IOSR-JBM   Volume-8 ~ Issue-4 ~ Mar-Apr-2013

Abstract: Renovation in Indian banks is taking place from all aspects and is being refined as time proceeds and the products of the banking industry are enthusiastically modifying the face of banking. This paper defines the way renovation has affected the banking sector and the approach of using IT products which has changed the face of banking sector in India. It tells about the current scenario of the banking industry; and the factors that have brought changes in the industry; and how these factors have contributed to the development of banking. This paper shows how banks have now flourished into one-stop Supermarkets. Their focus is flowing from bulk banking to class banking with introduction of value added and customized products. Technology helps banks to create what appearances like a branch in a business building's lobby without taking to hire manpower for manual operations. These branches are 24 x 7 working which has been made possible due to ATMs, Tele banking, Internet Banking, E-banking and Mobile Banking. The technology determined delivery channels which are used to reach maximum customers in most effective manner and at lowest cost. The splendor of these banking novelties is that it puts both customer and banker in a win-win situation. The need is to design a system to promote marginal efficiency of investment in technology and to increase the gap between marginal benefits and marginal cost involved in Banking Innovation with special reference to technological up gradation. In the paper survey on use of several E-channels and issues related to them is also shown.

Keywords- Banking industry, Computerization, Computerization in banks, Issues in banks

[1] Uppal R.K., Transformation in Indian Banks through E Services- Emerging Issues And new Opportunities, The Asian Journal Of
Research In Social Science and Humanities, Vol.2, 2012.
[2] Uppal R.K., Customer Perception of E-Banking Services of Indian Banks: Some Survey Evidence, The ICFAI Journal of Bank
Management, Vol. VII No.10, 2008, 63-78.
[3] Indian Banking Special issue, IBA bulletin, IBA Mumbai, Vol. 26 No I, 2010.
[4] Yang, J. and Ahmed, K.T, Recent Trends and Developments in E-Banking in an Underdeveloped Nation-An Empirical Study,
International Journal of Electronic Finance, Vol.3, 2009.
[5] Gupta V, Risks of E-Banking in India in E-Banking, (ICFAI University Press, 2004).
[6] Aladwani Adel M, Online Banking: a field study of drivers, development challenges and expectations, International Journal of
Information Management, Vol 21, 2001.
[7] N Pitchandi and A Sivamurthy, Frauds in banks , The Indian Society of Criminology, Dept. of Psychology, University of Madras,
1984, P-5.
[8] Sawant B.S., Technological Developments in Indian Banking Sector, Indian Streams Research Journal, Vol.1, 2011, 1-4.

Abstract: Six Sigma is a business improvement strategy that focuses on improving products, processes and bottom line of businesses. The ultimate goal of Six Sigma is flawless performance leading to remarkable and tangible quality improvements when implemented judiciously. An attempt has been made to review all the available literature about the current researches and empirical studies regarding the adoption of Six Sigma by companies and findings of most of the implementation efforts are presented in this article.

Keywords: Six Sigma, survey, implementation, auto components, automotive sector, manufacturing industry

