indian economy, especially, the financial reforms in right spirit. | |Since these Banks have mainly been providing credit to agriculture sector, changes in agricultural economy affect them more | |closely. The Banks envisage following scenario as a result of liberalized agricultural policy : | |Liberalization of agricultural policy would result in greater capital intensity and borrowed capital requirements of | |agriculturists.In order to induce diversification and produce quality products for international market. For this purpose, | |Punjab farmers would need greater credit support for improved technology, seeds and agro-inputs. | |Liberalized agricultural policy would reverse the process of fragmentation of land holdings and would result in exodus of | |employment opportunities from agricultural sector to other sectors of economy. Such as small business enterprises, services and | |industrial se ctor. | |Liberalization of agriculture would professionalize and modernize agriculture, thereby earning a status of industry attracting | |high skilled professionals in agriculture sector. |Liberalized agricultural economy would lead to a greater role of private research and development institutions in improving the | |productivity and quality of agricultural operations. | |The liberalized agricultural policy would result in greater thrust on value addition in agriculture. Therefore, a great deal of | |thrust would be on agro-processing units. | |The liberalized agricultural policy would bring greater thrust on export of raw and value added agro-products. | |The liberalized agricultural economy would lead to sowing/planting of new crops. Leading to a great deal of crop | |diversification. | |With this perspective, the Cooperative Credit Policy, both for short-term and long term requirements of the farmers, needs to | |be restructured.Accordingly, the Cooperative Banks in the State r esolve to pursue credit policy in keeping with the | |following. | Vision ? We will force the future challenges with grit and take every possible step for the development of our institution. ? More steps will be taken to provide efficient services. ? Present customers will be retained and other customers will be attracted to increase market share. ? Bank will attract maximum deposit (especially low cost deposit) to strengthen its financial resources so as to reduce its dependency upon NABARD. ? Bank while diversifying its loan portfolio will provide medium term and long term loans to the maximum extent. Every effort will be made to open account of all the farmers of the State. Bank will receive deposits from Farmers and meet all their credit needs. ? Bank, for the sake of development of State, will strive hard to provide maximum and better services to customers especially farmers and for this wherever necessary, every effort will be made to modify the schemes. ? Bank will prepare it s business plan every year and by implementing it, goals set will be achieved. ? Bank will professionalize and modernize the business. 8. Training Center [pic] Introduction Agriculture  cooperative Staff Training Institute in the State of Punjab was established in 1986 by the Punjab State Cooperative Bank Ltd.With the Financial assistance from National Cooperative Development Corporation Under World Bank –NCDC Project. The main aim of setting up this institute was to provide training to the staff and committee members as well as education to the ordinary members of the Primary Agricultural Services Societies (PACS) during the project period of 5 years. After successfully completion of the Project the institute started catering to the training needs of the whole short term credit cooperative in Punjab [particularly cooperative banks from 2001. The institute is running various training programmed for different categories of staff of cooperative bank.The Punjab State Cooperati ve Bank is giving high priority for the training of its staff as well as staff of its member banks. The institute is getting full support from the bank in the field of training. The institute is acting for the development of a cadre of professional bankers to meet the challenges of changing banking scenario. Since 1991, there has been tremendous change in banking sector which had affected cooperative bank to a great extent. The Tara pore Committee, Narsimham Committee and Vaidyanathan Committee recommendations have put profound challenges to cooperative banks. The technological changes in the banking sector are also affecting these banks.This institute is aware of these transformations and has geared up its training plans. The training institute of Cooperative banks cannot remain passive but must play an active role in providing consultancy, latest knowledge and skills to cooperative banks. Acting as a catalyst in the change process, this institute has decided to diversify its activ ities to face the challenge of time. Objective ? Sensitizing the   banks of the challenges ahead and to prep[are the employees to meet these challenges ? Improving the operational efficiency of cooperative bank. ? Building up the managerial and leadership abilities among the officers for organizational effectiveness. TRAINING NEEDS ASSESSMENTThis institute assesses the training needs of the staff in the following ways. 1. Anticipation of the latest Development –  Latest developments in economic and banking sectors (Capital Adequacy Norms, Asset Liability Management, Prudential Norms, and Recommendation of various Committees) are considered as Training requirement. 