Tuesday, 15 March 2016

State Financial Corporations

Establishment
In order to meet the financial requirements of small scale and medium-sized industries, there was a need of special financial institutions. With this view, the Central Government passed the State Financial Corporation Act of 28th September, 1951 which empowered the state government to establish financial corporation to operate within the state. So far (till now) 18 state financial corporations have been established in different states.

Objectives:
(i) To establish uniformity in regional industries
(ii) To provide incentive to new industries
(iii) To bring efficiency in regional industrial units
(iv) To provide finance to small-scale, medium sized and cottage industries in the state
(v) To develop regional financial resources.

Prohibited Functions
(i) Not to give loan to an industrial unit exceeding 10% of its paid-up capital or Rs. 60,000 whichever is lower.
(ii) Not to accept public deposits for a period exceeding 5 years.
(iii) Not to accept deposits exceeding the paid up capital.
(iv) Not to give loan on the security of its shares.
(v) Not to declare dividend on its shares without the sanction of the Central Government.
(vi) Not to purchase shares and stocks directly of an industrial unit or limited public company.
Management
State Financial Corporation of every State is governed by a board of directors consisting of 18 directors in all, duly elected and nominated.
·         Share Capital: The State Financial Corporation can have share capital ranging from Rs. 50 lakhs to Rs. 5 crores. It can be increased up to Rs. 10 crores with the prior sanction of the Central Government.
·        Bond and Debentures: The State Financial Corporation can issue bonds and debentures to a maximum of ten times the amount of its paid-up capital and reserve fund.
·         Public Deposits: The State Financial Corporation can accept public deposits for a maximum period of 5 years. However, the total amount received by way public deposits should not exceed twice its paid-up capital.

·         Other Sources: Borrowings from the state government and the Reserve Bank.

Thursday, 3 March 2016

Repo (Repurchase) rate, Reverse Repo rate, CRR,SLR

Repo (Repurchase) rate:

The rate at which the RBI lends money to commercial banks is called repo rate. It is an instrument of monetary policy. Whenever banks have any shortage of funds they can borrow from the RBI

Reverse Repo rate:

It is the rate at which the RBI borrows money from commercial banks. Banks are always happy to lend money to the RBI since their money are in safe hands with a good interest

Cash reserve Ratio (CRR) :

It is the amount of funds that the banks have to keep with the RBI. If the central bank decides to increase the CRR, the available amount with the banks comes down. The RBI uses the CRR to drain out excessive money from the system. Scheduled banks are required to maintain with the RBI an average cash balance, the amount of which shall not be less than 4% of the total of the Net Demand and Time Liabilities (NDTL), on a fortnightly basis.

SLR (Statutory Liquidity Ratio) :

Every bank is required to maintain at the close of business every day, a minimum proportion of their Net Demand and Time Liabilities as liquid assets in the form of cash, gold and un-encumbered approved securities. The ratio of liquid assets to demand and time liabilities is known as Statutory Liquidity Ratio (SLR).  RBI is empowered to increase this ratio up to 40%.  An increase in SLR also restricts the bank’s leverage position to pump more money into the economy.

SLR (For Non Bankers): 


This term is used by bankers and indicates the minimum percentage of deposits that the bank has to maintain in form of gold, cash or other approved securities.  Thus, we can say that it is ratio of cash and some other approved securities to liabilities (deposits) It regulates the credit growth in India

Tuesday, 16 February 2016

Job burnout

How to spot it and take action

Discover if you're at risk of job burnout — and what you can do when your job begins to affect your health and happiness.
Job burnout is a special type of job stress — a state of physical, emotional or mental exhaustion combined with doubts about your competence and the value of your work. If you think you might be experiencing job burnout, take a closer look at the phenomenon. What you learn might help you face the problem and take action before job burnout affects your health.

Could you be experiencing job burnout?

Ask yourself the following questions:
  • Have you become cynical or critical at work?
  • Do you drag yourself to work and have trouble getting started once you arrive?
  • Have you become irritable or impatient with co-workers, customers or clients?
  • Do you lack the energy to be consistently productive?
  • Do you lack satisfaction from your achievements?
  • Do you feel disillusioned about your job?
  • Are you using food, drugs or alcohol to feel better or to simply not feel?
  • Have your sleep habits or appetite changed?
  • Are you troubled by unexplained headaches, backaches or other physical complaints?
If you answered yes to any of these questions, you might be experiencing job burnout. Be sure to consult your doctor or a mental health provider, however. Some of these symptoms can also indicate certain health conditions, such as a thyroid disorder or depression.

