SUMMER INTERNSHIP PROJECT

AT

JAMNAGAR PEOPLES CO.OP. BANK LTD.

ON

CUSTOMERS & EMPLOYEES PERSPECTIVE




SUBMITTED BY:

UPADHAYAY KASHYAP S.

MBA SEM III

Enroll no. 1380105920

GUIDED BY:

MISS. SUNIL POONIA

ACADEMIC YEAR

2013-15




SUBMITTED TO

PARAM INSTITUTE OF MANAGEMENT & RESEARCH

JAMNAGAR




AFFILIATED TO

GUJARAT TECHNOLOGICAL UNIVERSITY

AHMEDABAD





1
DECLARATION




I undersigned UPADHAYAY KASHYAP a student of MBA declares that I
have prepared this project report on ORGANISATION STUDY OF THE
JAMNAGAR PEOPLES CO-OPERATIVE BANK LTD. Under MR. NITIN H.
MEHTA at Grain Market Branch. I am also guided by Miss. Sunil Poonia of
Param Institute of Management & Research Jamnagar.

I also declare that this project report is my own preparation and not copied
from anywhere else.













































2
PREFACE




It gives me great pleasure to write about this company which especially
prepared with the aim to make the learning process complete with practical
knowledge in the educational program.



I had visited the Jamnagar Peoples Cooperative Bank Ltd. This project has
covered the main point which felt necessary. So from this project all can get
raw idea about the Jamnagar Peoples Cooperative Bank LTD.














































3
ACKNOWLEDGEMENT




It is my personal belief that no report is the result of only its authors efforts.
There are many people who contribute something or the other for achieving
its purpose.

I am very much thankful to Mr. Girishbhai Mehta who has given me such a
nice opportunity to undergo the training at The Jamnagar Peoples Co-
operative Bank Ltd. and for giving me his valuable suggestions and
guidance throughout the training period. I would like to thank whole staff for
helping me in training and solving the queries.

It gives me pleasure to acknowledge Miss.Sunil Poonia of Param Institute of
Management & Research Jamnagar, my project guide for his support and
would like to thank all my faculty members who have helped me in project. I
would like to thank my parents and friends for supporting me in everyway.



UPADHAYAY KASHYAP

(MBA SEM III)

Enroll no. 138010592034


























4
CONTENTS


Chapter PARTICULARS Pg. No
No.

1 Objective of study 6

2 Executive Summary 7

3 Introduction 8

(a) Company Details 11

(b) Competitors Details 19

(c ) Regulatory environment details 25

4 Organizational study 35

(i) Marketing department study 37

(ii) Human Resource Development 49

(iii ) Operation department study 56

(iv) Financial department study 61

5 Literature review 74

6 Research Study 79

(i) Data analysis and Interpretation 86

7 Future Plans 104

8 List of Charts and tables 105

9 Recommendations 106

10 Abbreviations 107

11 Bibliography 108

12 Annexure 109




















5
OBJ ECTIVE OF THE STUDY



The present era is of rapid growth of Economy. All sectors related with the
economy like Service, agriculture and industry are developing rapidly. In
economy the supply of money is due to the banking sector is heart of
economical development. Without under performance of bank sector in
economy no one country can continue their growth story longer. At this point
of time the other sector also play major role in development.

As government merges many regional and other banks in the SBI, it results
in the high development of SBI. The policy of banks shows the future
development of country. One example is stock of India. In 2007, banking
policy was so industry friendly that was reflects in stock exchange by
reaching at 21000 points.

I choose co-operative bank for study because of their advantages, like they
are combination of banking and co-operative activity. As their area of
operation is limited for only city so I can properly observe their work and
activity. In this highly competitive era The Jamnagar Peoples Co-operative
Bank Ltd. is on the bank has 0% NPA from last 5 years. It is the best
example of effective management. Co-operative sector is one of the good
performers sector. It also give exposure to industry.

The M.B.A. program leads to practical performance of person and every
sector of economy is connected with the banking sector so in future every
stage we will have to depend on banking sector.
















6
EXECUTIVE SUMMARY




The growth in the Indian banking industry has been more qualitative than
quantitative and it is expected to remain the same in the coming years.
Based on the projection made in the Indian vision 2020 prepared by the
planning commission and the draft 10
th
plan, the report forecast that the
pace of expansion in the balance sheet of banks is likely to decelerate.

Present banking is different from the banking of 1980s. The future banking is
going to be still more dynamic and technology based. Bankers with
traditional qualification alone like degree in commerce, science, etc. will be
enable to cope with the fast developed surroundings. Techno savvy,
energetic and young bankers are now required to cope with the situation.

The Co-operative banks have a history of almost 100 years. The co-op
banks are an important constituent of the Indian Financial System. Judging
by the role assigned to

them, the expectations they are supposed to fulfils, their numbers and the
number of offices they operate. The co-operative movement originated in the
West, but the importance that such banks have assumed in India is rarely
paralleled anywhere else in the world.

Their role in rural financing continues to be important even today, and their
business in the urban areas also has increased phenomenally in recent years
mainly due to the sharp increase in the number of primary co-op banks.

Jamnagar Peoples Co-Operative Bank is one of the best Co-operative
Banks in Jamnagar which provides highly sophisticated services. Well-
establish premises with 50 employees in 2010, the bank is now proud to
possess 3 branches (all computerised) around 50 devotes employees. Bank
got LAN system fully air-conditioned and computerized before 13 years.





7

INTRODUCTION




There is no universally accepted definition of a co-operative. In general, a
cooperative is a business owned and democratically controlled by the people
who use its services and whose benefits are derived and distributed
equitably on the basis of use. The use-owners are called members. They
benefit in two ways from the co-operative, in proportion to the use they make
of it. First, the more they use the cooperative, the more service they receive.
Second, earning is allocated to members based on the amount of business
they do with the co-operative.

In many ways, co-operative resemble other businesses. They have similar
physical facilities, perform similar functions and must follow sound business
practices. They are usually incorporated under state law by filling articles of
incorporation, granting them the right to do business. The organisers draw
up bylaws and other necessary legal papers. Members elect a board of
directors. The board sets policy and hires run the day-to-day operations.

The Bank was formed in 1872 as the loan and Deposit Department of
Manchesters Co-operative Wholesale Society, becoming the CWS Bank four
years later. However, the bank did not become a registered company until 1971.
In 1975, the bank became the first new member of the Committee of London
Clearing Banks for 40 years and thus able to issue its own cheques.

Over the years the Bank has gained a reputation for introducing innovations
later adopted by the rest of the industry. Since 1974 the Co-operative Bank
has consistently offered free banking for personal customers who remain in
credit. It was also the first Clearing Bank to offer an interest bearing cheque
account called Cheque & Save, in 1982. In 1991 the Bank shook the credit
card market when it introduced a guaranteed free for life Gold Visa card.








8
Cooperative Principles

Various writers over the past century have analyzed and observed the
application of cooperative principles. Although slight differences in
terminology appear on the various lists, three principles emerge as being
widely recognised and practiced.

These principles are more than just good practices, policies or common
sense. They distinguish a co-operative from other kinds of business. They
are also recognised in state and federal statutes and regulations as criteria
for a business to qualify as a cooperative.

The User-Benefits Principle

Members unite in a cooperative to get services otherwise not available, to
get quality supplies at the right time, to have access to markets or for other
mutually beneficial reasons. Acting together gives members the advantage
of economics of size and bargaining power. They benefit from having these
services available, in proportion to the use they make of them.

Members also benefit by sharing the earnings on business conducted on a
cooperative basis. When cooperatives generate margins from efficient
operations and add value to products, these earnings are returned to
members in proportion to their use of the cooperative. Without the
cooperative, these funds would go to other middlemen or processors.

The User-Owner Principle

The people who use a cooperative own it. As they own the assets, the
members have the obligation to provide financing in accordance with use to
keep the cooperative in business and permit it to grow. Accumulating
adequate equity is a major challenge facing many cooperatives. How this
task is accomplished is discussed later.

The User-Control Principle

As owners, a cooperatives members control its activities. This control is
exercised through voting at annual and other membership meetings, and


9
indirectly through those members elected to the board of directors.
Members, in the most instances, have one vote regardless of the amount of
equity they own or how much they patronize the organization.

In some instances, high volume users may receive one or more additional
votes based on their patronage. Equitable voting is assured, often by limiting
the number of additional votes any one member can cast.

Related Practices

Certain business practices have developed that implement and facilitate
these basic principles. They further differentiate a cooperative from other
forms of doing business.

Cooperative Among Cooperative

Many cooperatives, especially local associations, are too small to gather the
resources needed to provide all the services their members want. By
working with other cooperatives through federated cooperatives, joint
ventures, marketing agencies in common and informal networks they pool
personnel and other assets to provide such services and programs on a
collaborative basis at lower cost.

These principles and practices have survived and flourished through 150 years
of continuous evolution in the business world. They remain the foundation that
supports the distinctive cooperative method of doing business.






















10

























COMPANY DETAILS






































11
CONTENT OF COMPANY DETAILS

1. Profile of JPBL

2. History of JPBL

3. Organizational Structure

4. Vision and Mission

5. SWOT Analysis

6. Management Committees

















































12
PROFILE OF THE JAMNAGAR PEOPLES CO-OPERATIVE BANK

J.P. BANK, AAPNI BANK




Name of the Bank : The Jamnagar peoples Co- operative Bank

Ltd.

No. Of Date of Registration : C-1916, 22nd feb, 1984

Date of Issue of Licence : 19
th
Dec 1984

Area of Operation : 15 km. around, from the respective

branch

No. & Name of Branches : 1. Grain Market Branch

2. Mandvi tower Branch

3. Bedi gate Branch

4. G.I.D.C. Branch
































13
HISTORY OF THE J AMNAGAR PEOPLES COOPERATIVE BANK LTD.

Due to success of Commercial Cooperative Bank by seeing the capital
requirements of SSI for the development of it and need of bank in Grain
market area, keeping as a base in the mind and efforts of Chamanlal
Raychand Sanghvi (establishment chairman) and their subordinate Nirbhay
B. Bardanwala they decided to start a new co-operative bank in the area of
Grain market, called the Jamnagar Peoples Cooperative Bank Ltd.

