...ssA Summer Training Project Report ON “A STUDY ON MUTUAL FUND COMPANIES IN INDIA WITH SPECIAL REFERENCE TO RELIANCE MUTUAL FUND AND UTI MUTUAL FUND.” IN [pic] SUBMITTED TOWARDS THE PARTIAL FULFILMENT OF THE MASTER’S DEGREE IN BUSINESS ADMINISTRATION 2009-2011, AFFILIATED TO GAUTAM BUDDH TECHNICAL UNIVERSITY (GBTU), LUCKNOW UNDER THE GUIDANCE OF: Mr. Sanjeev Kumar Shukla (Cluster Head- Delhi/NCR) KARVY, Ghaziabad SUBMITTED BY: SUNIL KUMAR Roll No.: 0903070054 MBA- 3rd Sem. [pic] SCHOOL OF MANAGEMENT, INDERPRASTHA ENGINEERING COLLEGE, GHAZIABAD, 201010 DECLARATION I, SUNIL KUMAR the student of Master of Business Administration, IPEC- Semester 3rd (2009-11) hereby declare that, I have completed this project on “A STUDY ON MUTUAL FUND COMPANIES IN INDIA WITH SPECIAL REFERENCE TO RELIANCE MUTUAL FUND AND UTI MUTUAL FUND.” The submitted information is true & original to the best of my knowledge. Date: Student’s Signature Place: (SUNIL KUMAR) Roll No. 0903070054 ACKNOWLEDGEMENT Before we get into thick of things, I would like to add a few words of appreciation for the people who have been a part of this project right from its inception. The writing of this project has been one of the significant academic challenges I have faced and without the support...
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... Growth is Energy Growth is Value Growth is Happiness Growth is Life... Late Shri Dhirubhai Ambani Founder Chairman G rowth, in all its facets, has been a distinguishing factor at Reliance, ever since our inception. Our philosophy envisions growth as a universal concept, that represents multiple possibilities and touches all aspects of life. This explains why we have put in motion some of the most ambitious plans, aligned to the needs of India as it develops into a world-force. The continuing expansion of our key business verticals places us at a vantage point with reference to the aspirations of India. We have taken strategic decisions in key areas that will drive our growth and also create better outcomes for our youthful nation. Strategy at Reliance is about making prudent choices, balancing risks and return, building competitive advantages and envisioning the future through the power of innovation. Innovation has always been a cornerstone of our operations. It has enabled us to make significant technology-driven breakthroughs that add value to existing businesses, and create new ones. We are partnering with leading global institutions renowned for excellence to strengthen our experience and expertise. From the manufacturing landscape to high-growth consumer service sectors, Reliance is making progress possible each day. We are helping the country meet its growing energy demand in a safe and responsible manner, creating value for society through our retail and telecom...
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...Having a six operating divisions, Triton Corporation management have to craft decisions that will in the future ensure better performance. Organizations in the contemporary business environment have been faced with challenges pertaining to allocation of resources that are inevitably scarce. As a rationale, any business is in place to create value for the shareholders and also be in a position to comply with the going concern principle of sustainability. This company has therefore enlisted the services of an MBA intern like me to help in formulation of strategies that could steer forward the operations ensuring the past occurrences of a recession are not a repeat. The three major tasks ahead of me is to ensure proper planning of the manufacturing processes to make sure that little waste of resources is realized and secondly, come up with processes and activities that provide high value addition. The application of managerial accounting strategies in any environment are aimed at providing proper planning in all departments to ensure that decisions are well formulated and the organizational resources are utilized to the optimal. Besides, managerial accounting techniques will be sought by financial managers to in preparation of financial reports to enable safeguarding of institutional assets. The application of lean principles in the manufacturing activities of Triton Corporation will go a long way in trying to solve the high labor overheads experienced in manufacturing companies. It...
