Consumer perception on Public Bank versus Private Bank A survey Report Prakhar Agarwal (09FN-077) Ravi Jain (09FN-090) Sachin Gogia (09FN-094) Sandeep Agarwal (09FN-099) Saurabh Kumar (09FN-101) Sunay Jain (09FN-110) * CONTENTS Particulars Page No Executive Summary Introduction Methodology Data Analysis & Findings Recommendation Conclusion Bibliography Executive Summary Regulatory‚ structural and technological factors
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on Public Sector Reform PHILOSOPHY FOR PUBLIC SECTOR REFORM Government’s policy for public sector reform is driven by a philosophy that makes the interest of the people of paramount concern. The human resource is the most valuable of all national resources. People‚ whether there are the employers‚ employees or customers of the public sector‚ transcend structures‚ systems‚ procedures and technology. They are the key elements to the overall success of government’s initiative in public sector reform
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PEST analysis - Public Bank Procedure (a) The organisation’s annual report is evaluated (b) Market research and Internet survey has been done to gather more information about the latest news. (c) Interviews were held with suppliers‚ dealers‚ stuffs‚ customers and the publics. Findings About Public Bank Public Bank commenced business on 6 August 1966 and was listed on the Kuala Lumpur Stock Exchange (KLSE) on 6 April 1967. Public Bank remains a leading integrated financial conglomerate in Malaysia
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BANK The word “bank” is derived from the word “Bancus or Banque” that is bench. Jews‚ who were considered to be the early bankers‚ transacted their business on benches in the market. As early as 2000 BC Babylonians had developed a system of banks. In ancient Greece and Rome the practice of granting credit was widely prevalent/traces of credit by compensation and by transfer orders are found is Assyria‚ Phoenicia and Egypt before the system attained full development in Greece and Rome. The books
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COMES TO THE PUBLIC SECTOR Richard B. Freenan Working Paper No. 1452 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge‚ MA 02138 September 1984 The research reported here is part of the NBER ’s research program in Labor Studies and project in Government Budget. Any opinions expressed are those of the author and not those of the National Bureau of Economic Research. NBER Working Paper #1452 September 1984 Unionism Comes to the Public Sector ABSTRACT This
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differences between firms in the private sector and public sector are in term of profit and decision making process. As we can see‚ in private sector‚ financial managers are generally motivated by profit and pushed to maintain a minimum level of profitability while for public sector‚ head of department are more focus on to meet the expectation of customers by providing the best services that comply with the government standards. Next‚ in term of decision-making process between private and public sector
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Management and Organization Development: Planned Change in a Public Sector Organization HARRY SMINIAÃ & ANTONIE VAN NISTELROOIJÃÃ Ã The Management School‚ University of Sheffield‚ UK‚ Ã Ã Department of Administrative and Organization Science‚ Faculty of Social Sciences‚ Vrije Universiteit‚ Amsterdam ABSTRACT This paper reports on a case study on the introduction of organization development (OD) techniques in a traditionally top-down lead public sector organization in the Netherlands. The findings suggest
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A study on the Urban Cooperative Banks Success and growth – Statistical Analysis MR VIVEK KUMAR TIWARI ASSISTANT PROFESSOR CAREER GIRLS DEGREE COLLEGE LUCKNOW UP; Abstract - Urban co-operative banks ranked a very significant position in the Indian banking sector. Competent management is prerequisite for the success of any organization. At present highly competitive and globalized business environment‚ there is an urgent need of professional management for the successful controlling and managing
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ROI in the Public Sector Interest in return on investment (ROI) by public sector organizations continues to grow. This interest is not isolated to large federal agencies. Myths regarding the use of ROI in government abound‚ prevents many agencies from developing a comprehensive approach to evaluating human resources‚ training‚ and performance improvement initiatives. The key is distinguishing what is myth versus what is reality. Efforts have been made toward more responsible performance management
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There has been considerable scientific debate on how to make the public sector function in the best way‚ and in particular there has been a debate on the role of government‚ of regulatory institutions and of good governance in the developing world. With (great) power comes (great) responsibility‚ but how much and what form of state intervention (government regulation) is needed to achieve economic development‚ political accountability‚ poverty eradication and other objectives? This debate
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