However , with many difficulties the bank got registered on 22
nd
Feb. 1984
and Manager had received the RBI license.

There was a tremendous change within 3 to 4 years in the banks deposits,
loans and profitability. He created synergy among banks Directors, workers,
customers and shareholders. Many times the directors without any
expectations of remunerations worked united and supported for the
development of the bank. Since then the bank had never looked back and
gradually establish its position as a prominent bank of Jamnagar.

From the 1980, it has been growing. High and Quicker customer services
and the Developments of the city are the two key objectives of the bank.
Gradually they opened 3 branches in different areas of the Jamnagar; all of
them were centrally computerised and air-conditioned. In todays

Fast moving era all the branches of the bank are linked by LAN system.
























14
ORGANISATIONAL STRUCTURE

To understand something completely, it is necessary to include each and
every aspect required. There must be some very simple, plain method to
represent it. As a structure, organisation means an enterprise being run to
achieve predetermined goals. The method followed in the project is
Graphical Representation.

Organisational graphics also provide information based on specific functions
or departments in detail. Graphs can be expressed in the vertical or
horizontal or circular form. Jamnagar Peoples Bank has Line Organisation.
Organisational Graph of the bank is the vertical one and is as follows:














































15
CHART

HIERARCHY OF J AMNAGAR PEOPLES COOPERATIVE BANK

Board of Directors




Chairman




Vice Chairman




Managing Director




Joint Managing Director




Chief General Manager




General Manager

_______________________




Main Branch Other Branch
Manager Manager
Clerk Clerk




Sub Staff Sub Staff





16
Board of Directors




Shri Pramodbhai Kothari Chairman

Rajendrakumar V. Shah Vice-Chairman

Shri Vinubhai G. Tanna Managing Director

Pranlalbhai C. Doshi Director

Nishant B. Kothari Prof. Director

Liladharbhai L. Haria Director

Bhailalbhai P. Mehta Director

Purankumar J. Ahuja Director

Damodardas M. Tanna Director

Nirubhai H. Kotecha Director

Kantibhai H. Badiyani Director

Bhagwanjibhai K. Patel Director





























17
S.W.O.T. Analysis

STRENGTH

1. Motivated as well as committed and coordinate leadership and staff.

2. Transparency in operation.

3. Good Management and Well Accounting System establishment

4. Ability to bring new capabilities in human and
technology WEAKNESS

1. Having limited area for operation.

2. No branches except in Jamnagar which might be much helpful.

3. Insufficient capabilities for deposits mobilization and servicing

4. Advances are less compared to
deposits OPPORTUNITIES

1. Positive response from public, financial institution SIDBI, etc.

2. Starting of Bank assurance.

3. Development of new application for existing products.

4. More number of schemes for advances.

5. Technological innovation.

THREATS

1. Multinational and Private banks are established with huge facilities
and professional approach.

2. JPBL will be affected by HDFC, ICICI, Centurion etc banks which are
having huge capital.

3. A shifts in the consumers taste.




18

























COMPETITIORS


DETAILS































19
CONTENTS OF COMPETITER

1. Co-operative Banks

2. Nationalized Banks

3. Private Sector Banks

4. Foreign Banks






















































20
There are so many competitors of Jamnagar peoples Co-operative Bank Ltd.
These competitors can classified under four main group. These are as under:-

1) Co-operative Banks

This class consists of the others co-operative banks of the Jamnagar city.
These are the main and very close competitors of this bank because all that
are doing the same business as this bank is doing and providing the same
facilities as the Jamnagar peoples Bank is providing. The lists of these
banks are as under:-

$ Co. Co. Bank

$ Nawanagar Bank

$ G.I.C. Bank

$ J.D. Co. Bank

$ Jamnagar Mahila Sahakari Bank Ltd.

$ The Vardhman Co-operative Bank Ltd.

Among the above mentioned banks, the main competitors are Co. Co. Bank
and J.D. Co. Bank.

@ Commercial Co-operative Bank Ltd. (Co. Co. Bank) :

The facilities and the product those are provided by the Jamnagar peoples
Bank and this bank are almost same. As it is the very close near competitor
to the Jamnagar peoples Bank, it has to offer the same facilities and at the
rate of it. The difference is only the coverage of the area. As it has four
branches, it can cover more area for its business as compared to Jamnagar
peoples Bank.

@ Jamnagar District Co-operative Bank Ltd. (J.D. Co. Bank)

The second next close competitor is the J.D. Co. Bank. As the name
suggests, the geographical area of this bank is very wide as compared to the




21
Jamnagar peoples Bank because J.D. Co. Bank is offering its services to the
rural area of the Jamnagar district.

2) Nationalised Banks:

The second main classification of the competitors of the Jamnagar peoples
Bank is the Nationalized Banks. In this class, the Banks which are undertaken
by the Government are come. They are competitors which providing the
services throughout the country and so that become the dominant players in the
industry. In this class the below mentioned banks are come.

$ Uco Bank

$ Bank of Baroda

$ State Bank of India

$ Central Bank

$ Dena Bank

$ Vijaya Bank

$ Indian Bank

$ Bank of India

$ Corporation Bank

$ Union Bank

Among the above banks, the main competitors of the JPBL are Uco Bank
and Bank of Baroda.

@ Bank of Baroda

This is also nearest competitors to the JPBL. It also providing the same
facility as the Uco Bank is providing and moreover it has the branches in the
foreign also. So it can give the money transfer facility. It has also ATMs
facility and is giving the facility to withdraw money from any of its branch of
India as it has adopted Core Banking Solution



22
@ Uco Bank

UCO Bank, with years of dedicated service to the Nation through active
financial participation in all segments of the economy - Agriculture, industry,
Trade & Commerce, service sector, Infrastructure sector etc., is keeping
pace with the changing enviornment.

3) Private Sector Banks:

The third main classification of the competitors is the private banks . This is
consists of those banks which banks holding power is in the hand of the
shareholder who has the shares more than controlling power. In this class,
the below mentioned banks are come.

$ HDFC Bank

$ ICICI Bank

$ Centurion Bank of Punjab

$ IndusInd Bank

From the above banks, the main players are HDFC Bank and ICICI Bank.

@ HDFC Bank

HDFC Bank LTD is known for its technical expertise. It maintains product
quality. Moreover it also offers products and services: Accounts & Deposits
saving, current & fixed deposits, loans, debit cards- credit cards, also
prepaid cards, Investment & Insurance, Internet banking etc.

@ ICICI Bank

ICICI Bank is spread across the country. It offers banking service like retail
banking and investment banking, life insurance and non-life insurance, etc.
To serve more to the world it strengthens its operation internationally.









23
4.Foreign Banks:-

The last is foreign banks. The banks in the foreign are as follows:-

$ HSBC Bank

$ Citi Bank

$ Standard Chartered Bank

$ Duetch Bank etc.

From the above banks, the main players are HSBC Bank and Citi Bank.

@ HSBC Bank

HSBC keeps itself updated with the technology and also provides internet
banking services to the clients. It also provides services like International
accounting services, Visa cards, financial planning services, NRI services,
etc.

@ Citi Bank

Citi bank provides services like loans, citibusiness, banking-insurance
services, credit cards, investment, online services, NRI services, etc.




























24

























REGULATORY

ENVIORNMENT
































25
CONTENTS OF REGULATORY ENVIORNMENT




1. Banking Regulation Act, 1949 by RBI

2. Gujarat Sahakari Mandali Act, 1961




i) RBI guideline

ii) Guideline on mergers/amalgamation UCBs

iii) Major issues face by UCBs

iv) Remedial measures initiated











































26
REGULATORY ENVIORNMENT




Banks can be classified into various kinds on the basis of the specific
activities that they perform. Such as Commercial banks, Industrial banks,
Exchange banks, Post Office Savings banks, Co-operative banks, etc.

Cooperative banks are set up and managed from various categories like
farmers, traders, artisans, factory-owners, etc. On the cooperative basis
these banks are given certain special concession by the government and
RBI. State Cooperative banks, District Cooperative banks, Primary
cooperative societies, Urban Cooperative banks, etc. Are examples of the
Cooperative banks in India . A separate cooperative legislation is in
existence for the efficient administration of the Co-operative banks.

Jamnagar Cooperative Bank falls under the head Co-
operative banks, and therefore, the name of the bank is Jamnagar peoples
Cooperative Bank Ltd. It is controlled by:-

1. Banking regulation Act, 1949 by RBI

2. Gujarat Sahakari Mandali Act, 1961

1. THE BANKING REGULATION ACT, 1949:

The Banking Regulation Act, 1949, which had come into force from 1
st

march 1966, has vested the Reserve Bank with various statutory powers
of control and supervision over the cooperative banks. The power in
regard to incorporation, management, etc., of these banks, however,
continue to vest in the Registrar of Cooperative Societies of the State
concerned.

Some of the important Sections of the Act and Rules area as follows:-

The primary objective or principal business of the primary cooperatives bank
in the transaction of the banking business.





27
The paid-up share capital and reserve of which are not less than 1 lakh
Rupees.

The bye-law of which do not permit admission of any other Co-operative
society as a member.

-Sec. 5

A Cooperative Bank cannot undertake trading activities.

-Sec. 8

As per the instruction of RBI the total investment of Cooperative bank in the
share of cooperative institution should not exceed 5% of subscribed capital
of the institution.

-Sec. 19

This section prohibits sanction of loans and advances on the security of its
own shares and also unsecured loans and advances to directors or the firms
or private companies in which they are interested.

-Sec. 20

The primary Cooperative banks area required to obtain prior permission of
the RBI for opening of new branches.

