PRESENTATION ON

Training And Development of Employees

presented by:jatinder singh Roll no. 411 MBA (IC) 6th Sem.

Introduction
A co-operative bank is a financial entity which belongs to its members, who are at the same time the owners and the customers of their bank. Co-operative banks are often created by persons belonging to the same local or professional community or sharing a common interest. Co-operative banks generally provide their members with a wide range of banking and financial services (loans, deposits, banking accounts). In India co-operative banks are regulated with the RBI and governed by Banking Regulations Act 1949 and Cooperative Societies Act, 1965.

History
The Mansa Central cooperative bank Ltd, Mansa came into existence on 25 February, 1993. As on 31 march 2000, there were 589 cooperative societies in the districk out of which 148 were cooperative credit societies. Besides, there were 1 central cooperative bank with 22 branches. The bank advances short and medium term loan to individual members through its affiliated cooperative societies seasonal agricultural purpose and for the marketing of the crops. The working capital of the bank is derived mostly from the share capital contributed by the cooperative societies and there deposits. The cooperative bank is turn arranges finances to meet the requirements of the members of cooperative societies.

functions
Co-operative Banks are organized and managed on the principal of co-operation self help and mutual help. They work on the basis of no profit no loss. Profit maximization is not their goal. Co-operative bank do banking business mainly in the agriculture and the rural sector. However, UCBs, SCBs and CCBs operate in semi urban and urban area. The State Co-operative Banks (SCBs), Central Cooperative bank (CCBs) and Urban Co-operative Banks (UCBs) can normally extend housing loans upto Rs 1 Lake to an individual. The scheduled UCBs, however, can lend upto Rs 3 Lake for housing purposes. The UCBs can provide advances against shares and debentures

Establishment
Co-operative bank performs all the main banking functions of deposit mobilization, supply of credit and provision of remittance facilities. Co-operative Banks belong to the money market as well as to the capital market. Co-operative Banks provide limited banking products and are functionally specialists in agriculture related products. However, co-operative banks now provide housing loans also. UCBs provide working capital loans and term loan as well

Features
Customer-owned entities: In a co-operative bank, the needs of the customers meet the needs of the owners, as co-operative bank members are both. Democratic member control: Co-operative banks follow the principle of one person, one vote. Profit allocation: Profit is usually allocated to members which is related to the number of shares subscribed by each member.

Finance function
Co-operative banks in India finance rural areas under:Farming Cattle Milk Hatchery Personal finance Co-operative banks in India finance urban areas under:Self-employment Industries Small scale units Home finance Consumer finance Personal finance

Classification
Some co-operative banks are scheduled banks, while others are non-scheduled banks. For insurance, SCBs and some UCBs are scheduled banks but other co-operative banks are nonscheduled banks. At present, 28 SCBs and 11 UCBs with Demand and Time Liabilities over Rs 50 crore. Co-operative Banks are subject to CRR and liquidity requirements. However, their requirements are less than commercial banks.

Board of Directors

Different committees farmed etc.

Mission
Promotion and sustainance of economic interest & providing easy finance, cost effective and quality banking services ot customer & PACs.

Vision

We will force the future challenges with grit and take every possible step for the development of our institution. More steps will be taken to provide efficient services. Present customers will be retained and other customers will be attracted to increase market share. Bank will attract maximum deposit (especially low cost deposit) to strengthan its financial resoureses so as to reduce its dependency upon NABARD. Bank while diversifying its loan portfolio will provide medium term and long term loans to the maximum extent. Every effort will be made to open account of all the farmers of state. Bank will receive deposits from farmers and meet all their credit needs. Bank, for the sake of development of state, will strive hard to provide maximum and better services to customers especially farmers and for this wherever necessary, every effort will be made to modify the schemes. Bank will prepare its business plan every year and by implementing it, goals set will be achieved. Bank will professionalize and modernize the business. Bank is going to fully computerized with the support of NABARD

Training and development

Training Training is concerned with imparting and developing specific skills for a particular purpose. For example, Flippo has defined training as the act of increasing the skills of an employee for doing a particular job. Development The term development refers to the nature and direction of change induced in employees, particulary managerial personnel, through the process of training and educative process. Any activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development.