[1] Darshak A Desai: Improving customer delivery commitments the Six Sigma way: case study of an Indian small scale industry, "Int. J. Six Sigma and Competitive Advantage‟, vol. 2, no. 1, 2006
[2] Darshak A Desai; Mulchand B Patel: Impact of Six Sigma in a developing economy: analysis on benefits drawn by Indian industries, "Journal of Industrial Engineering and Management‟, vol. 2, no. 3, 2009, 517-538
[3] Edgeman, RL; Bigio, DL: Six Sigma in Metaphor: heresy or holy writ?, "Quality Progess‟, January 2004, 25-30
[4] Jiju Antony; Darshak A Desai; Assessing the status of six sigma implementation in the Indian industry, Results from an exploratory empirical study, "Management Research News‟, vol. 32, no. 5, 2009, 413-423
[5] Jiju Antony: Six Sigma in the UK service organisations: results from a pilot survey, "Managerial Auditing Journal‟, vol. 19, no. 8, 2004, 1006-1013
[6] Lee Revere; Sukran, N; Kadipasaoglu; Faiza Zalila: An empirical investigation into Six Sigma critical success factors, "Int. J. of Productivity and Quality Management‟, vol 1, no. 3, 2006, 224-252
[7] Paulo A Cauchick Miguel, (1, 2); João Marcos Andrietta, (2): An Exploratory-descriptive Survey on Six Sigma Utilisation in Brazil, 1. Universidade de São Paulo – USP, Brazil, 2. Universidade Metodista de Piracicaba – UNIMEP, Brazil [8] Prabhushankar, GV; Devadasan, SR; Shalij, PR: Journey of Indian automobile components sector: from Quality Management System certification to innovation via Six Sigma, "International Journal of Indian Culture and Business Management‟, vol 2, no. 2, 2009, 185-210
[9] Rajeshkumar U Sambhe; Dr. Rajendra S Dalu: Evaluation of Critical Success Factors For Successful Six Sigma Implementation in Indian Medium Scale Automotive Enterprises, "International Journal of Engineering Science and Technology (IJEST)‟, vol. 3, no. 3, Mar 2011
[10] Töpfer Armin: Six Sigma – Project management for zero defect quality in the automobile industry, "www.slideshare.net/Sixsigmacentral/six-sigma-project-m... - United States‟, 16 Apr 2010

Abstract: Renovation in Indian banks is taking place from all aspects and is being refined as time proceeds and the products of the banking industry are enthusiastically modifying the face of banking. This paper defines the way renovation has affected the banking sector and the approach of using IT products which has changed the face of banking sector in India. It tells about the current scenario of the banking industry; and the factors that have brought changes in the industry; and how these factors have contributed to the development of banking. This paper shows how banks have now flourished into one-stop Supermarkets. Their focus is flowing from bulk banking to class banking with introduction of value added and customized products. Technology helps banks to create what appearances like a branch in a business building's lobby without taking to hire manpower for manual operations. These branches are 24 x 7 working which has been made possible due to ATMs, Tele banking, Internet Banking, E-banking and Mobile Banking. The technology determined delivery channels which are used to reach maximum customers in most effective manner and at lowest cost. The splendor of these banking novelties is that it puts both customer and banker in a win-win situation. The need is to design a system to promote marginal efficiency of investment in technology and to increase the gap between marginal benefits and marginal cost involved in Banking Innovation with special reference to technological up gradation. In the paper survey on use of several E-channels and issues related to them is also shown.

Keywords- Banking industry, Computerization, Computerization in banks, Issues in banks

[1] Kementerian Perdagangan Republik Indonesia, Ekspor Impor Indonesia, www.depdag.go.id, 2012.

[2] Noe, Raymond A., John R. Hollenbeck, Barry Gerhart & Patrick M. Wright, Human Resource Management, Gaining a Competitive Advantage, 5th Edition, (Boston : McGraw-Hill, 2006).

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[10] Li, Yong-Hui, Jing-Wen Huang and Mey-Tien Tsai, Entrepreneurial Orientation and Firm Performance: The Role of Knowledge Creation Process, Industrial Marketing Management (38), 2008, 440-449.

Abstract: This study aims to show the effect of Organizational Change Capacity (OCC) and environment uncertain on traditional retail performance. In addition, this study also shows how cultural differences, reflected in ethnic differences in retail ownership of traditional Chinese and non-Chinese will affect organizational performance, and to differentiate the effect of OCC and environment uncertain on organization performance. This study uses a quantitative approach as the primary analysis method to explain the research results that supported by qualitative information of interview. The samples were 37 retails in Malang City. The respondents are the owner of retail. Data were collected directly by survey method using questionnaire instrument. Then the data is analyzed in two stages. The first stage is confirmatory factor analysis to determine the scores factor of each indicator. Furthermore, multiple regression analysis with dummy variables is used to test the research hypothesis. The findings of research is empirical evidence the effect of OCC on organizational performance, role of cultural differences on performance, and culture role to differentiate the effect of OCC on organizational performance. Uncertainty does not affect organizational performance and cultural differences do not make a difference in predicting the external environment in traditional retail.