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...economic activity, ongoing ‘Make in India’ initiatives and a demographically well-placed, aspirational society. Reliance Industries Limited (RIL) continues to be a partner in India’s ongoing journey towards economic and social well-being, and remains committed to investing in and innovating for India. RIL is striving to meet and exceed global benchmarks in product quality and customer service with inspiring ideas and strategic investments. From the manufacturing landscape to high-growth consumer service sectors, RIL is achieving superior outcomes that facilitate India’s drive for global leadership. RIL is delivering industry-leading performance through consistent efficiency in operations and prudent configuration of assets. RIL is making sizable capital investments, focusing on technology and expanding its level of services from the hydrocarbons sector to consumer businesses. RIL innovates for existing businesses and also focuses on developing new business models to deliver g g g y significant value for its growing stakeholder fraternity. In this effort, it collaborates with o s with leading global institutions to help usher in a n era of possibilities. global new is growing o RIL’s focus is to continue growing as a respons responsible organisation, thereby e inspiring progress in the lives it touches. financial a r n RIL’s financial and operational performanc reflects the strength operational performance extent integration x t n and extent...
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...Human resource accounting Human Resource Accounting is a method to measure the effectiveness of personnel management activities and the use of people in an organization. Historical cost approach This approach is developed by Brummet, Flamholtz and Pyle but the first attempt towards employee valuation made by R. G. Barry Corporation of Columbus, Ohio in the year 1967. This method measures the organization’s investment in employees using the five parameters: recruiting, acquisition; formal training and, familiarization; informal training, Informal familiarization; experience; and development. The costs were amortized over the expected working lives of individuals and unamortized costs (for example, when an individual left the firm) were written off. Limitations * The valuation method is based on false assumption that the dollar is stable. * Since the assets cannot be sold there is no independent check of valuation. * This method measures only the costs to the organization but ignores completely any measure of the value of the employee to the organization (Cascio 3). Replacement Cost approach This approach measures the cost of replacing an employee. According to Likert (1985) replacement cost include recruitment, selection, compensation, and training cost (including the income foregone during the training period). The data derived from this method could be useful in deciding whether to dismiss or replace the staff. Limitations * Substitution of replacement...
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...RELIANCE COMMUNICATION [pic] [pic] INTRODUCTION A DREAM COME TRUE The Late Dhirubhai Ambani dreamt of a digital India — an India where the common man would have access to affordable means of information and communication. Dhirubhai, who single-handedly built India’s largest private sector company virtually from scratch, had stated as early as 1999: “Make the tools of information and communication available to people at an affordable cost. They will overcome the handicaps of illiteracy and lack of mobility.” It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started laying 60,000 route kilometres of a pan-India fibre optic backbone. This backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhai’s 70th birthday, though sadly after his unexpected demise on 6 July 2002. Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline) and convergent (voice, data and video) digital network. It is capable of delivering a range of services spanning the entire infocomm (information and communication) value chain, including infrastructure and services — for enterprises as well as individuals, applications, and consulting. Today, Reliance Communications is revolutionising the way India communicates and networks, truly bringing about a new way of life. INDIA ’S LEADING INTEGRATED TELECOM COMPANY Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG)...
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...RELIANCE INDUSTRIES LIMITED Report on Corporate Governance Corporate Governance is based on the principles of integrity, fairness, equity, transparency, accountability and commitment to values. Good governance practices stem from the culture and mindset of the organisation. As shareholders across the globe evince keen interest in the practices and performance of companies, Corporate Governance has emerged on the centre stage. Over the years, governance processes and systems have been strengthened at Reliance. In addition to complying with the statutory requirements, effective governance systems and practices inter alia towards transparency, disclosures, internal controls and promotion of ethics at work-place have been institutionalised. Reliance recognises that good Corporate Governance is a continuing exercise and reiterates its commitment to pursue highest standards of Corporate Governance in the overall interest of all the stakeholders. For implementing the Corporate Governance practices, Reliance has a well defined policy framework consisting of the following : Reliance’s values and commitments policy Reliance’s code of ethics Reliance’s business policies Reliance’s policy for prohibition of insider trading A detailed programme of ethics management These policies and their effective implementation underpin the commitment of the Company to uphold highest principles of Corporate Governance consistent with the Company’s goal to enhance shareholder...