2. Demand from Central Cooperative Banks –  Various central cooperative banks at different occasions approach the institute to provide training to their staff in specific area. On the request of those banks the institute conducts field programmers as per the convenience of the client banks. 3. Policy ma tters of Management  Ã¢â‚¬â€œ The institute keeps in touch with the olicy decision of the Reserve Bank of India, NABARD central Government RCS and Apex Bank Management, Institute develops and organizes training programmed for effectives implementation of these decisions. 4. Faculty Members Visit  Ã¢â‚¬â€œ Faculty member of this institute frequently visit cooperative banks at different intervals to study operational problems of the banks and to identify the training needs of the staff. 5. Audit Reports and Inspection Reports  Ã¢â‚¬â€œ These reports do provide useful indication for the training needs in banks. We continuously study these reports to find out procedural gaps and problems of the banks. COURSE DESIGN The training programmers are designed by conducting a critical analysis of training needs of Bank Staff.Each member of faculty is advised to design at least two training programmers in a year. The training programmed along with detailed course contents prepared by them is then discussed in a faculty meeting. In this meeting the members of faculty meeting. In this meeting the members of faculty share thei

Foxy Originals

Executive Summary With the growing popularity of its products, Foxy Originals was running the risk of becoming over-saturated in the Canadian market. In an effort to avoid this problem, the company decided to enter the U. S. market by January, 2005. To achieve this goal, Foxy Originals had to make a vital decision regarding its distribution strategy: Would the company attend trade shows or hire sales representatives? Foxy Originals’ strengths reside in its owners’ experience, stylish products, pricing strategy, and its current market presence.The company’s weaknesses include local market saturation, lack of international market experience, and the high cost of securing retail accounts. Tapping into the US jewellery market creates virtually unlimited opportunities for Foxy Originals. The company will gain a larger customer base, wider brand exposure, and greater international market experience. Although entering the US market presents Foxy Originals with huge oppo rtunities, it also presents significant threats.Threats the company may face are the risk of being eliminated by stronger, better marketed competitors; potentially low demand for its product and expensive marketing and distribution. Foxy Originals is trying to decide on the best strategy for expanding into the US market. The company must overcome its unfamiliarity with the US jewellery market, its lack of a solid marketing and distribution strategy, and the high costs of acquiring new retail accounts.The company currently has three options: Foxy Originals can sell its products at trade shows; or it can hire sale representatives to sell their products; or the company can benefit from using both distribution methods. The company must carefully evaluate expected profits, market-entry time, and the complexity of each alternative The costs of hiring sales representatives are much lower than any other alternative, and the expected revenues are much higher.Sales representatives have experi ence and contacts to make quick sales, assuring Foxy Originals a quick introduction into the U. S. market. By the end of 2004, in major US cities, with a cost of $19,182. 50, Foxy Originals should will and train four sales representatives. Working with recruiters and following its regular employment procedures, the company should hire, train, and equip four ambitious, aggressive, enthusiastic account executives, assigning each to a major US metropolitan area.Because the company will face fierce competition in large urban cities, Foxy Originals should focus on slightly smaller markets with less competition and higher demand. Foxy Originals also must develop a distinctly American collection—stylish and affordable. By differentiating itself, offering unique and affordable products, Foxy Originals will insure profitable expansion into the US market. Foxy Originals Executive Summary With the growing popularity of its products, Foxy Originals was running the risk of becoming over-saturated in the Canadian market. In an effort to avoid this problem, the company decided to enter the U. S. market by January, 2005. To achieve this goal, Foxy Originals had to make a vital decision regarding its distribution strategy: Would the company attend trade shows or hire sales representatives? Foxy