-Sec. 23

Every bank is required to submit to the RBI a return in the prescribed form
and manner showing its assets and liabilities as at the close of the business
on the last Friday of every month

-Sec. 27

This section gives protection to the cooperative bank in respect of any claim
made by article, made by any person other than the person who placed the
article in safe custody with it

-Sec. 45 ZD




28
This section enables an individual locker holder to nominate person to
whom, in the event of his death, the cooperative bank may give access to
the locker and liberty to the remove and contents of the locker.

-Sec. 45 ZE

If any provision of this act is contravened or if any default is made in
complying with any requirements of this act or any order, or direction made
or condition imposed there under, by any person, such person shall be
punishable with fine which may extent to Rs. 50000 or twice the amount
involved in such contravention or default, where such amount is quantifiable,
wherever is more, and where a contravention or default is continuing one,
with a further fine which may extent to Rs. 2500 for everyday, during which a
contravention or default continues.

-Sec. 46(4)







2. GUJ ARAT SAHAKARI MANDALI ACT, 1966:-




The Nawanagar Cooperative bank falls within the category of the non-
scheduled urban primary cooperative banks so specific rules and regulations
for Non-scheduled primary cooperative banks are as under:

Cash Reserve Ratio:-

Every primary cooperative bank is required to maintain on a daily basis cash
reserve, the amount of which shall not less than 3% of its NDTL i.e. Its Net
Demand and Time Liability as obtaining on the last Friday of the second
preceding fortnight.

Statutory Liquidity Ratio:-

Every bank required maintaining, on daily basis, liquid assets, the amount of
which shall not less than 25% on their total NDTL in India.

29
Period of Preservation of Records

To be preserved for a period not less than 10 years preceding the current
calendar year.

Ledgers and Registers
1. Cheque Book Registers
2. Delivery Order Registers

3. Demand Liabilities Registers

4. Demand Remittance Dispatched Registers

5. Demand Remittance Received Registers
Records other than Registers

1. Telegraphic Transfer Confirmations

2. Telegrams and Telegram Confirmation

3. To be preserved for a period not less than eight years preceding the
Current calendar year.

Ledger and Registers

1. All personal Ledgers

2. Loans and Advances Registers or Ledgers

3. Call, short or fixed Deposit Registers

4. F.D. Register

5. Draft, TT and Mail Transfer Register

6. Remittance Register

7. Bills Register

8. Clearing Register




30
9. Demand Loan Liability Registers

10. Draft Payable Register

11. Drawing power register

12. Branch Ledgers

13. Overdraft and loan Registers

Records other than
Registers 1. Bank Cash Scroll

2. Bank Transfer Scroll

3. Remittance Schedule

4. Paid Cheque

5. Account Opening Forms

6. Standing instructions regarding current accounts

7. Press Copybooks etc.
Entry Point Norms

Following important features are required for getting registration, licensing

and area of operative of new urban cooperative bank.

In the table below A, B, C and D denote centers with the following population.

Category of Centers Population

A Over 10 lakhs

B 5 lakhs and above but less than 10 lakhs

C 1 lakhs and above but less than 5 lakhs

D Less than 1 lakh.






31
RBI GUIDELINES




The RBI issued a Vision Document for the Urban Cooperative banks.
Cooperative banks have to contribute voluntarily to a funding agency that will
finance the weak urban cooperative banks. The regulation of the sector and
consolidation in the Vision Document prepared by its on Urban Cooperative
Banks.

Urban cooperative banks and Insurance business:-

The RBI had permitted financially strong scheduled primary cooperative
banks (urban) having a minimum net worth of Rs. 100 crore as per the latest
RBI inspection report and complying with certain others norms to undertake
insurance business as a corporate agent without risk participation in the
month August. After revealing the situation, the RBI has further decide to
allow scheduled primary (urban) cooperative banks having a minimum net
worth of Rs.50 crores instead of Rs.100 crores as at present, to undertake
insurance agency business without obtaining prior permission of RBI.

All primary (Urban) Cooperative Banks can undertake insurance business on
a referral basis, without any risk participation so network of branches. Under
the referral arrangement , banks provide physical infrastructure within there
network of branches and also to their selected branch premises to insurance
companies for selling the insurance products to the banks customers with
adequate disclosure transparency and in turn earn referral fees on the basis
of premier collected. The banks need not obtain prior approval of RBI to
undertake referral business.
















32
GUIDELINES ON MERGERS/AMALGAMATION FOR UCBs




According to the guidelines, the RBI will consider proposal for merger and
amalgamation in the urban bank sector under following circumstances:-

Application for merger having the proposed scheme has to be submitted by
the banks, concerned with the Registrar of Cooperative societies/ Central
Registrar of Cooperative Societies (RCS/CRCS). The acquirer banks also
has to forward a copy of the scheme to the RBI along with the draft scheme,
valuation report and other information relevant for consideration of the
scheme of merger.

The RBI will examine the scheme with reference to the financial aspects and
the interest of the depositors based on the criteria/factors and convey its
decisions to the concerned states RCS and in case the acquirer is the multi-
state cooperative bank it conveys its decision to the CRCS and RCS of the
state in which the acquired bank is situated. The Registrars to comply with
the due process prescribed in the Statues before they seek its approval, as
they are the authorities vested with the responsibilities of administering the
acts. They would also ensure compliance with the statutory procedures for
notifying the amalgamation after obtaining the sanction of the RBI.



THE MAJ OR ISSUES FACED BY UCBs




Problems relating to share capital are unique to the cooperative banks due
to their nature/restrictions laid down by law, which includes:-

1. Limit on individual share holding

2. Shares of urban cooperative banks cannot be traded in the stock
market.





33
3. Shareholders can demand banks to repurchase their shares at any
time.

REMEDIAL MEASURES INITIATED BY RBI




In order to address the issues of dual control, deficiencies in governance,
lack of professionalism, low technology levels and related issues, the
Reserve Bank adopted a multi Formulation of Vision Document.

The Reserve Bank formulated a draft vision document, placed it in public
March 2005 and finalized it thereafter, with the following objectives:-

1. To rationalize the existing regulatory and supervisory approach
keeping in view the heterogeneous character of entities in the sector.

2. To facilitate a focused and continuous system of supervision through
enhanced use of technology.

3. To enhance professionalism and improve the quality of governance in
UCBs by providing training for skill up gradation as also by including
large depositors in the decision making process/management of banks.

4. To put in place a mechanism that addresses the problem of dual
control, given the present legal framework, and the time consuming
process in bringing requisite legislative changes.

5. To put in place a consultative arrangement for identifying weak but
potentially viable entities in the sector and provide a framework for
their being nurtured back to health including, if necessary, through a
process of consolidation.

6. To identify the unviable entities in the sector and provide an exit path
for such entities.









34




























ORGANISATIONAL

STUDY





























35





CONTENTS OF ORGANISATIONAL STUDY




1. Marketing department

2. H.R. department

3. Operation department

4. Finance department














































36




























MARKETING


DEPARTMENT




























37
CONTENTS OF MARKETING DEPARTMENT

1. Introduction

2. Marketing scenario-segmentation

3. Targeted market and position

4. Product detail and product performance

5. Pricing policy

6. Price in bank and product costing

7. Pricing policy of bank

8. Promotional tools











































38
INTRODUCTION




Marketing is societal process by which individuals and groups obtain what
they need and want through creating, offering, and freely exchanging
products and services of value with others.

JPB is service sector firm providing satisfactory services to its customers since
last 25 years. Being a J.P. BANK, AAPNI BANK it has created a positive
impression in the minds of people. By the name itself people doesnt ask any
other question and willingly ready to do the transaction with the bank.















































39
MARKETING SCENARIO SEGMENTATION




Marketing segmentation is essentially a classification task done on the basis
of some variables i.e. differences in the preferences, characteristics or
responses to marketing mix offers. The major bases for the classification are
geographic segmentation, demographic segmentation, behavioural
segmentation, volume segmentation, etc.

For the Jamnagar peoples Cooperative bank ltd, the segmentation is based
on the basis of the demographic basis which includes age, gender, family,
size, income, social level, occupation, education, professional, etc.



Example.

On the basis of the deposits, JPBL provides as under:-

For earning regular income recurring is provided

For earning compounded interest reinvestment is provided.




Target Market And Positioning




One of the main concept of whole marketing is known as TARGET
MARKET. The concept is derived from the need of identifying the real
customer. With target marketing a marketer can easily sell his product and
thus result in to decreasing rates of losses and time consumption.

Positioning is the act of designing the companys offering and image to
occupy a distinctive place in the target markets mind.

The target market for different products is different in case of JPBL. For different
products of deposits the target customers are also different such as:-



40
Salaried income earners are target customers for recurring deposits.

Targeted customers for the deposits like Reinvestment and fixed
deposits are the persons who are having free money with them for
longer period of time. If they dont require. Money for long time then
they can get compound interest in Reinvestment Deposits at the
same rate as fixed deposits.

For the current deposits the target market is merchants and
businessmen. Thus the target market for deposits is also different.




PRODUCTS DETAILS AND PRODUCT PORTFOLIO

A Product is anything that can be offered to a market to satisfy a want or
need. Products that are marketed include physical goods, services,
experiences, events , persons, places, properties, organisation, information
and ideas. Marketers have traditionally classified products on the basis of
characteristics like durability, tangibility, and use. Each product type has an
appropriate marketing-mix strategy.

The JPBL provides many services to different people who either want finance or
give deposits etc. The main services that any bank is to accept deposits and
lending and giving loans and advance. They pay certain interests to deposits
holders and they charge higher interest from loan takers. The difference
between both the interest rates is the gross profits of the bank.

The JPBL provides following kinds of services in different ways to different
people which are as under:-

1. Acceptance of deposits:-

There are different kinds of deposits which bank accept and pay interest at
different rates. The rates are decided by time or period of deposits, and the
purpose of deposits.