Training Methods
Training methods Specific job experience orientation Doing the job better Target trainees All personal

Job rotation
Apprenticeship Vestibule training Lectures, programmed instructions

Understanding job linkage and multiskills

Technical skills Technical skills Knowledge

Managerial personal
Operatives Operatives All personal

Conferences / workshop
Brainstorming Role playing

Knowledge
Problem solving Multiskills

Supervisory, managerial
Supervisory, managerial Supervisory, managerial

Interest Rate ( DEPOSITS)

SAVINGS: 3.5 % A minimum amount of Rs. 500/- is required. Incase the customer does not require the facility of cheque book and other additional services, he can open the account minimum with Rs. 1000/-

FIXED DEPOSITS
A minimum amount of Rs.1000/- is required to open the account.
Duration 15 to 45 days 46 to 90 days 91 to 179 days 180 to less than 1 year Interest rate (%) 3.50 5.50 6.50 7.25

1year to less than2year

8.75

2year to less than 3 year 8.25

FUTURE PERSPECTIVE
The Cooperative Banks would give greater thrust on processes and initiatives aimed at improvement in quality of agricultural produce and products by giving liberal finance for technology introduction and up-gradation and for procuring high quality agro-inputs. The Cooperative Banks would encourage creation of common assets like storage facilities, farm machinery like tractors and other agricultural implements at the level of Cooperative Marketing-cum-Processing Societies and PACS so as to reduce debt burden and input costs of the farmers. The Cooperative Banks would pursue with renewed vigour lending in non-farm sector of economy, especially for those rendered surplus in rural and semi-urban areas due to liberalised agriculture policy Gainful self employment activities and small businesses would be promoted by providing cheap, easy and adequate credit. Special schemes and products would be launched for low income groups including small and marginal farmers. The Cooperative Banks would forge inter-se linkages in financing the Projects, requiring long-term capital investment and short term working capital, PSADB/PADBs would provide for long-term capital finance which would be supplemented by short-term working capital finance by PSCB/CCBs. The Cooperative Banks would provide medium and short-term finance for promotion of housing, particular for rural population in the State.

SWOT Analysis

STRENGTH
The bank provide the easiest way to open a new account in to any of its branch and the customer has to fill minimum requirements. The bank has the branches in the remote areas where the branches of other banks are not yet opened which give the bank edge over the other banks. As the bank is a cooperative bank thus bank gets the advantage of getting priority by the different cooperative societies for transactions and loans. Due to cooperative people has faith in the bank. It has deep roots in the community .

WEAKNESS
The bank has too short staff. Lack of trained and devoted staff. Most of the branches are not online however they are computerized. Less advertisement of banking schemes. The most important weakness of it is that a large part of it, is managed by large farmers with result that the small and marginal farmers are deprived of their due share.

Opportunities
Being the cooperative bank it has the opportunity to finance government projects. Existence of bank in remote areas is also a good opportunity. Providing ATM facilities may take bank a long way.

THREATS
Increasing roots of the public sector banks. Online or mobile banking facilities of other banks. Facilities like zero balance account by public sector banks.

OBJECTIVES OF THE STUDY

To identify the needs for training and development of employees with special reference to The Mansa Central Coperative Bank Limited. To understand the concept of training and development and their role in developing individual competencies. To understand various methods of training and development and their suitability. To understand the nature of self development and its effectiveness. To know the employees satisfaction level towards training programmes of the bank. To know the qualities in a trainer.

Limitations of study
While every effort was made to get the questionnaire filled personally even than some elements of biasness might have crept in. Due to lack of time, some people gave little information required for questionnaire. The research area was limited. They may be analytical, interpretation and statistical error in the project report. There are also the problem of conceptualization and also problems relating to the process of data collection and related things. Sometimes the employees conceal the right information because they do not have the confidence that the material supplied by them will not be misused.

RESEARCH METHEDOLOGY
objectives of this research To gain familiarity with the phenomenon of training and development for employees or to achieve new insights into it. To portray accurately the characteristics of a particular individual, situation or a group.

Limitations of research
The lack of scientific training in methodology of research is a great impediment for research. A great deal of primary data of non-confidential nature remains untouched. Difficulty of adequate and timely secretarial assistance, including computerial assistance caused unnecessary delays in the completion of research studies. Library management and functioning was not satisfactory. There is also the difficulty of timely availability of published data.