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...back to this kind of model? We consider past and current career models and set out a vision of future careers that differs from the past in one primary way: the existence of horizontal links that transcend geographic and organizational boundaries. As these links continue to grow, they will provide more opportunity and flexibility than were ever available under the previous systems—for those who have the knowledge and skills to take advantage of them. Career Dimensions There are many dimensions and layers within an organization. There are the obvious elements of an organization such as business strategies, profit margins, and product development that form an organization. One of the most important pieces of an organization is its human capital—in other words, its people. Employees make the organization. Without the employees none of the other elements in an organization can exist. Employees are not machinery or equipment that depreciates over time; they are assets to an organization that...
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...A PROJECT REPROT ON MUTUAL FUNDS IN INDIA EXECUTIVE SUMMARY In few years Mutual Fund has emerged as a tool for ensuring one’s financial well being. Mutual Funds have not only contributed to the India growth story but have also helped families tap into the success of Indian Industry. As information and awareness is rising more and more people are enjoying the benefits of investing in mutual funds. The main reason the number of retail mutual fund investors remains small is that nine in ten people with incomes in India do not know that mutual funds exist. But once people are aware of mutual fund investment opportunities, the number who decide to invest in mutual funds increases to as many as one in five people. The trick for converting a person with no knowledge of mutual funds to a new Mutual Fund customer is to understand which of the potential investors are more likely to buy mutual funds and to use the right arguments in the sales process that customers will accept as important and relevant to their decision. This Project gave me a great learning experience and at the same time it gave me enough scope to implement my analytical ability. The analysis and advice presented in this Project Report is based on market research on the saving and investment practices of the investors and preferences of the investors for investment in Mutual Funds. This Report will help to know about the investors’ Preferences in Mutual Fund means Are they prefer any particular Asset Management Company...
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...Management Cash Reducing working capital levels Well-capitalized companies are positioned not only to survive the financial crisis today, but also to emerge victorious and thrive when skies turn blue again. Establishing and adhering to tight working capital standards enables a firm to continue its operations with sufficient funds to both satisfy maturing short-term debt and meet upcoming operational expenses. Liberating Laura Greenberg I t is no surprise that many companies are staggering under the burden of today’s financial crisis. Even the most optimistic executives see no near-term signs of improvement. Cash is tighter than it has been in decades, and we are seeing companies struggling to attain sufficient liquidity during the ongoing credit crunch. Many have already taken action to reduce capital spending across the board, while others are gearing up to do so. www.AFPonline.org AFP Exchange I 49 Copyright ©2009 by the Association for Financial Professionals. All rights reserved in all countries. Cash Management 2008B CTPs & CTPAs Working Capital Management (WCM)—front and center The current financial crisis has elevated decision-making related to working capital and short-term financing to top-of-mind for today’s executives. Although working capital is a simple concept, managing it is made difficult by the complexity of the business around it. A focus on short-term earnings without concurrent discipline on cash and working capital has deflected the attention...
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...Robert H. Chenhall Monash University Matthew Hall London School of Economics and Political Science David Smith Monash University Social capital The role of management control systems in NGOs Research executive summary series Volume 6 | Issue 6 Key findings: • Non-governmental organisations (NGOs) are being confronted with the competitive nature of acquiring funds and need to demonstrate that they have particular competencies to funders, while at the same time continuing to adhere to their traditional welfare or development values. • The evidence shows that developing formal management controls can help NGOs to develop networks with government departments, funding agencies, other service providers and clients. However, formal management controls also have the potential to damage the internal bonding between employees. • Developing belief systems to incorporate financial concerns, along with traditional welfare goals, would seem a useful starting point in the move towards managing in a more competitive NGO sector. Overview and objectives In recent years non-governmental organisations (NGOs) have become increasingly important in addressing humanitarian issues relating to welfare and developmental aid. NGOs face increasing pressure to demonstrate service delivery in cost efficient ways. This creates tension over delivering welfare services while operating within the constraints of cost management. The application of management control systems...
