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CHAPTER 1: INTRODUCTION

PROFILE OF RBI AND ITS ESTABLISHMENT: The Reserve Bank of India was established on April 1, 1935 in accordance with the provisions of the Reserve Bank of India Act, 1934.
The Reserve bank of India act, 1934 provides that the bank is a corporate body with special powers and obligations for serving the national interest. The establishment of the Issue and the Banking Department was the statutory responsibility of the Bank, while the other departments have come to be set up for performing the functions which have devolved on the Bank from time to time.

Though originally privately owned, since nationalisation in 1949, the Reserve Bank is fully owned by the Government of India. Preamble The Preamble of the Reserve Bank of India describes the basic functions of the Reserve Bank as: "...to regulate the issue of Bank Notes and keeping of reserves with a view to securing monetary stability in India and generally to operate the currency and credit system of the country to its advantage."

Main Functions of RBI: Monetary Authority:


Formulates, implements and monitors the monetary policy. Objective: maintaining price stability and ensuring adequate flow of credit to productive sectors.

Regulator and supervisor of the financial system:


Prescribes broad parameters of banking operations within which the country's banking and financial system functions. Objective: maintain public confidence in the system, protect depositors' interest and provide cost-effective banking services to the public.

Manager of Foreign Exchange


Manages the Foreign Exchange Management Act, 1999. Objective: to facilitate external trade and payment and promote orderly development and maintenance of foreign exchange market in India.

Issuer of currency:

Issues and exchanges or destroys currency and coins not fit for circulation. Objective: to give the public adequate quantity of supplies of currency notes and coins and in good quality.

Developmental role

Performs a wide range of promotional functions to support national objectives.

Related Functions

Banker to the Government: performs merchant banking function for the central and the state governments; also acts as their banker. Banker to banks: maintains banking accounts of all scheduled banks.

ORGANISATION OF THE BANK:

1. CENTRAL BOARD

The Reserve Bank's affairs are governed by a central board of directors. The board is appointed by the Government of India in keeping with the Reserve Bank of India Act.

Appointed/nominated for a period of four years Constitution: o Official Directors Full-time : Governor and not more than four Deputy Governors o Non-Official Directors Nominated by Government: ten Directors from various fields and one government Official Others: four Directors - one each from four local boards

Functions : General superintendence and direction of the Bank's affairs


2. LOCAL BOARD

One each for the four regions of the country in Mumbai, Calcutta, Chennai and New Delhi Membership: consist of five members each appointed by the Central Government for a term of four years

Functions : To advise the Central Board on local matters and to represent territorial and economic interests of local cooperative and indigenous banks; to perform such other functions as delegated by Central Board from time to time.

3. Internal organisation and management For satisfactory performance of the vastly increased volume of work, many of the central Office departments have established Regional Offices at various centres. At present, offices/branches of the bank operate at the following centres: Offices Chennai Kolkatta Mumbai New Delhi Branches Ahmedabad Banglore Bhopal Bhubaneswar Belapur , Mumbai Chandigarh Guwahati Hyderabad Jaipur Jammu Kanpur Kochi Lucknow Nagpur Panaji Patna Srinagar Thiruvanathapuram The Central Office comprises of the following departments : Department of Administration and Personnel Management Department of Banking Operations and Development Department of Banking Supervision Department of Currency Management

Department of Economic Analysis and Policy Department of Expenditure and Budgetary Control Department of External Investments and Operations Department of Financial Companies Department of Government and Bank accounts Department of Information Technology Department of Non-Banking Supervision Department of Statistical Analysis and Computer Services Exchange Control Department Financial Institutions Division Human Resources Development Department Industrial and Export Credit Department Inspection Department Internal Debt Management Cell Legal Department Monetary Policy Department Premises Department Rajbhasha Department Rural Planning and Credit Department Secretarys Department Urban Banks Department

Training Establishments Bankers Training College, Mumbai College of Agricultural Banking, Pune Reserve Bank staff College, Chennai

Zonal Training Centres( at Kolkata, Chennai, Mumbai [Belapur] and New Delhi)

Research Institutes Indira Gandhi Institute of Development Research, Mumbai Institute for Development and Research in Banking Technology, Hyderabad

Subsidiaries Fully owned: National Housing Bank(NHB), Deposit Insurance and Credit Guarantee Corporation of India(DICGC), Bharatiya Reserve Bank Note Mudran Private Limited(BRBNMPL) Majority stake: National Bank for Agriculture and Rural Development (NABARD) The Reserve Bank of India has recently divested its stake in State Bank of India to the Government of India.

AREA OF STUDY:
Human Resources Development Department Functions: Training and Development Review and Revision Of performance and potentialappraisal system Organisation Development Human Resources Information System Development Of creativity and communication

OBJECTIVE OF THE PROJECT: The aim of the project TRAINING GAP ANALYSIS to analyse the training needs of all

categories of staff so as to identify the areas of capacity building and thus bridging the gap between expected and actual performance of employees. The training needs can also be determined cadrewise as well areawise.

SCOPE OF WORK:
The analysis will be conducted in RBI, New Delhi. It will help in estimating the training details as per the organisation needs. Each and every department with all grades of employees are surveyed for the usefulness of the training programmes. Two year training statements with all training centres is being analysed thoroughly for their contribution in bridging the gap between actual and expected performance. The working strength of the officers, class III and class IV is calculated for accurate estimation of training needs. SIGNIFICANCE OF THE PROBLEM:

The need of the analysing training gaps arises in each and every organisation. It is useful in building an efficient and competent enterprise. The outcome of this analysis will help in identifying areas of capacity building. Also the training feedback by the employees who have undergone training will help in analysing the usefulness of training session and calculating the expected and actual performance of employees. The reason behind analysing the training gap is to fill those gaps where skills are lacking in the employees or in training programme. It will help in increasing the outcome of organisation. Also there will be better understanding among the employees of the concerned areas of working.