Keywords: culture differences, environmental uncertainty, organizational change capacity, organization performance

[1] E.E. Lawler and C.G. Woley, Built To Change: How To Achieve Sustained Organizational Effectiveness (USA: John Wiley & Sons, Inc., 2006).

[2] J. Hutabarat dan M. Huseini, Pengantar Manajemen Strategik Kontemporer: Strategik di Tengah Operasional (Jakarta, Indonesia: Elex Media Komputindo, 2006).

[3] K.R. Andrews, The Concept of Corporate Strategy (Illinois, USA: Dow Jones Irwin, Homewood, 1971).

[4] L. Clarke, The Essence of Change (UK: Prentice Hall International, Ltd, 1994).

[5] W.Q. Judge and C.P. Blocker, Organizational Capacity for Change and Strategic Ambidexterity: Flying The Plane While Rewiring It, European Journal of Marketing, 42, 9/10, 2008, 951-926.

[6] W.Q. Judge and T. Douglas, Organizational Change Capacity: The Systematic Development of a Scale. Journal of Organizational Change Management. 22, 6, 2009, 635 - 649.

[7] World Health Organization, Manajemen Perubahan (SEA-NURS-429, IN O OSD 001/1.2, 2003).

[8] W.Q. Jugde and D. Elenkov, Organizational Capacity for Change and Environmental Performance: An Empirical Assesement of Bulgarian Firms, Journal of Business Research, 2005, 893 - 901.

[9] N. Siggelkow and D.A. Levinthal, Temporarily Divide to Conquer: Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and Adaptation, Organizational Science, 14, 6, 2003, 650-669.

[10] M. Pagell and D.R. Krause, Re-exploring the Relationship Between Flexibility and the External Environment, Journal of Operations Management, 2003, 1 - 44.

Abstract: Cooperative as a business organization or company that is managed on the basis of principle of the family, must adhere to the principles of sound management, transparent, accountable, and to be fair in the achievement of common goals. Executives / managers and employees of cooperatives should be responsible in the use of cooperative economic resources efficiently to sustain profit efforts in this regard.It is therefore necessary to control management role in carrying out the work culture generate employment, foster an atmosphere of cooperation, and can influence the behavior of subordinates that will have an impact on improving employee performance. Besides, it also required that promote employee professional and cooperative interests.This study aims to identify and assess the relevance of management control on employee performance by considering the organizational culture, compensation, and work behavior as determinants of employee performance improvement. This study sampled 135 employees at 18 Village Unit Cooperatives se Sulawesi Tenggara. Data collection is done by distributing questionnaires followed by in-depth interviews (in-depth). This study used descriptive analysis to determine the characteristics of the respondent and respondent description of indicators each study variable. While to examine the pattern of relationships between the study variables used inferential analysis tool that analyzes point to the approach of SPSS version 20. The results of this study indicate that adequate management controls to improve employee performance when attention to the factors that contributed to the culture of the organization, compensation and workplace behavior on cooperatives in the province of Southeast Sulawesi. The study also produced findings to improve employee behavior for the better when the culture of the organization and compensation factors considered.

Keywords: management control, organizational culture, compensation, workplace behavior and employee performance.