Originals’ strengths reside in its owners’ experience, stylish products, pricing strategy, and its current market presence.The company’s weaknesses include local market saturation, lack of international market experience, and the high cost of securing retail accounts. Tapping into the US jewellery market creates virtually unlimited opportunities for Foxy Originals. The company will gain a larger customer base, wider brand exposure, and greater international market experience. Although entering the US market presents Foxy Originals with huge oppo rtunities, it also presents significant threats.Threats the company may face are the risk of being eliminated by stronger, better marketed competitors; potentially low demand for its product and expensive marketing and distribution. Foxy Originals is trying to decide on the best strategy for expanding into the US market. The company must overcome its unfamiliarity with the US jewellery market, its lack of a solid marketing and distribution strategy, and the high costs of acquiring new retail accounts.The company currently has three options: Foxy Originals can sell its products at trade shows; or it can hire sale representatives to sell their products; or the company can benefit from using both distribution methods. The company must carefully evaluate expected profits, market-entry time, and the complexity of each alternative The costs of hiring sales representatives are much lower than any other alternative, and the expected revenues are much higher.Sales representatives have experi ence and contacts to make quick sales, assuring Foxy Originals a quick introduction into the U. S. market. By the end of 2004, in major US cities, with a cost of $19,182. 50, Foxy Originals should will and train four sales representatives. Working with recruiters and following its regular employment procedures, the company should hire, train, and equip four ambitious, aggressive, enthusiastic account executives, assigning each to a major US metropolitan area.Because the company will face fierce competition in large urban cities, Foxy Originals should focus on slightly smaller markets with less competition and higher demand. Foxy Originals also must develop a distinctly American collection—stylish and affordable. By differentiating itself, offering unique and affordable products, Foxy Originals will insure profitable expansion into the US market.

Organisational Structures And Cultures Within The Uk Commerce Essay

This instance survey is about Mr Smith ‘s eating house. Mr Smith is a alien who has lived in the UK for many old ages. His household in Africa operates a concatenation of eating houses across the continent and he is hence familiar with this sort of concern. At present the Smith Restaurant has a cardinal location in London, near to many attractive forces and is easy accessible by public conveyance. His eating house is a little household concern – he is the laminitis, proprietor and besides the Managing Director. Although he has two Assistant Directors and three Supervisors, he has a direct control over direction and operational issues such as hiring of staff, selling, gross revenues publicity, accounting and finance section. The eating house has fifty employees largely made up of international pupils who work portion clip. These pupils are attracted by the flexible on the job conditions that Mr Smith offers. This allows them to work portion clip during term clip and full clip during holiday. Recently the eating house has seen a large addition in its clients due to the popularity of its European and International culinary arts. These factors have convinced Mr Smith of the wisdom of opening similar eating houses throughout the UK. Mr Smith is the 1 who makes all determinations and he has a direct control over direction and other operational issues. The current issue at the eating house is that Mr Smith is loath to enroll new staff and to get by with the increased activity in the eating house he has reduced staff tiffin clip. Some staff felt that these alterations should non hold been introduced without their consent. When one employee complained about the state of affairs, he was sacked. The remainder of the employees are unhappy but they are afraid to voice their concerns for fright of fring their occupations. Harmonizing to Mr Smith, he pays his employees really good and hence they will be happy with his determinations ; his determinations are non for argument ; directors should do the determinations and subsidiaries must obey. He does non believe in confer withing staff when he has to do of import determinations. As a consequence, a feeling of weakness, disaffection, and fright have developed amongst staff. The recent alterations in employees ‘ working conditions have increased the degrees of absenteeism and lateness. Mr Smith is now really concerned that if such tendencies continue, the eating house may non be able to get by with the increased client demand. Bing one of the longest helping employees, Mr Smith asked me to see the above issues and rede him in visible radiation of the enlargement and recent developments of the concern. My undertaking is to rede him on the followerss within the concatenation of new eating houses. Organizational constructions and civilizations ; Approachs to direction and leading manners ; Motivational theories and their application ; Group behavior, teamwork and engineering Organizational construction creates a model of order and bid through which the activities of the administration can be planned, organised, controlled, and directed towards the ends and aims of the administration. The construction defines undertakings and duties, functions, relationships and communicating. Within the UK, most eating houses have entrepreneurial, functional and geographical constructions. 