CREDIT APPRAISAL PROCESS IN BANK OF MAHARASHTRA A Summer Internship Project Report Submitted in partial fulfillment of the requirements of the PGDM (Post Graduate Diploma in Management) ITM BUSINESS SCHOOL‚KHARGHAR SUBMITTED BY: RACHANA SINGH CHANDEL (KHR2011PGDM21F216) UNDER THE GUIDANCE OF: Mr. Suhas V. Vaishampayam Mr. Narendra Jain Faculty Guide‚
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INTRODUCTION Performance appraisal has been one of the most-debated management practices for several decades. It has generated a wide variety of viewpoints. There are those who see performance appraisal as making an important contribution to human resource management‚ in that organizations require systematic information on how well employees are performing in their jobs as a key element in ensuring that human resources are used as effectively as possible. Employees at all levels experience a need
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Bath is considering two allocation bases for assignment of costs to departments: (1) square footage and (2) direct labor hours. The following data relate to the potential allocation bases: Production Dept. 1 Production Dept. 2 Square Footage 20‚000 30‚000 Direct Labor Hours 30‚000 20‚000 Calculate the costs allocated to the production departments using each allocation base. Comment on which allocation base is preferable.
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Integral Review - A Journal of Management e-ISSN : 2278-6120‚ p-ISSN : 0974-8032‚Volume 5‚ No. 2‚ Dec.-2012‚ pp 46-52 http://www.integraluniversity.ac.in/net/journalsAndPublications.aspx PERFORMANCE APPRAISAL PRACTICES IN INDIAN BANKS Pallavee Shrivastava 1‚ Usha Kiran Rai 2 1(Research Scholar‚ Faculty of Management Studies‚ Banaras Hindu University‚ Varanasi‚ India) 2(Professor‚ Faculty of Management Studies‚ Banaras Hindu University‚ Varanasi‚ India) Abstract Banking sector is a
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office? On what basis are the costs allocated? On what basis do you think would be the most equitable for banks? The various business organizations and banks are seeking tremendous challenges due globalization and its emerging competitive trends. Cost allocation in banks is also one of these competitive challenges in the USA market. Now banks are also revising its polices one after another for an effective marketing strategy and gaining healthy customer relations. Therefore‚ usually banks allocate
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Investment Appraisal: The Gamma plc case Gamma plc is considering buying a new machine to expand their production of office furniture. The machine costs £1.3 million and will last for 5 years. The scrap value of these machines is £150‚000. It is expected that the asset will be sold for this value on the last day of the fifth year‚ and that a replacement machine will then be purchased. An investment of £120‚000 in working capital will be needed initially. The projected financial data
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is the Chief Operating Decision Maker. • The CEO makes resource allocation decisions and assesses performance based on the gross margin of each division. Identification of Questions & Alternatives The questions and alternatives that follow are regarding the disclosure of segments and aggregation criteria. 1. Identify the operating segments for SPI. Does it matter what information the CODM uses when making allocation decisions and assessing performance? 2. Which of SPI’s operating
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Company Wise Trend | | 1.9 | Associate units | | 1.10 | International And National Collaborations | | 1.11 | Products of the company | | 1.12 | Major international and national recognitions | | 1.13 | Vision and mission of the company | | 1.14 | Swot analysis of the company | | CHAPTER-2 | INTRODUCTION OF THE PROJECT | | 2.1 | Introduction of performance appraisal | | 2.2 | Some definitions of performance appraisal | | 2.3 | History of performance appraisal | | 2.4
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performance appraisal. Different scholars have defined performance appraisal differently. Aswatappa‚ K(2007:226) defines performance appraisal as the assessment of an individual’s performance in a systematic way‚ the performance being measured against such factors as job knowledge‚ quality and quantity of output‚ initiative‚ leadership abilities‚ supervision‚ dependability‚ cooperation‚ judgement‚ versatility‚ health‚ and all the like. However‚ Dessler. G (2006:311) has defined performance appraisal as “evaluating
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more competitive and more complicated than ever before. With revenue management’s recognized contribution to the industry and the majority of hoteliers employing revenue management as part of their overall hotel discipline now is the time to focus on core competencies that incorporate both strategic and tactical skills and initiatives. The paper presents a literature review of the key concepts of hotel revenue management (RM) and current state-of-the-art of its theoretical study. The article emphasizes
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