What causes job burnout?

Job burnout can result from various factors, including:
  • Lack of control. An inability to influence decisions that affect your job — such as your schedule, assignments or workload — could lead to job burnout. So could a lack of the resources you need to do your work.
  • Unclear job expectations. If you're unclear about the degree of authority you have or what your supervisor or others expect from you, you're not likely to feel comfortable at work.
  • Dysfunctional workplace dynamics. Perhaps you work with an office bully, or you feel undermined by colleagues or your boss micromanages your work. This can contribute to job stress.
  • Mismatch in values. If your values differ from the way your employer does business or handles grievances, the mismatch can eventually take a toll.
  • Poor job fit. If your job doesn't fit your interests and skills, it might become increasingly stressful over time.
  • Extremes of activity. When a job is monotonous or chaotic, you need constant energy to remain focused — which can lead to fatigue and job burnout.
  • Lack of social support. If you feel isolated at work and in your personal life, you might feel more stressed.
  • Work-life imbalance. If your work takes up so much of your time and effort that you don't have the energy to spend time with your family and friends, you might burn out quickly.

Friday, 22 January 2016

Small-Scale Industries in India: Definition, Characteristic and Objectives

Small-Scale Industries in India: Definition, Characteristic and Objectives!
In Indian economy small-scale and cottage industries occupy an important place, because of their employment potential and their contribution to total industrial output and exports.
Government of India has taken a number of steps to promote them. However, with the recent measures, small-scale and cottage industries facing both internal competition as well as external competition.
There is no clear distinction between small-scale and cottage industries. However it is generally believed that cottage industry is one which is carried on wholly or primarily with the help of the members of the family. As against this, small-scale industry employs hired labour.
Moreover industries are generally associated with agriculture and provide subsidiary employment in rural areas. As against this, small scale units are mainly located in urban areas as separate establishments.

Definition:

The official definitions of a small scale unit are as follows:
(i) Small-Scale Industries:
These are the industrial undertakings having fixed investment in plant and machinery, whether held on ownership basis or lease basis or hire purchase basis not exceeding Rs. 1 crore.
(ii) Ancillary Industries:
These are industrial undertakings having fixed investment in plant and machinery not exceeding Rs. 1 crore engaged in or proposed to engage in,
(a) The manufacture of parts, components, sub-assemblies, tooling or intermediaries, or
(b) The rendering of services supplying 30 percent of their production or services as the case may be, to other units for production of other articles.
(iii) Tiny Units:
These refer to undertakings having fixed investment in plant and machinery not exceeding Rs. 23 lakhs. These also include undertakings providing services such as laundry, Xeroxing, repairs and maintenance of customer equipment and machinery, hatching and poultry etc. Located m towns with population less than 50,000.
(iv) Small-Scale Service Establishments:
These mean enterprises engaged in personal or household services in rural areas and town with population not exceeding 50000 and having fixed investment in plant and machinery not exceeding Rs. 25 lakhs.
(v) Household Industries:
These cover artisans skilled craftsman and technicians who can work in their own houses if their work requires less than 300 square feet space, less than 1 Kw power, less than 5 workers and no pollution is caused. Handicrafts, toys, dolls, small plastic and paper products electronic and electrical gadgets are some examples of these industries.

Characteristics of Small-Scale Industries:

(i) Ownership:
Ownership of small scale unit is with one individual in sole-proprietorship or it can be with a few individuals in partnership.
(ii) Management and control:
A small-scale unit is normally a one man show and even in case of partnership the activities are mainly carried out by the active partner and the rest are generally sleeping partners. These units are managed in a personalized fashion. The owner is activity involved in all the decisions concerning business.
(iii) Area of operation:
The area of operation of small units is generally localised catering to the local or regional demand. The overall resources at the disposal of small scale units are limited and as a result of this, it is forced to confine its activities to the local level.
(iv) Technology:
Small industries are fairly labor intensive with comparatively smaller capital investment than the larger units. Therefore, these units are more suited for economics where capital is scarce and there is abundant supply of labour.
(v) Gestation period:
Gestation period is that period after which teething problems are over and return on investment starts. Gestation period of small scale unit is less as compared to large scale unit.
(vi) Flexibility:
Small scale units as compared to large scale units are more change susceptible and highly reactive and responsive to socio-economic conditions.
They are more flexible to adopt changes like new method of production, introduction of new products etc.
(vii) Resources:
Small scale units use local or indigenous resources and as such can be located anywhere subject to the availability of these resources like labor and raw materials.
(viii) Dispersal of units:
Small scale units use local resources and can be dispersed over a wide territory. The development of small scale units in rural and backward areas promotes more balanced regional development and can prevent the influx of job seekers from rural areas to cities.