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Abstract: The study aimed to investigate the occupational stress among pandyan grama bank employees in Virudhunager District. The sample for the study consisted of 165 of the respondents. While 10 fell under senior manager III grade, 35 came under senior manager II grade, 90 were of officer I grade and the remaining 30 fell under the clerical grade. The study objectives are to measure the level of stress among the employees of Pandyan Grama Bank in Virudhunager District, to analyze the causal factors of stress among the employees, to study the consequences of stress of employees. The following statistical tools are used for the analysis of research data. Percentage analysis, Chi-square test, Rank order rating scale, Garett Ranking Method, Mean Score Analysis-Likert 5 point scale and ANOVA. The research design chosen is descriptive as the study reveals the existing facts. Descriptive research is the study which describes the characteristics of a particular individual or a group. The present study reveals that stress in work setting stems from different sources such as individuals, group, organizational, and environmental. Though the precise impact of stress is difficult to predict, it adversely affects the physiological, psychological and behavioural aspects of employees experiencing to it. Effects of stress vary from employee to employee depending on their resilience capacity, perception of stimuli, prior experience to it, and complexity of task to be performed. The study suggests that stress can be managed at both the individual level and the organizational level. Individual approaches to manage stress include exercise, behavioral control, proper diet, meditation, relaxation and the like.

Keywords - Occupational Stress, Corporate Profits, Emotional, Behaviour

[1] Khanka S.S, Organisational Behaviour, S. Chand and company Limited, First Edition, 2000.
[2] Mirza S. Saiyadain, Organisational Behaviour, Tata Mc Graw-Hill publishing company Limited, New Delhi, 2004.
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[4] Dr. Umesh Sharma, Stress management (through ancient wisdom and modern science), First Edition, New Delhi, 2005.
[5] Uma Sekaran, Organisational behavior, Tata Mc Graw-Hill publishing company Limited, New Delhi, Second Edition, 2005.
[1] Dr. Bob Murray, Building high performance team, managing a high performance team in stressful times, the journal of Effective Executive, Vol-XII, No.5, May 2009.
[2] Debdatta Gupta, Mergers and Acquisitions, Stress among BPO employees, Vol-VIII, Issue-VIII, August 2008.
[3] Daisy Chauhan, Effect of job involvement on burnout, The Indian journal of Industrial Relations, Vol-44, No.3, January 2009.
[4] Kavitha Singh, A review of economic and social development, Emotional Intelligence and workplace effectiveness, The Indian journal of Industrial Relations, Vol-44, N0.2, Oct-2009.
[5] Kakolisen, A review of economic and social development relationship between job satisfaction and job stress amongst teachers and managers, The Indian jounal of Industrial Relations, Vol-44, No.1, July 2008.
[6] Kathirvel .N , A study on stress among employees working in BPOs with special reference to Coimbatore, The IUP journal of management research, Vol-VIII, No.11, 2009.
[7] Prof. Krishnan Nair.N, Stress among Bank employees in India, The journal of management research, Vol-I, Issue-I, July2008.
[8] Lakshmi Ravikanth, Paraxis, Wired for stress, Business line‟s journal of management, Vol-3, Issue-2, May 2001.
[9] Parul Rishi, Women in Mnagaement, I love my stress, Jouranl of Effective Executive, Vol-VII, No.9, Oct - 2007.
[10] Vasumathy .S and Catrherine Joseph, Mergers and Acquistions, Emotional Intelligence, The journal of HRM review, Vol-VIII, Issue-VIII, August 2008.

Abstract: Renovation in Indian banks is taking place from all aspects and is being refined as time proceeds and the products of the banking industry are enthusiastically modifying the face of banking. This paper defines the way renovation has affected the banking sector and the approach of using IT products which has changed the face of banking sector in India. It tells about the current scenario of the banking industry; and the factors that have brought changes in the industry; and how these factors have contributed to the development of banking. This paper shows how banks have now flourished into one-stop Supermarkets. Their focus is flowing from bulk banking to class banking with introduction of value added and customized products. Technology helps banks to create what appearances like a branch in a business building's lobby without taking to hire manpower for manual operations. These branches are 24 x 7 working which has been made possible due to ATMs, Tele banking, Internet Banking, E-banking and Mobile Banking. The technology determined delivery channels which are used to reach maximum customers in most effective manner and at lowest cost. The splendor of these banking novelties is that it puts both customer and banker in a win-win situation. The need is to design a system to promote marginal efficiency of investment in technology and to increase the gap between marginal benefits and marginal cost involved in Banking Innovation with special reference to technological up gradation. In the paper survey on use of several E-channels and issues related to them is also shown.

