A PROJECT REPORT ON “WHOLE SALE BANKING OPERATIONS” IN AXIS BANK SUBMITTED TO ANNAMALAI UNIVERSITY IN PARTIAL FULFILLMENT FOR DEGREE OF M.B.A. (BUSINESS APPLICATION) For the Academic year 2008-2010 Submitted by: Miss. SHILPA S. UPADHYAY Under the Guidance of Miss. RIDDHI DESHPANDE CENTUM LEARNING CENTRE, SHANKAR NAGAR, NAGPUR AFFILIATED BY ANNAMALAI UNIVERSITY, CHENNAI CENTUM LEARNING CENTER, NAGPUR AFFILIATED BY ANNAMALAI UNIVERSITY, CHENNAI CERTIFICATE This is to certify
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observe into the loan disbursement and recovery of Sonali Bank Limited, Sopura Branch, Rajshahi and to provide some suggestions to improve its performance. However, followings are some of the specific objectives of the study: ❖ To know general banking activities performed by the bank. ❖ To find out the comparative position of the bank. ❖ To identify various loans, advances and credit provided by the bank. ❖ To know the amount of disbursement and recovery of the bank. ❖ To know what
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cloud computing and smart phone apps. A second model is a formal network of small, independent organizations illustrated by interoperability in the travel industry. A third model is a large organizational model illustrated by interoperability in the banking system (Schoech, 2010). Loosely Linked Network Model: Cloud Computing and Smart Phone Apps One interoperability model can be illustrated by software as a service, and smart phone apps. Software is more of a service than a product in this model
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Case --- Atlanta Home Loan 1. Identify the controls that Al Fiorini implemented to manage his business (both before and after he went back to school). Classify each control as a results, action, or personnel/cultural type control. a. Before Al went back to school •Result Controls: ① Telemarketers were paid a combination of an hourly wage plus a performance bonus ($10.00) for each lead produced. ② AHL paid the loan officers 40% of total loan revenue on loans that AHL originated, and
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4 MANAGING YOUR CASH AND SAVINGS Cash Management Strategies Starting Point Go to www.wiley.com/college/bajtelsmit to assess your knowledge of cash and savings management. Determine where you need to concentrate your effort. What You’ll Learn in This Chapter ▲ Cash management ▲ Financial institutions ▲ Financial products and services After Studying This Chapter, You’ll Be Able To ▲ Assess your need for cash management products and services ▲ Evaluate the differences among providers of
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National Bank of Pakistan [pic] Maryam Naeem MC080202354 MBA (HRM) Session-Feb 2008-Feb 2010 Submission Date: March 22, 2010 Virtual University of Pakistan [pic] Letter of Undertaking Internship Certificate: Dedication I dedicate this effort to my dear Grand Maa (Late) whose prayers made me able to reach where I am today. Thanks Amma!
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Banking e-Teller (BET) 1 Banking e-Teller (BET) Frank Melton Colorado Technical University Professor; Atencio IT106-1302A-07 Introduction to Programming Logic Phase Four Individual Project May 6, 2013 Banking e-Teller (BET) 2 ------------------------------------------------- Table of Contents Contents
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up, even if bank is not yet in funds5. & deposited in Central Account • Instruments picked up at various locations, sent to appropriate clearing houses, funds collected & Control Benefits • Corporate to maintain better control over its various Banking and Treasury related activities • Improve speed and ease of reconciliation and reduces the risk of fraudcredited to customer’s Pooling Account • 6. CMS Sales • Client identification • Understand requirements • Pricing Approval & Offer •Documentation
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Strategies for Managing Surplus funds * Keith v Smith says the financial manager can consider a series of seven strategies for handling the excess cash balance with the firm: * 1. Do nothing : the financial manager simply allows surplus liquidity to accumulate in the current account. * This strategy enhances liquidity at the expense of profits that could be earned from investing in surplus funds. * 2. Make an adhoc investment: the FM makes investments in some what adhoc manner
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TOOL 4 W An Introduction to Liquidity and Asset-liability Management Monnie M. Biety hen a formerly credit-only microfinance institution (MFI) starts raising voluntary savings and using those deposits to finance the loan portfolio, the liquidity and asset-liability management of the institution becomes more complex. The institution not only has to deal with the fluctuating demand and varying interest rates and terms on loans, but also with erratic deposit demands and withdrawals and changing
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