1. Entrepreneurial Structure: This construction is appropriate for little proprietor managed companies, for illustrations: a little eating house, a small-scale industrial unit, or a little proprietary concern. 2. Functional Structure: This is the most normally used footing for grouping activities harmonizing to specialization that is organizing the concern harmonizing to what each section does. Specialised accomplishments and deputation of authorization to directors are needed to look after different functional countries. 3. Geographic construction: Activities are grouped harmonizing to location. Different services are provided by geographical boundaries harmonizing to peculiar demands and demands, the convenience of consumers, or for easiness of disposal.Advantages and disadvantages of organizational constructionsOrganizational constructionAdvantageDisadvantageEntrepreneurialQuick decision-making Excessive trust on the owner-managerFunctionalSpecialization Accountability Clarity Closed communicating could take to miss of focal point. Departments can go immune to alter. Coordination may take excessively long. Gap between top and underside.GeographicServe local demands better. Positive competition. More effectual communicating between house and local clients. Conflict between local and cardinal direction. Duplicate of resources and maps.The UK eating houses may hold hierarchal, tall or level constructionHierarchical construction: Refers to Authority: the right to exert powers such as hiring and fire or purchasing and merchandising on behalf of the administration Duty: the allotment of undertakings to persons and groups within the administration Accountability: the demand for persons to explicate and warrant any failure to carry through their duties to their higher-ups in the hierarchyTall and level hierarchal constructions:In the tall construction there are narrower spans of control and more degrees of bid – that is many managerial degrees and fewer staff. In the level construction there are broader spans of control and few degrees of bid – that is few managerial degrees and many staff. For illustration, the McDonald ‘s eating houses all have a level construction. The director in each topographic point of concern controls the other helpers and employees. He takes all the determinations and he is in charge of the chief maps like, R & A ; D, selling, finance and human resources and the other staff do the merchandising.Advantages of tall and level constructionsTall constructionFlat constructionManager can anticipate rapid publicity. With a little span of control, a director is able to give significant periods of clip to each subsidiary. Closer contact between directors and junior workers A broad span of control encourages deputation and motive through occupation enrichment Lower direction operating expense costs Horizontal and sidelong communicating is encouraged Promotions are existent and meaningful Closer contact between top direction and lower degreesTall constructionNarrow spans of controlFlat constructionBroad span of controlOrganizational civilizationsCharles Handy defined it as: ‘The manner things are done around here ‘Every concern is made up of different civilizations, and the civilizations that are present within the concern depend on the direction manners and organizational constructions that are used. Handy ‘s four types of civilizations are: Power civilization: Best suited for little entrepreneurial administrations and relies on trust, empathy and personal communicating for its effectivity. Role civilization: Emphasizes on power and place within the administration. This type of civilization applies when administrations are large and inflexible. Task civilization: Job-oriented or project-oriented. This works good in a matrix administration construction. Person civilization: Works about educated persons. Examples are groups of barristers, designers, physicians or advisers. Looking at Handy ‘s four chief types of administration civilizations it can be seen that most of the UK eating houses follow the power civilization.Organizational construction and civilization of Mr Smith ‘s eating houseAfter analyzing Mr Smith ‘s instance survey and the latest issues, it is clear that his eating house is following an entrepreneurial and hierarchal construction, and a power civilization since it is a household owned concern where there is inordinate trust is on the owner-manager ; Mr Smith has authorization, duty and answerability within the administration. The distribution of undertakings, the definition of authorization and duty, and the relationship between members of the administration are established on a personal and informal footing. Therefore I am convinced that the direction manner, organizational construction and civilization are act uponing employees ‘ behavior within administration. However, with Mr Smith ‘s program to spread out and develop new eating houses across the UK, there is demand for a formal organizational construction and civilization, which has to be carefully designed, so as to avoid struggle and promote the willing engagement of staff for effectual organizational public presentation. I believe that Mr Smith concern should hold a level structured along functional lines with major countries including, Gross saless and Marketing, Human Resources, Accounting and Finance, and Buying Departments. With a level construction the concern will hold: A broad span of control encouraging deputation and motive through occupation enrichment. Lower direction operating expense costs. Better communications as horizontal and sidelong communicating is encouraged. Real and meaningful publicities. Closer contact between top direction and lower degreesFactors that may act upon single behavior of Mr Smith ‘s employeesThe person: The person is a cardinal characteristic of organizational behavior. When the demands of the person and the demands of the administration are incompatible, this can ensue in defeat and struggle. Then it the work of the direction to incorporate the person and the administration and to supply a working environment where person ‘s demands is satisfied every bit good as administration ends are achieved. The group: Group exists in all administrations and are indispensable to their working and public presentation. Peoples in groups influence each other in many ways and groups may develop their ain hierarchies and leaders. Group pressures can hold a major influence over the behavior and public presentation of single members. The administration: Individual behavior is affected by forms of administration construction, engineering, manners of leading and systems of direction through which organizational processors are planned, directed and controlled. Therefore, the focal point of attending is on the impact of administration construction and design, and forms of direction, on the behavior of people within the administration.Undertaking 2:How organizational theory underpins rules and patterns of direction, how this would impact on the new eating houses?The survey of direction theory ( besides termed direction thought ) and its application in administrations brings alterations in behavior. It helps to understand the rules underlying the procedure on direction. It helps to understand the interrelatedness between direction theory, rules and patterns of direction, and behavior in administrations. Directors learned about how they should act. This will act upon their attitudes towards direction pattern. The differ ent attacks to direction theory are: Classical attack ; scientific direction ; Bureaucracy ; Human dealingss attack ; Systems attack ; and Contingency attack. These assorted attacks underpin the common rules of direction that administrations should pattern in their concern, which mean they are based on positions of administrations, their intent and duties, construction, division of work, hierarchy of direction, proficient demands, regulations and ordinances and behavior.Fayol 14 Principles of Management:Division of work: Specialization increases end product as employees become more efficient. Authority: Gives directors the right to give orders. Discipline: Employees must conform to esteem the regulations that govern the administration and the usage of punishments for interrupting the regulations. Integrity of bid: Merely one higher-up should give orders to employees. Integrity of way: Organizational activities holding the similar aim should be directed by one director utilizing one program. Subordination of single involvements to general involvement: The administration involvement should rule employees ‘ or group involvements. Wage: A just pay for workers and their services. Centralization: The grade to which subordinates participate in decision-making. Scalar concatenation: Communicationss should follow this concatenation. Order. Peoples and stuffs should be in the right topographic point at the right clip. Equity. Directors should be sort and carnival to their subsidiaries. Stability of term of office. High employee turnover is inefficient. Management should supply orderly forces planning and guarantee that replacings are available to make full vacancies. Initiative. Employees who are allowed to arise and transport out programs will exercise high degrees of attempt. Esprit de corps. Promoting squad spirit will construct harmoniousness and integrity within the administration. Suggestion: Mr Smith should follow these rules of direction. Directors will hold to execute these five maps ( by H Fayol ) : Plan