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...companies are staggering under the burden of today’s financial crisis. Even the most optimistic executives see no near-term signs of improvement. Cash is tighter than it has been in decades, and we are seeing companies struggling to attain sufficient liquidity during the ongoing credit crunch. Many have already taken action to reduce capital spending across the board, while others are gearing up to do so. Well-capitalized companies are positioned not only to survive the financial crisis today, but also to emerge victorious and thrive when skies turn blue again. Establishing and adhering to tight working capital standards enables a firm to continue its operations with sufficient funds to both satisfy maturing short-term debt and meet upcoming operational expenses. Cash Management Reducing working capital levels Laura Greenberg Cash Liberating Copyright ©200 9 by the Association for Financial Professionals. All rights reserved in all countries. 50 I AFP Exchange April 2009 2008B CTPs & CTPAs Working Capital Management (WCM)—front and center The current financial crisis has elevated decision-making related to working capital and short-term financing to top-of-mind for today’s executives. Although working capital is a simple concept, managing it is made difficult by the complexity of the business around it. A focus on short-term earnings without concurrent discipline on cash and working capital has deflected the attention of many companies from...
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...Communications Annual Report 2009-10 (28th December, 1932 - 6th July, 2002) Reliance Group - Founder and Visionary Dhirubhai H. Ambani Profile Reliance Communications Limited is the flagship Company of Reliance Anil Dhirubhai Ambani Group, India’s third largest business house. Reliance Communications is India’s foremost and truly integrated telecommunications service provider. The Company, with a customer base of 109 million including over 2.5 million individual overseas retail customers, ranks among the Top 4 Telecom companies in the world by number of customers in a single country. Reliance Communications corporate clientele includes 2,100 Indian and multinational corporations, and over 800 global, regional and domestic carriers. Reliance Communications has established a pan-India, next generation, integrated (wireless and wireline), convergent (voice, data and video) digital network that is capable of supporting best-of-class services spanning the entire communications value chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and operates the world’s largest next generation IP enabled connectivity infrastructure, comprising over 2,77,000 kilometers of fibre optic cable systems in India, USA, Europe, Middle East and the Asia Pacific region. Mission: Excellence in Communication Arena To attain global best practices and become a world-class communication service provider – guided by its purpose to move towards greater degree...
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...Reliance About the Company: 1991, Reliance industries set up a new subsidiary, Reliance Refineries Private Ltd. The subsidiary later changed its name to Reliance Petroleum Limited, and in 1993 launched a public offering, which at that time was India's largest ever IPO. Reliance continued to pioneer financing channels in India. In 1993, for example, the company became the first Indian company to raise capital on the foreign market, through a Global Depositary Receipt(GDR) issue in Luxembtheirg. The company completed a second successful GDR issue in 1994. The company used the new capital in part to expand its petrochemicals wing, building the world's largest multi-feed cracker at the Hazira site. The company also added production plants for mono ethylene glycol, polyethylene, and purified terephthalic acid. The new units launched production in 1998.Reliance's opportunity for entry into petroleum refining came in 1997, when the Indian oil industry reached a state of near collapse. Unable to fund further exploration operations, and lacking the capital to expand its existing production, the government was forced to liberalize the sector. In that year, Reliance announced a plan to build one of the world's largest and most modern petroleum refining complexes in Jamnagar, Gujarat, at a cost of some $6 billion. The government agreed to the plan, and granted the company the right to import petroleum directly, rather than going through Indian Oil, which helped Reliance greatly drive...
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...Reliance |Growth through Vision | | | |"Growth has no limit at Reliance. I keep revising my vision. | |Only when you can dream it, you can do it." | | | |Dhirubhai H. Ambani | |Founder Chairman | |Reliance Group of Companies | | | | | | Reliance |[pic] |[pic]...
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