41
In the following way JPBL accepts deposits and has respective interest rates:-

Current deposits NIL
Savings deposits 3.5%
Term deposits 5 to 9%

Minimum amount for 30 days to 90 days. In the above term deposits different
term deposits schemes are there and so interest rates itself are different

i) Current deposits

A current deposit is a running and actives account that may be operated
upon any number of times during a working day. There is no restriction on
the number and the amount of withdrawals from a current account. Current
accounts suit the requirements of big businessmen, joint stock companies,
institutions, public authorities and public corporations, etc. Whose banking
transactions happen to be numerous on every working day.

ii) Saving deposits

A savings bank account is meant for the households of the lower and
middle classes who wish to save a part of their current incomes to meet
their future needs and also intend to earn an income from their savings.
The rate of interest payable by the banks on deposits maintained in
savings accounts is prescribed by the Reserve Bank. With the wide
extension of banking facilities during the last few decades and the growth
of banking habit amongst the people, the savings deposits of all the
scheduled commercial banks have gone up substantially.

iii) Term deposits

It is based on the income of the person for e.g. Recurring Deposits are
generally for fixed salaried persons, term deposits like reinvestment deposits
and fixed deposits are based on time basis for e.g. from 3 months to 39
months. So these deposits do not have specific target customers.

a) Fixed deposit:-



42
This is the deposit in which the investor can withdraw interest at the end
of the each month. We can also say it as monthly income deposit. In this
deposit, the investors are getting only simple interest. This is mostly used
by the customers who require regular income.

b) Reinvestment deposit:-

This is the deposit which is decided to invest for the predetermined
certain period. On this deposit the investors are getting the interest on the
compounding basis. In this kind of deposit the investors cannot withdraw
any amount before the maturity date or they have to bear the loss of
some interest.

c) Double Deposit:-

It is a fixed deposit whose maturity time is the time equal to getting it
double. The investors cannot get flexibility for the time period to invest.
This is preferred by the customers who are having money on hand in idle
condition for long time or want to have a double amount as a purpose of
saving as long term investors.

d) Recurring deposit:-

This is the deposit in the investors have to invest at the end each month. In
this type of deposit also they are getting the interest on the compounding
basis on the increasing amount as it is increasing at each month. This kind
of deposit is preferred by the investors who cannot make the huge
investment at the same time but can invest on the monthly basis.



















43
Term Deposits interest

...Periodfrom ...Periodto General Sr. Citizen

30 Days 90 days.... 4.50% --------

91 Days 180 days.... 5.50% --------

181 Days 1 Year 6.50% --------

Above 1 Year 2 Year 7.00% 7.50%

Above 2 Year 3 Year 7.25% 7.75%

Above 3 Year --------- 7.50% ---------

Saving Deposit --------- 3.50% ---------

Table no. 1




Senior citizen 60 year and above

Single deposit of Rs 15.00 lakhs & above 0.50% extra

Single deposit of Rs 15.00 lakhs & senior citizen only one benefit.

Deposits and loans and advances have a different segmentation as
described. Thus bank has proper market strategy for different segments.



2. Other Facilities:-

Issuing drafts, cheque collection of bill, issuing a letter of credit guarantee etc.

Bills Purchase/Bills Discount:

This is also providing the facility to encash outstanding bills before the
maturity of the bills. They are doing this in two ways, firstly bills purchase as
they are purchasing the bills from the Traders and take the responsibility to
get payment from the counter party. And secondly they discounting the bills,
means they are giving the money in against of bills of the traders and get it
back at the time of payment from the counter party.






44
JPBL has a kind of contract with other banks, which are in other cities.
If the cheques of outstation are received then they have to go as per
contract. Cheques of the cities in which it has contract will definitely be
cleared within 10 days. It sends cheque through courier services in cities it
has a contract and other cities through Registered A.D. post. It deducts
commission from the amount as its charge. Collection of bills procedures are
also collected as the same way.

3. Loans and Advances




1. Cash Credit

CC against stock and book debt is generally given to the
merchants, sole-proprietors, partnership firms and companies.

- Every year renewal is compulsory.

- Up to Rs 10, 00,000 interest @ 12.5%

- Above Rs 10, 00,000 interest @ 12%

- Maximum limit is Rs 40, 00,000

2. Housing Loan/ Property Purchase Loan/ Commercial Property Loan:
This loan is given to the general public for purchasing the property.
- 70% of contract of purchased property is given to the person by
the bank

- Interest rate on housing loan 11%

- Loan amount should not exceed 20 times of monthly income of
the person.

3. Commercial Vehicle:

This loan is given to person concerned in the

Occupation of transportation. It is also given to the


45
general public.

- Interest @ 12%

- Repayment Period 36 months

4. Special Loans for Professional Persons:-

This loans is given to professional persons for purchasing consumer
goods etc. It is also called consumer loan.

- Interest @ 13%

5. Loan Against Govt. Security:

The persons who are the holder of LIC, NSC, KVP or any govt.
Security can get loan against govt. Securities.

- Interest @ 12%

6. General Consumer Loan:-

This loan is provided to the person if the director or the other well
known provides the partys reference.

- Interest @ 10.5% (for members)
- Interest @ 12% (for others)

7. Loan against Clean Overdrafts:

This loan is provided without any submission of security by the
shareholders.

- Interest @ 15%

8. Bajpai/ Bankable scheme:

This type of loan is given for special purpose and it is given as
bankable loan.

- Interest rate @ 16%




46
Pricing Policy

Price is the marketing-mix element that produces revenue. Price is also one
of the most flexible elements that can be changed quickly, unlike product
features and channel commitments. Price is set independent of the rest of
the marketing mix rather than as an intrinsic element of the marketing-
positioning strategy.

The organisations would select a pricing method that includes one or more
of the three Cs the customers demand, the cost function and the
competitors price.



Pricing in the bank and product costing

During last few years, banking worldwide has undergone a tremendous
change particularly; in India it has witnessed lots of change in the recent
past with the beginning of the Globalisation and Liberalisation. In the
Wake of fierce competition, the banks have to take into account the
techniques, which aims at providing the best services at the lowest prices
to the customers to withstand competition.









Pricing policy in the bank

After liberalization and deregulation, in the banking industry, all the banks
and financial institutions are now free to quote their own rates and prices for
their products, subject to however certain caps imposed by regulatory body,
i.e. the RBI. For pricing the various products, the banks have to take into
consideration the rate of interests being charged be their competitors.







47
Promotional Tools

The marketing communication mix consists of five major models of

promotional tools. They are as under:-

1. Sales Promotion :-

A variety of short-term incentives to encourage trial or purchase of a
product or services.

2. Public Relations and Publicity :-

A variety of programs designed to promote or protect a companys
image or its individual products.

3. Personal Selling:-

Face to face interaction with one or more prospective purchasers for
purchase of making presentations, answering questions and
procuring orders.

J.P. Bank is very powerful in providing proper services to the customers and
so does not need aggressive advertising as it has enough customers and
deposit holders. The main drawback of the JPBL is that it does not have
branches outside Jamnagar. Thus, JPBL does limited advertisement in the
following ways:-

J.P. Bank advertises through some social or religious programs by
distributing pamphlets or rather sponsors part or the whole programmers like
seminars, functions, etc. It distributes yearly calendars to the shareholders
and directors. It sometimes advertises through local newspapers and cable
channels.














48






















HUMAN RESOURCE


DEPARTMENT



































49
CONTENTS OF H. R. DEPARTMENT

1. Introduction

2. Recruitment and Selection

3. Training

4. Performance

5. Promotions appraisal

6. Details about the H.R. of the JPBL

















































50
Introduction




An organisation is made up of four resources, namely men, materials,
money and machinery. Of these, the first one is living one, i.e. human and
the other three are non-living i.e. non-human. It is the human/people are the
most significant resources in an organisation. Human resources are
heterogeneous in the sense that they differ in personality, perception,
emotions, values, attitudes, motives, and modes of thoughts.

Human Resource Management can be defined as a process of procuring,
developing and maintaining competent human resources in the organisation so
that the goals of an organisation are achieved in an effective and efficient
manner. In short, HRM is an art of managing people at work in such a manner
that they give their best to the organisation for achieving its set goals.







































51
Recruitment and Selection




Recruitment is understood as the process of searching for and obtaining
applicants for jobs, from among whom the right people can be selected.
Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals will come to know
a company, and eventually decide whether they wish to work for it.

Recruitment can be defined as the process of finding and attracting capable
applicants for employment. The process begins when new recruits are
sought and ends when their applicants are submitted. The result is a pool of
applicants from which new employees are selected.

The process of recruitment and selection is a longer one so it is not done
frequently, while in JPBL. In JPBL, there is no recruitment process is done since
long time. JPBLs staff is well-experienced and work oriented so there is no
change in staff persons and also there is no any person leaving the JPBL since
very long time. In short, JPBL do the recruitment process very rarely.









Training




Successful candidates placed on the jobs need training to perform their
duties effectively. Training refers to the process of imparting specific skills.
Training is any attempt to improve current or future employees performance
by increasing an employees ability to perform through learning, usually by
changing the employees attitude or increasing his or her skills and
knowledge.

The training programme of JPBL is as follows:



52
There are specific rule to provide training to the employees. General Manager
decides the employees who require training and he will be sent for it.

Mainly there are 3 training centers where the employees of the Jamnagar
peoples Co-operative Bank Ltd. are sent. They are as under:

1. Uday Bhanshiji Cooperative Management Gandhinagar

2. National Institute of Cooperative Management Gandhinagar

3. RBI Pune










Performance Appraisal

Performance Appraisal is an objective assessment of an individuals
performance against well defined benchmarks. It can be defined as the
systematic evaluation of the individual with respect to his or her performance
on the job and his or her potential for development.

In the performance appraisal generally regularity of the attendance, initiation,
loyalty, area of interest, accuracy of work, leadership abilities, cooperation,
judgement, versatility, supervision, dependability, initiative, job knowledge,
quality and quantity of output, etc. Is evaluated.

The performance appraisal at the JPBL is as follows:-

General Manager is the person who does performance appraisal of the
officers of all the branches and Performance appraisal of General Manager
is done by the Managing Director/ Chairman. But the appraisal is done only
once in a year.

