Reference No: F&A0147Pages: 11Published on: 1, January, 1971
Abstract: Sanjay, the branch manager, is dissatisfied with his performance evaluation during 1965. He has doubts about the soundness of the appraisal system where five different functionaries at the head office evaluate performance. Each functionary evaluates the manager's performance with respect to the work (deposits, advances, public relations, inspection, follow-ups, etc.) for ... More
Reference No: F&A0162TECPages: 37Published on: 1, January, 1971
Abstract: Describes the different work measurement techniques and the types of banking activities where work measurement techniques can be successfully applied. A list of selected references on the subject has also been included. ... More
Reference No: F&A0152Pages: 8 Published on: 1, January, 1971
Abstract: A textile mill has approached a financial institution for an additional working capital loan of Rs.60 lakhs. The case highlights the problem arising from poor fund generation relative to fixed costs. The gross profit of the company is insufficient to meet the interest burden, which has substantially increased because a ... More
Reference No: PROD0003Pages: 10Published on: 1, January, 1971
Abstract: A varnish plant superintendent wants to know whether he can increase his output by about 30% without spending money on equipment. The case provides an exercise in finding out utilization of key work stations/equipment and in deciding an optimum utilization and scheduling for the required production. ... More
Reference No: F&A0081TECPages: 17 Published on: 1, January, 1971
Abstract: Deals with the problem of handling acts of misconduct among the staff in banks. It identifies various types of misconduct and the legal and operating procedures of issuing charge sheets, appointing enquiry officers, conducting domestic enquiries, and issuing suspension orders. ... More
Reference No: QM0045Pages: 19Published on: 1, January, 1971
Abstract: Describes the evolution of data- processing applications in a modern textile mill over the last twenty years. The company, which started mechanization with Hollerith equipment, now has an IBM 8K system (tape oriented) and plans to go in for an IBM 360/30 system shortly. The factors responsible for the introduction of ... More
Reference No: MAR0091Pages: 11Published on: 1, January, 1971
Abstract: This case brings out the basic aspects of the marketing concept and can be used to illustrate the major differences between marketing and selling. The company gives the impression that it is selling almost everything it can produce; but a deeper analysis brings out the lack of marketing concept, absence ... More
Reference No: F&A0169Pages: 23Published on: 1, January, 1971
Abstract: The case deals with a medium-sized textile mill's application for revision of loan limits in order to meet working capital requirements. The additional working capital is required for financing a new product mix and the consequent changes in its distribution channel. The case also gives monthly data on the fluctuations ... More
Reference No: F&A0156(B)Pages: 16 Published on: 1, January, 1971
Abstract: A sequel to Estella Bank (A) F&A0156, this case describes the working of one of the twenty- seven training centres set up by the bank, as part of its training scheme for clerical staff, and documents data on the training scheme. ... More
Reference No: F&A0148Pages: 36 Published on: 1, January, 1971
Abstract: Deals with the recruitment and selection of clerical staff in a regional bank undergoing rapid expansion particularly outside its main region of operations. The main issue involved here is, personalized versus formal methods of recruitment and selection. The case describes how two groups of clerks were selected-one through the personalized ... More
Reference No: F&A0166Pages: 18Published on: 1, January, 1971
Abstract: This is a case study of planning in a large metropolitan branch of the bank. The case underlines how creative aspects of the planning process can suffer if planning is reduced to a mechanistic target setting and budgeting exercise, with or without formal use of environmental data. It is widely ... More