Conti..
Research Design Sample Size Sample Unit SOURCES OF DATA 1. Primary data 2. Secondary data

Data Analysis and Interpretation

16 14 12 10 8 6 4 2 0 14
increase in managerial efficiency

10

increase in morale of employees

better human relation

10

Q-1 role of training and development

reduced supervision

Q-2 Need of training to the existing employees in case of new technology

No. of respondents
35 30 25 20 15 10 5 0 yes no 12

30

Q-3 Levels at which training should be given

No. of Respondents
25 20 15 10 5 0 20 12 10

operative level

managerial level

At both both levels

Q-4 Reason to give training at managerial level

No. of Respondents
12 10 8 6 4 2 0 Multi skill performing more varied jobs make supervision better all the above 6 4 5 10

Q 5- Identifications of training needs

No. of Respondents
20 15 10 5 0 organisation analysis task analysis man analysis 8 18 16

Q 6-Quality in managers for selfdevelopment

No of Respondents
14 12 10 8 6 4 2 0 13 10 9 10

The proactive agent of change

contorl the external stimuli

measure the all the above progression towards development

Q 7- Achievement of selfdevelopment

No. of Respondents
35 30 25 20 15 10 5 0 30

12

developing self awareness

adoptiong methods of self- development

Q 8- Method for the selfdevelopment

Method
25 20 15 10 5 0 Self -behaviour management Time Developing self management study 5 20 17

Q 9- Benefits of employees from self-development

Benefits
20 15 10 5 0 15 5 7 15

Patience

Communitio n skill

Internal & external Knowledge

Politeness

20 15 10 5 0 10

Methodical and well planned

15

Knowledgea ble and competent

Quality

good communicat ion skill

Q 10 Qualities in a trainer

All of the above

Q 11- Training programmes in a year

No. of Respondents 16 14 12 10 8 6 4 2 0 15 10 14

One

Two

Three

Quarterly

Q 12- Satisfaction level of employees

towards training and development programmes

Q 13- Reasons for dissatisfaction with regard to training and development

No.Of Respondents
10 8 6 4 2 0 8 4 0 Inefficient trainers Low frequency of training programmes Any other

Finding relative to problem

The bank focuses on increasing operational efficiency by way of training. Employees expect to give them training at both levels i.e. managerial level as well as at operative level. 71.42% of the employees are in favour of giving training to the existing employees also. Employees think that self development also helps in increasing managerial efficiency. Employees view that self-development can be achieved by adopting developmenttechniques like time management or self behaviour management. The training needs can be identified by task or job analysis. According to the employees self-development can be achieved by developing self-awareness. The trainer should be methodical and well planned , highly knowledgeable and should have good communication skill. The employees expect that there should be more training but of short in in a year.

Suggestions & recommendations

Professionalization of management is one of the basic prerequisites of co-operatives. Both the personnel as well as directors of management should be exposed to regular training, interaction and orientation. Adoption of scientific planning for deployment of human resources on the principle of right man for the right post at right time would help co-operatives to accelerate the pace of reforms. Human resources need be proactive. Motivation, recognition for good work and leadership be inculcated for augmenting productivity. Strengthening information and database of cooperatives is of utmost importance. MIS need be adopted by the process of computerization and inter-connectivity to provide best services to members and customers with anytime and any where service. Refresher training to the employees should be given time to time. Extension of co-operative education and training at village level through an integrated approach of adult education in rural areas. All three segments of cooperative bank should jointly workout a coordinated strategy for establishing workable synergy to complement each other. Customers satisfaction must be the top priority of the bank. More branches should be opened. Bank can provide the facility of zero balance account to the students and employees . Customer care centre should be established. Help line number should be given to every customer. Credit card facility should be provided to the customers. All branches should be online.

Conclusion
The study is concerned with reference to training and development of employees. From the above study , we can say that co-operative banks are very important part of Indian Banking System. The Punjab State Cooperative bank has its own training and development programmes with the objective of increasing the operational efficiency of its employees. The bank is providing time to time training to the new as well as existing employees. The bank being cooperative in nature the people have faith in it. The bank has deep roots in the community. The professionalization of management is one of the basic prerequisites of cooperatives. The training are identified before giving training to the employees. There should be at least two training programmes in a year. Some of the employees are not fully satisfied from the training programmes of the bank due to some reasons. Efficient and effective management is an area where the cooperative banks have failed to make any real process. The bank suffered mainly due to the number of reasons like mismanagement, lack of supervision and inspection.

Bibliography
Books Indule, C.B.Co-operative Banking in India (1989), confidential prakashan, poona. Bhatia B.S.and etal, Encyclopaedia of cooperative management, Deep & Deep publication, Delhi, 1994. J.S.pasricha, research study on cooperative banking in Punjab,1999. Prasad ,L.M principles and practices of management education publishers , new Delhi Audit report the Mansa Central Cooperative banks Mansa(31-3-10) District Mansa credit plans 2010-11 Manual instructions of deposiy accounts Internet websites:www.pbcooperatives.gov.in www.wikipedia.com www.indiaeducation.ernet.in