By Performance appraisal, the person is motivated and also be promoted.
Thus, this is the most important part of the Human Resource Management in
any type of the organisation.


53
Promotions, Demotions And Transfers




A promotion means an improvement in pay, prestige, position and
responsibilities of an employee within his/her organization. A mere shifting of an
employee to a different job which has better working hours, better location and
more pleasant working hours, better location and more pleasant working
conditions does not amount to promotion. The new job is a promotion for the
employee only when it carries increased responsibilities and enhanced pay.
Promotion means: - One step high in salary, in status, in responsibility, etc.

Demotion is nothing but totally opposite of Promotion.

Transfers involve a change in the job without change in position, pay or
responsibilities. Transfers are frequent but not promotions. Thus transfer if
Shifting of person from one location to another.

The Promotion, Demotion and Transfer done at Jamnagar Peoples
cooperative bank Ltd. is as follows:-

Generally the authority to promote or demote the employees is with
staff committee. At present there are 7 members in the committee. They are
:-Chairman, Vice-Chairman, Managing Director, Joint Managing Directors
and other three directors. So they are the deciders of the Promotion and
Demotion of the employees.

Authority of transfers of employees and officers are with the Chairman,
Vice-chairman, Managing Director and Joint Director, out of these four, two
takes decision of the transfers.

Thus, Board of Directors of the Jamnagar Peoples Cooperative Bank
Ltd. decides about the Transfers, Promotions and Demotions.











54
Details About The H.R. Of The J amnagar Peoples Cooperative

Bank

Timings : 10.00 a.m. to 2.30 a.m.

03.15 p.m. to 5.30 p.m.

Break Time : Between 2.30 p.m. to 3.15 p.m.

The staff of bank has to come at bank before 9.30 a.m. And have a clear the
pending work first, if any before 10.00 a.m. The office is open from 10.00
a.m. to 7.00 a.m.

The staff of bank has been divided into 3 categories, which are as follows
with their numbers.

Sr. No. Category Numbers
1. Officer & Manager 9+4
2. Clerk 27
3. Sub-staff 10
Total 50

The bank provides for its staff a conductive work culture and high level of
motivation to its valued employees. The bank endeavours to recruit a high
calibre people through a tough recruitment process. It is noteworthy that all
employees (except peon) are graduates and post graduates in commerce.



















55






















OPERATIONS


DEPARTMENT


































56
CONTENTS OF OPERATION DEPARTMENT

1) Introduction

2) Location Details

3) Layout Details

4) Production Planning and Control (PPC)

5) Maintenance




















































57
Introduction:-

An operation by formal definition is a process of changing inputs into
outputs, with the creation or adding of value to some entity. The growth of
service industry has brought with it the term operation management

Location details:-

Location is the place where the bank is actually situated. The Jamnagar
peoples co-operative bank is located in Jamnagar and operates at 15kms,
around from the respective branches. The head office of the Jamnagar
peoples co-operative bank is at grain market.



The main reason behind the success of the bank is its location.
It covers almost all the well known areas of Jamnagar. No matter
wherever the customer lives in Jamnagar.

There are 4 branches of JBPL. They are:-

*Grain market branch (Main branch)

* Mandavi tower branch

* Bedi gate branch

* G.I.D.C. Phase-2 branch

Layout Details

Layout refers to a plan of an optimum arrangement of facilities
including personnel, operating equipment, storage space, material handling
equipment and all other supporting services along with the design of the best
structure to contain all these facilities. This aspect is more relevant to the
manufacturing sector than the banking sector.

The main work carried to in the bank is related to cash receipts, cash
payments, deposits, loan and advances, investments and clearing. Among
these, the departments of cash receipts, cash payments, clearing and



58
deposits are located at ground floor in the main branch i.e. grain market
branch.

The other department like loans and advances, Investment, Fund
management, Electronic Data Processing (EDP) departments are located at
the first floor of the bank where direct public dealing is less. The directors
room is also situated at the first floor where important meetings are held.
The most important work of the JBPL i.e. of controlling of all the branches of
JBPL is done in EDP department at the main branch.

Production Planning And Control (PPC)

PPC is one of the most important tools in the Operation
management. In this concept, planning and controlling of the product
is done. Planning is deciding in advance on from past experience and
future predictions.

Production planning and control function is the nerve centre or
heart of the production/operations management function. It co-
ordinates all the phases of the production/operation system. An
efficient production planning and control functions results in higher
quality, better utilization of resources, better customer services, lower
capital investment and higher customer satisfaction.

In banking sector, products mean deposits and loans and
advances. Planning of such products is done jointly by the Board of
directors and General Manager of the bank under the rules and
regulations described by regulatory authorities like RBI and Co-
operative society and Banking Regulation Act.

There is proper and adequate control on it in JPBL. Banking
operations runs smoothly and the ratio of loose and wastages
decreases due to it. So, this performs an important role in the banking
sector. The control of all the branches as well as of the head office is
done by the EDP department which is located at the main branch i.e.
Grain market Branch.



59
Maintenance

Record keeping and maintenance plays an adequate role in the
bank. If the data is maintained adequately than it will be helpful at the right
time. Hard work will not be fruitful until proper records are maintained than it
creates threats of:-

Data Redundancy

Misplacement of data
Theft of the data

Misuse of data

For the protection of above threats proper maintenance of the data are
required. In the Jamnagar peoples Co-operative Bank Ltd., data are backed
up and interchanged among various branches for proper maintenance.






































60






















FINANCE

DEPARTMENT



































61
Contents Of Finance Department

1. Introduction

2. Acquisition

3. Utilisation of Funds

4. Financial Statement























































62
Introduction




The general meaning of financial management is to manager for raising
fund. This has undergone change while evolution has taken place. In
broader sense it is treated as to procure fund and to use it effectively.

Financial management relates to relation between finance and economics
and accounting decision making for financial operations, its objectives and
functions.

Its detailed analysis includes financial analysis, risk analysis, capital
structure and measurement of cost of capital, merger, and acquisition,
working capital financing, management of cash and market securities.

In JPBL, separate finance department is there under which various financial
activities are carried out. The bifurcations of activities that are carried in
finance department of JPBL are as follows:

Preparing of annual accounts

Reconciliation of branch account with head
office. Government securities back office work.

Dealing with other banks
Licensing with RBI

Auditing

Audit compliances to statutory auditors and with
RBI To decide accounting policy












63
Acquisition Of Funds

Financing is an important function of any business undertaking. It deals with
the acquisition of funds and its effective utilization. So, acquisition of funds is
the first and foremost requirement of any business.

The main aim of finance is to access the financial needs of an enterprise and
then finding out suitable sources for raising them. The sources should
commensurate with the needs of the business.

As bank is a financial institution, here at Jamnagar Peoples Co-operative
Bank, the main source of the procurement of funds is Deposits. There are
many types of deposits in the Jamnagar Peoples Cooperative Bank. Details
of it are as follows:-

1. Opening Of Deposits Account

The JPBL opens the account according to the rules of RBI. Complete
address of the depositors is recorded in the books as well as in the
forms for the opening the account, so parties could be traced without
difficulty in case of need. There have been instances of opening
deposits account with vague or fictitious addresses, indicative of
deposits held in benami or fictitious names, with a view to escape
from the provision of the income tax have been found.

Banks are also advised by the RBI to incorporate a certificate in the
account opening forms to be given by the introducer conforming the
identity, occupation and address of the person when he open the
account.

In terms of the instructions issued by the RBI, banks are, require
treating introduction as not merely a formality but a measure of safe
guard against opening of accounts by the undesirable persons or
opening of account in the fictitious names. The bank is required to
obtain the photographs of account holders authorised to operate the
accounts and get there address verified independently.




64
Besides the bank is required to keep a close watch on the operation
and monitor cash deposit /withdrawals for rs 10 lakhs and above in all
the deposits and other operative accounts

2. Calculation of demand and time liabilities

a) Time liabilities:

Time liabilities are for the long term period and are to be return during
the maturity period. Average of the monthly balances at the end of the
month shall be treated as time liabilities.

Items included in the time liabilities:

Fixed deposit

Re investment deposit
Recurring deposit

Double deposit

b) Demand liabilities

Demand liabilities are for the short term period. The concept of the
demand liabilities suggests that deposits are given to the
depositors when it is demanded that is to maintain the liquidity of
such deposits.

Items included in demand
liabilities: Current deposit

Over due deposit
Nominal deposit
Payable account

All co-operative banks can work out at the end of March and
September each year, the amount of the time liability and demand



65
liability as stated above, average of forthrightly saving deposits in next
six months.

Thus acquisition of funds is very important and in JPBL the fund is
procured in above ways.


























































66
Utilisation of funds

Finance management means to procure finance, to make proper use of
finance and to make proper distribution of it. Though raising of funds is
important but their effective utilization is more important. The funds should
be used in such a way that maximum benefits are derived from them. The
returns from there use should be more than their cost. It should be ensured
that funds do not ideal at any point of time. The funds committed to various
operations should be effectively utilized

The JPBL utilizes its funds as follows:

1. Through investments

2. By giving lone advances

1. Investment:

i) Classification of investment:

Banks are required to classify the entire investment portfolio as on
31
st
-march under three categories.

a. Held to maturity

b. Held to trading

c. Available for sale

A. Held to maturity:

Securities acquired by the bank with the intention to hold them
up to maturity will be classified under held to maturity

B. Held to trading:

Securities acquired by the banks with the intention to trade
by taking advantage of short term price. Interest rate
movement will be classified under held for trading.

C. Available for sale:



67
Securities, which do not fall within above two categories:

In the balance sheet investment are classified and
disclosed under four heads.

Government securities

Other approved securities

Share of other co-operative
institutions Other investments

ii) Valuation of investment:

a) Held to maturity:

Investment under this category are not marked to market are
carried acquisition cost or amortized cost. If acquired at premium,
of the face value, the premium is amortized over the period
remaining to maturity.

b) Held to trading:

Individual script in this category is marked to market on yearly
basis and depreciation under any script is recognised and
provided for the appropriation, if any, under any script is ignored.

c) Available for sale:

Individual script in this category is marked to market on yearly
basis and depreciation under any script is recognised and
provided for the appropriation, if any, under any script is ignored.