Keywords- Banking industry, Computerization, Computerization in banks, Issues in banks

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[3] Cannella, A.; & Shen, w. (2001) So close and yet so far: Promotion versus exit for ceo heirs apparent. Academy of Management Journal, 40(2), 252-270.
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[6] Chung-Herrera,B. g,, Enez, C.A. & Lankau, M.j. (2003). Groooming future hospitality leaders: A competencies model, cornell hotel and REStaurant Administration Wuarterly, 44(3), 17-25.
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Abstract: In many organizations, reward decisions depend on subjective performance evaluations. However, evaluating an employee's performance is often difficult. In this paper, we develop a model in which the employee is uncertain about his own performance and about the manager's ability to assess him. The manager gives an employee a performance appraisal with a view of affecting the employee's self perception, and the employee's perception of the manager's ability to assess performance. We examine how performance appraisals affect the employee's future performance. The predictions of our model are consistent with various empirical findings. These comprise (i) the observation that managers tend to give positive appraisals, (ii) the finding that on average positive appraisals motivate more than negative appraisals, and (iii) the observation that the effects of appraisals depend on the employee's perception of the manager's ability to assess performance accurately.

Key Words: Subjective Performance Appraisal, Credibility, Cheap Talk

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Abstract: The investors always look for the various investment avenues which increase their risk-adjusted returns and add diversification. Since ages, gold is preferred as the one of the major investment option especially by the Indian investors. The prices of the gold are increasing and the price of the gold is affected by the various factors. This paper is basically focused on the factors like exchange rate of US dollar with INR, Crude oil prices, repo rate and inflation rate. Each of the factors is studied with the gold prices. The relationship between the factor and the gold prices is emphasized in this paper. There exists an inverse relation between the US$ and gold prices. The crude oil prices have an impact on the gold prices. Gold prices and repo rates are interdependent. Gold prices and inflation rates are also dependent and positively correlated.

Key Words: Crude oil prices, Diversification, exchange rate of USD and INR, Gold Prices, Inflation, Investment, repo rate.

[1] Adrangi, B., Chatrath, A., Raffiee, K.,2003, Economic activity, inflation and hedging: The case of gold and silver investments, The Journal of Wealth Management 6, 60-77.
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[3] Capie, F., Terence, C.M., Wood, G., 2005, Gold as a hedge against the dollar, International Financial Markets, Institution and Money 15, 343-352.
[4] Devdutt Pattanaik (2010): "Sacred Gold", World Gold Council, November, 12-15.
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[9] Perry Sadorsky (1999), Oil price shocks and stock market activity, Energy Economics,21(5),449-469.
[10] Sashikant Singh (2012): "Gilt Edged paper", Dalal Street - Investment Journal, Vol.27.No.2,15 January 2012, 74-75.

Abstract: With growing pace of life and shortage of time youths' try to save each second. Their curiosity to have funds easily at short notice to shape or give final touch to their ideas is also rising.So to raise the spanner of raising funds raising means, the government has initiated the RBI draft guidelines as on august 2010, which encloses the laws and regulations that would govern NBFC's conversion in to banks. The main motive behind this is the consolidation and the convergence of financial systems globally. In this study I have made an effort to know the perception of the managers towards this suggestion. That whether this initiative would be a success or failure. Abreast what should be the minimum capital requirements and lock in period for such NBFC's. Therespondents (managerial cadre persons) for this aretaken from both public and private banks located in Jalandhar and Ludhiana locality of Punjab.

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