and prognosis ; organise ; bid ; co-ordinate ; and command.The different attacks to direction theoryClassical attack:Emphasis on intent ; Formal construction ; Division of work ; Hierarchy of direction ; Technical demands ; Common rules of administration. Scientific direction and Bureaucracy are the two sub-grouping of the classical attack. Scientific direction – F.W Taylor ( 1911 ) : Scientific choice and preparation of workers ; Development of a true scientific discipline for each component of an person ‘s work ; Co-operation with the employees to guarantee work is done as set ; Division of work and duty between direction and the employees ; Improve production efficiency through work surveies, tools, economic inducements. Bureaucracy – Max Weber ( 1947 ) : Formal hierarchal construction ; Administration by functional forte ; Rules and ordinance ; Impersonality ; Employment based on proficient makings.Human dealingss attack:Elton Mayo and the Hawthorne Studies ( 1933 ) discovered that the informal administration, societal norms, credence, and sentiments of the group determined single work behavior. Maslow, McGregor, Herzberg, and many others stressed the importance of societal dealingss in administrations, understanding workers and directors as human existences with societal and emotional demands. Systems attack: Administrations are unfastened systems that invariably interact with the external environment: Inputs ( resources and information ) transmutation procedure end products ( merchandises, services, information ) feedback Contingency attack: Contingency theory does non place or urge any peculiar attack to administration and direction. Appropriate direction attack depends on situational factors faced by an administration. Suggestion: After comparing the above managerial attacks I believe that the classical attack will outdo suit Mr Smith eating houses. The classical attack Centres on understanding the intent of an administration and so analyzing its construction. They play accent on the planning of work, proficient demands, principal of direction and behavior. Attention is given to the division of work, responsibilities, duties, keeping specialization and co-ordination, hierarchy of direction and formal organizational relationships.Undertaking 3:Different leading manners and their effectivityDefinition: Leadership in an administration is to take employees to work in a given way to accomplish its ends and aims.The three manners of leading are:LeadershipDemocratic LeadershipAutocratic LeadershipLaisser-faire LeadershipAutocratic leading: All authorization is centred on the leader and determinations are enforced by agencies of wagess and the fright of penalty. Communication is one-way, from the leader to the followings. Advantage: Quick decision-making. Disadvantage: Its consequence upon group morale ; creates struggle. Democratic leading: In contrast, democratic takes into history the suggestions of the members and of the leader. It is a human dealingss attack, in which all members of the group can take part and lend to better the quality of the concluding determination. Advantages: Increased morale and support for better determinations through shared thoughts among group members. Disadvantages: Slower decision-making and diluted answerability for determinations. Individualistic leading: The leader exercises really small control over group members. A member is given a end and largely left entirely to make up one's mind how to accomplish it. The leader maps chiefly as a group member, supplying merely every bit much advice and way as is requested. Advantage: Opportunity for single development offered to group members. All individuals are given the opportunity to show themselves and to work comparatively independently. Disadvantage: Lack of group coherence and integrity toward organizational aims. Without a leader, the group may hold small way and deficiency of control. The consequence can be inefficiency or even worse, pandemonium. Suggestion: Mr Smith is using an important leading in his first eating house because his concern is little. But now that he wants to spread out his concern he has to follow a different manner of leading. I would propose that he has to follow the democratic leading within his new eating house. This is because the democratic manner is a human relation attack in which all staff participates and contributes in the decision-making. This will forestall struggle between staff.Different motivational theories and their applicationDefinition: Motivation can be described as the way and continuity of action. It is concerned with why people choose a peculiar class of action in penchant to others. The intent of motivational theories is to foretell behavior. The difference theories of motive are:MotivationContent Theory ( nonsubjective )Procedure Theory ( subjective )HerzbergAdamsHandyVroomMcGregor Theory X & A ; YMaslowMcClellandMaslow ‘s hierarchy of demandsChallenging occupation ; accompli shment in work Job rubric ; high position occupation Friendship at work Safe status at work Pay ; pleasant working status The hierarchy of demands are shown as a series of stairss in the signifier of a pyramid ; it implies a thinning out demands as people progress up the hierarchy. Based on Maslow ‘s theory, one time the lower-level demands have been satisfied ( physiological and safety demands ) people advanced up the hierarchy. Therefore to supply motive for a alteration in behavior, the director must direct attending to the following degree of demands ( love or societal demands ) that seek satisfaction.McGregor – Theory X & A ; YTheory X premises:– Peoples inherently dislike work.