ISA

007198 Reddy G S (Studies & Research in Commerce, Dr. P. Sadananda Maiya Block Tumkur Univ, Tumkur-572 103) : Accuracy of value-at-risk model in commercial banks. J Indian Mgmt Strategy 2012, 17(2), 11-18.

Risk in banks is increasing day by day due to variety of reasons. The history of banking is full of failures (Minor as well as major). It is argued that many of these failures were due to the fact that the risks were not identified and managed properly. As per the RBI guidelines issued in October 1999, there are three major types of risks encountered by the banks viz., credit risk, market risk and operational risk. In order to manage market risks, major trading institutions have developed large scale risk measurement models. While approaches may differ, all such models measure and aggregate market risks in current positions at a highly detailed level. The models employ a standard risk metric, VaR, which is a lower tail percentile for the distribution of profit and loss (P&L). VaR has become a standard measure of financial market risk that is increasingly used by other financial and even nonfinancial firms as well. The present study focuses on the performance of select banks using VaR models. The banks taken for the study are HDFC Bank, ICIC1 Bank, ING Vysya Bank, State Bank of India, and South Indian Bank. The data obtained from the databases - Press and Capital Line Plus and NSE. The data for the study collected for period of 2005 to 2007. The data is analyzed by using skewness; kurtosis. After performing t-test we have found that returns of ING Vysya Bank Ltd and South Indian Bank Ltd are not satisfactory as they are highly varied while return of all the other Banks are satisfactory. Comparing the VaR model, we can note that though returns of South Indian Bank Ltd are highly varying, its VaR model is accurate. It has always predicted correctly the maximum loss which an individual encounters. VaR model has violated the most in our sample, but its return is consistent. To conclude we can say that, commercial banks in India follow a better technique of forecasting value-at-risk.

2 illus, 2 tables, 19 ref

Comparative evaluation of financial performance of district central co-operative banks in Haryana (India)

Ramesh Chander;Chandel J K

007197 Ramesh Chander;Chandel J K (NO, School of Management Univ, Kurukshetra Univ, Kusukshetra, Haryana) : Comparative evaluation of financial performance of district central co-operative banks in Haryana (India). J Indian Mgmt Strategy 2012, 17(1), 4-18.

Indian financial system is blended with vast network of financial institutions, markets, services and instruments, where each component plays significant role in an integrated way. Recognized as rural economy globally, the impetus to financial institutions operating in rural sector has increased tremendously and cooperative credit institutions having a lead, proved their worth at various stances. Cooperative credit institutions are engaged in production, marketing, distribution, servicing, processing and banking with vast and powerful superstructure. Cooperative banks have been working at state, district and village levels. But scams in cooperative sector, failure and closure of unviable branches, imposition of penalty by RBI or NABARD and payment of heavy money claims by DICGC due to bankruptcy of cooperative banks are few significant reasons which tempt to have a look into the financial affairs of these institutions. Many banks became insolvent and others are on the verge of mergers or acquisition. The 19 DCCBs with nearly 100 branches and covering varied 33000 societies have been working as a backbone for the rural banking sector in Haryana. In the present study, an attempt is made to analyze the financial performance, efficiency and viability of Five District Central Cooperative Banks (DCCBs) operating in Rohtak division in Haryana (India) for a period of twelve years (1997-98 to 2008-09) through financial analysis with different parameters and z-score analysis. The end results reveal that these banks are in astonishing situation as one bank performed well on one criterion and deteriorated on another, like all the banks performed well in case of liquidity but needs to make improvements on profitability, solvency, efficiency and risk parameters. Similarly, all the DCCBs have been deficient on different parameters and make the situation more vulnerable on bankruptcy parameter. These banks have been suffering from financial mismanagement and underutilization of resources.

1 illus, 7 tables, 25 ref

Optimal common cycle time for a multi-item production system with discontinuous delivery policy and failure in rework

Chiu Y S P;Lin H D;Cheng F T;Hwang M H

Pre and post merger performance of banks in India- a comparative study

Bharathi N;Ravindran G

Industry - institute interaction in modern area

Sharma P;Sen M;Jain G K

Impact of onchocerciasis on the economy of rural communities in Nigeria: a case study of federal capital territory (FCT)

Obansa S A J;Anibueze M E

Problems & prospects of rice mill entrepreneurs- the conceptual framework wit special reference towards South India