2) Loan and advances:

The RBI has prudential exposures norms maximum limit on advances, advice
that it has decided to withdraw limit on advances based on the total advance

68
based on total time and demand liabilities and instead fixed prudential

exposure limits based on capita funds as indicated below.

a. Ceilings:

The exposure limits shall not exceed 20% of capital funds in
case of individual borrower and 50% in case of group borrower.

b. Exposure:

Exposure shall include funded and non funded credit limits and
underwriting and similar commitments. The sanction limit or out
standing which ever are higher shall be reckoned for arriving at
exposure limit. However in respect of non funded credit limit
only 50% of such limits or outstanding, which ever is higher,
need be taken into account for the purpose.



Maximum limits for loans and advances

Sr no. Type of loan Margin % Maximum limit in
rs

1. Cash credit 30 to 45 40 lakhs
against stock

2. Personal housing 30 10 lakhs
loan

3. Loan to industrial 30 to 50 10 lakhs
units for godown

4. Loan to trader for 30 10 lakhs
shop or fixed
assets

5. Loan to industry 30 40 lakhs
units for
machinery,
vehicles etc

6. Consumer loan to:



69
Share holder
Nominal share 30 1 lakhs
holders
Sub limit: 30 50 thousand
Television
Motorcycle 30 15 thousand
Other consumer 30 40 thousand
loan
furniture
30 50 thousand
30 50 thousand

7. Loans for goods 30 70 thousand
rickshaw

8. Clean cheque 1 lakh
purchase

9. Documentary bills 15lakh
payable or
discount

10. Clean over draft 20 thousand

11. Bank draft and No limit
cheque of gov
dept, public corp.

Table no. 2





















70
Financial statements

A financial statement is a collection of data organised according to the
logical and consistent accounting procedures. Its purpose is to convey and
understanding of some financial aspects of a business firm.

Thus the term financial statement generally refers to the two statements:

1. The position statement or the balance sheet

2. The income statement or profit or loss account

Balance sheet and Profit and loss account are shown in annexure is
in page no 112

First the statement is presented below in the form of table showing
result of last 5 years starting from 2005-2006 to 2009-2010



Particular 07-08 08-09 09-10
10-11 11-12

Paid up 65,39,000 70,39,000 80,30,000 100.29,000 102,83,000
capital


Reserves 11,27,60,000 11,46,89,000 11,83,39,000
1225,25,000 945,10,000

Deposits 34,92,96,000 38,62,95,000 44,97,47,000 4414,43,000 4535,49,000

Loan and 15,86,77,000 17,10,01,000 19,69,25,000
2605,75,000 2638,70,000
advances


Net profits 29,52,000 34,73,000 37,10,000
NIL 17,74,000

Audit class A A A A A

Performance of last five year Table No.3

















71
Distribution of profit of the JPBL

Every organization mainly gives priorities to these three works:

1. Procurement of funds

2. Maximum utilization of funds

3. Distribution of profit




Distribution of profit of 2014

No. particular %of profit amount Amount

Net profit 40,91,520

1 Reserve fund 25 10,22,880

2 dividend 12 14,75,103

3 Education fund 1 40,915

4 Charity fund 1 40,915 2579813

1511707

5 Urban banking equity funds 15 134697

6 Bad debt reserve 15 613728

7 Other liabilities fund 12 1475103

8 Co-op. Marketing fund 10 76329
35
9 Building fund 35 267149

10 Members welfare fund 20 152656

11 Staff welfare fund 10 76328

12 Dividend equalization fund 10 76328

13 Investment dep. fund 15 114492 1511707

Nil


Table no.
4












72
Branch wise details

branches Deposits Advances

Main office 2557.18 1076.93

G.I.D.C. branch 555.42 360.31

Bedi gate branch 537.10 140.22

Mandvi tower 207.92 127.21

Table no.5











































73
Literature review


1.Ravindra Chitturi

Lehigh University, Bethlehem, PA, USA with first publication rights
granted to the International Journal of Design Published August 31, 2009.

In a society that offers abundant choices among products, the ability of the
consumer to make the right tradeoffs is critical to accomplishing the short-
term objectives of satisfactory task performance. The ability to make the
right tradeoffs is also critical to the long-term goals of fulfilling overall
consumption experience. Here, satisfaction with the completed task depends
on the tradeoff that maximizes the probability of fulfilling your task related
objective. Further, fulfilling emotional experience depends on the overall
emotional content of the consumption experience. However, it has been
shown that the emotional content of the consumption experience is
determined not only by the consumption of the product but also by the
knowledge about the forgone product alternative. This is especially the case
when consumption of the chosen product does not fulfill customers goals
resulting in a set of negative post-consumption emotions

2.Chieng Fayrene Y.L.,

Curtin University of Technology, Malaysia,

Goi Chai Lee,

Curtin University of Technology, Malaysia

International Refereed Research Journal, Research world Journal of
Arts and Science. Vol. II, Issue 1,January 2011.

The concept of customer value is becoming increasingly used in strategy and
marketing literature in recent years. Customer value is considered central to
competitive advantage and long-term success of business organizations.
Consequently, a great importance attached to this concept. This paper attempts
to build an integrative configuration of the concept of customer value



74
that reflects its richness and complexity. It reviews, synthesizes and extends
the literature on the subject. The configuration includes three complementary
models, namely: customer value in exchange, customer value build-up, and
customer value dynamics. Thinking about customer value in this way is
helpful in the designing of and studying service offerings.



3.Sue Holt, Cranfield University, Cranfield1, Australian Marketing journal

Volume 7 no.1.

This working paper outlines a doctoral research2 project on customer value
determination in business markets. In long-term business relationships,
relationship managers are a key component in delivering customer value.
The paper presents a literature review and proposes a conceptual
framework for the determination of customer-perceived value of relationship
managers in long-term business-to-business relationships.

4.Choon-Chiang Leong, (2008) "Service performance measurement:
Developing customer perspective calculators for the hotel industry", ,
Vol. Advances in Hospitality and Leisure Iss: 4, pp.101 - 120

The purpose of this research was an attempt to improve the applicability of the
balance scorecard, in particular the customer perspective, in the hospitality
industry. The objective of the study was to investigate a more structured
customer-centric performance measurement framework customized for the hotel
industry. Hence, this paper presents the Customer Calculator which had been
developed based on the Customer Equity model proposed by Rust et al.
(2000a). Qualitative examinations by interviewing hotel management were
conducted to test the applicability of the customer-centric measurement
framework. The customer scores facilitate hotel decision-makers who can
pinpoint the important drivers of customer relations, which are in need of further
action and improvement. The framework can also be employed by the
stakeholders to assess hotel performance in general.






75
5.Linda Honold, (President of Empowerment Systems and is based at

Milwaukee, Wisconsin, USA), MCB UP Ltd

Employee empowerment as a term is frequently used in management
circles. In practice, however, it is a daunting effort to find an exact definition
of it. There are hundreds of articles on the topic. Some attempt their own
definition; others expect that the reader already knows what the concept
means. What is employee empowerment? What are its roots? What do the
various theoretical voices have to say about the concept? An exploration of
these questions is the content of this article.

6.Paul M. Muchinsky, Iowa State University

USA Published by Elsevier Inc. Journal of Vocational Behavior

The purpose of this paper is to review the literature on employee
absenteeism as a form of withdrawal behavior apart from turnover. Studies
examining the psychometric properties of absence measures are reviewed,
along with the relationship between absenteeism and personal, attitudinal,
and organizational variables. Studies exploring the relationship between
absenteeism and turnover are examined according to the unit of analysis
studied in the research. Programmatic efforts to reduce employee
absenteeism are also reviewed. Throughout the paper emphasis is placed
on the indices used by investigators to measure absenteeism, and the
problems that have arisen in the literature through the use of multiple
indicators of absenteeism. The review concludes with suggestions for
research that are of both theoretical and practical concern.

7.Philip M.; MacKenzie, Scott B.; Lee, Jeong-Yeon; Podsakoff, Nathan
P. Journal of Applied Psychology, Vol 88(5), Oct 2003, 2011 American
Psychological Association | PDF documents require Adobe Acrobat
Reader. Common method biases in behavioral research: A critical
review of the literature and recommended remedies.







76
Interest in the problem of method biases has a long history in the behavioral
sciences. Despite this, a comprehensive summary of the potential sources of
method biases and how to control for them does not exist. Therefore, the
purpose of this article is to examine the extent to which method biases
influence behavioral research results, identify potential sources of method
biases, discuss the cognitive processes through which method biases
influence responses to measures, evaluate the many different procedural
and statistical techniques that can be used to control method biases, and
provide recommendations for how to select appropriate procedural and
statistical remedies for different types of research settings.

8.Andy Neely, Mike Gregory, Ken Platts publisher Emerald Group

Publishing Limited

Purpose To review the academic literature on customer relationship
management (CRM), provide a comprehensive bibliography and propose a
method of classifying that literature.

Design/methodology/approach A range of online databases were searched
to provide a comprehensive listing of journal articles on CRM. Six hundred
articles were identified and reviewed for their direct relevance to CRM. Two
hundred and five articles were subsequently selected. Each of these articles
was further reviewed and classified. The review and classification process
was independently verified. All papers were allocated to the main and sub-
categories based on the major focus of each paper.

Findings Papers and research on CRM falls into five broad categories (CRM

General, Marketing, Sales, Service and Support, and IT and IS) and a
further 34 sub-categories. The most popular areas covered by the papers lay
in the sub-category of CRM management, planning and strategy; and CRM
general, concept, and study followed by papers in software, tools and
systems; data mining, knowledge management, and e-commerce.

Originality/value This is the first identifiable academic literature review of
CRM research. The bibliography provides an academic database of the


77
literature between 1992 and 2002 covering 89 journals. The classification
approach provides a means to conceptualise the coverage of CRM and the
relative popularity of CRM topic areas.