Objectives of Small Scale Industries:

The objectives of small scale industries are:
1. To create more employment opportunities with less investment.
2. To remove economic backwardness of rural and less developed regions of the economy.
3. To reduce regional imbalances.
4. To mobilize and ensure optimum utilization of unexploited resources of the country.
5. To improve standard of living of people.
6. To ensure equitable distribution of income and wealth.
7. To solve unemployment problem.
8. To attain self-reliance.
9. To adopt latest technology aimed at producing better quality products at lower costs.

Wednesday, 6 January 2016

Different types of business entrepreneurs


The different types of business entrepreneurs are discussed below:
In the initial stages of economic development, entrepreneurs tend to be shy and humble but as the development process picks up speed, they tend to become more enthusiastic and confident. They help make the business environment healthy and development oriented. Highly enthusiastic and innovative entrepreneurs exist only in developed countries as level of their -economic and technological development has reached a certain level whereas in developing and under-developed countries, imitative entrepreneurs are more successful.
However, the various types or entrepreneur are classified as under :
(1) According to the Type of Business :
(i) Business entrepreneur ; Business entrepreneurs are those entrepreneurs who conceive the idea of a new product or service and then translate their ideas into reality. Entrepreneur examines the various possibilities of sources of finance, supply of labour, raw-materials or finished product as the case may be.
Business entrepreneur may be undertaking the trading business or manufacturing business but initially the size of the business is very small. As the entrepreneur flourishes, he tends to expand his business.
(ii) Trading entrepreneur : As the very name indicates trading entrepreneur is concerned with trading activities and not manufacturing. Trading means buying the finished product from the producer and selling off to the customer directly or through a retailer.
A trading entrepreneur has to be creative enough as he has to identify the market. He has to identify potential market, create demand through extensive advertisement of his product and thus inspire people to buy his product. For this is inevitable for him to find out the desires, tastes and choices of his customer in domestic as well as international market.
(iii) Industrial entrepreneur : As the very name indicates, an industrial entrepreneur is one who sets up an industrial unit. He perceives the opportunity to set up his unit, complies with necessary formalities of getting license, power connection, pollution control clearance (if the need be) arrange initial capital, providing securities and guarantees to the financial institutions, making payment of wages and supply necessary technical know-how. An industrial entrepreneur has the ability to convert economic resources and technology into a considerably profitable venture. Manufacturer of leather products, textiles, electronics, food items and the like are industrial entrepreneurs.
(iv) Corporate entrepreneur : Corporate entrepreneur is the one who plans, develops and manages a corporate body. He is a promoter, an essential part of board of directors, an owner as well as an entrepreneur. He gets his corporate body registered under the requisite Act which gives his company the status of separate legal entity.
(v) Agricultural entrepreneur : Agricultural entrepreneur is the one who is engaged in the agricultural activities. He uses latest technology to increase the productivity of agriculture and also adopts mechanisation.
(2) According to Motivation :
(i) Pure entrepreneur : Pure entrepreneur is one who may or may not possess an aptitude for entrepreneurship but is tempted by the monetary rewards or profits to be earned from the business venture. He is status-conscious and wants recognition.
(ii) Induced entrepreneur : Induced entrepreneur is attracted by the various incentives, subsidies and facilities offered by the government. ‘An entrepreneur is not born’ —this is no doubt true as every person can be trained to become a good entrepreneur. Most of the entrepreneurs who enter into business are induced entrepreneur as various kinds of financial, technical and managerial facilities are provided by the government to promote entrepreneurship. An entrepreneur can develop himself much more by attending EDPs and they can make a stand in the market. Import restrictions, allocation of production quotas to SSIs, reservation of products for small industry etc. have forced many young people to set up a small industry.
Non-Resident Indians (NRIs) and educated unemployed seeking self-employment or newly married bridegrooms by taking financial support of their in-laws may be described as induced entrepreneur. This class of entrepreneur accounts for maximum number of failures because there is no proper screening of misfits.
(3) According to the Use of Technology :
(i) Technical entrepreneur : The strength of a technical entrepreneur is in his skill in production techniques. He concentrates more on production than on marketing. He possesses craftsman skill in himself which he applies to develop and to improve the technical aspect of the product.
