SUMMARY The project is entitled “A study on The Management of Non-Performing Assets in the Canara Bank’s Loan Portfolio” is done at the Canara Bank‚ Donimalai Township‚ Sandur (TQ)‚ Bellary (Dist)‚ Karnataka State. INTRODUCTION: An efficient financial management is becoming inevitable for every manager in today’s corporate world. From a traditional aspect of raising funds whenever needed the importance has shifted to day to day financial decision making and problem solving. When initially the stress
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(October)‚ e-ISSN 2247 – 7225 www.ijept.org A Comparative Study of Non Performing Assets in Indian Banking Industry by Pacha Malyadri‚ S. Sirisha Principal‚ Government Degree College‚ Osmania University‚ Andhra Pradesh‚ India Institute of Technology and Management‚ Warangal‚ Andhra Pradesh‚ India drpm16@yahoo.co.in‚ sirisha@itm.edu Abstract. The Indian banking system has undergone significant transformation following financial sector reforms. It is adopting international best practices with
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others are better than you‚ and lastly we reward them for the wrong reasons. To begin‚ the first reason why I disagree with participation points is that it teaches kids that they don’t have
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QUESTION 1 i. Current Ratio = Current Assets/Current Liability = $ 14‚651‚000/$ 19‚639‚000 = 0.750 ii. Quick Ratio = (Current Assets – Inventory) / Current Liability = ($ 14‚651‚000 – $ 6‚136‚000) / $ 19‚539‚000 = 0.436 iii. Total Assets Turnover = Sales/Total Assets = $ 167‚310‚000/$ 108‚615‚000 = 1.540 iv. Inventory Turnover = COGS/Inventory = $ 117‚910‚000/$ 6‚136‚000 = 19.216 v. Receivable Turnover = Sales/Account Receivables = $ 167‚310‚000/$ 5‚473
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1. Introduction Performance related pay (PRP) is a financial rewarding system which is directly associated with the work accomplishment of employees. It seems that the basis of this process is cash or bonus payment: employees will be awarded cash or bonus when they achieve a greater performance. In the late 1980s and early 1990s‚ the system of payment by performance was widely applied in both private and public sectors in many organizations in the United Kingdom. Brown and Armstrong (1999) claimed
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Financial Market and Financial Instruments Market is simply defined as an area for potential exchanges. Thus market is a group of buyers and sellers interested in negotiating the terms of purchase or sales of goods and services. Similarly‚ financial market is that market is traded- loaned or borrowed-in-terms of different financial assets or instruments stocks and bonds are traded. "Securities" means shares‚ stock‚ bond‚ debenture‚ debenture stock issued by a corporate body or a certificate to unit
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BACKGROUND ON REWARD SYSTEM 13 2.1. The concept of reward system 13 2.2. The supporting components 14 2.2.1. Business Strategy 14 2.2.2. Reward strategy 14 2.3. The elements of reward system 16 2.3.1. Financial Reward 16 2.3.1.1. Base Pay 16 2.3.1.2. Variable Pay 17 2.3.1.3. Employee benefits 20 2.3.2. Non financial reward 22 2.4. The aims of reward system 28 2.5. Factors to assess the reward system 29 CHAPTER 3: CURRENT REWARD SYSTEM AT VID
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Executive Summary Desktop Virtualization allows businesses create increased efficiency and productivity by providing them the flexibility to manage all the digital elements of their organisation from a central location. This report serves to define desktop virtualization and shed light on the benefits and risks of incorporating this software into the day to day activities of the IS Department of Birmingham International Airport (BHX). Concentrating on a few major desktop virtualization providers
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Non-governmental organization From Wikipedia‚ the free encyclopedia "NGO" redirects here. For other uses‚ see NGO (disambiguation). Valdis Dombrovskis‚ then Prime Minister of Latvia‚ meeting an NGO representative A non-governmental organization (NGO) is the term commonly used for an organization that is neither a part of a government nor a conventional for-profit business. Usually set up by ordinary citizens‚ NGOs may be funded by governments‚ foundations‚ businesses‚ or private persons. Some
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Asia Security Initiative Policy Series Working Paper No. 7 September 2010 Non-Traditional Security Challenges‚ Regional Governance‚ and the ASEAN Political-Security Community (APSC) Mely Caballero-Anthony Head Centre for Non-Traditional Security Studies S. Rajaratnam School of International Studies Nanyang Technological University Singapore Asia Security Initiative Policy Series: Working Papers i Abstract Much of the attention on institutional development within the Association
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