9.Richard Petty, James Guthrie 2011 Social Science Electronic

Publishing, Inc

The rise of the new economy, one principally driven by information and
knowledge, is attributed to the increased prominence of intellectual capital (IC)
as a business and research topic. Intellectual capital is implicated in recent
economic, managerial, technological, and sociological developments in a
manner previously unknown and largely unforeseen. Whether these
developments are viewed through the filter of the information society, the
knowledge-based economy, the network society, or innovation, there is much to
support the assertion that IC is instrumental in the determination of enterprise
value and national economic performance. First, we seek to review some of the
most significant extant literature on intellectual capital and its developed path.
The emphasis is on important theoretical and empirical contributions relating to
the measurement and reporting of intellectual capital. The second part of this
paper identifies possible future research issues into the nature, impact and
value of intellectual management and reporting.

10.Stacy E. McManus and Joyce E. A. Russell

Department of Management, The University of Tennessee Academic

Press.

Journal of Vocational Behavior

This article describes literature from several domains in organizational
psychology and vocational behavior in an attempt to advance theory building
and research in the area of mentoring in organizations. Relevant research
from leadermember exchange theory, organizational citizenship behavior,
social support, and socialization is reviewed in order to understand the
theoretical nomological network of mentoring. Propositions for future
research on the topic of mentoring are provided.


78




























RESEARCH STUDY



































79
RESEARCH METHODOLOGY

The term Research is used to describe an entire collection of information
about a particular subject. Research is defined as human activity based on
intellectual application in the investigation of matter. The primary purpose for
applied research is discovering, interpreting, and the development of methods
and systems for the advancement of human knowledge on a wide variety of
scientific matters of our world and the universe.

Basic research (also called fundamental or pure research) has as its
primary objective the advancement of knowledge and the theoretical
understanding of the relations among variables. It is exploratory and often
driven by the researchers curiosity, interest, and intuition. Therefore, it is
sometimes conducted without any practical end in mind, although it may
have confounding variables (unexpected results) pointing to practical
applications. The terms basic or fundamental indicate that, through theory
generation, basic research provides the foundation for further, sometimes
applied research. As there is no guarantee of short-term practical gain,
researchers may find it difficult to obtain funding for basic research

Research is composed of two wordsre and search, which means to
search again, or to search for new facts or to modify older ones in any
branch of knowledge. Research is directed towards the solution of a
problem. It may attempt to answer a question or to determine the relation
between two or more variables.

Research is based upon observable experience or empirical evidence. It
demands accurate observation and description. Research strives to be
objective and logical, applying every possible test to validate the procedure
employed, the data collected, and the collection reached.












80
RESEARCH TYPE




The different types of research are:






























Mainly the type of research is broadly divided into three types and the
research done by here is a Descriptive type of research. Descriptive
research is used to obtain information concerning the current status of the
phenomena to describe "what exists" with respect to variables or conditions
in a situation. The methods involved range from the survey which describes
the status quo, the correlation study which investigates the relationship
between variables, to developmental studies which seek to determine
changes over time.














81
Research Objective

The purpose of the research is to discover answers to questions through the
applications of scientific procedures. The main aim of research is to find out
the truth which is hidden and which has not been discovered as yet. The
primary objectives of these research is to study the perceptions of the
individual towards the co-op banks where as the secondary objectives of the
study are;

1) To find out whether the age of individual affects the decision of selecting a
bank.

2) To find out whether the occupation affects the perceptions of an individual

3) To check the percentage of the individual preferring co-op banks.

4) To identify which services of private bank of superior to co-op banks.

5) Find out the factors which the customers keep in mind while measuring
the reputation of the bank.

6) To identify the criteria which an individual keeps in mind while selecting a
bank.

7) To find out whether the response of the staff of co-op banks are better
than other banks or not.
























82
DATA COLLECTION METHOD.

Type of data collection method:-

1 Interview

2 Questionnaires

3 Observations

4 Experimentation

1. Interview: - The interview method of collecting data involves presentation
of oral-verbal stimuli and reply in terms of oral-verbal responses. This
method can be used through personal interviews and, possible, through
telephone interviews.

2. Questionnaires: - This method of data collection is quite popular,
particularly in case of big enquires. It is being adopted by private individuals,
research workers, private and public organisations and even by
governments. A Questionnaire consists of a number of questions printed or
typed in a definite order on a form or set of forms.

3. Observation: - The observation method is most commonly used method
especially in studies relating to behavioural sciences. Under the observation
method, the information is sought by the way of investigators own direct
observation without asking from respondent.

4. Experimentation: - This method helps us to have a proper answer of the
events done. To find the reason of the any problem the experiment is done.
Therefore the experimentation method is very useful for the data collection.
















83
Basic Concepts In The Context Of Testing Of Hypothesis

Basic concepts in the context of testing of hypotheses need to be
explained:-

(i) Null Hypothesis and alternative hypothesis:-

The null hypothesis is generally symbolized as Ho and the alternative
hypothesis as Ha. The null hypothesis and the alternative hypothesis are
chosen before the sample is drawn. In the null hypothesis, the following
considerations are usually kept in view:-

(a) Alternative hypothesis is usually the one which one wishes to prove
and the null hypothesis is the one which one wishes to disprove.
Thus, a null hypothesis represents the hypothesis we are trying to
reject, the alternative hypothesis represents all other possilibities.

(b) If the rejection of a certain hypothesis when it is actually true
involves great risk, it is taken as null hypothesis because then the
probability it when it is true is alpha (the level of significance)
which is chosen very small.

(c) Null hypothesis should always be specified hypothesis i.e., it
should not state about or approximately a certain value.

(ii) The level of significance:- This is very important concept in the
context of hypothesis testing. It is always some percentage which
should be chosen with great care, thought and reason. In case we
take the significance level at 5 percent, then this implies that Ho will
be rejected when the sampling result has a less than 0.05 probability
of occurring if Ho is true. Thus the significance level is the maximum
value of the probability of rejecting Ho when it is true and is usually
determined in advance before testing the hypothesis.










84
(iii) Decision rule or test of hypothesis:- Given a hypothesis Ho and an
alternative hypothesis Ha, we make a rule which is known as decision
rule according to which we accept Ho or reject Ho. For instance, if Ho
is that a certain lot is good, then we must decide the number of items
to be tested and the criterion for accepting or rejecting the hypothesis.

(iv) Type I and Type II errors:- In the context of testing of hypothesis,
there are basically two types of errors we can make. We may reject
Ho when Ho is true and we accept Ho when in fact Ho is not true. The
former is known as Type I error and the latter as Type II error. In other
words, Type I error means rejection of hypothesis which should have
been accepted and Type II error means which should have been
rejected. Type I error is denoted by alpha known as alpha error, also
called the level of significance of test; and Type II error is denoted by
beta known as beta error.

(v) Two-tailed and One-tailed tests:- In the context of hypotheses
testing, these two terms are quite important and must be clearly
understood. A two-tailed test rejects the null hypothesis if, say, the
sample mean is significantly higher or lower than the hypothesised
value of the mean of the population. Such a test is appropriate when
the null hypothesis is some specified value and the alternative
hypothesis is a value not equal to the specified value of the null
hypothesis. A one-tailed test would be used when we are to test, say,
whether the population mean is either lower than or higher than some
hypothesised value.



















85

























DATA ANAYSIS AND

INTERPRETATION
































86
The analysis of employees perspective




1. What is the attitude of the management towards the employees?

Management co- non-co-
Attitude Professional Friendly operative operative

No. of
Employees 2 7 7 0






Chart no.1

Interpretation:-


Here the employees believe that the management is friendly and
co-operative. Very few employees believe that the management attitude is
professional. And no employees believe that the management is non-co-
operative.













87
2. Does the management motivate the employees to achieve high goals?

Motivate Always Sometimes Never


No. Of

Employees 2 12 2


14



12

10

8

6

4

Column1



2

0



Always Sometimes Never




Chart no. 2




Interpretation:-

Here the employees believe that the management
sometimes motivate to them. There are very few who believe that the
management always and never motivate them.





















88
3.Are the employees are satisfied with the leadership qualities of their

leader?




Highly Some what Not

Satisfaction satisfied Satisfied satisfied Satisfied


No. of

Employees 2 10 2 1


12



10

8

6

4

Column1


2

0


Highly satisfied Satisfied Some what Not satisfied



satisfied


Chart no. 3

Interpretation:-

Here the employees believe that they are satisfied with the leader and
few employees believe that they are highly satisfied, some what satisfied
and not satisfied.




















89
4. Does the bank provide the employees with financial assistance other

than salary?

Financial

Assistance Always Sometimes Never


No. Of

Employees 0 12 4


14



12

10

8

6
Series 1
4



2

0


Always Sometimes Never




Chart no.4

Interpretation:-

Here the employees believe that the management provide the
employees financial assistance sometimes and very few believe that the
management never provides them financial assistance.




















90
5. Does bank provide the employees non-financial incentives?

Non
Financial
Assistance Always Sometimes Never

No. of
Employees 0 11 5




12

10

8

6
Series 1
4

2

0
Always Sometimes Never

Chart no. 5

Interpretation:-

Here the employees believe that the bank sometimes provides the
non-financial incentives and very few employees believe that bank never
provides the non-financial incentives.




















91
6. Does the management give the employees moral support?

Moral
Support AlwaysSometimesNever
No.of
Employees3 11 1







12

10

8

6
Column1
4

2

0
Always Sometimes Never

Chart no. 6

Interpretation:

Here the maximum employees believe that the management
sometimes give them moral support. Very few employees believe that they
always give them moral support.


















92
7. Are the employees are satisfied with the current efficiency of the

bank?

Satisfied Yes No

No. of
Employees 15 1




16

14

12

10

8
6

Column1



4

2

0
yes no

Chart no. 7

Interpretation:

Here the maximum employees are satisfied with the current efficiency

of the bank and very few are not satisfied.

