(ii) Non-technical entrepreneur : Unlike technical entrepreneur, non-technical entrepreneur is not concerned with the technical aspect of the product rather he spends more time in developing alternative strategies of the marketing and distribution to promote his business. His target is not to change the production technique but how to increase the demand of the product in which he is dealing.
(iii) Professional entrepreneur : Professional entrepreneur means an entrepreneur who is interested in floating a business but does not want to manage or operate it . Once the business is established, he sells it out and catches on to float a new business.
(4) According to Stages of Development :
(i) First generation entrepreneur : First generation entrepreneur are those entrepreneurs who do not possess any entrepreneurial background. They start an industrial unit by means of their own innovative skills.
(ii) Second generation entrepreneur : Second generation entrepreneur are those entrepreneurs who inherit the family business firms and pass it from one generation to another.
(iii) Classical entrepreneur : A classical entrepreneur is a stereotype entrepreneur whose aim is to maximize his economic returns at a level consistent with the survival of the unit but with or without an element of growth.
(5) Classification Given by Danhof :
(i) Innovating entrepreneur : Innovative entrepreneurs are generally aggressive and possess the art of cleverly putting the attractive possibilities into practice. An innovating entrepreneur is one who introduces new goods, inaugurates new methods of production, discovers new market and re-organises the enterprise. He arranges money, launches an enterprise, assembles the various factors, chooses the competent managers and sets his enterprise go.
Schumpeter’s entrepreneur is of this type. His entrepreneur belongs to that nation which has wide industrial base, modern banking facilities, rich infrastructure, up to date technology and the like. Innovative entrepreneurs do not exist in developing economies where lack of capital, technological know-how block the path of innovativeness.
In developed countries, people are highly developed and consistently look forward for change. They want to consume such products which do not commonly exist in the world. They want progress as they have achieved high level of development. Innovating entrepreneur played a key role in the rise of modern capitalism, through their enterprising spirit, hope of making money, and ability to recognise and exploit opportunities.
(ii) Imitative entrepreneurs : Imitative entrepreneurs are characterized by readiness to adopt successful innovations inaugurated by successful innovating entrepreneurs. Imitative entrepreneurs do not imitate the changes themselves, they only imitate techniques and technologies innovated by others. Such entrepreneurs are significant for under-developed economies because they put such economies on high rate of economic development. Entrepreneurs prefer to imitate the technology already existing somewhere in the world.
However, the talent of imitative entrepreneurs should not be under-estimated. Even imitative entrepreneurs are revolutionary and agents of change. They have ability to do things which have not been done before even though, unknown to them, the problem may have been solved in the same way by others. Innovative entrepreneur is creative, while imitative entrepreneur is adoptive.
(iii) Fabtan entrepreneur : Fabian entrepreneurs are cautious and skeptical in experimenting change in their enterprises. Such entrepreneurs are shy, lazy and lethargic. They are imitative by nature but are not determined and also lack power. They imitate only when it becomes perfectly clear that failure to do so would result in a loss of the relative position of the enterprise.
(iv) Drone entrepreneur : Drone entrepreneurs are characterized by a refusal to adopt opportunities to make changes in production formulae even at the cost of severely reduced returns. They can suffer loss but are not ready to make changes in their existing production methods. When competition increases, they are pushed out of the market as it becomes uneconomical for them to exist and operate in a competitive market.
(6) According to Capital Ownership :
(i) Private entrepreneur : When an individual or a group of individuals set up an enterprise, arrange finance, bear the risk and adopt the latest techniques in the business with the intention to earn profits, he or the group is called us private entrepreneur/entrepreneurs.
(ii) State entrepreneur : As the name indicates, state entrepreneur means the trading or industrial venture undertaken by the state or the government itself.
(iii) Joint entrepreneur : Joint entrepreneur means the combination of private entrepreneur and state entrepreneur who join hands.
(7) According to Gender and Age :
(i) Man entrepreneur
(ii) Woman entrepreneur
(iii) Young entrepreneur
(iv) Old entrepreneur
(v) Middle-aged entrepreneur
(8) According to Area :
(i) Urban entrepreneur
(ii) Rural entrepreneur
(9) According to Scale :
(i) Large scale industry entrepreneur
(ii) Medium scale industry entrepreneur
(i) Small scale industry entrepreneur
(ii) Tiny industry entrepreneur.