– People must be supervised to make work to accomplish aims. – People prefer to be directed.Theory Y premises:-People position work every bit being every bit natural as drama and remainder. -People will exert autonomy and self-denial towards accomplishing aims they are committed to. -People learn to accept and seek duty.Herzberg ‘s Two-factor theoryIncentives – Intrinsic factors: Factors increase occupation satisfaction Hygiene factors – Extrinsic factors: whose absence can make occupation dissatisfaction Accomplishment Supervision Recognition Company policy Work itself Working conditions Duty Salary Promotion Peer relationship Growth SecurityMcClelland theory:Need for accomplishment: Personal duty Feedback Moderate hazard Need for power: Influence Competitive Need for association: Credence and friendly relationship Concerted Suggestion: Mr Smith does non depute ; does non give employees duties ; employees are non considered portion of the group ; they feel insecure in the employment ; they can non voice their sentiments ; he imposes his regulations and ordinances on employees. In add-on he has reduced employees ‘ lunch-time. Here Mr Smith is utilizing McGregor ‘s Theory X ; employees are unhappy and de-motivated to work as their lunch-time has been reduced but their rewards have non increased. Therefore, since he wants to spread out his concern throughout UK, I will urge the Maslow ‘s hierarchy of demands theory to Mr Smith. Directors will hold to supply motive for a alteration in behavior by fulfilling the lower-level demands so that the employees ‘ basic wage, safe working conditions ( demand to remain alive, have nutrient, shelter ) and occupation security, periphery benefits, protection against unemployment, unwellness are satisfied. This will promote the willing engagement of employees for effectual organizational public presentation.The relationship between motivational theory and the pattern of directionThe intent of motivational theories is to foretell behavior ; and behaviour of people in administrations depends on patterns of direction. If directors practise Fayol ‘s 14 rules of direction, so employees at all degrees are motivated to work. Peoples by and large respond in the mode in which they are treated. Therefore, to command human behaviour a heavy duty is placed on directors and the activity of direction, where attending must besides be given to allow systems of motive, occupation satisfaction and wagess. Consequently, Mr Smith must understand how good direction patterns will actuate staff to work. Directors should be after and calculate, organize, bid, co-ordinate, and command suitably in an effort to fulfill employees ‘ demands so that they are motivated to work. This will make an organizational clime in which employees can work volitionally and efficaciously to accomplish the ends of the administration. Directors should acquire the best public presentation from employees to pull more clients. Directors should use this policy: The demands, wants and rights of employees to be treated reasonably and with self-respect.Undertaking 4:Nature of groups and group behavior within administrationsâ€Å" A group comprises two or more persons who interact in the corporate chase of a common end. They portion values and ends, are involved in regular activities together, and place themselves as members of the group and are identified as such by others † . ( From talk notes – AJ ) . Another utile manner of specifying group is a aggregation of people who portion most, if non all, of the undermentioned features: A definable rank ; Group consciousness ; A sense of shared intent ; Mutuality ; Interaction ; Ability to move in a unitary mode. Formal groups ( official groups ) : Created to transport out specific undertakings set up by the administration to finish assigned undertakings. Formal groups may be divided into two classs: Functional groups: Consist of changing size of work units, with a director and subsidiaries who are responsible for a scope of responsibilities and maps within the administration, for illustration: the finance section, the wages subdivision and the grosss subdivision. Undertaking groups: Created for the despatch of specific concern or operations, such as a undertaking squad, direction squad or co-ordinating commission. Informal groups ( unofficial groups ) : Created by the single members for the intent of sharing a common involvement. Importance of informal groups: The spread of information through informal webs – the pipeline – is frequently much faster and more influential than through formal