93
Now the analysis of customer perspective




1. Which type of the account the customer hold in the bank?

Cash Term
Account Savings Current credit Deposits

No. of
Customers 55 35 10 0




60

50

40

30
Column1
20

10

0
Savings Current Cash Credit Term Deposits

Chart no. 8

Interpretation:

Here the more customer have savings account and current account,

very few have Cash credit account.



















94
2. Do the customer think that bank is liquid enough to pay off the funds

whenever required?

Liquidity Always Sometimes Never

No. of
Customers 100 0 0




120

100

80

60
Column1
40

20

0
Always Sometimes Never

Chart no. 9

Interpretation:-

Here the all customers believe that bank is liquid enough to pay off the

funds whenever required.

























95
3. Do the customer have to wait in queues for long hours in the bank?

Wait in the
queues for
long hours Always Sometimes Never

No. of
Customers 0 0 100




120

100

80

60
Column1
40

20

0
Always Sometimes Never

Chart no. 10

Interpretation:-

Here the all customers believe that they do not have to wait in the

queues in the bank.























96
4. How long the customers have to wait for depositing or withdrawing

the cash in the bank?

Wait for
Depositing/
withdrawing < 30 < 30-45 > 45
Cash Minutes Minutes Minutes

No. of
Customers 100 0 0




120

100

80

60
Series 1
40

20

0
Less than 30 minutes 30-45 minutes More than 45 minutes

Chart no. 11

Interpretation:-

Here the all customers have a view that they do not have to wait for
depositing and withdrawing the cash in the bank not more than 30 minutes.


















97
5. Have the customer availed any loan facilities provided by the bank?

Loan
Facilities Yes No

No. of
Customers 20 80




90

80

70

60
50

40

30
20

10
0












Series
1

Yes No

Chart no. 12

Interpretation:-

Here the few customers have availed the loan facilities provided by
the bank. The customers are more from business activities therefore they
might not be needed to take a loan.






















98
6. If the customers have availed the loan facilities then in how much

duration does the bank sanction the loan?

Duration of
Loan < 15 15-30 > 30
Sanction Days Days Days

No. of
Customers 100 0 0




120

100

80

60
Column3
40

20

0
Less than 15 days 15-30 days More than 30 days

Chart no. 13

Interpretation:-

Here the all customer got the loan sanction less than 15 days. The

customers are getting the loan with in a week.





















99
7. Do the customer think that bank is efficient enough to complete their

task in time?

Efficiency of
bank for
completing
the task Always Sometimes Never

No. of
Customers 100 0 0




120

100

80

60
Series 1
40

20

0
Always Sometimes Never

Chart no. 14

Interpretation:-

Here the all the customers believe that the bank is efficient enough to

complete the task in time.



















100
8. What do the customers think about the attitude of employees towards

them?

Attitude of Co- Non Co-
Employees Professional Friendly operative perative

No. of
Customers 0 65 35 0




80

70

60

50

40
30

Column3



20

10

0
Professional Friendly Co-operative Non co-operative

Chart no. 15

Interpretation:-

Here the most of the customers have a view that the employees of the
bank are more friendly and co-operative. No one have a view that they have
a attitude of professional and non-co-operative.




















101
9. Do the customers think that the bank is efficient enough in

comparison to private banks at local level?

Efficiency of Bank
Comparison to
Private Banks Always Sometimes Never

No. of Customers 55 45 0




60

50

40

30
Column3
20

10

0
Always Sometimes Never

Chart no. 16

Interpretation:

Here the more than half of the customers believe that the bank is
always efficient enough in comparison to private banks at local level. And
many customers also have a view that the bank is sometimes efficient
enough in comparison to private banks at local level.


















102
10. Do the customer think that the bank is operationally efficient?

Operationally

Efficient Always Sometimes Never


No. Of

Customers 100 0 0


120



100



80

60

40

Column3

20

0




Always Sometimes Never

Chart no.17

Interpretation:-

Here the all customer have a view that the bank is operationally

efficient. Here it can be said that the bank is operationally efficient.




So this is the analysis and interpretation of the customer and employees

view towards the J amnagar Peoples Co-operative Bank Ltd.

















103
Future plans

JPBL also have some future plans and is also working on those future plans.

Some of the future plans of the JPBL are presented below

1. They are planning to provide the facility of ATM at the main branch in
future

2. They are planning to issue local credit cards to their customers

3. The bank is planning to do online banking that is to make all of its
branches online

4. Bank is planning to start mobile banking facilities for its valuable
customers

5. Lastly the bank is also poised to have paperless branch, a novel
concept is urban marketing






































104
APPENDIXES




List of tables and charts:-

Sr. No. Name of the tables and charts Pg. No

1 Term deposits interest 44

2 Maximum limits for loans and advances 69

3 Performance of last five years 71

4 Distribution of profit 72

5 Branch wise details 73

6 Statistical highlights 73

7 Charts of employees perspective Chart no. 1 to 7 87 to 93

8 Charts of customer perspective Chart no. 8 to 17 94 to 103










































105
RECOMMENDATIONS




1. Core banking facilities must be developed. Efforts must be made to
educate the customers about the routine transactions who are totally
unaware of the procedures

2. Continuous training facilities must be provided to the employees so as
to increase their knowledge and update themselves to the latest
technological advancement.

3. The strategy of implementing a suggestion box, where the suggestions
are made without fear of retribution is a great management tool.

4. There must be continuous updating of latest technology

5. There must be separate table for separate transaction like issuing of
cheque book and pass book, statement, etc




































106
ABBREVATION




JPBL- Jamnagar peoples cooperative bank
ltd. C.B.- commercial banks

UCBs- urban cooperative
banks LAN- local area network

KVP- kisan vikas patra

RCS- registrar of cooperative societies

CRCS- central registrar of cooperative societies

LIC- life insurance corporation
NSC- national stock exchange
SLR- statutory liquidity ratio

PPC- production planning and control































107
BIBLIOGRAPHY




REFFERED

Audit Report of J. P. Bank 2007-08, 2008-09 and 2009-
10 BOOKS REFERRED

K. Aswathappa (2010): human resource and personnel management,
4
th
edition year, Tata mc graw hill publishing company ltd.

Phillip kotler (2000): marketing management the millennium edition,
, Prentice Hall Of India Pvt. Ltd.

K. Aswathappa and K. Shridhara bhat (2008):production and operation
management, revised second edition, Himalaya Publishing House.

Shashi K. Gupta and R.K. Sharma (2006): Financial Management
Theory and Practice, 4
th
edition, Kalyani Publishers.

C.R. Kothari (2010): research methodology - methods and
techniques, revised 2
nd
edition, , New Age International Publishers.

B.S. khubchandani (2003): practice and law of banking, Macmillian
India Ltd.,

Manual of co-op bank
Diary of co-op bank

Annual report of JPBL

WEBSITES REFERRED

www.rbi.org.in

www.google.com

www.wekipedia.com




108
EFFICIENCY OF CO-OPERATIVE BANKS:

EMPLOYEE PERSPECTIVE.

QUESTIONNAIRE

Dear Employees,

You are kindly requested to fill this questionnaire regarding efficiency
of the management of your bank. All the information is for academic

purpose only.

PERSONAL DETAILS:

1. Name : _________________________________
2. Age : 20-25 years 25-30 years more than 30 years

3. Name of the bank in which you provide service :

________________________________________

4. What is your designation in the bank?

Manager Clerk Subordinate Officer
STUDY PURPOSE:
1. What is the attitude of the management towards you?
Professional Friendly Co-operative
Non-Co-operative
2. Does the management motivate you to achieve high goals?
Always Sometimes Never
3. Are you satisfied with the leadership qualities of your leader?
Highly satisfied Satisfied
Somewhat satisfied not satisfied




109
4. Does the bank provide you with financial assistance other than salary?
Always Sometimes Never
5. Does bank provide you with Non-financial incentives?
Always Sometimes Never
6. Does the management give you the moral support?
Always Sometimes Never
7. Are you satisfied with the current efficiency of the bank?
Yes No

8. If No, provide suggestion if any

________________________________________________________

________________________________________________________

_____________________







THANK YOU FOR YOUR COOPERATION




























110
EFFICIENCY OF CO-OPERATIVE BANKS:

CUSTOMER PERSPECTIVE.

QUESTIONNAIRE

Dear customer,

You are requested to fill this questionnaire regarding
Efficiency of the Co-operative Banks. All the information is for
academic purpose only.

PERSONAL DETAILS:

1. Name :- _____________________________________

2. Occupation:

Business Service Professional

Housewife Student

3. Income (Monthly)

Below 10000 10000-15000

15000-20000 Above 20000

FOR STUDY PURPOSE:

4. Name of the bank in which you hold an account:

________________________________________

5. Which type of account you hold in the bank?

Savings Current Cash credit Term Deposits

6. Do you think that bank is liquid enough to pay off your funds
whenever required?

Always Sometimes Never

ABOUT SERVICES PROVIDED BY THE BANK:



111
7. Do you have to wait in queues for long hours in the bank?
Always Sometimes Never
8. How long do you have to wait for depositing cash in the bank?
Less than 30 minutes 30-45 minutes
More than 45 minutes
9. How long you have to wait for withdrawing cash from your account?
Less than 30 minutes 30-45 minutes
More than 45 minutes

10. Have you availed any loan facilities provided by the bank?

Yes No

11. If yes, then in how much duration does the bank sanction the loan?

Less than 15 days 15-30 days
More than 30 days.

12. Do you think that bank is efficient enough to complete their given
task in time?

Always Sometimes Never

13. What do you think about the attitude of employees towards you?

Professional Friendly

Co-operative Non co-operative

14. Do you think that your bank is efficient enough in comparison to
private banks at local level?

Always Sometimes Never

15. Do you think that your is operationally efficient?




112
Always Sometimes Never

16. Provide suggestions, if any

______________________________________________________

______________________________________________________

_____________________










THANKYOU FOR YOUR COOPERATION













































113