Chandrakumaramangalam S;Nalini P

Managing change in business organisations

Bhardwaj K L;Bhardwaj D

Measuring the financial health of the selected companies in paint industry- an application of Z score

Santhiyavalli G;Amalasathya Jothi L

Financial health prediction of selected cement companies in India

Santhi P;Kribha C K

Employment scenario of cottage and small scale industries in Southern part of West Bengal

Roy S

Evolution and growth of rice mill industry in Burdwan municipality, Bardhaman district, West Bengal

Nandi M;Khatun A

Causes of low profitability of Haldia refinery-a study

Mukherjee A

Profile of large scale industries, a case study of Purba Medinipur district, West Bengal

Dutta M

"KAIZEN" (improvement) in spacecraft project management using "earned value analysis"

Lakshman D;Kannan M V;Bhojraj H

011729 Lakshman D;Kannan M V;Bhojraj H (NO, ISRO Satellite Centre, Bangalore-560 017) : "KAIZEN" (improvement) in spacecraft project management using "earned value analysis". J Spacecraft Technol 2011, 21(1), 21-30.

To stay abreast of the promising technologies in aerospace, leading space research organizations are engaged in huge projects of multi dimensions and multi disciplined technical features for allied space applications. With the emergent number of projects at one end and constraints on resources at the other end, it is becoming increasingly complex for these organizations to accomplish the tasks effectively in terms of schedule and budget using the traditional project management paradigm. Schedule and budget are highly interrelated entities in any project and should be viewed in unison. The traditional project management style treats them as separate components and the true performance of the project is not being reflected. Moreover, recorded history of completed projects indicates that no optimum tradeoff between schedule and budget was achieved and reason could be treatment of schedule and budget parameters independently. Hence one needs to relook at project management style to be more effective. Kaizen is the Japanese word for improvement. Kaizen refers to a philosophy or practices that focus upon continuous improvement in all functions of an organization. The principle of kaizen was originally developed in Japanese automotive manufacturing plants and today it is deeply rooted in the Japanese's business culture. This paper aims to seed the kaizen culture or in other words establish improvement in the present spacecraft project management system using the Earned Value Analysis. Earned Value Analysis is a powerful project-monitoring tool that has an exclusive feature to quantify the progress of the project and at the same time identify likely variance in schedule and budget in the early phase before it becomes too difficult to resolve the crisis. EVA seeks to unify the schedule and budget performance and effectively accomplish the project objectives. This paper demonstrates the application of Earned Value Analysis in spacecraft project management using Microsoft Office Project 2007 - a widely accepted scheduling tool.

s, 7 tables, 6 ref

Enhancing creativity for organizational change

Tahilramani R

Investing on human capital: safe bet or a gamble?

Nandy T;Mahapatra R

Strategic framework for human capital investment to create sustained competitive advantage

Nandy T;Das B;Mahapatra R

026582 Nandy T;Das B;Mahapatra R (NO, Institute of Business and Computer Studies, Siksha `O' Anusandhan Univ, Bhubaneswar, Odisha, Email: tapati.nandy@gmail.com) : Strategic framework for human capital investment to create sustained competitive advantage. Asian J Mgmt Res 2011, (NULL), 201-8.

Platitude of management is that people are every organization's most important asset. And yet most organizations' processes for building and cultivating these critically important assets are not processes at all. They are programs, which are conceived episodically, opportunistically, or reactively. Then, to compound the problem, most of our organizations have no way to measure the results of our efforts to build the people. We measure the activities and the spending that are inputs towards these purposes. But we don't measure- and in many ways can't measure-their effectiveness. The results researchers have shown that financial compensation is, at best, a hygiene factor. It's important not to mess compensation up, because inequities in compensation create disgruntlement. But financial incentives don't create that deep willingness to sacrifice for the good of the organization. It is as if their hope is to embed within a compensation formula a carrot here, a nudge there, and a kick in the rear end on occasion, so that the people thereby incentivized, don't need to be managed. So many "managers" want to abdicate to a formula that these things that are the essence of management-creating opportunities for the people to succeed at important, challenging responsibilities. One of the greatest ironies of management is that the processes of building and utilizing our organizations' most important resources in the most productive and effective way possible is probably the least understood of all of the dimensions of management. And it is not understood because it has rarely been studied in rigorous ways by those of us who should be studying it. Intends to provide a framework within which managers can create a sustained competitive advantage through people, removing many of the contradictions that characterize the way we manage our people.

32 ref