groups. There is the possible for struggle between functions held in formal and informal groups peculiarly in regard of leading, where the informal leader may non be the same individual as the formal leader. Two informal groups: Interest groups: develop around the shared chase of a specific end by certain employees, which may or may non be related to the administration. Friendship groups: Persons fall ining together for assorted societal activities The factors act uponing Group Behaviour: Cole ( 1996 ) Size of the group Leadership and direction manner Group coherence Motivation of group members Norms of groups Group/team functions The work environment The group undertakingFactors taking to effectual teamwork within the new concernPeters and Waterman defines five factors for effectual teamwork: The Numberss should be little: each member will so stand for the involvement of his or her section. The squad should be of limited continuance: Exist merely to decide a peculiar undertaking. Membership should be voluntary. Communication should be informal and unstructured. It should be action-oriented. The squad should complete with a program for action.The influences that threaten success of teamworkThe squad does non work around the undependable people. A smaller group of people does most of the work and a larger group pretends to assist. Sometimes team members do non work good together and may work against each other. This may ensue dysfunctional squads, caused by: – Lack of trust is the most common job afflicting squads ; – Lack of squad coherence – Lack of a clearly defined intentImpact of engineering on squad operationTechnology: Technologies such as electronic mail, nomadic phones, blackberry, groupware and computing machines can better and in some instances delay squad operation. To be able to work efficaciously, squads must be kept up-to-date with cognition as engineering alterations. Communication: Successful squads communicate successfully by electronic mail, nomadic phone, phone engineerings such as blackberry and 3G informations cards and 3GB USB dongles, groupware and personal computing machines. Change: Successful squads can successfully bring-up alteration. Teams will go less effectual and efficient if they do non react to altering internal and external factors. In contrast, antiphonal squads are more effectual, efficient and, are able to lift to the challenges of the modern concern universe. Networks and practical squads: In the modern connected universe, it is easier for squads to pass on and web. It is possible to make practical squads which ne'er ( or seldom ) meet in physical locations and utilize a scope of web tools to pass on and join forces.Global and cross-cultural squadsUndertaking 5:Schemes for the eating houses stakeholder ‘s demandsEmployees:Mr has to follow HR patterns to guarantee that the administration is able to accomplish success through people. Staffing the administration: Sufficient Numberss of the right people in the right topographic point, at the right clip, and at the right cost for the administration. Reward and acknowledgment: Creating structures that maximise enlisting, keeping and motive ; obtaining the best public presentation from the people available. Performance betterment throughout the administration, for single, squad and organizational effectivity Pull offing behaviour – guaranting that persons are encouraged to act in a manner that allows and Fosters better working relationships.Customers:Mr Smith and his country directors should supervise the changing demands and outlooks of its clients, and the quality of service they require.Decision and recommendations1. With Mr Smith ‘s program to spread out and develop new eating houses across the UK, there is demand for a formal organizational construction and civilization, which has to be carefully designed to promote the willing engagement of staff for effectual organizational public presentation. 2. Mr Smith should follow the rules of direction – directors will hold to execute these five maps ( by H Fayol ) ; program and prognosis ; organise ; bid ; co-ordinate ; and command. 3. The classical attack will accommodate his concern as it plays accent on the planning of work, proficient demands, rule of direction and behavior. 4. Alongside he has to follow the democratic leading in which all members of the group can take part and lend to better the quality of the concluding determination. 5. Area directors will hold to supply motive for a alteration in behavior by fulfilling the employees ‘ demands through wagess.MentionWeb sites:1. hypertext transfer protocol: //ezinearticles.com/ ? id=1269812 2.http: //choo.fis.utoronto.ca/FIS/courses/LIS1230/LIS1230sharma/history6.htm ( Maslow ‘s hierarchy of demands ) 3. hypertext transfer protocol: //www.hnc-business.co.uk/unit3.htmlModule Tutor Lecture notes and electronic mails:Dhlamini S. , 2009. Administrations and Behaviour ( unit 3 ) H1, HND in Business. London: Guildhall College

Dialectical Shifts Writing Assignment Example | Topics and Well Written Essays - 750 words

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