Wednesday, 7 October 2015

History of internet marketing

The definition:
“Internet Marketing also reffered to as web marketingonline marketing or e marketing is the marketing of the products & services on the internet platform.”
Let’s see how it all started!
Internet Marketing today has become an integral part of people’s lives. When internet was first introduced not a single business house recognized the huge potential it had in store as a marketing tool. As early as 1993 it was just a tool used for emailing & data transfer. The best of the business units had declared it unfit for marketing purposes.
Then in 1995 Netscape the ISP went public and bought the online world into prominence by exploring its commercial potential. The wide reach, cost effectiveness, capabilities to measure the spending's and easy accessibility made internet as the most feasible marketing tool.
The flood-gates opened after that:
Spending on Internet advertising in 1996 totaled $301 million in the U.S. While significant compared to the zero dollars spent in 1994, the figure paled in comparison to the $175 billion spent on traditional advertising as a whole that year. Online advertising grew to an industry worth nearly $1 billion in 1997.
In India, as reported by PWC, advertising industry recorded a growth of 22% over 2006 and thus contributed an estimated Rs. 196 billion in 2007 as compared with Rs. 161 billion in 2006. In the years 2004-2007, the advertising industry recorded a cumulative growth of 20% on an overall basis.
Though different segments of the industry grew at different rates, the highest growth was recorded by the smallest segment in the industry- online advertising. This segment grew by 69% from the previous year, albeit from a low base of Rs. 1.6 billion in 2006 to Rs. 2.7 billion in 2007. Its share in the overall advertising pie grew to 1.4% in 2007, up from 1.0% in 2006. In the last four years 2004-2007, the segment recorded a cumulative growth of 65% on an overall basis.
As broadband penetration increase in the Indian homes and also the mobile devices become more internet friendly, web publishing companies would develop more content on the Internet.  This would make online advertising more relevant, more creative and more informative.

Monday, 5 October 2015

MANAGEMENT PROCESS




ANDHRA UNIVERSITY
BBA (C.B.C.S) – FIRST SEMESTER With effect from 2015-16
                                      MANAGEMENT PROCESS

No. of Hours per week: 6                                            Max. Marks: 100
                                                              Semester end  Examination:     75                        
Credits: 6                                                      Internal assessment:   25              
                                                                                                   
                                                                    
UNIT – I
Introduction: Meaning and importance of Management; Role and responsibilities of top, middle and lower managers. Evolution of Management: F.W. Taylor, Henri Fayol, Elton Mayo, Functions of management. Challenges of Management in the context of new era.

UNIT – II
Planning: Concept – Significance – Process – Types of plans – Problems in planning – Planning Principles – MBO, Decision making process.

UNIT – III
Organizing : Concept – significance – types of organization structures– Formal and informal organizations. Departmentation types: advantages and disadvantages. Span of Control. Delegation of authority. Delegation Vs. decentralization. Line and Staff Positions.

UNIT – IV
Staffing: Meaning and importance of staffing. Introduction to concepts of Recruitment – Selection – interviewing – induction.
Leading: Concept of leadership. Leadership Styles. Developing leadership skills.
Motivating: Meaning – importance of motivation. Theories of motivation: Maslow’s Hierarchy of Needs theory, Herzberg’s two factor theory.
UNIT – V
Controlling – Importance – process - problems of controlling. Control as a feed back system.
Requirements of effective control. Control techniques: Budgetary control, Zero Based budgeting, Break even analysis, MBO

Recommended Books:
1.   Prof. D. A. R. Subramanian, & Smt. D. Swapna, A Text Book on Principles of Management, Maruthi Book Depot, Guntur
2.   Koontz, H. and Wihrich H, Management, Mc Graw Hill.
3.   Stoner, J etc., Management, Pearson Education.
4.   Sharma, Principles of Management, Kalyani Publishers, Hyderabad.